...BMW Case Study A. The BMW customization program “Dream It.Build It.Drive It.” for X3 series compact SUV model had driven sales across North America. Joseph Wierda, BMW product manager was contemplating using the same marketing strategy to drive sales across all BMW product lines. He was particularly interested in using this customization strategy for flagship brand X5 and a new model X4 launching in 2015. The major marketing challenges to implement this customized program were as below: * Regional and Global Manufacturing Strategy: In North America compared to Europe, customers wanted immediate delivery. Purchase of a car was a major decision and that meant there was a high emotional value attached to the purchase. Customers wanted to experience thrill and excitement attached to car purchase. To solve the problem of immediate delivery for North America and to maintain customer interest during the sales process, BMW team made significant adjustments at the plant, in BMW’s supply chain and IT systems. For X3 series, they even shifted their assembly line from Austria to South Carolina to reduce delivery time across continents. BMW‘s plant in South Carolina manufactured six different models including X5 and X4. For other models which are not manufactured in North America immediate delivery in few weeks would be difficult to achieve. As models manufactured outside North America meant increased shipping time between continents. So, the concept of “Dream It.Build It...
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...disinfection. It is imperative, therefore, to adopt an appropriate environmentally safe method for the disposal of the hospital wastes. Sources of generation of Bio-medical wastes: Hospitals, Nursing Homes, Veterinary Hospitals, Dental Clinics, Pathological & Diagnostic Laboratories, Blood Bank etc. Type of Health Care Waste: These are of two types (i) Infectious Wastes (ii) Non-infectious Wastes INFECTIOUS HEALTH CARE WASTES (Bio-medical Waste): · Human anatomical / surgical waste, · Animal waste · Pathological waste including tissues, organs, blood and body fluids, microbiological cultures, Cotton,Swabs etc. · Used Syringes, I.V. tubes, Blood bags and other items contaminated with blood and body fluids. · Items such as plaster, casts and bandages, when contaminated...
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...Case study A New Spin on Cycling: What is the Market Value of a Name? Cycling presents a great number of advantages over other forms of transportation. The advantages of cycling include, for: Society, inexpensive infrastructure requirements and environmental sustainability, and Individuals, benefit from cycling as a healthy exercise as well as an inexpensive mode of transport that, in some urban areas, can be faster than other transport modes (e.g. it often allows cyclists to avoid traffic jams and other obstructions). St. Kilda Bikes is a small to medium sized enterprise (SME) situated in the CBD of Melbourne, Victoria, Australia. The firms specialises in distributing the worldrenowned Spanish brand “Orbea” bikes and their own design bike models, which are manufactured in China under the firm’s brand-name and sold in the Asia Pacific region. During 2008-11, the firm doubled its sales, even though the global financial crisis had dramatically eroded consumer purchasing power. Vincent Hong, the 25 year old owner of the business, learned from reading a popular magazine (Business Review Weekly) that much of the firm’s recent success may be attributable to cycling becoming a trendy and popular sport in Australia. Browsing the Internet, he decided to briefly cross-check the article with the Retail Cycle Traders Australia Website (RCTA, 2008), from which he found that the trend has continued for at least a decade and that: “Bicycle sales in Australia averaged 795,000 per year for the...
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...Marketing engineering work report By jiahang 2012.6. Team members 唐田伟 09093914 （leader） 任静 09093926 高承明 09093904 雷鹤 09093907 想开林 09093972 BrainCell Internet Advertising • Solver Introduction BrainCell is positioned to sell cell phones, call plans, and mobile services to end-user customers using the Internet exclusively as its unique sales channel (though it also will employ call centers to some extent, mostly for technical upport and billing questions). Partneri ng with one of the largest available communication networks in Europe, BrainCell follows the same business strategy for its cell phones that Internet banks use with their banking operations: reducing its operational costs through the absence of physical branches and local infrastructure and then using these saved costs to reduce prices and increase competitiveness. As a relatively new offering, one of the challenges facing the company is identifying and targeting prospective customers. Market research shows that the customers who are most likely to go to the Internet to fulfill their mobile communication needs tend to be well educated, wealthier than the average population, heavy Internet users, and already technically familiar and equipped with cell phones. Given this target population, it seems natural (and cost effective) to use the Internet as a key communication channel to advertise the offerings and launch a promotional campaign. BrainCell recently began to develop promotional...
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...Sun Coast Savings Bank was founded in l97l in Safety Harbor, Florida, which is just across the bay from Tampa. Safety Harbor is very popular with people who work in Tampa but do not wish to live within the city itself. Per-capital income in SafetyH arbor is substantially above the national average; in fact, the town has a reputation for having the greatest population of BMWs and Mercedes Benzes per capita in the United States. The combination of an increasing population, high per capita income and a huge demand for funds to finance new home construction has made Sun Coast the fastest-growing association in the state in terms of both assets and earnings. Although Sun Coast is very profitable and has experienced rapid growth in earnings, the company's quick expansion has put it under severe financial strain. Even though all earnings have been retained, the net-worth-to-assets ratio has been declining to the extent that, by 2000, it was just above the minimum required by federal regulations(see T able l). Table 1 Sun Coast Savings Bank Balance Sheet for Year Ended December 31, 2000 Assets Cash & Marketable Securities $83,441,700 Mortgage Loan 815,235,000 Fixed Assets 60,423,300 Total Assets $959,100,000 Liabilities Savings Account $817,153,200 Other Liabilities 83,077,000 Capital Stock ($100 par value) 900,000 Retained Earnings 57,969,800 Total Claims $959,100,000 ***Note: Federal law...
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...marketing programs and campaigns in an effort to reach consumers where they ‘live’ online. However, the challenge facing many companies is that although they recognize the need to be active in social media, they do not truly understand how to do it effectively, what performance indicators they should be measuring, and how they should measure them. Further, as companies develop social media strategies, platforms such as YouTube, Facebook, and Twitter are too often treated as stand-alone elements rather than part of an integrated system. This article offers a systematic way of understanding and conceptualizing online social media, as an ecosystem of related elements involving both digital and traditional media. We highlight a best-practice case study of an organization’s successful efforts to leverage social media in reaching an important audience of young consumers. Then, we conclude with several insights and lessons related to the strategic integration of social media into a firm’s marketing communications strategy. # 2011 Kelley School of Business, Indiana University. All rights reserved. 1. Marketing myths revealed Consumers are no...
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...Giraffid Newsletter of the Giraffe & Okapi Specialist Group Note from the Co-‐Chairs Volume 7(2), December 2013 Wow – what a bumper issue and, of course, only befitting for the renamed Giraffid newsletter of the IUCN SSC Giraffe and Okapi Specialist Group (GOSG)! Inside this issue: It has been an exciting last six months and this issue brings you lots of stories and tall tales from across the African continent and beyond. From species conservation strategies and Red List updates, interesting wild and captive behaviours to translocations, hooves and DNA, this is truly a fully loaded newsletter. An inspiring read to keep us all going over the imminent festive season and a relaxing winter or summer break. Unusual sightings of wild giraffe behaviour 4 GOSG together with the Zoological Society of London (ZSL), the Institut Congolais pour la Conservation de la Nature...
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...Global Automobile Industry: Changing with Times By Chithra Gopal R.S., M.Sc (Agri) Executive Summary From a humble origin as a ‘horseless carriage’ manufacturing industry dating back to 1890s, the global automobile industry of 2006 has come a long way emerging as market leader in manufacturing activity, providing employment to one in seven people, either directly or indirectly. Hailed as the ‘industry of industries’ by the Management Specialist, Peter Drucker, the automobile industry (US) set standards in manufacturing activity by contributing mass production techniques during early 1910s. The Japanese soon followed by offering lean production techniques in the 1970s. Riding high on economical revival in many developing countries in Asia and Europe, the industry’s global output touched 64.6 million vehicles in 2005. But with a downward slide in market share, the Big Three was fast losing their dominant position to Toyota, Honda, and Nissan, thereby setting the ground for the emergence of New Six. Meanwhile UK, served as the single largest customer for European auto-makers. Japanese players were the leaders in the light vehicle market and hybrid market. China and India attracted the attention of global auto-makers, vying for setting up a cost-effective export base for meeting the demand from Asian markets. Despite government controls, Chinese market boasted of sales of more than 2.7 million commercial vehicles in 2004. With reports of highest growth in mobility in the world at...
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...Confirming Proofs Chapter 3 Strategic Market Segmentation Segmenting markets is a foundation for superior performance. Understanding how buyers’ needs and wants vary is essential to designing effective marketing strategies. Effective approaches to segmenting markets may be one of the most critical factors in developing and implementing market-driven strategy. The need to improve an organization’s understanding of buyers is escalating because of buyers’ demands for uniqueness and the growing array of technology available to generate products to satisfy these demands. Companies are responding to the opportunities to provide unique customer value with products ranging from customized phone pagers for business users to self-designed, individualized greeting cards for consumers. Indeed, McKinsey research underlines the weakness of thinking about markets only in general terms—talking of market trends, growth markets, mass markets, declining markets, and so on—and collecting information that describes only broad trends, where differences within markets are averaged-out. They point to the identification of opportunities from a deeper understanding of markets at a “granular” level. Market fragmentation and increasing granularity characterize a growing number of markets. The compelling logic of market granularity is that effective strategy can emerge only from a much finer understanding of market segments, their needs, and the capabilities required to serve them.1 Best Buy provides an interesting...
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...The Big Things in Industrial /Manufacturing / Enterprise Systems – The Past, Present, and Future (An outline) By SaketPundlik Introduction The automobile industry has changed drastically over the past century. We have come a long way from the craft manufacturing days of P&L to flexible manufacturing applied by BMW. The journey from the days of skilled workers who used to handle making the whole car on their own to automated robots who assemble the car in less than a minute is a fascinating one. The foundation of this transition was laid down by Henry Ford in 1908 when he achieved complete interchangeability and the introduction of the moving assembly line in 1913. These concepts were taken even further by Alfred Sloan of General Motors. After combining Ford’s factory policies and Sloan’s marketing techniques we get mass production in its final mature form. However after decades of churning out millions of vehicles per year, Eiji Toyoda found faults in the system considered by many as the ultimate production system. He along with his production genius TaiichiOhno, soon developed the system which would once again revolutionize the automobile production system as the world would see it. By applying lean manufacturing in their home country of Japan, they and their company, Toyota, they were able to match the production volumes of GM with a workforce of almost half. Now, around the turn of the millennium there is considerable research going on in the field of flexible and reconfigurable...
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...EXECUTIVE SUMMARY OBJECTIVES OF THE STUDY 1. To explore the history of the automotive industry in the Philippines 2. To examine the implications of various laws and regulations, whether domestic or international, on the local automotive industry 3. To provide and survey the current profile of the industry 4. To analyze the problems and challenges significantly affecting the industry, especially those which are economic in nature 5. To provide various recommendations that would address the problems identified and eventually, aid in the betterment of the industry I. INTRODUCTION The Philippine automotive industry has been greatly characterized by parts and components manufacturing as a result of its participation in production sharing. Parts and components manufacturing accounts for more than 80 percent, while motor vehicle assembly accounts for about 17 percent of the local automotive industry. The components sector consists of: metalworking, rubber, seats and trims, plastics, electrical, and others. The components sector manufactures the following parts: * Suspension: tires steel rims, aluminum wheels, leaf and coil springs * Interior: carpets, seats * Electrical system: wiring harnesses, batteries, lamps, relays * Pressed components: mufflers, radiators, seat frames, sea adjusters, oil and air filters, pedals * Rubber and plastic components: fan belts, rubber hoses, small plastic parts * Mechanical...
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...DIAMOND MODEL IN THE AUTOMOBILE INDUSTRY IN MEXICO AFTER TEN YEARS OF NAFTA SALVADOR BARRAGAN Master in Business Administration, IPADE Business School, 1996 BSc in Industrial Engineering, Universidad Panamericana, 1994 A Research Project Submitted to the School of Graduate Studies of the University of Lethbridge in Partial Fulfilment of the Requirements for the Degree MASTER OF SCIENCE IN MANAGEMENT Faculty of Management University of Lethbridge LETHBRIDGE, ALBERTA, CANADA © Salvador Barragán, 2005 ii Abstract It has been ten years since the signature of the NAFTA agreement among Canada, U.S., and Mexico. For Mexico, this was a decisive step away from a protectionism model toward a free trade market. One of the main purposes for Mexico in joining NAFTA was to increase the competitiveness of its manufacturing sector, especially the automotive industry. In this paper, Porter’s Diamond Model of national competitiveness and some critiques that attempt to extend the usefulness of the model are analyzed. The Doubled Diamond and the role of MNEs in a host country are both examined through a case study research of the foreign-owned automobile industry in Mexico. The findings of this study show evidence of a broader role of MNEs than in the original framework, as well as the usefulness of the doubled diamond extension to explain alternative sources of competitiveness in early stages of development. iii Acknowledgments The culmination of this thesis can be...
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...Welcome to OPERATIONS MANAGEMENT Operations Management is important, exciting, challenging, and everywhere your look! Important, because it’s concerned with creating all of the products and services upon which we depend. Exciting, because it’s at the centre of so many of the changes affecting the world of business. Challenging, because the solutions that we find need to work globally and responsibly within society and the environment. And everywhere, because every service and product that you use – the cereal you eat at breakfast, the chair you sit on, and the radio station you listen to while you eat – is the result of an operation or process. Our aim in writing Operations Management is to give you a comprehensive understanding of the issues and techniques of operations management, and to help you get a great final result in your course. Here’s how you might make the most of the text: ● Get ahead with the latest developments – from the up-to-the-minute Operations in practice features in every chapter to the focus on corporate social responsibility in the final chapter – these put you at the cutting edge. ● Use the Worked examples and Problems and applications to improve your use of key quantitative and qualitative techniques, and work your way to better grades in your assignments and exams. ● Follow up on the recommended readings at the end of each chapter. They’re specially selected to enhance your learning and give you an edge in your course...
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...BMW 3- & 5-Series Service and Repair Manual A K Legg Models covered 3-Series (E30) 316 (83 to 88), 316i (88 to 91), 318i (83 to 91), 320i (87 to 91), 325i (87 to 91). Also Touring and Convertible versions of these models 5-Series (E28) 518 (81 to 85), 518i (85 to 88), 525i (81 to 88), 528i (81 to 88), 535i (85 to 88), M535i (85 to 88) 5-Series (E34) 518i (90 to 91), 520i (88 to 91), 525i (88 to 91), 530i (88 to 91), 535i (88 to 91) Engines covered 1596 cc, 1766 cc, 1795 cc, 1990 cc, 2494 cc, 2788 cc, 2986 cc & 3430 cc Does not cover Diesel, dohc or V8 engines, or four-wheel-drive models LAE MIMI and Larry Warren (1948-256-11AA3) © Haynes Publishing 1997 A book in the Haynes Service and Repair Manual Series ABCDE FGHIJ KLMNO PQRST 123 Printed by J H Haynes & Co. Ltd, Sparkford, Nr Yeovil,Somerset BA22 7JJ, England Haynes Publishing Sparkford, Nr Yeovil, Somerset BA22 7JJ, England Haynes North America, Inc 861 Lawrence Drive, Newbury Park, California 91320, USA Editions Haynes S.A. 147/149, rue Saint Honoré, 75001 PARIS, France Haynes Publishing Nordiska AB Box 1504, 751 45 Uppsala, Sweden All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage or retrieval system, without permission in writing from the copyright holder. ISBN 1 85960 236 3 British Library Cataloguing in Publication Data A catalogue record for this book is...
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...05341_02_ch02_p021-044.qxd 9/25/07 10:01 AM Page 21 CHAPTER 2 OPERATIONS, STRATEGY AND OPERATIONS STRATEGY INTRODUCTION An organization’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day, tactical issues. This chapter will seek to correct that view by considering the strategic importance of operations. All business organizations are concerned with how they will survive and prosper in the future. A business strategy is often thought of as a plan or set of intentions that will set the long-term direction of the actions that are needed to ensure future organizational success. However, no matter how grand the plan, or how noble the intention, an organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between an organization’s strategy and its operations is a key determinant of its ability to...
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