...* Factor of success in BMW Group BMW “The ultimatedriving machine” DESISLAVA DIMITROVA STOYAN STOYANOV VICTOR CHIKUNOV * •http://www.youtube.com/watc h?v=-QCD1ybgWPU * 5 continents100,306 3 1 associates automobile brands 2 motorcycle brands BMW GROUP * 1. Brief History 1916 1923 1981BMW (Rapp Modern the fist BMW motorcycle BMW becomes the firstWerke) is founded as an leaves the Munich European carmaker toaircraft-engine factory in production line. establish a subsidiary inMunich. In 1917, changed Japan.to BMW. * 1. Brief History• In 1970 BMW moved its headquarter to Munich. The building looks like the four cylinder of cars. * 1. Brief History Introduction• BMW (Bayerische Motoren Werke AG) became an automobile manufacturer in 1929 founded by Franz Josef Popp. * 1. Brief History * Product Diversification 1. Brief History Motocycles Cars * 1. Brief History• The company has therefore established ecological and social sustainability throughout the value chain, comprehensive product responsibility and a clear commitment to conserving resources as an integral part of its strategy. As a result of its efforts, the BMW Group has been ranked industry leader in the Dow Jones Sustainability Indexes for the last seven years. * 2. Corporate culture Growth Access to technology Strategy №1 Shaping the and customers future Profitability * 2. Corporate culture Board of Management BMW AG Annual• BMW Compliance Committee ReportingGroup Investigation...
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...| Bavarian Motor Works (BMW) | Rasheeda PaigeDeVry UniversityProfessor Michael Mcgivern Introduction to International Business03/27/2016 | | Table of contents Name, history, and ownership pg. 2 Country or countries where the business operates pg. 2 Stock exchange identifier and listing pg. 3 Description of the products and services (4 P’s) pg. 3 & 4 SWOT analysis pg. 5 & 6 BMW Competitors pg. 6 Demographics of consumer’s pg. 7 Organization structure pg. 7 & 8 Entrance and exit strategies pg. 8 Government structure and economic indicators pg. 8&9 BMW stands for Bayerische Motoren Werke, an automobile manufacturing company that is based in the country of Germany. BMW is a publicly traded and multinational company in the automotive industry. BMW headquartered is located in Munich, Germany and is well known as one of the best luxury brands in the automotive market. BMW logo is a blue-and-white circle in alternating quarters is represented of an airplane propeller on a blue sky, which is the color of the Bavaria flag. Karl Friedrich Rapp is a German engineer who founded Rapp Motorenwerke in 1913, which was an airplane manufacturing company. After realizing the company was struggling, Rapp reconstructed the company as the Bayerische Motoren Werke GmbH, which was the first use of BMW as a corporate logo. Gustav Otto was the second aircraft engine maker who merged with BMW, a founder of Bayerische Flugzeugwerke AG...
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...Kingdom and United States of America. 4 1) BMW i8 target market in UK and US: 4 2) The key messages of BMW 5 3) An examination of the marketing communications tools and media used 8 Advertising: 9 Sales promotion 11 Direct marketing & personal selling 11 Public relations 11 4) Similarities and differences of the marketing communications in UK and US. 11 5) How the communication activities are helping BMW 13 The key challenges of practicing IMC of BMW: 14 1) The key issues impacting upon BMW’s IMC: 14 2) Measurement of level of IMC evident: 16 Recommendations on further use of the tools/media 18 Conclusion 19 References 20 Appendices 26 Appendix 1: Planning and Implementing of IMC 26 Appendix 2: Factor impacts on customer’s purchasing in UK 27 Appendix 3: Factor impacts on customer’s purchasing 27 Appendix 4: Levels of IMC 28 Appendix 5: Four pillars of IMC 28 Introduction This paper provide an overview about the integrated marketing communication of BMW Corporation for the BMW i8 model in the United Kingdom and the United Stated. In those markets, the BMW i8 is considered as the first car that revolutionized in utilization and release values of a sport car. The purpose of the paper is to give information about the strategies of BMW in order to announce the BMW i8 to customers by using marketing communication methods and media and then analyse how BMW Corporation applied integrated marketing communication...
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...Differentiation 26 6.3. Proposal 3: Focus 27 6.4. Proposal 4: Synergy 28 6.5. Proposal 5: Branding 29 7.0. MARKETING GOALS 30 7.1. BMW 3 Series Sales 30 7.2. BMW 3 Series Life Cycle 30 8.0. PRODUCT-MARKET INVESTMENT STRATEGIES 31 8.1. Ansoff’s Product- Market growth strategies 31 8.2. Target market selected and why? 31 9.0. STRATEGIC MARKET MIX (Medium Term 3-5years) 32 9.1. Product 32 9.2. Price 33 9.3. Place 34 9.4. Promotion 36 10.0. SALES FORCAST AND FINANCIAL PROJECTIONS 37 11.0. GANTH CHART 39 12.0. REFRENCE 39 13.0. APENDIX 40 1.0. EXECUTIVE SUMMARY This report takes its starting point in the evaluation of the BMW Group through a strategic Market analysis of its best selling model the BMW 3 Series. The outlook obtained from the evaluation is used to create a strategic market plan for the BMW 3 Series. The analysis was divided into two parts: External and internal. The external analysis started with outlining the macro environment which was described using the SLEPT analysis. After the external analysis was finished off, the internal environment was analyzed, this was analyzed according to the C3SPM Model (company, customers, competitors, suppliers, middleman) of the micro environment. The underlying idea behind performing a strategic analysis was to obtain quantified factors, which could help BMW increase the sales of the 3 series and...
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...Student #: 14025147, 11209559, 14027895, 14024392 Introduction: “…everything should be continuously rediscussed…” Frederico Minoli (Gavetti, 2004, pg.861) In the summer of 1996 Frederico Minoli was appointed as the CEO of Ducati in order to lead the company into a new era of profitability and to establish Ducati as a brand to contend with in the sports motorcycle segment. In the years preceding the revolutionary turnaround, the company changed hands a number of time which resulted in a lack of overall strategic direction. Minoli was faced with a company which, despite having a team of top engineers, had gained a reputation for average quality as a result of inefficient production and poor management. Until 1996 it was driven by the imaginations of its engineers rather than by goal-oriented strategic decisions. Minoli described Ducati’s top management as operating in “a structured chaos” (Gavetti, 2004, pp.861). He believed that by incorporating certain basic structural changes and by redefining company’s strategic goals, it could be turned into a profitable brand-driven company. Ducati’s turnaround focused on brand building which was supported by the reconfiguration of a number of activities ranging from increased efficiency in the production process to broadening its customer base. Having almost doubled its market share in 2001, Minoli wanted to find new sources of growth. Among others he considered the cruiser market, currently dominated by Harley Davidson...
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...Learner name | ------------------------------------------------- Assessor name | MAJID HAMAD | Mr Francis | Date issued | Completion date | Submitted on | | | | Qualification | Unit number and title | BTEC LEVEL 5 EDSML | MARKETING PLANNING | | | Assignment title | | In this assessment you will have opportunities to provide evidence against the following criteria. Indicate the page numbers where the evidence can be found. | Criteria reference | To achieve the criteria the evidence must show that the student is able to: | | Task no. | | Evidence | 1 | review the changing perspectives in marketing planning. | | 1.1 | | | 1 | Evaluate an organizations Capability for Planning its Future Marketing Activity: | | 1.2 | | | 1 | Examine technique for Organizational Auditing & For Analyzing External Factors That Affect Marketing Planning | | 1.3 | | | 1 | carry out Organizational Audit & External Factors Analysis of external factors that affect marketing planning in a given situation | | 1.4 | | | 2 | Assess the main barriers to market planning. | | 2.1 | | | 2 | Examine how organizations may overcome barriers to marketing plan. | | 2.2 | | | 3 | Write a marketing plan for a product or service | | 3.1 | | | 3 | Explain why marketing plan is essential in the strategic planning process for an organisation | | 3.2 | | | 3 | examine techniques for new product development | | 3.3 | | | 3 | Justify recommendation...
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...Tesla Motors Strategic Analysis Prepared by: Lexen Beran Brenna Hayes Travis Heidemen Jenna Hughes Jake Latimer In Partial Fulfillment Of the Requirements For: MANGT 595: Business Strategy M/W/F at 12:30pm 1 Table of Contents Table of Contents…………………………………………………………………...……2 Executive Summary……………………………………………………………………...3 Introduction………………………………………………………………………………4 External Analysis………………………………………………………………………...5 Internal Analysis…………………………………………………………………………8 Strategic Challenges………………………………………………………………….…10 Strategic Recommendation……………………………………………………….……11 Implementation Plan……………………………………………………………...……13 Conclusion………………………………………………………………………………14 Bibliography……………………………………………………………….……………15 Appendices………………………………………………………………………………16 2 Executive Summary Tesla’s uniqueness and innovative products has served as a catalyst to an entire industry seeking an alternative to the complacent market of gas-powered only vehicles. But what strategies where utilized in their great success? How will the firm continue to innovate after the growth stage? This report will introduce you to Tesla and its current operating environment by examining the industry in which it operates via internal and external analysis. The report will tell of how Tesla pioneered technologies that were mostly untapped and unavailable to the masses. By examining the resources and capabilities of the firm, it will better help to delineate the...
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...1. COMPANY DESCRIPTION Starbucks is the largest coffeehouse company in the world. It was founded by three very unusual entrepreneurs, an English teacher Jerry Baldwin, History teacher Zev Siegel and a Writer Gordon Bawker. They came with this brilliant idea of getting into the coffee business inspired by an entrepreneur who sold high quality coffee beans and equipments, named Alfred Peet. The first Starbucks store was opened in Pike Market Place in Seattle on March 30, 1971. It is a for profit company. In the 1990’s the company grew at a very fast pace. Studies show that Starbucks opened a new store every working day. From one store by its founders Starbucks grew to more than 8,000 stores in the United States itself and over 4000 stores around the world today. All this was due to the marketing strategies after Howard Schultz took over the company in 1982 as a marketing executive. His experiment to open a coffee bar in downtown Seattle made the mark for the company. First the espresso coffee bars were named Il Giornale used Starbucks high-quality coffee beans to make their coffee. The espresso coffee bars didn’t take time to gain popularity, with backing of local investors; Il Giornal acquired Starbucks assets and changed its name to Starbucks. It offers a very wide variety of products other than coffee beans and coffee beverages. The varieties include handicraft beverages, merchandise, fresh food, Starbucks entertainment, Starbucks card and Global...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Best Global Brands 2013 Sector Leadership 86 BISH 10 Creative Leadership 70 Methodology 120 China’s New Brand Leaders 74 Contributors 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Sector Leadership Best Global Brands 2013 10 86 BISH Methodology Creative Leadership 70 120 Contributors China’s New Brand Leaders 74 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership roles...
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...Belch: Advertising and Promotion, Sixth Edition Front Matter Preface © The McGraw−Hill Companies, 2003 Preface The Changing World of Advertising and Promotion Nearly everyone in the modern world is influenced to some degree by advertising and other forms of promotion. Organizations in both the private and public sectors have learned that the ability to communicate effectively and efficiently with their target audiences is critical to their success. Advertising and other types of promotional messages are used to sell products and services as well as to promote causes, market political candidates, and deal with societal problems such as alcohol and drug abuse. Consumers are finding it increasingly difficult to avoid the efforts of marketers, who are constantly searching for new ways to communicate with them. Most of the people involved in advertising and promotion will tell you that there is no more dynamic and fascinating a field to either practice or study. However, they will also tell you that the field is undergoing dramatic changes that are changing advertising and promotion forever. The changes are coming from all sides—clients demanding better results from their advertising and promotional dollars; lean but highly creative smaller ad agencies; sales promotion and direct-marketing firms, as well as interactive agencies, which want a larger share of the billions of dollars companies spend each year promoting their products and services; consumers...
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...Belch: Advertising and Promotion, Sixth Edition Front Matter Preface © The McGraw−Hill Companies, 2003 Preface The Changing World of Advertising and Promotion Nearly everyone in the modern world is influenced to some degree by advertising and other forms of promotion. Organizations in both the private and public sectors have learned that the ability to communicate effectively and efficiently with their target audiences is critical to their success. Advertising and other types of promotional messages are used to sell products and services as well as to promote causes, market political candidates, and deal with societal problems such as alcohol and drug abuse. Consumers are finding it increasingly difficult to avoid the efforts of marketers, who are constantly searching for new ways to communicate with them. Most of the people involved in advertising and promotion will tell you that there is no more dynamic and fascinating a field to either practice or study. However, they will also tell you that the field is undergoing dramatic changes that are changing advertising and promotion forever. The changes are coming from all sides—clients demanding better results from their advertising and promotional dollars; lean but highly creative smaller ad agencies; sales promotion and direct-marketing firms, as well as interactive agencies, which want a larger share of the billions of dollars companies spend each year promoting their products and services; consumers who no longer...
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...Brand Management (MKT624) VU Lesson 1 UNDERSTANDING BRANDS – INTRODUCTION Brand management as one of the marketing functions has been around for as long as we have known professional marketing. But, it has been a part of the traditional marketing approach in which many functions of today’s brand management were performed in a spread out fashion by the marketing manager and a combination of his team members like the sales manager, the advertising and communications manager, and the marketing administration manager to name a few. The terminology of brand management was not used. Brand management, in its present integrated form, has come into limelight and focus over the last 20 years. The functional execution has undergone transformation in terms of its description as a substantive job under one head. This implies that the overall functions of brand management are full of substance and therefore are described specifically under the head brand management and not as disparate parts of the overall marketing functions. In other words, brand management has not lost its primary roots that are well-entrenched in marketing; it only has acquired explicitly defined dimensions within which the function operates. To further elucidate the point, there have been functional adjustments within the overall marketing functions only to bring into clear and sharp focus the specific functions and job of brand management. Brand management now presents itself as a distinct part of an integrated...
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...Tesla: Supercharging the Future by Akash G. Nandi An honors thesis submitted in partial fulfillment of the requirements for the degree of Bachelor of Science Undergraduate College Leonard N. Stern School of Business New York University May 2013 Professor Marti G. Subrahmanyam Faculty Adviser Professor Joseph Foudy Thesis Adviser 1 I. Introduction...................................................................................................................Page 4 A. The Inefficiency of Cars Today B. Thesis Objective C. Thesis II. Research and Resources...............................................................................................Page 7 A. Research Framework B. Research Perspectives C. Resources and Data III. Tesla in Context.............................................................................................................Page 9 A. The Global Auto Industry B. Tesla: The Innovative Disrupter C. Sparking the Electric Revolution IV. The Man Behind the Machine...................................................................................Page 12 A. Elon Musk B. Entrepreneur from the Start C. Space X V. Tesla Motors Overview...............................................................................................Page 15 A. Company Offerings B. Phase I. Roadster C. Phase II. Models S and X 2 D. Phase III. Project BlueStar VI. How It Works: The Model S......................................................................................Page...
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...Strategic Management Strategic Management Philip Sadler First published in 1993, authors James C Craig and Robert M Grant Second edition published in Great Britain and the United States in 2003 by Kogan Page Limited, author Philip Sadler Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road London N1 9JN UK www.kogan-page.co.uk 22883 Quicksilver Drive Sterling VA 20166–2012 USA © James C Craig and Robert M Grant, 1993 © Philip Sadler, 2003 The right of Philip Sadler to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN 0 7494 3938 6 British Library Cataloguing in Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Sadler, Philip, 1930Strategic management / Philip Sadler. – 2nd ed. p. cm. – (MBA masterclass series) Rev. ed. of: Strategic management / James C. Craig. 1st ed. 1993. Includes bibliographical references...
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