...2010 Valuation of BMW - Financial & Strategic Analysis Authors Rasmus Ramshøj Pløen Exam no. 282821 BSc (B/IM) Mikkel Kronborg Olesen Exam no. 283755 BSc (B) Academic Advisor Nicolai Borcher Hansen ASB Aarhus School of Business TABLE OF CONTENTS 1 PREFACE ................................................................................................................................................................ 4 1.1 1.2 1.3 1.4 1.5 1.6 2 EXECUTIVE SUMMARY ................................................................................................................................................ 5 BRIEF INTRODUCTION ................................................................................................................................................. 6 PROBLEM STATEMENT ................................................................................................................................................ 8 STRUCTURE .............................................................................................................................................................. 9 DELIMITATIONS AND ASSUMPTIONS ............................................................................................................................ 10 METHODS .............................................................................................................................................................. 12 HISTORICAL FINANCIAL ANALYSIS....................
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...| BMW Strategic Analysis | | | | Management 452.301 | Table of Contents Executive Summary 2 Introduction of Company and Current Situation 3 External Environment Analysis 4 General Environment 4 Industry Environment 6 Competitor Environment 7 Conclusion of External Environment Analysis 8 Internal Analysis 10 VRIN Analysis 10 Financial Analysis 12 Conclusion of Internal Analysis 15 Strategy 16 Identification of Key Problems 20 Recommendations and Implementations 21 References 24 | Executive Summary BMW is known for its manufacturing of premium-brand cars and off-road vehicles under the BMW, MINI, and Rolls-Royce labels, as well as motorcycles under the BMW and Husqvarna brands. Many manufactures such as BMW, Mercedes, and Audi produce cars in foreign markets. The three car makers that are BMW’s main competitors in the luxury auto industry are Lexus, Mercedes-Benz, and Audi. The companies are worried most about the exchange rate fluctuations that threaten their profits if the euro starts appreciating against other currencies. With that, BMW is trying to come out with new technology that keeps them ahead of the competition. To do so, they released what is called Efficient Dynamics to ensure a noticeable reduction of consumption and emissions while simultaneously increasing the performance and driving pleasure of the vehicle (BMW EfficientDynamics). The company has also discovered such items as the BMW ActiveHybrid...
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...Summary BMW is an acronym for Bayerische Motoren Werke AG or in English: Bavarian Motor Works. It is a German automotive company brand founded in 1917 with its headquarters in Munich, Bavaria, Germany and is amongst the worlds best automakers known for it’s intriguing - one of the kind designs, quality of engineering, performance and elegance in its fleet of vehicles. BMW Group is also a manufacturing company for motorcycles and engines for aircrafts, bullet- trains and has won the award for the best engines a numerous times in the worldwide automotive industry. The BMW Group also owns and produces vehicles under the brand MINI marquee, motorcycles under BMW Motorrad and Husqyarna and is also the parent company of Rolls-Royce Motor Cars, which are known to be the most luxurious, expensive and hand built vehicles baring not only a heavy price tag but specifically known to have a prestigious status symbol. To insure the company’s stability and expansion, BMW Group has a strong management control that ensures an edge over its competitors in the automotive market. The Group faces constant demands for cost, quality and productivity improvements within shorter product lifecycles, but also face the new challenge of building cars to customer order in short order lead-times and numerous other external and internal environmental factors. This report focuses on BMW’s flexible production and the process of technologies that enable the shift towards achieving a higher market share. ...
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...premium car market? (Word count: 3000) Executive Summary Owing to the ever increasing competition in today’s business environment, strategy plays a very critical role in ensuring the success of a company. This report gives a limelight on the extent to which strategy has contributed to the superiority of BMW in the UK automobile industry. In analysing this, the report will begin with an evaluation of BMW as a premium car manufacturer. The report then employed the use of PESTEL and Porters five forces to analyse the external car industry environment. The internal environment are analysed by use of value chain analysis. Bowman’s Strategy Clock is also explored in understanding the marketing strategy used by BMW Company. Finally, Resource/ competence framework has also been explored in understanding the key competencies and resource capabilities that has enabled the BMW to maintain market leadership position. In compiling this report, major sources of information used were journals, empirical literature and the internet. The findings of this report show that strategy has played a pivot point in BMW’s overall performance. Generally, the report shows that unstable political environment in the UK and the global market is greatly affecting the industry. Moreover, socio-cultural environment greatly affect the industry as consumers are becoming more environment conscious. This has especially reduced the sales volume of BMW. The...
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...sluggish 2009 sales performance. II. Objectives (Situation Analysis) Introduction Specialized in the production of automobiles, Bayerische Motoren Werke commonly known as BMW Group is globally considered one of the most successful companies in the world. BMW continues to be one of the best players in the luxury automobile sector, growing despite the European markets’ crisis. The group is well positioned in worldwide market with 24 manufacturing facilities in 13 different countries, and it can count on a distribution network in more than 140 countries. Long term thinking, ecological and social responsibility in the value chain, strong investment in research and development, and an effective speed and agility in sustaining the changes in the market, are some on the key reasons for BMW success. The company has always promoted high-performing product trough a high-profile brand since the early stage; this perception is still present and evident in the company’s culture and has always been the guideline to narrow the strategic path of the group. Competitor analysis The German automaker experienced a steady increase in sales in the last few years, as it has always been able to respond to the attacks of its competitors with an increasing level of technology and innovation that characterizes its products. The design is also a fundamental and integrant part of the competitive advantage of BMW. As far as competitors concern, the BMW has always faced the competition of the compatriots manufacturers...
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...| BMW Strategic Analysis | | | Amanda King, Zachary Conner, Chris Miller, Sulaiman Alsayyari | Management 452.301 | Table of Contents Executive Summary 2 Introduction of Company and Current Situation 3 External Environment Analysis 4 General Environment 4 Industry Environment 7 Competitor Environment 7 Conclusion of External Environment Analysis 8 Internal Analysis 10 VRIN Analysis 11 Financial Analysis 12 Conclusion of Internal Analysis 16 Strategy 17 Identification of Key Problems 20 Recommendations and Implementations 21 References 25 | Executive Summary BMW is known for its manufacturing of premium-brand cars and off-road vehicles under the BMW, MINI, and Rolls-Royce labels, as well as motorcycles under the BMW and Husqvarna brands. Many manufactures such as BMW, Mercedes, and Audi produce cars in foreign markets. The three car makers that are BMW’s main competitors in the luxury auto industry are Lexus, Mercedes-Benz, and Audi. The companies are worried most about the exchange rate fluctuations that threaten their profits if the euro starts appreciating against other currencies. With that, BMW is trying to come out with new technology that keeps them ahead of the competition. To do so, they released what is called Efficient Dynamics to ensure a noticeable reduction of consumption and emissions while simultaneously increasing the performance and driving pleasure of the vehicle (BMW EfficientDynamics). The company...
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...A Company Analysis Department of Business Administration Autumn 2006 Authors: Hiba Larsson and Christian Falkemark Thesis Adviser: Thomas Polesie Master Thesis, 10 points Abstract Master Thesis in Business Administration School of Economics and Commercial Law Gothenburg University Autumn 2006 Authors: Hiba Larsson and Christian Falkemark Thesis Adviser: Thomas Polesie Title: BMW – A Company Analysis Thesis Language: English Background: The automotive industry is distinguished by a highly competitive market. Thus, the actors on the market struggle with increasing cost of production, development and mature markets. With the aim to increase profit margins and reduce costs, Volkswagen, GM and Ford are some companies, which use the same components in different car models and car brands. These companies have in other words succeeded in synergising research and development effects within the company despite car model and business area. By a contrast, BMW, an individual actor, has yearly shown strong financial results and has retained its market shares. This becomes of interest to study more profoundly, in order to find the factors behind a successful company and a strong brand. Purpose: The purpose of this thesis is to analyse the development of BMW during the past five years. Not only are the financial statements taken into consideration. In addition, a comparison to competitors and the market situation is also made. Delimitation and assumptions: This thesis is delimited to...
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... BMW Automobiles [pic] Group Members Daniel Smentek, 13264679 Melanie Bernroitner, 13264682 Marie-Charlotte Neumann, 13264640 Submitted on, May 16, 2006 Table of Contents Executive Summary 4 Introduction 5 BMW and the Automobile Industry 6 Aspects of the Automobile Industry 6 Historical Background of BMW 6 BMW in the Global Environment 9 General Environment of the Automobile Industry 9 Five Forces of the Automobile Industry 14 Competitive Structure of the Automobile Industry 17 BMW’s Direct Competition 22 BMW’s Resources and Capabilities 25 Tangible Resources 25 Intangible Resources: 28 Capabilities 29 Core Competencies 30 Potential Action Steps for BMW 33 BMW’s Strategy towards Success 37 References 41 Appendices 45 List of Illustrations Figure 1: Report's Course of Action 5 Figure 2: Labour Costs in EU Countries 2005 11 Figure 3: Outcome of General Environment Analysis 14 Figure 4: Evaluation of Porter's Five Forces of Competition 17 Figure 5: Strategic Map 20 Figure 6: Profit Margins 26 Figure 7: SWOT Analysis BMW 2006 33 Executive Summary The following report analyses the automobile operations of the BMW group in regard to its competitive position in the automobile market. BMW is a German premium car manufacturer comprising the three brands BMW, Mini and Rolls-Royce. The analysis of the external...
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...OVERVIEW In 2001, BMW came out with its latest innovative marketing strategy titled BMW Films. In partnering with Fallon and Anonymous Productions, who connected with A-list directors, actors, and production value, created a series of five films collectively called “The Hire” that generated 2.5 millions viewers with over 24,000 more unit sales than the 2000. And the question now rise to what should BMW’s next move be. ANALYSIS It took the firm about 50 years from its first automobile in 1929 to be firmly established in North America. But right when other Japanese cars entered the market in in the late 1980s, BMW went from one of the most brought luxury car to falling behind Lexus who became the number-one luxury import in the country. The brand had an outdated image and U.S sales went from 96.8 (thousands) in 1986 to 53.5 (thousands) in 1991 supported by Exhibit 1 and 4. But after taking drastic measure of reinvigorate itself in North American by introducing newer models and series that were more suitable for the North American market, a new brand image arose and BMW sales rebounded reach records level from 1996-2001. In 2001, BMW was definitely in its maturity phase where it has enough brand awareness amongst its target market that it didn’t’ need an extravagant marketing budget. In Exhibit 2, out of the luxury brands top 5 highest total sales, BMW was the second most selling brand while only spending half (62.4 million) of its competitors (134-215 million). BMW attracted a...
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...5 2.2. Goals 5 2.3. Core competence/sustainable competitive advantage 6 3.0. ANALYSIS OF THE BUSINESS INTERNAL AND EXTERNAL ENVIRONMENT 7 3.1. Micro Environment (C3SPM ) 7 3.2. Macro Environment (SLEPT) 12 4.0. KEY CRITICAL SUCCESS FACTORS 15 5.0. SWOT 17 6.0. BASIC STRATEGIC THRUST 23 6.1. Proposal 1: Innovation 25 6.2. Proposal 2: 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...
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...# 7: BMW Automobiles INTRODUCTION PROBLEM BUSINESS ENVIRONMENT Pestel Analysis Political * Geopolitical tensions and concerns about oil supplies, added to the uncertainty about the political environment due to war. * Employment laws vary in Europe, US and Asia. Economical * The financial crisis reduces the disposable income of consumers. * Taxes imposed by governments due to car’s emissions. * Equity prices fell. * Oil price went up so the derived product’s prices when up as well. Social * BMW have diversified into many different markets and countries meaning that they are dealing with different cultures, expectations, values and incomes. * Customers’ predisposition to select design and prefer brand appeal. Technological * BMW has had to invest in technology in order to maintain its competitive advantage and be able to offer high quality vehicles. * Developing eco-friendly technologies. Environmental * CO2 emission laws * Development of eco-friendly vehicles Legal * CO2 emission laws * Taxation laws in the countries where BWM has presence. As a result from the PESTEL Analysis we can conclude that BMW will require a good marketing plan to preserve their market position. Also, their employees will need to have to skills to develop sustainable technology; they will need to have the knowledge of the current legislation and how to implement it. We can conclude as well that BMW will...
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...Assignment Development of BMW into the leading car company in the UK for luxury class cars Abstract: The following report will examine the story of the German car producer BMW. Initiating from its inception to the modern day where BMW is a multinational concern. This report will highlight the internal and external circumstances to which BMW owes its current place as market leader for luxury cars in the UK. The subsequent analysis is based exclusively on sources collated from secondary research data. Research data consisted of chronicles and literature from BMW, domestic and foreign journals, marketing and market statistics, as well as published company reports. To reveal the success story of BMW, we will explore the concern with the aid of the SWOT-Analysis and of course using the 5-Forces according to Porter, to compare BMW with their competitors in the same product category. Furthermore we will use the PEST Analysis to scan the external macro-environment in which the company is operating. In addition to the outline above we will examine several important findings of our research. For example the strong dependency of BMW to foreign markets, these markets contribute 81% of the total turnover. (Schmid, Grosche et al., 2008, p. 16) Also, we can examine the reasons leading to a 4% increase in sales in the trading year 2012, operating within the premium segment of the UK to which they already had a lead (BMW Group, 2013). We will discover why the strategy of BMW is superior to their...
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...Organisations, Analysis and Policy REPORT To: Senior Management From: Group Accountant Date: 2nd May 2005 Subject: BMW Organisational Analysis andHuman Resources Policies This report will provide a detailed analysis of BMW'scurrent corporate appraisal analysis. This will help to identify the company'scurrent strength, weaknesses, opportunities and threats. This will help thecompanies decision makers understand where the organisation is now. The reportwill also critically evaluate BMW's human resources policy as a key area of theorganisation. We will highlight how BMW has strategically responded to thedrivers for change in terms of its structure, conduct and performance. Finally,offer recommendations for the future development and improvements in humanresource management, and how those will impact on its organisational structure,conduct and performance. Struggling with your business essay(s)? Did you know that we can help you with your SWOT analysis essay and any other business essays? We can help you! Place an order with us and you'll get: * An exact, 100% original answer to your essay question * From a graduate writer, qualified in your subject area * Delivered confidentially by email, in 3 hours - 10 days (you choose) Stop struggling and get the help you need from the UK’s favourite student support company, right now. Learn more about our custom essay writing service, or place your order using the box below: Company Background The BMW Group is the only...
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...Final Project Marketing Plan BMW has always been premium brand oriented company. It manufactures three brands in BMW, MINI, and Rolls-Royce. These brands occupy various high end market segments from small car to luxury premium car. This leads to BMW become the only both premium car and motorcycle manufacture. Each brand within BMW has its own clear brand image. Its products have rich product connotation in aesthetic and dynamic design, dynamic performance, technical content, and overall quality. Thus, it can provide customer with practical value. Build on this basis, BMW can expect higher margin and continuing to maintain profitable growth and ensure its independent status. SWOT OF BMW The SWOT analysis is a sum up of the external and internal analysis. Moreover, the SWOT analysis will be used to manipulate the strategic findings in order to identify which areas are of particular interest for the BMW Group. This covers both the identification of the best opportunities and the biggest threats to the organization. The SWOT analysis will put things into perspective by identifying, which threats and opportunities should be dealt with right now and which should be a concern for the organization in the future. (http://pure.au.dk/portal-asb-student/files/10730/Valuation_of_BMW.pdf) The internal factors to...
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...Executive Summary Jeremy Shaver requires developing a marketing strategy to revive BWM Group Canada’s Individual Collection (IC) Program. BMW’s market consists of four major segments: upper liberals, post-moderns, upper conservatives and modern mainstreams. The IC program has focused on the Upper Conservatives, effectively ignoring the Post-Moderns who comprise their target market for sports cars. To promote this new strategy, he should develop a new marketing plan aimed at promoting individuality and personal expression, targeted at the performance car market. He will also need to ensure dealer participation through incentives and training. If this fails to increase profits from the IC during the first year of execution, Shaver should look at the feasibility of continuing the program. Problem Statement Initially, BMW’s Individual Collection program (“IC”) showed promise. However, in the third year after the program was introduced, sales are lagging due to poor dealer participation and lack of corporate support. BMW offers few financial incentives to dealers and retailers received poor training. The IC only focuses on the luxury car buyer, ignoring performance car enthusiasts. Jeremy Shaver, product planning manager for BMW Group Canada, mustdevelop a marketing strategy to revive the IC, and ensure corporate and dealer support. Situation Analysis Objectives and Goals Jeremy Shaver’s objectives are to determine which segment(s) of BMW’s customer base will respond to the IC, develop...
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