... | |BMW AG | |Marketing Plan | | | | | |Robbie Johnson, Paul Vitale, Tim Lyons, Nathan Davis, and Laura Rusbarsky | | | Executive Summary Plan Overview: • We made sure to do the SWOT Analysis for BMW. Our strengths are our brand recognition and reputation for quality while our weaknesses are our high repair costs and vulnerability to currency fluctuation. Additionally, our opportunities are increased media attention on the 2012 Olympics and the BMW Championships golf tournament (both of which we sponsor) and our threats are the rising cost of fuel and the severe economic downturn. • We examined several trends affecting BMW and the car industry as a whole. Every automobile...
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...Marketing Plan for BMW 3 Series Dipanjali Biswas 2014143 Disha Divecha 2014144 Eden Jacques 2014145 Gaurav Nolakha 2014146 Ghanishtha Agrawal 2014147 The slugfest between Germany's Big Three automakers in India has a new winner. After leading the Indian luxury car market for four straight years BMW has dropped to the third position. The new leader is Audi India, followed by Mercedes, which has also moved one place up. Both Audi and Mercedes have been working feverishly to gain better market share in the country. To this end both Audi and Mercedes opened several new dealerships across the country. Mercedes currently has the largest reach as far as service centers and dealerships are concerned. For Audi, its SUV line up has been a strong point as well. Things, however, could easily change for BMW in the coming months due to introduction of new vehicles. BMW recently launched the 2013 7 Series luxury sedan facelift in the country. Furthermore, it has new vehicle launches planned. A report, by TOI, dated 26th August 2014, stated that consumers from smaller towns like Ludhiana, Coimbatore, Surat and Pune are driving online search for luxury cars in India with BMW and Mercedes-Benz emerging as the favourites at the top of the list, tech giant Google said today. According to Google’s trends, conducted between January and August 25, German car makers BMW and Mercedes-Benz were the most searched luxury car brands in India, followed by Tata’s Jaguar...
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...2005 $21.0 2006 $29.0 2007 $39.0 Geographic Distribution • • Dealerships located in downtown San Francisco and in Colma. Majority of buyers reside in affluent areas within San Francisco. Pricing Strategy • Pricing strategy is a reflection of the quality and luxury of automobile as well as the brand itself: top of the market. Advertising Expenditures (in Millions) ADVERTISING EXP. Mercedes-Benz 2005 $1.5.0 2006 $1.8 2007 $2.3 Competitive Trends Two Major Competitors • Major competitors are BMW and Audi for the San Francisco market. Competitive Sales (in Millions)/Share of Market Mercedes Benz BMW Audi Industry Total % Change 2005 S.O.M. 2006 S.O.M. 2007 S.O.M. $21.00 37.50% $29.00 36.71% $39.00 35.45% $23.00 41.07% $31.00 39.24% $45.00 40.91% $12.00 21.43% $19.00 24.05% $26.00 23.64% $56.00 100.00% $79.00 100.00% $110.00 100.00% n/a 30.00% 28.21% Competitive Product Line • Product line for both competitors consists of automobiles designed with German engineering and craftsmanship at the core of the automobile. • The unique advantages for each competitor are solely based on brand reputation and loyalty. • The automobiles of Mercedes Benz are in no way more superior to those of BMW or Audi, only the brand is stronger. Competitive Positioning • BMW positions itself at the high-end of the automobile market. • Audi positions itself at...
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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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...Word count: 2593 DATE: 9 NOVEMBER, 2015 ------------------------------------------------- annual operational marketing plan for jaguar Word count: 2593 DATE: 9 NOVEMBER, 2015 ------------------------------------------------- annual operational marketing plan for jaguar Table of Contents 1. Introduction 2 2. Marketing Objectives and Strategies 3 3. Marketing Mix A. Product 4 B. Price 7 C. Place 9 D. Promotion 11 4. Conclusion 13 5. References ...
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...BMW 7 Series Bayerische Motoren Werke (BMW) is a multiproduct manufacturing German organization. It is into, automobiles, motorcycles, financial services, rovers etc. It has a large market share in America. It is a global company with 28% of its market is in North America, 25% of its market is in Germany, 21% in rest of the Europe and its products are sold in Asian regions as well. Its flagship product is automobiles which constitutes 68% of its sales. The BMW 7 Series is a line of full-size luxury vehicles produced by the German automaker. Introduced in 1977, it is BMW's flagship car and is only available as a sedan or extended-length limousines. Just about every company is affected by factors that are external to their own workings. These factors includes governmental, societal, and environmental. I conducted a SWOT analysis of BMW and concluded the following statistics. Strengths -Their brand name is already a boost in their strength says it all in aspects when in the market. - BMW 7 Series includes the best highly educated and highly disciplined working labor force that serves as their strength in dwelling precision in manufacturing. And their overall sales have shown stability and marginalized control among other leading automobile manufacturer in the world. Therefore strategic objective has been clearly defined. And that is to be a leader in premium products in automobile. Weaknesses – Their pricing strategy may be the only weaknesses that they have been facing...
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...Motoren Wekre (BMW) is a German automobile, motorcycle and engine manufacturing company founded in 1916. A number of different candidates have been put forward as the “founder” of BMW. In the absence of Karl Rapp, Gusstav Otto, Max Fritz or Camillo Castiglioni the company probably never would have been born. However, Franz Josef Popp can lay claim to being the prime force in the development of the mobility company we know today. The rise of the BMW to one of Bavaria’s and Germany’s big industrial companies began in 1922 under Popp’s management. He was the general director of the company from its foundation until he was forced to relinquish his position in 1942. BMW entered existence as a business entity following a restructuring of the Rapp Motorenwerke aircraft engine manufacturing firm in 1919. After the end of World War I in 1918, BMW was forced to cease aircraft engine production by the terms of the Versailles Armistice Treaty. The company consequently shifted to motorcycle production in 1923 once the restrictions of the treaty started to be lifted, followed by automobiles in 1928-29. The circular blue and white BMW trademark symbol we see today is portrayed by BMW as the movement of an aircraft propeller, to signify the white blades cutting through the blue sky. The emblem evolved from the circular Rapp Motorenwekre company logo, from which the BMW Company grew, combined with the blue and white colors of the flag of Bavaria, reversed to produce the BMW roundel. These colors...
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...Strategic Management And Leadership Name: Course: Lecturer: Date: Strategic Management And Leadership Question 1 It has been said that being the best in any field is not a daunting fete, the real measure of success lies in remaining at the top. The BMW group has confirmed its position as a great company by being the leading premium manufacturer the world over in the automobile industry. This fete is attested by having record sales and marginal profits that surpass €4 billion. This success has been attributed to the implementation of strong strategic capabilities that have led to competitive advantage combined with an effective innovation strategy (Lauterborn, 1990). An innovation strategy that proved to be of value dates back to the year 2000 when the company came up with future segments to be included in the future designs of the company’s product lines. In the accordance with this redesign, the motor vehicles were to the forecasted changed in terms consumer tastes fashion, behavior and preferences. These were realized after a commissioned consumer research. This product initiative enabled the company to focus on the market segments where the company needed to concentrate in the future (Proctor, 2000). With the presence of market dynamism in terms of tastes, there arises a differentiated market with more focused segments. This means that any company keen on developing its market share has to take a strategic risk with as much market information as possible...
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...profitability, due to their high level of sales, and the low level of expenditure needed to maintain the sales levels. The 7 series however is a model in decline in terms of its lifecycle. It is found at the ultimate destination of all products, a ‘dog’. The production does have market share, but its desirability is waning and its performance relative to its competitors is not what it once was. The market for the 7 series however, is still performing well. This means that BMW should, and will review the model with a view to re-launch in the near future. The above products are all fairly settled. Many of them have been being manufactured for many years now with several re-designs and re-launches. BMW has however recently begun expanding its portfolio, and the result of this is some new star and problem children. One of these stars is the X5. The X5 is a new market area for BMW. The 4x4 market can be extremely profitable, especially the ‘On road’ 4x4 products. This market is very large and growing, and BMW have made an attempt to get a slice of the cake with the X5. The Z3 and Z8 are very similar products. They are both small sports cars, differing in the Boston Matrix in terms of market share and price. The Z3 is a star, but the Z8 could be described as a problem child. More affordably priced than the Z8, and with a larger share of the growing market, the Z3 is a product beginning to mature and generate a...
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...COOPER: MARKETING STRATEGY, DIGITAL MARKETING, BRAND & ETHICS 10.2478/cris-2013-0005 MINI COOPER: MARKETING STRATEGY, DIGITAL MARKETING, BRAND & ETHICS MARIIA MOISEIEVA The report is designed to examine, analyse, and evaluate where appropriately the current Mini Cooper’s marketing strategy, its digital marketing initiative, branding, and the importance of ethical values in Mini Cooper as well as other organisations. That is important for understanding of the practical applications of marketing is achieved by applying theory to them. It is determined that Mini’s marketing strategy has shifted in terms of targeting and brand positioning. As previously it was an affordable iconic British car, now it has become a cool luxury car dominantly for a young segment. Its international marketing strategy is differentiated in a way that a brand is built up on the historical iconic image of Mini for the UK and associated market, but it is not associated with any values in the past for the US customers. Overall, Mini’s marketing strategy is considered to be innovative, creative, and sometimes ‘silly’, which is of great value for its young energetic target audience. Digital marketing initiative also corresponds to the latest IT and social trends worldwide by ‘digitalising’ marketing initiatives and active social networking with the consumers. Brand is a core competence and ‘everything’ for Mini. Marketing is centered on its brand, not vice versa. An analysis of the Mini’s strategy shows...
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...[pic]Company Strategy Product & Pricing Puma’s primary product line includes footwear, focusing on sports and lifestyle. Although they also posses a variety of clothing for men, women, and children, along with assorted accessories. Within Puma’s footwear are included a variety of running shoes, sneakers, boots, and athletic footwear. The pricing for men, women, and kids, which includes brands like Ferrari, BMW, and Ducati are as follows (www.shop.puma.com): • Men and women sneakers, running shoes, and boots run from $24 to $135 • Kid’s footwear $21 to $70 • Men and women Soccer footwear and cleats range from $30 up to $200 • Men and women Golf shoes $80 to $250 • Motorsport footwear for men and women go from $47.50 to $130 • Ballerina shoes from $35 up to $95 • Men sandals cost between $30 and $37.50 Incorporated in Puma’s product collection also lies a selection of clothing and accessories. Their clothing collection include jackets, t-shirts, hoodies, sweaters, pants shorts, dresses, tanks, under garments, skirts, outerwear, and polos. Pricing for these range from $14 to $500, encompassing brands like BMW, Ferrari, Oracle, and Wilderness. Also incorporated to this selection are accessories, such as hats, bags, golf bags, totes, backpacks, watches, tech accessories, socks, and belts that price from $8 to $180. Golf bags being the most expensive. Puma is associated with a variety of collections throughout their footwear, clothing, and accessory lines, that consists...
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...BSBMKG502B Establish and Adjust the Marketing Mix. T2-2014 |Student ID | Name | Group | |S62009 |Yuchuan Zheng(Ares) |marDip114a / marDip214a | BSBMKG502B LA 5 Learning Activity. Introduction to Price. Refer to the lectures slides, textbooks, the Internet and other sources and answer the following questions. 1. Price “P” is an important part of the mix, it is the only component that brings in income. As part of the marketing mix the price “P” must be consistent with the overall marketing strategy and desired positioning. Explain how price relates to the overall marketing strategy/positioning and the mix for these examples below: - Apple Computers /products/ Dell computers High price, prestige, bit price skimming, it’s exclusive, creative - Boost Juice commands higher prices than say Bubble cup –why can Boost do this? Boost juice has kind of followed the healthy style trend to make healthy ,green products. - Aldi offers very little customer service (staff on floor) how does this relate to positioning and pricing element of A ldi’s mix? Low cost, low price. Save money.Marketing change for Aldi. People do not have expect high quality things. Aldi is acceptable "good value". For example we don't argue for a 2 dollars...
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...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 for pricing policy, distribution and communication mix | | 3.4 | | | 3 | Explain how factors affecting the effective implementation of the marketing plan have been taken into account | ...
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...MINI was born in 1959 in United Kingdom and became an independent brand of BMW group in 1994 by SIR Alec Issigonis (BMW Group, 2009) At the beginning it was an affordable iconic British car, now it has become a cool luxury car dominantly for a young segment. Its international marketing strategy is differentiated in a way that a brand is built up on the historical iconic image of Mini for the UK and associated market, but it is not associated with any values in the past for the US customers. Overall, Mini’s marketing strategy is considered to be innovative, creative, and sometimes “silly”, which is of great value for its young energetic target audience. Mini focused on group of young generation – up to thirty five years old, well-educated and wealthy background. Those people that want to be different and willing to pay a big amount of money to show their status and images. Mini has used “un-traditional” way to advertise its products. Only $20 million was spent on traditional media in 2012 such as television, compared to $80 million spent by its competitors Fiat. Under direction of BMW group, beside TV and Magazine advertising, an extensive amount around @20.7 million euro was spent on E-marketing to bring people awareness about the product. As it is a technology world today, the Yo ungers would prefer accessing the internet to search for wanted information, rather than sitting at home and watch television. In addition, customers can access and see the cars in a fancy...
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...| Case Assignment I (GE & BMW) | Marketing Management | | | 10/10/2012 | | 1. Business to Business marketing refers to the transactions made between two businesses. A vital step in business-to-business marketing is to create and communicate relevant differentiation from competitors. Thomas Edison invented the light bulb and today the same company taken gigantic steps in creating power plants. With the change in time, the marketing has to also evolve and no longer is it just about marketing a product. The importance of business marketing today is to touch all aspects of a business, create a complete brand experience, from start to end. Companies want to build a strong brand because that can lead to success in terms of increased revenue and higher profits. Moreover, strong brands also help in gaining the competitive advantage. When one business buys a product or service from another business the main things put on the table are the competitive advantage in terms of quality, pricing and above all brand recognition. The stronger the brand, the lesser risk it is for a consumer because the brand is known and there is a level of trust in it. Additionally, a brand that adds intangible imagery to its marketing mix can build a sense of community and provide emotional benefits to its consumers. It is very essential for progress because it gives the brand, the value it needs and is especially true for companies who don’t necessarily have tangible products...
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