Business Strategy BMW
1. Cover sheet
2. Executive summary
3. Table of Contents
4. Introduction
5. Strategic analysis
6. Strategic directions
7. Key strategies
8. Strategic implementation
9. Key strategic implementation issues
10. Evaluation of strategy
11. Conclusion
12. References
13. Appendix
1. Introduction
The automotive industry is one of the most competitive industries in the market. Companies that get into the automotive industry are faced with high cost prices in production and highly competitive firms. Bayerische Motoren Werke AG (English: Bavarian Motor Works) with headquarter in Munich is one of them. Founded 1916 as a producer of aircraft engines BMW is one of the ten largest car manufacturers in the world today. The company operates in three business segments: automobiles, motorcycles and financial services. However the core business is still the production of cars. In that segment BMW is focused at the premium and luxury sector where it is is one of the leading car manufacturers with the aim to achieve profitable growth and become the number one in next few years. The global acting company had a business volume of 53,7 billion Euro in the year 2009. Currently 96.000 employers work at 17 different production places all over the world for BMW. In last year the BMW Group sold 1.3 million cars of its three non-overlapping premium car brands Mini, Rolls-Royce and BMW. The brand recognition and high investments in research and development seems to be the trumps of BMW (BMW, n.d.: BMW Education Programme n.d.).
This report will give a more detailed view at the current situation of the BMW Group with an analysis of the company’s strategies but also with a look at the issues and a final evaluation of the authors of this report.
2. Strategic Analysis
Integral to the understanding of the organisation BMW Group is a detailed strategic analysis of the company. Appendixes 1 and 2 both contain various tools
2. Executive summary
3. Table of Contents
4. Introduction
5. Strategic analysis
6. Strategic directions
7. Key strategies
8. Strategic implementation
9. Key strategic implementation issues
10. Evaluation of strategy
11. Conclusion
12. References
13. Appendix
1. Introduction
The automotive industry is one of the most competitive industries in the market. Companies that get into the automotive industry are faced with high cost prices in production and highly competitive firms. Bayerische Motoren Werke AG (English: Bavarian Motor Works) with headquarter in Munich is one of them. Founded 1916 as a producer of aircraft engines BMW is one of the ten largest car manufacturers in the world today. The company operates in three business segments: automobiles, motorcycles and financial services. However the core business is still the production of cars. In that segment BMW is focused at the premium and luxury sector where it is is one of the leading car manufacturers with the aim to achieve profitable growth and become the number one in next few years. The global acting company had a business volume of 53,7 billion Euro in the year 2009. Currently 96.000 employers work at 17 different production places all over the world for BMW. In last year the BMW Group sold 1.3 million cars of its three non-overlapping premium car brands Mini, Rolls-Royce and BMW. The brand recognition and high investments in research and development seems to be the trumps of BMW (BMW, n.d.: BMW Education Programme n.d.).
This report will give a more detailed view at the current situation of the BMW Group with an analysis of the company’s strategies but also with a look at the issues and a final evaluation of the authors of this report.
2. Strategic Analysis
Integral to the understanding of the organisation BMW Group is a detailed strategic analysis of the company. Appendixes 1 and 2 both contain various tools
References: BMW 2005, Public Affairs Letter, BMW Group, viewed 1 November 2010, BMW 2007, BMW Group stellt die Weichen für die Zukunft, BMW Group Press Club, viewed 31 August 2010, BMW 2008, Company portrait, BMW Group, viewed 31 August 2010, BMW 2008a, Annual Report 2008, BMW Group, viewed 1 November 2010, BMW 2009, Annual Report 2009, BMW Group, viewed 1 November 2010, BMW n.d., History, BMW Group, viewed 2 November 2010, BMW Education Programme n.d., The Company, viewed 1 November 2010, Hill, C, Jones, G, Galvin, P, Haidar, A 2007, Strategic Management: An Integrated Approach, 2nd , John Wiley & Sons Australia Ltd, Australia. Horatiu, B 2009, Statement by Dr. Norbert Reithofer at the Annual General Meeting of BMW AG, viewed 31 August 2010,