Introduction Audi AG designs‚ engineers‚ manufactures and distributes automobiles. Audi oversees worldwide operations from its headquarters in Ingolstadt‚ Bavaria‚ Germany. Audi-branded vehicles are produced in nine production facilities worldwide. Audi has been a majority owned (99.55%) subsidiary of Volkswagen Group since 1966‚ following a phased purchase of AUDI AG ’s predecessor‚ Auto Union‚ from Daimler-Benz. Volkswagen relaunched the Audi brand with the 1965 introduction of the Audi F103series
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------------------------------------------------- ------------------------------------------------- Branding in the Automotive Industry: A Comparative Study Between BMW and Audi ------------------------------------------------- ------------------------------------------------- 2. Background ------------------------------------------------- ------------------------------------------------- BMW and Audi are two of the most recognized brands in the automotive industry globally. Being well known trademarks‚ their pricing diversity
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AUDI Audi began Germany in 1932 ‚ it was formed the merger of four different cartaker‚ In 1969 Volkswagen acquired the business in 2008 Audi delivered more than one million cars to customer. Today the business goes from strength to strength and manufacturers in many parts of the world including India. This is a manufacturer of very high quality cars tend to be highly engineered robust and priced at a premium level. STRENGTH Audi’s reputation is undoubtedly based upon a very strong
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Audi is a manufacturer of exquisite cars ?attractive‚ sophisticated and technically perfect. Our success stems from creativity‚ commitment and enthusiasm. The wishes and emotions of our customers are the guiding principle behind our approach. We strive to lead the way with our innovations‚ and to set new standards which substantiate our brand claim of "Vorsprung durch Technik". "Vorsprung durch Technik" is more than simply an engaging slogan; it encapsulates Audi’s ambitions in developing cars
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Business Level Strategy BMW BMW’S Primary Business Lines (http://www.marketlineinfo.com/library/iProduct_toc.aspx?R=6A41C0F5-51FC-4B71-AF83-0B9F412CB891) The company generates revenues through three business divisions: automobiles (78.0% of the total revenues during fiscal year 2006)‚ financial services (20.2%)‚ motorcycles (1.8%). BMW focuses on the premium segments of the global passenger car and motorcycle market. The company also provides financial and information technology services
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The Audi history begins with a man called August Horch‚ who founded the Company HORCH & CO in 1899.He invented his first car 1901 with the help of 15 fellow workers. The car had a max. speed of 32 km/h. In 1909 Mr. Horch had to leave his company due to major problems with the commercial management and founded another company called Audi. " Audi" is the Latin translation for "Horch" and he took that name because he wanted to build cars under his own name. So the brand "AUDI Automobilwerke GmbH"
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Executive Summary The analysis the marketing strategy of BMW and represent the strategies which makes BMW able to compete with the on- going challenges. The BMW Group has a defined goal to be the leader of the leading automobile companies and rule the industry by winning hearts of its users. It aims at providing premium products and services for individual mobility. BMW is presently compelled to make one of kind items for a specific locale at a point in time‚ and this is to adapt to tastes and whimsical
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MARKET POTENTIAL IN THE GLOBAL ECONOMY CASE STUDY: AUDI [pic] Team members: 1. NGUYEN Ngoc Khanh Chi 2. NGO Thi Nam Phuong 3. HUYNH Thi Bich Son 4. NGUYEN Truong Thinh 5. CHAU Ngoc Son Vu 6. DOGIELSKI David 7. NGUYEN Quoc Tuan TABLE OF CONTENT I/ FRAME WORK (Thinh) 4 A. IDENTIFY THE STRATEGIC BUSINESS UNIT WITHIN AUDI AG 4 B. SELECT SBU AND MARKET FOR THIS SBU 4 C.
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Strategic Analysis of BMW AG 1.1 Evaluation of strategic factors affecting BMW strategy To understand factors that influence on the competitiveness of BMW the SWOT analysis is applicable. Strength Weakness • Strong Brand Reputation • High cost policy • Trained and highly skilled workforce • Inefficient brand portfolio • High quality products • High product prices • Corporate Social Responsibility • Inefficient level of acquisition and • Contribution to the environment
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JOY KNIGHT 21 Tree Street French Bay‚ Auckland 1701 H: (09) 222 2222‚ M: 021212121 joyk@yahoo.com.au OBJECTIVE To gain employment as a solicitor in a progressive‚ forward thinking firm that practices in a range of areas of law at all levels. I am specifically interested in employment‚ property and resource management law. EDUCATION 2009 2009 Institute of Legal Professional Studies Legal Professionals Course – admitted May 2010 University of Auckland Bachelor of Laws
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