Case Write UP on BMW BMW is in the midst of implementing changes to increase its sales and improve its image in the US market. In this phase BMW should target achieving 100‚000 units by the year 1996 in order to hold a competitive place in the US luxury car market. The main problem BMW is facing in the US market is poor customer satisfaction index which is negatively affecting the brand image. BMW should concentrate on improving customer satisfaction by way of investing into opening its own exclusive
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Questions 24 Summary & Recommendation 29 Executive Summary In June‚ 1991‚ Carl-Peter Forster‚ director of Prototype and Pilot Manufacturing at BMW had a major decision to make. It was a little less than three and half years into the six year development program for the completely redesigned 7-series luxury sedan. Up to this point‚ BMW had been following their traditional method of designing automobiles. However‚ a project meeting was scheduled for that day to decide whether to change
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years. The competition had been much more intense in automotive manufacturing. Therefore‚ it was necessary for BMW to find a useful marketing mix. A survey and two interviews were conducted and the Internet was used to search for some data as methods to gain the result. The findings will show the marketing mix of its major competitor and talk about two marketing mixes and a SWOT analysis for BMW. The strengths of two marketing mixes and the errors of research would be discussed. In the conclusion‚ there
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2006 BMW Group confirmed its position as the world’s leading premium manufacturer in the automobile industry with record sales‚ and profits exceeding €4 billion1. Since its inception‚ the BMW brand has stood for one thing: sheer driving pleasure. For many BMW drivers‚ owning a BMW has symbolic meaning of quality‚ efficiency and engineering expertise. BMW’s long-standing marketing message has been simply “the ultimate driving machine”‚ which is now 33 years old‚ (Trout‚ 2005). In 2000‚ BMW linked
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BMW. The Ultimate Driving Machine. The slogan pretty much speaks for itself and later on in the essay‚ you will know why. “We don’t make sports cars. We don’t make S.U.V.’s. We don’t make hybrids‚ and we don’t make luxury sedans. We only make one thing‚ the ultimate driving machine.” Germany has a long history of motoring excellence‚ with their top rank as BMW; powerful‚ yet refined. Vehicles designed for people who demand the best. Luxury cars‚ high performance cars‚ well-crafted cars; these
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of any business. However this task has become harder as ever since manufacturing shifts to standardization. Today not only the core product or service is matter to customer‚ but also the value that go with it. This explains why firms are desperate to find the competitive advantages that can help them produce such value and differentiate themselves from competitors. In order to create competitive advantages‚ firm need to build up business level strategies step by step through a strategic direction
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BUS317 ------------------------------------------------- Strategic Management ------------------------------------------------- STRATEGIC BUSINESS PLAN FOR CITIGROUP Group Members: Tan Poh Thin 31116952 Thng Jiahua Amanda 31116999 Khoo Hong Kah Brenda 31076612 Yeow LiQin 31128223 Yeow LiXian 31128241 Lecturer : Mr Frankie Yee Unit Coordinator : Mr Ian Boudville TABLE OF CONTENTS 1
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NOTES BMW Automobiles in the mid 2000s Valeriano Lencioni 1. Introduction This case explains the elements that make up BMW’s strengths and weaknesses and illustrates the circumstances that surround the group in the mid 2000s. After an outline of the automobile industry‚ the case examines the product portfolio and the performance of the automobiles division of the BMW group. Students are likely to relate readily to the issues in this case‚ since the product and brands of the BMW group are
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The BMW Group will expand production capacity at its US plant in Spartanburg from some 150‚000 to 240‚000 units by 2012. Plans for the expansion are already underway. Capacity at the Oxford MINI plant is to be increased to 260‚000 units per annum—without making further investments in infrastructure. The BMW Group will take the first step towards expanding its capacity in China by raising it from 30‚000 to 44‚000 units a year. Furthermore‚ the company will work on strategically increasing purchasing
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