Corporate Strategy of BMW

Paper Summary:

This paper provides an in-depth analysis of BMW's marketing initiatives over the years. The paper also discusses the external and internal environment in which the company competes. The paper explores the relevant background and overview of the automotive industry in general, as well as what types of management strategy and marketing initiatives have proven more effective than others in general and as they apply to BMW in particular. The paper then summarizes the research and provides salient conclusions and recommendations.

Table of Contents:
Chapter 1: Introduction
Statement of the Problem
Purpose of Study
Overview of Study
Chapter 2: Review of Related Literature
Analysis of the External Environment
Introduction to the Environment
Macro Dimension of the Motor Industry
Micro Dimension of the Motor Industry
Analysis of the Internal Environment
The Competitive Environment
Five Forces Analysis
Competition and Collaboration
Stakeholders and Their Expectations
Basis of Strategic Choices Employed by BMW
The Global Dimension
Added Value and Differentiation Strategies Used by BMW
Current Strategy for BMW
Growth and Development within BMW
Acquisition of Rover and Other Potential Acquisitions
Chapter 3: Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
Chapter 4: Data Analysis
Economic Performance Metrics
SWOT Analysis
Audit of Environmental Influences (PEST Analysis)
Chapter 5: Summary, Conclusions and Recommendations
Appended is a List of Tables and List of Figures

From the Paper:

"Although many of the people who drive BMW automobiles know what the company's initials stand for, or realize that the company's well-known and distinctive blue and white propeller badge reproduces the colours of the state flag of the State of Bavaria, the research shows that BMW stands for the "Bayerische Motoren Werke," which was established during the First World War (Kay, 1995). The company specialises in the manufacture of engines; in subsequent years, BMW diversified into what are now its two principal product ranges: (a) automobiles and (b) motorcycles; today, BMW is one of Germany's largest and most successful companies (Kay, 1995).
The company achieved this level of success by a circuitous route, and one that some observers suggest was in spite of the company's historically pricey models. For example, BMW automobiles are not necessarily the most powerful, or the most reliable, or the most luxurious on the market, even though they measure up well against all of these criteria (Kay, 1995)."

Sample of Sources Used:

• "BMW Group sales grow by 20% in July." (2007, July 8). BMW Group. [Online]. Available: http://www.bmwgroup.com/e/nav/index.html?../0_0_www_bmwgroup_com/home/home. html&source=overview.
• Chew, Edmund. (November 19, 2001). "BMW seeks more supplier development. Automotive News," 76(5958), 1-3.
• Cravens, David W. (2000). Strategic Marketing, 6th Edition. New York: Irwin McGraw-Hill.
• de Wit, Bob and Ron Meyer. (2003). Strategy: Process, Content, Context, 3rd Ed. Thomson Business Press.
• Drucker, Peter F. (1973). Management: Tasks, Responsibilities, Practices. New York: Harper and Row.

More papers on Corporate Strategy of BMW:

• Case Study # 74687 : "BMW and Global Financial Risk"
• Essay # 43527 : "Corporate Strategy of Pakistan"
• Analytical Essay # 49005 : "Harley Davidson"

APA Citation:

MLA Citation: