Abstract
This paper discusses the two cases of Amazon.com and of BMW Films, which is a marketing division of BMW. The paper discusses the focus of Amazon's firm, which is followed by a general discussion of customer demand in Europe and the EDN for the European market. The paper then considers BMW's continued use of the BMW Films concept in relation to its target markets and segments thereof, while recommendations are made for future advertising strategies.

From the Paper
"The question of whether Amazon should concentrate on its customers, the firm, or both is somewhat disingenuous because the firm and its customers are really just two ways of saying the same thing. If Amazon had no customers it would cease to exist and if the customers did not have the opportunity to avail themselves of Amazon's services they would lose a valuable consumer service option. Amazon's management correctly understands this unique relationship because it instituted the Six Sigma quality operations program as a way to refine its operations and particularly the basic Six Sigma tenet of DMAIC (Amazon 5). Six Sigma is a process reengineering practice with the ultimate goal of reaching no more than 3.4 defects per million opportunities to produce a defect."

Tags:amazon, bmw, operations

Abstract
The paper discusses how, in the early 1990s, BMW repositioned itself in the market in order to appeal to a wider demographic and to expand from a niche market in the US market to a broader consumer oriented market. The paper explains that this success during this era was based on its shift from a 72 month product design process to a 60 month design process.

From the Paper
"In the early 1990s BMW repositioned itself in the market in order to appeal to a wider demographic and to expand from a niche market in the US market to a broader consumer oriented market. This success during this era was based on its shift from a 72 month product design process to a 60 month design process (Thomke 8). Shortening the product design life-cycle allowed BMW to introduce a re-branding marketing campaign that shifted its conception from that of a status symbol of the young professional to that of a performance vehicle that emphasized driving pleasure and accomplished..."

Tags:bmw, ag, case study design

Abstract
This paper analyzes and compares the three motor production companies BMW, GM and Honda Motors in its global environment.

Tags:bmw, gm, honda

Abstract
This paper analyses two case study including the "Launch of the BMW Z3 Roadster" and "Martha Stewart Omnimedia". The theme of both studies is based on strategic marketing, specifically marketing concepts such as brand, person-brand, marketing mix, product positioning, and cross-promotional campaigning. The paper examines how new conditions call for new ways of seizing and sustaining competitive advantage.

From the Paper
"The BMW organization is a leader in the premium automobile market and is recognized by industry experts for its brand building and product innovations. Through progressive engineering and design superiority, BMW has built a distinctive brand identity that has led to the company's strong presence in the premium automotive market segment. As the company prepares for launching the new BMW Z3 Roadster, marketing executives are looking to alternative marketing strategies to create excitement and buzz about the product."

Tags:martha, stewart, bmw

Abstract
This paper features an analysis of the automotive market in the 2000s, a competitive forces analysis using Porters method, and finally an analysis of the premium car segment with a focus on BMW. The paper asserts that BMW, the Bavarian based luxury car producer, is seen as one of the most prestigious, stable, and admired companies in the world. The paper explains that in the last 50 years BMW has built a powerful brand image and distinctive competitive advantage; however, with rising fuel prices and climate change BMW will have to work hard to develop an environmentally-friendly car that still supports the company's long-standing values. The paper also states that despite the fact that recent recession has pummeled the luxury market, BMW considers itself in fundamentally good shape, as it began preparing for a downturn in early The paper concludes, however, that there are no reliable predictions on how long the crises will last and how the automobile industry will develop in the future; regardless, the it is clear that BMW must work toward a greener, more environmentally-friendly Beemer.

Outline:
Introduction
Automobiles Market In The 2000s
General Overview
Environmental Analysis
Ecological Environment
Economics
Political and Legal Issues
Environmental Analysis
Ecological Environment
Economics
Political and Legal Issues
Technological Development
Social Development
Competitive Forces in Automobile Industry
The Threat of Potential Entrants
The Threat of Substitutes
The Power of Buyers
The Power of Suppliers
The Extent of Rivalry Between Competitors
Premium Car Segment
Critical Success Factors
Branding and Positioning
Quality and Innovation
Dealer Networks and Customer Service
BMW's Strategic Capabilities
Marketing Management
Engineering and Product Development
Human Resources and Organisation
Supplier and Distribution Strategies
Operational and Financial Efficiency
Future Outlook
References

From the Paper
"BMW has built a strong dealer network and always executed firm control over its supply chain, to include distribution as well as suppliers. This also enabled effective market segmentation, efficient brand building and high standard after-sales service (Lencioni, 2005). BMW like other car manufacturers also seek close cooperation with their suppliers in order to ensure high quality standards as well as efficient manufacturing. For instance, BMW built a supply centre on the Leipzig site, where the supplier is highly integrated in the manufacturing process and supply parts just-in-sequence (Kochan, 2006, p113)."

Tags:automobile, market, assembly, plant, manufacturer, green, environmentally, friendly, car

Abstract
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)."

Tags:risk, management, SWOT, analysis, qualitative, research

Abstract
This paper examines how the BMW Group has enjoyed immeasurable success in the Japanese market through ambition, determination, the appointment of several clever key people, comprehensive research undertaken on the nature of the Japanese political, business and cultural environment and a very slick, carefully orchestrated marketing campaign. It attempts to analyze this success by identifying the key decisions and decision-makers in the development of BMW Japan from 1981 to the present day from the poachment of Yoji Hamawaki from Kawasaki America to head up BMW's venture into Japan, to the establishment of their dealer network that defied convention and their carefully targeted marketing campaign.

Table of Contents:
Abstract
Body
Introduction
Business Environment of Japan
History of BMW in Japan
Competitors
Sales Volume Statistics
Political and Legal Environment of Japan
Barriers of Entry for Foreign-Owned Companies
Safety and Environmental Issues
Cultural Environment of Japan
Customer Demographics
BMW Marketing Strategy
References
Endnotes

From the Paper
"The Tokyo headquarters set up a customized dealer development department to facilitate the new network. For Japanese car manufacturers this was the norm: each company housed a department to employ and educate new dealers, conduct seminars, release direct mail to support their marketing efforts. However, foreign car makers did not incorporate this in their business operations. They also did not invest millions of dollars to develop a local parts center to support dealers, like BMW did. BMW's obligation to its dealer network was unique to the Japan market involving foreign companies. BMW treated its dealers very well."

Tags:market, politics, culture, environment, customer, marketing, strategy

Abstract
This article looks at steps and strategies used to manage an international business while controlling the financial risk to the company. The writer notes that BMW takes multiple steps to manage the global financial risk associated with doing business in an international and competitive climate. The author describes various techniques used by BMW, as an international firm. The paper discusses how the BMW Corporation management analyzes the types of risk to which they are subject by conducting business in an international market. The writer examines how such risks can be controlled and hedged.

From the Paper
"Any firm conducting business internationally faces global financial risk. Of particular concern is risk associated from foreign exchange transactions or currency related issues. Much of this risk results from the volatility ever present within the exchange rate and among interest rates. There are always other risks though associated with conducting business in a global marketplace. Fortunately there are very clear and decisive steps organizations can take to minimize the risks associated with international business. Many hedging instruments or techniques are available and work well to ensure a company manages risk reasonably."

Tags:finance, international, management, economics

Abstract
This paper examines how acquisitions are often a relatively quick way to enter new markets, acquire new products or services, learn new resource conversion processes and acquire needed knowledge and skills. It looks at how mergers or acquisitions often appear as an attractive and logical business strategy offering a short-cut in achieving company goals compared with organic growth. In particular, it analyses BMW?s acquisition of the Rover Group in January 1994 by considering the situation before and after the acquisition and evaluating who benefited the most from the transaction.

Outline
Introduction
BMW
Rover
BMW ? Rover: A Comparison
The Acquisition
Culture
Benefits
Management
Shareholders
Conclusion

From the Paper
"BMW (Bayrische MotorenWerke = Bavarian Engine Plants) was founded in 1916 and manufactures cars, motorcycles and aircraft engines. It is a genuine global power brand that is represented in 130 countries, has over 118 000 employees and sells in excess of one million cars each year. Prior to the acquisition it had a good financial base and was relatively profitably. It enjoyed a good market share in its niche fully understanding customer's tastes and preferences. It possessed advanced logistics technology and a strong Research & Development Team. However, while a market leader in its niche, in terms of volume sales it falls well behind other manufactures and therefore was not able to achieve the economies of scale that its competitors enjoyed."

Tags:automobile, benefits, shareholders

Abstract
This paper discusses that strategic analysis is the first step in shaping the current scenario of a company and determining the potential opportunities and risks facing an organization. The author points out that SWOT analysis assists organizations like BMW in reducing threats that are posed by the market and reaping maximum benefits from the opportunities offered by the external environment. The paper stress that BMW in Austria must take into account the high pay scale the demanded by their Austrian employees.

Table of Contents
Introduction
Economic Constituent
Social Constituent
Political Constituent
Legal Constituent
Technology Constituent
Current Economic Environment
Current Social/Demographic/Geographic Environment
Government/Legal/Regulatory Environment
Technological Environment

From the Paper
"In terms of geographic environment, holding major investments in Austria pave leeways for a few opportunities as well as external threats facing BMW in the current market scenario. Since the social values of the Austrian workforce are remarkable and their work ethics highly refined, the business of BMW in Austria can reap benefits from the same Moreover, with only General Motors Corporation working in Austria, BMW is expected to have an edge over its other competitors other than General Motors. Even considering competition issues facing BMW with the existence of General Motors Corporation, the following chart below can assist us in analyzing the current opportunities that the Austrian market offers BMW Group of industries."

Tags:investment, potential, benefit, opportunity, workers