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."
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."
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."
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."
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."
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."
Abstract The paper examines how, from its humble beginnings in the early 1900s, BMW has grown from a small airplane engine manufacturer to a world renowned creator of top notch, high performance automobiles. The paper discusses how the management of the operations of BMW has changed dramatically and is responsible for the company's growth and successes. The paper emphasizes how operations management is a critical activity that can make or break an organization and can, in many cases, lead to new opportunities and growth for large and small firms.
From the Paper "In fact, as it was previously stated, BMW started out as the manufacturer of aviation engines; when World War I broke out, the firm reengineered its operations to support the war effort, and discovered a valuable market niche that they could fill and profit from, setting the pace for the future of the organization (ICFAI.com). During World War II, BMW again had to rethink its strategy, detouring briefly from the production of high performance cars to make military vehicles."
Abstract The enclosed report titled A Comparison of the 2001 BMW M3 Versus the 2002 Mercedes-Benz C32 AMG: Their engineering, design, and performance, is submitted in accordance with the request for an analytical report regarding the two vehicles. This report provides a detailed evaluation and comparison of the two vehicles based solely on their general data about the chassis and body, as well as engine design and engineering, and suspension and handling. Your request to disregard all costs related to the vehicles as a comparison issue is duly noted. Special attention is focused on the performance of both vehicles, to provide a recommendation for the superior of the two as you have asked for.
From the Paper Your request to disregard all costs related to the vehicles as a comparison issue is duly noted. Special attention is focused on the performance of both vehicles, to provide a recommendation for the superior of the two as you have asked for.
Abstract This paper provides a thorough briefing of the court case. Included are the facts of the case, the lower court's decision, the issue appealed and the verdict. The reasoning behind the case is also supplied in great detail and analyzed.
From the Paper "After Ira Gore (Gore) purchased a new BMW automobile from an authorized Alabama dealer, he discovered that the car had been repainted. Gore brought this suit for compensatory and punitive damages against BMW of North America, Inc. (BMW), the American distributor of BMW?s, alleging, inter alia, that the failure to disclose the repainting constituted fraud under Alabama law. At trial, BMW acknowledged that it followed a nationwide policy of not advising its dealers, and hence their customers, of pre-delivery damage to new cars when the cost of repair did not exceed 3 percent of the car's suggested retail price. Gore's vehicle fell into that category'"
Abstract The objective of this paper is to assess the performance and position of BMW and DaimlerChrysler with the objective of making recommendations relative to investing in the equity stocks of the two companies.
From the Paper "The objective of this investigation was to assess the performance and position of BMW and DaimlerChrysler with an objective of making recommendations relative to investing in the equity stocks of the two companies. The recommendations are based on investment analyses of the two companies which are primarily financially-oriented but which also included a strategic element in the form of SWOT analyses. The financial analyses included du Pont analyses and market ..."
Abstract The paper discusses how the growth of electronic commerce has had profound effects on all aspects of industry, such as advertising, pricing, demand and internal operations. The paper looks at the ways which e-commerce can be incorporated into BMW's internal as well as external methods of communication. The paper shows how these innovations are vital to the growth and development of the company. The paper concludes that while e-commerce has its drawbacks, the long-term benefits of the streamlining and efficiency which e-commerce makes available will benefit the company as a whole.
From the Paper "First, to address internal functions that can see productivity increases by utilizing e-commerce utilities. Automatic shipment of certain items that are expected to be needed on a regular bases in the organization can significantly reduce paperwork, employee manhours needed to place orders, and potential wait times for an ordered product (Marshall 2001). These automatic orders can range from office supplies like letterhead and writing utensils to parts used in the body shop like oil, windshield wipers, and tires. Materials which are known to have a brief usage life can be placed on an automatic shipment plan and ordered at a set time period, preventing delivery delays, and employee time spent on ordering supplies, among other things."
Abstract The paper discusses BMW's re-branding marketing campaign and its shift to computer-aided design processes. The paper then reviews the success factors of its design strategies as well as the success factors of its primary competitors. The paper also presents a complete strength, weaknesses, opportunities and threats (SWOT) analysis and a competitor profile matrix as an appendix to the paper. Lastly, the paper examines initiatives to build on the company's strengths in relation to its competitors.
Outline:
Background
Strategic Options
Appendix
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 this largely through its design innovations that saw the company shift from a paper driven design process to a computer simulation design process (Thomke 2)."
Abstract This paper relates that marketing is a vital part of the successful cases of BMW Films, Prozac/Paxil, Sony's EyeToy and Tivo. The author points out that, because BMW's customers are technologically oriented, BMW Films must consider marketing collateral based on pod-casts, blogs and an RSS news/advertisement campaign distributed via the Internet. The paper relates that the strategy of marketing pharmaceutical product for diseases, like "social phobia", whose discovery were at least partially funded by the major pharmaceuticals themselves, is highly effective and creates a market where previously none existed. The author underscores that the strategy of bundling the EyeToy product with Sony's existing computer game stations eliminates the consumer perception that EyeToy is a low cost device. The paper realizes that Tivo's marketing department is limited by the confines of its retail distribution and manufacturing agreements.
Table of Contents:
Abstract
Case Analysis
BMW Films
Marketing Antidepressants Case Study
Sony EyeToy Case
Tivo Case Study
From the Paper "BMW's target market differs somewhat with each of its product lines although in all cases its overall target market is considered affluent to some degree. For the 3 series product line, BMW's target market is described as the upwardly mobile, young professional who declaring him or herself to be on the way up the ladder of success. For the 5 series product line, BMW's target market is largely a repeat customer who has reached a degree of established success and can afford the added accoutrement of the mid-range BMW luxury product."
