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A PROJECT REPORT ON MARKETING OF BMW BY

MAKARAND SHIVAJI AIVALE (BBM-IB) (2012 – 2013)

IN PARTIAL FULFILLMENT OF

Bachelor of Business Management–International Business
UNIVERSITY OF PUNE

MITSOM College PUNE: 411038
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CERTIFICATE

This is to certify that Mr. Makarand Shivaji Aivale of MAEER’s MITSOM College has successfully completed the project work in partial fulfillment of requirement for the award of Bachelor of Business Management–(International Business) prescribed by the

University of Pune .

This project is the record of authentic work carried out during the academic year 2012 – 2013.

Mr. Amol Deogadkar, Project Guide

Dr. R.M. Chitnis, Principal

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DECLARATION

I, Mr. Makarand Shivaji Aivale, hereby declare that this project is the record of authentic work carried out by me during the academic year 2012 – 2013 and has not been submitted to any other University or Institute towards the award of any degree.

(Makarand Shivaji Aivale)

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AKNOWLEDGEMENT

I heartily thank my Project in-charge Mr. Amol Deogadkar, whose encouragement, guidance and support from the initial to the final level enabled us to develop an understanding of the subject. I am grateful for sir’s contribution towards the execution of our project. I would like to thank the people without whose co-operation and support working on this project would not have been so pleasurable and interesting.

(MAKARAND AIVALE)

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2.NO. 6.INDEX SR NO. CONCLUSION BIBLOGRAPHY 39 40 5 . 7. 5. 3. 18. 6 8 12 14 18 24 25 31 36 Data Analysis and Interpretation 17. Introduction Early History Marketing Strategy STP Strategy Marketing Mix Research Methedology TOPIC PG. 1. 4.

The early 1950s saw the launch of the BMW 501. its blue-and-white color scheme also references Bavaria's blue-and-white checkered flag. the company began in the early 1910s as an aircraft manufacturer. foreshadowing BMW's ongoing commitment to developing new technology. a supple two-seater that racked up over 120 victories on the motorsport circuit between 1936 and 1940. Whatever you call it. It wasn't until 1928 that production began on the first BMW automobile. Postwar BMW cars maintained this tradition.or. Bavarian Motor Works. winning several racing. BMW's best-known pre-World War II vehicle was the Type 328 roadster. The car proved tremendously popular. reflects these origins. It was soon followed by the 502 which was powered by the world's first light-alloy V8. renowned for crafting luxury cars and SUVs that offer superior levels of driving enjoyment. The best-selling BMW of that 6 . a roomy. designed to represent white propeller blades against a blue sky. and its success helped the manufacturer weather the Depression. rallying and hill climb victories. the Dixi. Founded in Munich. in English. BMW's current logo.INTRODUCTION OVERVIEW OF THE COMPANY & EXECUTIVE SUMMARY Gallery Selection BMW is an acronym for Bayerische Motoren Werke AG-. voluptuous sedan that was resplendent with all of the hopefulness of that era. the German-based company is one of the world's most respected automakers.

decade was the Isetta. BMW sales strengthened significantly. More recently. This was also the period when BMW of North America was established and consumers. In the 1960s. BMW also continues to build motorcycles. BMW's model roster is diverse. BMWs have become the standard for performance and luxury in most of the "over $30.000" segments. including turbocharging and advanced vehicle electronics. Over the past couple of decades. became loyal "Bimmer" owners. nimble sports cars and spacious SUVs offered.S. It opened its first U. a petite two-seat "microcar" typically powered by a 12. a sporty family sedan. crisp sedans. something it has done since the 1920s. BMW was establishing itself as a full-fledged car company." and it's not mere hyperbole. manufacturing plant in the latter half of the 1990s and has expanded its brand empire to include Mini and Rolls-Royce. who coveted both sports and luxury cars. It was a pioneer for many emerging technologies. 7 . The automaker's famous advertising slogan describes each of its vehicles as "the ultimate driving machine. But its luxury vehicles all share a common characteristic: the ability to make drivers feel gloriously connected to the road. 5 Series and 7 Series cars and the creation of its performance M division. The mid-'50s also saw the debut of the limited production and breathtakingly beautiful 507 sports car which had an alloy body and used the 502's V8 for propulsion. distinctive coupes.or 13-horsepower engine. With family-friendly wagons. thanks in part to the immense popularity of the 1500. The '70s also saw the birth of BMW's three-tier sport sedan range consisting of the 3 Series. By the 1970s. the company has been expanding its reach worldwide.

GUSTAV WAS A PIONEER AVIATOR IN B AVARIA. in front of the Pfalz factory. on this company‟s premises. AGO closed down in 1918. Otto received German aviation license no. license-built by Pfalz. One month later. circa 1914 In 1910. Suffering financially. the engines suffered severe vibration problems. However. The factory. set up a training school and a aircraft factory. Rapp Motorenwerke In 1913 Karl Rapp established Rapp Motorenwerke near the Oberwiesenfeld in a few wooden buildings of a former bicycle factory Rapp had chosen the site because it was close to Gustav Otto Flugmaschinenfabrik. causing the military to decline purchasing the poorly performing engines . the Otto company was purchased by a consortium. which from 1914 developed different aircraft. in February 1916. and its facilities were taken over by AEG. which was named Otto-Flugzeugwerke in 1913. which included MAN AG as well as some banks. Neither the Otto-Werke nor his AGO Werke companies.EARLY HISTORY Otto-Flugzeugwerke . The military urged Otto to revise his production line. was successful in getting orders from the Prussian military due to unexplained quality issues. After the outbreak of World War I. with whom he had contracts to supply his four cylinder aircraft engines. was located on Lerchenauer Strasse. but the issues were never resolved. 34 and. THE INVENTOR OF THE FOUR -STROKE INTERNAL COMBUSTION ENGINE . Rapp was sub-contracted by Austro-Daimler to manufacture their V12 8 . Otto concentrated on building Farman inspired pushers (he had got his own license on an Aviatik-Farman). Bayerische Flugzeugwerke AG. the investors established a new business. An Otto B-type pusher biplane. Rapp started to supply aircraft engines to the Austrian army. GUSTAV OTTO WAS THE SON OF NIKOLAS AUGUST OTTO. in the same year. east of the Oberwiesenfeld troop maneuver area in the Milbertshofen district of Munich. and soon became the main supplier for the Bayerische Fliegertruppen (Royal Bavarian Flying Corps).

however. It therefore seemed a good idea to use both the machinery and the materials for the production of furniture and fitted kitchens. BFW was equipped with the very latest joinery plant. from 1921 onwards. the company still held stocks of materials sufficient for about 200 aircraft. Popp did not restrict himself to the role of observer.000. since military demand for aircraft collapsed. the company manufactured motorcycles of its own design under the names of Flink and Helios. 9 . Popp was delegated to Munich from Vienna to supervise engine quality. in the months that followed. There was no time for development work. this engine would gain world renown under the designation “BMW IIIa” The recognition that Max Friz gained with his engine made it clear to all the senior managers that up to now Karl Rapp and his inadequate engine designs had held the company back from success. The company‟s management were thus forced to look for new products with which to maintain their position in the market. At first Rapp was going to turn down Friz‟s request. On 25 July 1917 the partners in the company therefore terminated Karl Rapp‟s contract. However. Later. major quality problems were encountered at the start.aircraft engines. a young aircraft engine designer and engineer at Daimler. Popp successfully intervened on Friz‟s behalf. In addition. with an innovative carburettor and a variety of other technical details. Bayerische Flugzeugwerke (BFW) In February 1916. On 7 March 1916. the company was able to supply aircraft to the war ministries of Prussia and Bavaria. What is more. and worth 4. This meant that within a month of being set up. The officer supervising aero-engine building at Austro-Daimler on behalf of the Austrian government was Franz Josef Popp. It was only organizational changes and more intensive supervision of the assembly line that succeeded in resolving these problems by the end of 1916. Bayerische Flugzeugwerke AG (BFW). In Friz they now had an excellent chief designer on hand and were no longer dependent on Rapp. When it was decided to produce Austro-Daimler engines at Rapp Motorenwerke. However. BFW was able. but became actively involved in the overall management of the company. Rapp Motorenwerke became Bayerische Motoren Werke GmbH. On this company‟s premises the investors established a new business. In the space of a few weeks he designed a new aircraft engine which. The German air crews frequently complained about the serious defects that appeared in the first machines from BFW. the south German engineering company MAN AG and several banks purchased the aircraft builder Gustav Otto Flugmaschinenfabrik.7 million reichsmarks. This done. The end of the war hit BFW hard. to turn out over 100 aircraft per month with a workforce of around 3. Popp was also the person who convinced Karl Rapp to accept the application of Max Friz. Austro-Daimler at the time was unable to meet its own demands to build V12 Aero engines. Since World War I aircraft were largely built from wood to keep their weight down. The same thing had happened with the aircraft from the predecessor company run by Gustav Otto. so BFW manufactured aircraft under license from the Albatros Flugzeugwerke of Berlin. and rose to become the largest aircraft manufacturer in Bavaria. was superior to any other German aero-engine. because he recognized that Rapp Motorenwerke lacked an able designer. The majority of the workforce had been taken over by BFW from Otto Flugzeugwerke. The reason for these deficiencies was a lack of precision in production.

Popp held this key position until his retirement in 1942. While the development side was placed under Max Friz. nothing more stood in the way of a merger between the aircraft company BFW and the engine builders BMW. He was supported in this by BMW‟s Managing Director Franz Josef Popp who. Franz Josef Popp took over the post of Managing Director. BMW AG held a stake in this company and was represented by Popp. and consists very largely of dilapidated and unsuitable wooden sheds situated in a town that is extremely unfavorable for industrial activities and whose status continues to give little cause for enthusiasm”. formerly Rapp Motorenwerke. Apparently Popp was still in close contact with Castiglioni and was perhaps even privy to the latter‟s plans for merging BMW with BFW. It was probably in the spring of 1922 that Castiglioni and Popp persuaded MAN to give up its shares in BFW. In time this company was renamed to Messerschmitt. Bayerische Motoren Werke GmbH 1917 The departure of Karl Rapp enabled a fundamental restructuring of BMW GmbH. in a letter to the chairman of MAN. so that now the company belonged exclusively to Castiglioni. 10 . when the Italian-born investor was able to acquire BMW‟s engine business from Knorr-Bremse. an important and leading aircraft company for the Third Reich. While most of the shareholders accepted his offer. The name Bayerische Flugzeugwerke AG was revived in 1926 when Udet-Flugzeugbau GmbH was changed into a joint-stock company. In the early stages. described BFW as a “dead factory. who held a place on the Supervisory Board. Then in May of the same year. and was instrumental in shaping the future of BMW. MAN AG initially held on to its shareholding in BFW. which possesses no plant worth mentioning.ADVERTISEMENT FOR BFW IN 1916 In the autumn of 1921 the Austrian financier Camillo Castiglioni first announced his interest in purchasing BFW. But Castiglioni wanted to acquire all the shares.

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Touring / Estate (3 series. this means that they aim on specific automobile markets. 12 . 3 Series: Audi A4. and 4X4 (X5). we can see it in advertising campaigns on television. The main reason of BMW‟s success is recognized by the development of a steady marketing policy. magazine. List of few BMW Group‟s series lines and brand names has to market specific competitors. 5 Series: Audi A6. Moreover. 6 Series: Jaguar XK. BMW has always maintained this core values since the company‟s inception. Volkswagen Golf. Jaguar X-Type. Mercedes E-Class. However. Executive (3 series. Volvo S80. motor shows. BMW ensures to have full satisfaction to their customers. BMW has always used a differentiated strategy.uk). Super Executive (7 series). (Reference. etc. 5 series). trade fairs. The markets that BMW would normally or likes to target are Sports Convertibles (Z3. Maserati 4200. Jaguar S-Type. we can also point out that BMW also bank‟s on the sensitively to the environment. We can also find company explicitly expresses one or more of these values in all BMW advertisements. Mercedes C-Class.www. which we can see with the current advertising strategies of the company. In addition to the message of these values.MARKETING STRATEGY OF BMW BMW‟s mission statement is clearly defined as “To be the most successful premium manufacturer in the industry”. Super sports (M series). Alfa Romeo 147. The company has built its brand and continues to focus on the following core values which is shown in the below figure. This markets suit different people within the specific segmentation.co. press. 1 Series: Audi A3. 5 series). Lexus IS200. Porsche 911. Let have a look at BMW competitor analysis where we can find BMW is a provider of premium cars and primarily serves for customer as if life time experience for them. also we can find out the competitors as their segmented markets.bmw. 3 series. and new Z4). Saab 9-5.

Jaguar XJ series. Mercedes S-Class. Vauxhall Corsa and Toyota Yaris. Lexus LS400. Renault Clio.088 units sold in 2006 which beat the record of 2005 by 5. Toyota Camry Solara. Rolls-Royce Phantom: Mercedes Maybach. Ford Focus RS. BMW has remained consistent to its beliefs of focusing on the substance of the cars themselves. Peugeot 206 H/B.2% level increase in the sales.7 Series: Audi A8 and S8.Mercedes C55. Volvo XC90. Porshe Cayenne. VW Touareg. Z4: Porsche Boxster. BMW still remains the world‟s most successful premium car brand with 11. Audi RS4. GTI. Audi RS6. Audi TT. Bentley Arnage. Chrysler Sebring Convertible. Throughout this campaign. has been communicated through a number of TV and print ads. X3: Land Rover Freelander. The brand image has been built up by press advertisements. Major Key markets for BMW group have approx. Acura MDX. below in figures it shows to break down of sales figure for different segment in BMW cars This philosophy. Golf.Mercedes E55. 68% sales in Italy. M Range: M3 Coupe . Lexus GX 470. Furthermore. USA and Germany these three countries as in comparison to other countries. 13 . and more recently through different television commercials. M5 . 85. MINI: Mercedes A Class. which runs through every BMW car. Volkswagen Polo. X5: Range Rover. Mercedes M-Class.

STP STRATEGY SEGMENTATION. socioeconomic. POSITIONING BMW uses three steps to targeting which are market segmentation. TARGET MARKET. the main markets for BMW where they are doing more than 65% of sales are Europe & North America as these areas are both heavily industrialised locations which results into residents are financially positioned to buy upper market cars as they capita income is more. and beneficial characteristics of society which helps them to target the market more effective. demographic. target choice. The demographics of people who are able to purchase a 14 . To find more information BMW looks at the geographic. behavioural. Geographically. Let‟s see how BMW uses segmentation to identify specific buying characteristics. product positioning.

The market in which BMW operates has being seen as good and loyal customers. 15 . and image. The benefits required by these people are superiority. The main manufacturers that BMW compete with are as discussed before to name a few are Mercedes. and etc. quality automobile producer. When we talk about Brand Recognition BMW is an instantly recognized brand name that has a reputation for its age-old tradition of quality.BMW are men and women aged 30 – 50 years old. The difference is that each of these companies relies on different brand images to sell their cars. reliable and quality producer that BMW does but on the other hand Alfa Romeo is renowned for being stylish and performance breed but unreliable car as per the research. etc. Range Rover. Behaviourally these people have a successful image in their mind before buying the car. technologically advanced. Unlike other lesser known luxury car manufacturers. Most of these are blue chip manufacturers use differentiated strategies to produce large ranges of cars and has similar product life cycle which BMW follows. Jaguar. Also many of us identify its logo from a distance during travelling in cities. they also like to want a clean modern look or sports look. Audi. The market where BMW is position them is highly competitive. The positioning of these companies and their brands has been built up over many years but BMW has impressed their mark upon the public in a positive way with the help of good public relation and innovative advertising campaigning. reliability & quality. highways. performance. Jaguar is seen as a luxury. this brand recognition allows BMW to redirect its resources from expensive advertising campaigns in a highly competitive market. Ford.g. This has lead to continuing sales growth throughout the international car markets. and the feel good factor of an established dealer network. The image that BMW has managed achieved over the years is to position its self on the customers mind is superiority. performance. Porsche. price. Reason being for the competitive is the number of other automobile manufacturers that produce cars of a similar quality. E.

Japan and the Pacific region. The aim was to raise sales by 40 per cent a year for the next five years. At the end of 2003. as they grew by over 8 per cent on the previous year to 277. Important markets have also been the fast-growing UK. Sales in the USA market have been particularly successful. had become the new Group's CEO. but the other models were also in significant demand. and the Italian. becoming the biggest market for the group and overtaking the Lexus brand for the first time. specifically for 7-series and 5-series. The new BMW 1 Series and the BMW 6 Series cabriolet were launched early in 2004. Helmut Panke. In 2003. Mercedes-Benz would then become number two producer of premium cars. the 3-series and the 5-series.MARKETS OF BMW The main markets for BMW automobiles have been in Europe. and BMW's long term ambition of being number one would be finally realized. In the Chinese markets there was growing demand for the higher end models of the range. the consolidation in Europe and Asia of the BMW Z4. the introduction of the BMW X3. This view was supported by the successful launch of the new 5-series.4 million vehicles. French and Japanese markets. the USA. 16 . BMW was planning to launch a new model every three months through to 2005. and started a strategy of internal growth through market and product development. a nuclear physicist. By far the most successful models were the MINI. In 2002. the outlook for 2004 by group management and industry observers was upbeat.000. providing a range of premium automobiles that ranged from the Mini to the Rolls Royce. with the markets of Germany and the US accounting for almost half the total car sales. and to achieve sales of 1.

as well as giving the group greater prominence and profitability would also effectively cure the problem of vulnerability to acquisition. the company was pushing hard in the US and Asian markets to find buyers for the high-end models that they had found difficult to sell in the flat saturated European market. If H. G er m na Be lg iu m S Af ric a Ja pa n an y Fr an ce Sp ai n US A UK Ita ly Ch i 17 . fulfill the customer's wish for individualization and differentiation. Difficulties in dealing with labor cost control in the European political climate had also led BMW to expand its production facilities in the US. and China where a well qualified labor force cost much less than in the West. he did not show it at the Annual Accounts of Press Conference on 17 March 2004. It was an ambitious plan that if successful. Panke was mulling over any of these concerns. which.BMW‟s top ten markets 300 250 200 150 100 50 0 To achieve the targets it had set itself. The BMW Group will never build boring products. where the Spartanburg plant was not running at full potential. when he said: We offer our customers emotional products. through the strength of the brand and the substance of the product.

The present models are:  BMW 3 Series – Sedan. Place. When exploring what mix is best suited to the product. Marketing managers develop their products into brands that help to create a single position in the minds of customers. For example: a car that does not start in the morning will not be liked by consumers. There is limited time and resources and decisions in one area will likely have an impact elsewhere. Compact  BMW 5 Series – Sedan. 1.THE MARKETING MIX Lets considered within the marketing mix can be put under four headings. Convertible  BMW 7 Series – Sedan  BMW Z4 – Roadster  BMW X3 – SUV  BMW X5 – SUV  BMW M –Convertible. Touring. Promotions. Touring  BMW 6 Series – Coupe. often referred to as the 4 'P's: Products. 'Mix' is an important term because each element of a plan cannot be considered in isolation. Coupe. Coupe Each product goes through what is known as a life cycle process. Convertible. we need to consider where in 18 . Product : The most important element in the marketing mix is the company‟s product because this provides the useful requirements required by customers. Price.

the life-cycle your products lie which is shown in the below figure and then depending decide if there is need to make changes in the product and re-launch. this does create problems. BMW knows the importance of making sure that not all of its products are at maturity at once. The above products are all fairly settled. This PLC system not only helps to ensure a more constant income. 5. Many of them have been being manufactured for many years now with several re-designs and re-launches 19 . Although it is attractive to have all the products within a portfolio at the peak of their sales at the same time.BMW has also been expanding its portfolio recently and this can be seen by the presence of some new product launches in the last few years. It is clear that BMW has spread over a period of time the lifecycles of three products. but also allows for the development of replacement products on a consistent basis. For example BMW X5 launched at 2000 and then company lunched the higher or new version of X5 in 2006. and 7 Series saloons. These are the 3. as this might result in the products beginning to decline at the same time normally the life cycle has a particular year when the car lunches and after certain years it on matured level where the company has to get something new in that series to lunch where customers can enjoy the product to the fullest and with few new features in the car. for 3 series its 7 years lifecycle and for 7 series is 7-years only for the 1‟st model life cycle was for 9years.

the press with Tabloid weekend colour supplements. motor sport versions. 3.000 to £60. Advertising Campaigns/Slogans used by the company in the past . Price : BMW price ranges are from approximately £16. Let‟s take an example of the pricing strategy that has been used by BMW for the 3-series is competition-orientated pricing. Alfa Romeo and etc. WCRS being the used since 1979.000 plus dealers which are authorised to sell both new and used cars. parts and after sales service products. Promotion : BMW has always focused entirely on their cars with same advertising company. regional publications and magazines. `Pattern of distribution for BMW is shown below in the diagram which is followed by the company: . Most of the Research shows that all other competitor such as VW. in the 3-series market is based around the same price.000 plus.2. There are many factors that can affect their car prices such as engine size. additionally 148 dealers are franchised to sell Minis. Outdoor campaigns.Manufacturer >>>>> Dealers  >>>>> Consumers 4. Worldwide BMW operate in more than 100 different countries with approximately 4. This is because the car industry is large and production costs are not so important and creating the largest profit is not as necessary as it would be for a smaller company. brochures. Sales literature. 20 . A broad range of advertising is used by this agency such as television for branding campaigns and new car launches. etc. etc. Placement : BMW use superior market Dealerships & Imports for non-dealer networked countries they have four car manufacturing plants in the UK. There are more than 156 dealers in the UK who are franchised to sell BMW cars. Audi.

more technologically advanced and had created an image in mind of future customers that have best quality. Established itself over time from its introduction in the US market in 1974 (the First Great Opportunity) 2. Focus on the 3 Series 5. BMW core values at more attainable price5.Positioned itself as the brand with the unique benefit of „a luxury car that provides an exhilarating driving experience with advertising. 2. E. BMW association is the „James Bond‟ films from 1983. a series few 21 . 2002). BMW – The Smart Choice Time Frame 1. In 2001. In „The World in not Enough‟ James Bond drove the new Z8 before the car had been launched and in „Austin Powers 3 – Goldmember‟ the Mini Cooper was used. Ran for 15 years – Overall brand – focus on prestige 3. 1997 and 1999. This kind of move has helped BMW to position its Car and the brand in front of vast audience across global also this also indicated that the car was fast. With BMW viral Marketing started developing BMW Films was the driving force of BMW's successful interactive marketing campaign. 1994. The Ultimate Driving Machine 3. franchise.g. they are different from others. Not Just Peace and Quiet 4. Focus on the 7 Series 4. The New 7 Series: Designed for Peace of Mind. and organization. the "Ultimate Driving Machine" (refHespos.Slogans Used 1. BMW released film called "The Hire". safety. New strategy with a focus on brand & product.

3 October 2005). THE FOUR C’S 1. The short films were recommended by 94%.They believe that it is important to satisfy customer needs to keep customers happy and satisfied 2. It proved to be so immensely popular that BMW produced a free DVD of the series.Hespos. 2002).asp. But it was much successful concept it increased the BMW sales in 2001 by 12.5% as compared to 2000. Customer solution : BMW strives hard to find out what their customers needs are and works hard towards fulfilling them . and print and online advertising.pmalink. which included extra features (ref Hespos.org/awards/reggie/2002reggiewinners3.Hespos. Convenience: BMW doesn‟t have online purchase systems but due to the high price of their products BUT they have an online test drive appointment system for the 7 series using which doesn‟t need to go to the store to test drive the car. Customer cost: BMW also realizes that all the costs taken to design their cars are also to be included in the cost of the car. "BMW Films was a non-traditional concept to show consumers what makes a BMW a BMW" (Ref.feature-quality short films for the Internet to support the release of new vehicles during launch. hence making it more convenient. Each short film featured a central character called The Driver who "helped people through difficult circumstances using deft driving skills-in a prominent BMW" (ref. "During the 1‟st four month of the promotion. initially drawing more visits than the site could handle" (Ref http://www. BMW Films series the promotional campaign consisted of TV spots that which showed trailers. With this kind of massive promotional activities BMW was able to achieve in mind of costumers wish of for individualisation and emotional product as these promotional activities somewhere or other make costumers feel like that. They have retailers selling their cars in different regions/countries at different prices based on the acceptable customer cost for that region. 2002). the films were viewed more than 11 million times. 2002). 3. 22 .

They have a website for online communication .4. They believe in listening to customers when they are “with” you. 23 . Communication : BMW has 24hour hotline numbers to help in communication with the company exclusively for certain model customers.

Primary data was collected through questionnaire. websites. journals & HRD manuals maintained by the department.RESEARCH METHODOLOGY TYPES OF RESEARCH The present study is in descriptive form. The descriptive design enables researcher to describe the present picture of an existing organization culture. Secondary data were collected from books. 24 . SAMPLING TECHNIQUE Stratified random sampling technique was adopted for the present study. SOURCES OF DATA COLLECTION Both primary & secondary data were collected.

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FINDINGS CONCLUSION It has taken a lot of referencing and researching for me to write this report and I have learnt a lot from this report too .I started off with very littler knowledge about this topic and worked my way through the assignment and I would conclude that BMW is a very powerful name in the automobile industry due to its reputation of providing high quality products and services. an 34 . BMW.

a comparison to competitors and the market situation is also made . Purpose: The purpose of this thesis is to analyse the development of BMW during the past five years.The thesis is based on the assumption that BMW is the most successful automotive manufacturer in the premium segment. In addition. in order to find the factors behind a successful company and a strong brand. has yearly shown strong financial results and has retained its market shares . RECOMMENDATIONS Most of the people argue that there is always a chance to learn new thing or no matter. Not only are the financial statements taken into consideration. I would like to recommend few points. of which most products are applied to rich people but not the 35 .This becomes of interest to study more profoundly.individual actor. How big is the company and how successful they are companies needed to think about the future and make few plans for them? For the future marketing strategies. The BMW cars are considered to be as the luxury cars.

for this can get few new models in BMW Mini this could help then to target few different segments and also can target females.poor people.pmalink.bmweducation. BIBLIOGRAPHY  www. In addition.uk/articles/2006/01/21/mobil e-marketing-look-before-you-leap/ 36 .15digitalmarketing.co.asp?pr_id=171  http://www.co. On the other hand.org/awards/reggie/2002reggiewinners3. its accessories and parts of cars are expensive for maintenance.brandchannel. which can reduce the desire of people purchasing its cars. Can enter the market with Small „Lifestyle‟ Car which can apply to the middle-class people. Middle-class or upper middle class people.uk/company history  http://www.Bmwusfactory.com  http://www.com/features_profile. its market share can be expanded. BMW can also create good relationship with female buyers they need to do more of promotional strategies to attract more of female consumers with like of limited edition specially for females in their existing models or for new models in this edition just by giving few simples thing which females like in the car.asp www.

co.html#  http://www.cgi?BMW 37 .00.supercarworld.1156___sitbmwuk.. http://www.bmw.uk/bmwuk/modelselector/0.com/cgi-bin/overview.

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