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MAKARAND SHIVAJI AIVALE (BBM-IB) (2012 – 2013)
IN PARTIAL FULFILLMENT OF
Bachelor of Business Management–International Business
UNIVERSITY OF PUNE
MITSOM College PUNE: 411038
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
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)
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.
18. 3. 4. CONCLUSION BIBLOGRAPHY 39 40 5 .INDEX SR NO. Introduction Early History Marketing Strategy STP Strategy Marketing Mix Research Methedology TOPIC PG. 2. 6 8 12 14 18 24 25 31 36 Data Analysis and Interpretation 17.NO. 6. 7. 1. 5.
voluptuous sedan that was resplendent with all of the hopefulness of that era. The early 1950s saw the launch of the BMW 501. Founded in Munich. a supple two-seater that racked up over 120 victories on the motorsport circuit between 1936 and 1940.INTRODUCTION OVERVIEW OF THE COMPANY & EXECUTIVE SUMMARY Gallery Selection BMW is an acronym for Bayerische Motoren Werke AG-. in English. rallying and hill climb victories. Whatever you call it. a roomy. foreshadowing BMW's ongoing commitment to developing new technology. Postwar BMW cars maintained this tradition. It was soon followed by the 502 which was powered by the world's first light-alloy V8. the Dixi. reflects these origins. designed to represent white propeller blades against a blue sky.or. the company began in the early 1910s as an aircraft manufacturer. Bavarian Motor Works. The best-selling BMW of that 6 . the German-based company is one of the world's most respected automakers. its blue-and-white color scheme also references Bavaria's blue-and-white checkered flag. BMW's current logo. winning several racing. The car proved tremendously popular. BMW's best-known pre-World War II vehicle was the Type 328 roadster. renowned for crafting luxury cars and SUVs that offer superior levels of driving enjoyment. and its success helped the manufacturer weather the Depression. It wasn't until 1928 that production began on the first BMW automobile.
It was a pioneer for many emerging technologies. something it has done since the 1920s. including turbocharging and advanced vehicle electronics. 7 . BMW was establishing itself as a full-fledged car company. The automaker's famous advertising slogan describes each of its vehicles as "the ultimate driving machine. BMW's model roster is diverse. nimble sports cars and spacious SUVs offered." and it's not mere hyperbole. distinctive coupes. BMW sales strengthened significantly. In the 1960s. The '70s also saw the birth of BMW's three-tier sport sedan range consisting of the 3 Series. By the 1970s. Over the past couple of decades. With family-friendly wagons. But its luxury vehicles all share a common characteristic: the ability to make drivers feel gloriously connected to the road. who coveted both sports and luxury cars. became loyal "Bimmer" owners. It opened its first U. 5 Series and 7 Series cars and the creation of its performance M division. thanks in part to the immense popularity of the 1500.or 13-horsepower engine. crisp sedans. 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.decade was the Isetta. More recently. a petite two-seat "microcar" typically powered by a 12.S. the company has been expanding its reach worldwide. This was also the period when BMW of North America was established and consumers.000" segments. BMWs have become the standard for performance and luxury in most of the "over $30. BMW also continues to build motorcycles. a sporty family sedan. manufacturing plant in the latter half of the 1990s and has expanded its brand empire to include Mini and Rolls-Royce.
which included MAN AG as well as some banks. east of the Oberwiesenfeld troop maneuver area in the Milbertshofen district of Munich.EARLY HISTORY Otto-Flugzeugwerke . GUSTAV OTTO WAS THE SON OF NIKOLAS AUGUST OTTO. circa 1914 In 1910. 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. license-built by Pfalz. causing the military to decline purchasing the poorly performing engines . set up a training school and a aircraft factory. was located on Lerchenauer Strasse. the Otto company was purchased by a consortium. GUSTAV WAS A PIONEER AVIATOR IN B AVARIA. One month later. THE INVENTOR OF THE FOUR -STROKE INTERNAL COMBUSTION ENGINE . AGO closed down in 1918. However. The military urged Otto to revise his production line. which from 1914 developed different aircraft. the engines suffered severe vibration problems. The factory. and its facilities were taken over by AEG. which was named Otto-Flugzeugwerke in 1913. but the issues were never resolved. Rapp started to supply aircraft engines to the Austrian army. in February 1916. Neither the Otto-Werke nor his AGO Werke companies. Suffering financially. Otto received German aviation license no. in front of the Pfalz factory. 34 and. After the outbreak of World War I. the investors established a new business. in the same year. with whom he had contracts to supply his four cylinder aircraft engines. on this company‟s premises. Bayerische Flugzeugwerke AG. and soon became the main supplier for the Bayerische Fliegertruppen (Royal Bavarian Flying Corps). An Otto B-type pusher biplane. Rapp was sub-contracted by Austro-Daimler to manufacture their V12 8 . was successful in getting orders from the Prussian military due to unexplained quality issues. Otto concentrated on building Farman inspired pushers (he had got his own license on an Aviatik-Farman).
What is more. Later. The majority of the workforce had been taken over by BFW from Otto Flugzeugwerke. Popp was delegated to Munich from Vienna to supervise engine quality. Rapp Motorenwerke became Bayerische Motoren Werke GmbH. the company was able to supply aircraft to the war ministries of Prussia and Bavaria. since military demand for aircraft collapsed.7 million reichsmarks. was superior to any other German aero-engine. It was only organizational changes and more intensive supervision of the assembly line that succeeded in resolving these problems by the end of 1916. This done. It therefore seemed a good idea to use both the machinery and the materials for the production of furniture and fitted kitchens. and rose to become the largest aircraft manufacturer in Bavaria. On this company‟s premises the investors established a new business. BFW was able. The end of the war hit BFW hard. However. The officer supervising aero-engine building at Austro-Daimler on behalf of the Austrian government was Franz Josef Popp. However. with an innovative carburettor and a variety of other technical details. In Friz they now had an excellent chief designer on hand and were no longer dependent on Rapp. The reason for these deficiencies was a lack of precision in production. In the space of a few weeks he designed a new aircraft engine which. to turn out over 100 aircraft per month with a workforce of around 3. the company manufactured motorcycles of its own design under the names of Flink and Helios. and worth 4. Since World War I aircraft were largely built from wood to keep their weight down. At first Rapp was going to turn down Friz‟s request. In addition. There was no time for development work. The German air crews frequently complained about the serious defects that appeared in the first machines from BFW. Austro-Daimler at the time was unable to meet its own demands to build V12 Aero engines. Popp successfully intervened on Friz‟s behalf. On 25 July 1917 the partners in the company therefore terminated Karl Rapp‟s contract. The same thing had happened with the aircraft from the predecessor company run by Gustav Otto. 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. because he recognized that Rapp Motorenwerke lacked an able designer. On 7 March 1916. Bayerische Flugzeugwerke (BFW) In February 1916. 9 . however. the south German engineering company MAN AG and several banks purchased the aircraft builder Gustav Otto Flugmaschinenfabrik. This meant that within a month of being set up. The company‟s management were thus forced to look for new products with which to maintain their position in the market. Bayerische Flugzeugwerke AG (BFW). When it was decided to produce Austro-Daimler engines at Rapp Motorenwerke. Popp was also the person who convinced Karl Rapp to accept the application of Max Friz. in the months that followed. BFW was equipped with the very latest joinery plant.000. a young aircraft engine designer and engineer at Daimler. Popp did not restrict himself to the role of observer. but became actively involved in the overall management of the company. from 1921 onwards. so BFW manufactured aircraft under license from the Albatros Flugzeugwerke of Berlin.aircraft engines. the company still held stocks of materials sufficient for about 200 aircraft. major quality problems were encountered at the start.
He was supported in this by BMW‟s Managing Director Franz Josef Popp who. who held a place on the Supervisory Board. 10 . While most of the shareholders accepted his offer. when the Italian-born investor was able to acquire BMW‟s engine business from Knorr-Bremse. MAN AG initially held on to its shareholding in BFW. and was instrumental in shaping the future of BMW. In the early stages. Popp held this key position until his retirement in 1942. which possesses no plant worth mentioning. The name Bayerische Flugzeugwerke AG was revived in 1926 when Udet-Flugzeugbau GmbH was changed into a joint-stock company. 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. While the development side was placed under Max Friz. Franz Josef Popp took over the post of Managing Director.ADVERTISEMENT FOR BFW IN 1916 In the autumn of 1921 the Austrian financier Camillo Castiglioni first announced his interest in purchasing BFW. Then in May of the same year. an important and leading aircraft company for the Third Reich. 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”. Apparently Popp was still in close contact with Castiglioni and was perhaps even privy to the latter‟s plans for merging BMW with BFW. described BFW as a “dead factory. formerly Rapp Motorenwerke. It was probably in the spring of 1922 that Castiglioni and Popp persuaded MAN to give up its shares in BFW. nothing more stood in the way of a merger between the aircraft company BFW and the engine builders BMW. But Castiglioni wanted to acquire all the shares. BMW AG held a stake in this company and was represented by Popp. so that now the company belonged exclusively to Castiglioni. In time this company was renamed to Messerschmitt.
also we can find out the competitors as their segmented markets. Super sports (M series). This markets suit different people within the specific segmentation. BMW ensures to have full satisfaction to their customers. Volkswagen Golf. trade fairs. Touring / Estate (3 series. Alfa Romeo 147. Super Executive (7 series). magazine. press. BMW has always maintained this core values since the company‟s inception.bmw. 5 series). we can see it in advertising campaigns on television. Porsche 911. which we can see with the current advertising strategies of the company. BMW has always used a differentiated strategy. Executive (3 series.MARKETING STRATEGY OF BMW BMW‟s mission statement is clearly defined as “To be the most successful premium manufacturer in the industry”. and 4X4 (X5). 5 Series: Audi A6.co. The markets that BMW would normally or likes to target are Sports Convertibles (Z3. Jaguar X-Type.www. Moreover. 12 . 3 series. The company has built its brand and continues to focus on the following core values which is shown in the below figure. and new Z4). Jaguar S-Type. Saab 9-5. 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. Maserati 4200. The main reason of BMW‟s success is recognized by the development of a steady marketing policy. List of few BMW Group‟s series lines and brand names has to market specific competitors.uk). 1 Series: Audi A3. Mercedes C-Class. However. Lexus IS200. motor shows. We can also find company explicitly expresses one or more of these values in all BMW advertisements. In addition to the message of these values. this means that they aim on specific automobile markets. (Reference. we can also point out that BMW also bank‟s on the sensitively to the environment. Volvo S80. Mercedes E-Class. etc. 6 Series: Jaguar XK. 3 Series: Audi A4. 5 series).
Porshe Cayenne. Mercedes S-Class. which runs through every BMW car. and more recently through different television commercials. Rolls-Royce Phantom: Mercedes Maybach. Vauxhall Corsa and Toyota Yaris. Audi TT. below in figures it shows to break down of sales figure for different segment in BMW cars This philosophy. 85. VW Touareg. Furthermore.7 Series: Audi A8 and S8. 68% sales in Italy. Throughout this campaign. M Range: M3 Coupe . X5: Range Rover. Bentley Arnage. BMW has remained consistent to its beliefs of focusing on the substance of the cars themselves. Volkswagen Polo. Audi RS6. USA and Germany these three countries as in comparison to other countries. Acura MDX. Lexus LS400. Chrysler Sebring Convertible. Toyota Camry Solara. Peugeot 206 H/B.Mercedes C55. The brand image has been built up by press advertisements. Golf. Volvo XC90. MINI: Mercedes A Class. Lexus GX 470. has been communicated through a number of TV and print ads. Renault Clio. BMW still remains the world‟s most successful premium car brand with 11. Ford Focus RS. Audi RS4. GTI. M5 . Mercedes M-Class.2% level increase in the sales. X3: Land Rover Freelander. Z4: Porsche Boxster. 13 . Major Key markets for BMW group have approx.088 units sold in 2006 which beat the record of 2005 by 5.Mercedes E55. Jaguar XJ series.
The demographics of people who are able to purchase a 14 . demographic. Let‟s see how BMW uses segmentation to identify specific buying characteristics. To find more information BMW looks at the geographic. behavioural. socioeconomic. Geographically. target choice.STP STRATEGY SEGMENTATION. POSITIONING BMW uses three steps to targeting which are market segmentation. and beneficial characteristics of society which helps them to target the market more effective. product positioning. 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.
Audi. and image. When we talk about Brand Recognition BMW is an instantly recognized brand name that has a reputation for its age-old tradition of quality. technologically advanced. 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. Porsche. The benefits required by these people are superiority. highways. Also many of us identify its logo from a distance during travelling in cities. performance. reliability & quality. The difference is that each of these companies relies on different brand images to sell their cars. this brand recognition allows BMW to redirect its resources from expensive advertising campaigns in a highly competitive market. Reason being for the competitive is the number of other automobile manufacturers that produce cars of a similar quality.BMW are men and women aged 30 – 50 years old. price. they also like to want a clean modern look or sports look. Jaguar. The main manufacturers that BMW compete with are as discussed before to name a few are Mercedes. and the feel good factor of an established dealer network. The market where BMW is position them is highly competitive. and etc. performance. Jaguar is seen as a luxury. The image that BMW has managed achieved over the years is to position its self on the customers mind is superiority. Behaviourally these people have a successful image in their mind before buying the car. 15 . 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. etc. This has lead to continuing sales growth throughout the international car markets. Unlike other lesser known luxury car manufacturers. Ford. Range Rover. E.g. 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. The market in which BMW operates has being seen as good and loyal customers. quality automobile producer.
the introduction of the BMW X3. the USA. had become the new Group's CEO. the outlook for 2004 by group management and industry observers was upbeat. French and Japanese markets. with the markets of Germany and the US accounting for almost half the total car sales. At the end of 2003. By far the most successful models were the MINI. Helmut Panke.4 million vehicles.000. Japan and the Pacific region. and to achieve sales of 1. 16 . becoming the biggest market for the group and overtaking the Lexus brand for the first time. In 2003. a nuclear physicist.MARKETS OF BMW The main markets for BMW automobiles have been in Europe. Mercedes-Benz would then become number two producer of premium cars. providing a range of premium automobiles that ranged from the Mini to the Rolls Royce. In 2002. BMW was planning to launch a new model every three months through to 2005. specifically for 7-series and 5-series. In the Chinese markets there was growing demand for the higher end models of the range. This view was supported by the successful launch of the new 5-series. the 3-series and the 5-series. as they grew by over 8 per cent on the previous year to 277. and started a strategy of internal growth through market and product development. but the other models were also in significant demand. Important markets have also been the fast-growing UK. and the Italian. Sales in the USA market have been particularly successful. and BMW's long term ambition of being number one would be finally realized. The aim was to raise sales by 40 per cent a year for the next five years. the consolidation in Europe and Asia of the BMW Z4. The new BMW 1 Series and the BMW 6 Series cabriolet were launched early in 2004.
Panke was mulling over any of these concerns. he did not show it at the Annual Accounts of Press Conference on 17 March 2004. where the Spartanburg plant was not running at full potential. 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 . It was an ambitious plan that if successful. 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. as well as giving the group greater prominence and profitability would also effectively cure the problem of vulnerability to acquisition. through the strength of the brand and the substance of the product. when he said: We offer our customers emotional products. 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.BMW‟s top ten markets 300 250 200 150 100 50 0 To achieve the targets it had set itself. which. The BMW Group will never build boring products. fulfill the customer's wish for individualization and differentiation. If H.
THE MARKETING MIX Lets considered within the marketing mix can be put under four headings. Coupe. Promotions. 1. For example: a car that does not start in the morning will not be liked by consumers. Touring. When exploring what mix is best suited to the product. 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. Touring BMW 6 Series – Coupe. Convertible BMW 7 Series – Sedan BMW Z4 – Roadster BMW X3 – SUV BMW X5 – SUV BMW M –Convertible. Coupe Each product goes through what is known as a life cycle process. Compact BMW 5 Series – Sedan. 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. The present models are: BMW 3 Series – Sedan. There is limited time and resources and decisions in one area will likely have an impact elsewhere. Convertible. Place. Marketing managers develop their products into brands that help to create a single position in the minds of customers.
It is clear that BMW has spread over a period of time the lifecycles of three products. 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. This PLC system not only helps to ensure a more constant income. These are the 3.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. The above products are all fairly settled. and 7 Series saloons.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. 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. Many of them have been being manufactured for many years now with several re-designs and re-launches 19 . BMW knows the importance of making sure that not all of its products are at maturity at once. For example BMW X5 launched at 2000 and then company lunched the higher or new version of X5 in 2006. this does create problems. but also allows for the development of replacement products on a consistent basis. Although it is attractive to have all the products within a portfolio at the peak of their sales at the same time. 5.
000 plus. etc. Let‟s take an example of the pricing strategy that has been used by BMW for the 3-series is competition-orientated pricing.000 to £60. parts and after sales service products. motor sport versions. A broad range of advertising is used by this agency such as television for branding campaigns and new car launches. Placement : BMW use superior market Dealerships & Imports for non-dealer networked countries they have four car manufacturing plants in the UK. Sales literature. Promotion : BMW has always focused entirely on their cars with same advertising company. Alfa Romeo and etc. 20 . Advertising Campaigns/Slogans used by the company in the past . 3. the press with Tabloid weekend colour supplements. regional publications and magazines. brochures. There are many factors that can affect their car prices such as engine size.Manufacturer >>>>> Dealers >>>>> Consumers 4.2. WCRS being the used since 1979. There are more than 156 dealers in the UK who are franchised to sell BMW cars. Worldwide BMW operate in more than 100 different countries with approximately 4. `Pattern of distribution for BMW is shown below in the diagram which is followed by the company: . Audi.000 plus dealers which are authorised to sell both new and used cars. in the 3-series market is based around the same price. Price : BMW price ranges are from approximately £16. 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. Most of the Research shows that all other competitor such as VW. etc. Outdoor campaigns. additionally 148 dealers are franchised to sell Minis.
E. the "Ultimate Driving Machine" (refHespos. The Ultimate Driving Machine 3. BMW – The Smart Choice Time Frame 1. Focus on the 7 Series 4.Positioned itself as the brand with the unique benefit of „a luxury car that provides an exhilarating driving experience with advertising. 2002). and organization. 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. Established itself over time from its introduction in the US market in 1974 (the First Great Opportunity) 2. a series few 21 . 1994. New strategy with a focus on brand & product.Slogans Used 1. The New 7 Series: Designed for Peace of Mind. safety. Focus on the 3 Series 5. 1997 and 1999. they are different from others. BMW association is the „James Bond‟ films from 1983. Not Just Peace and Quiet 4. In 2001. With BMW viral Marketing started developing BMW Films was the driving force of BMW's successful interactive marketing campaign. 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.g. franchise. BMW core values at more attainable price5. 2. BMW released film called "The Hire". more technologically advanced and had created an image in mind of future customers that have best quality. Ran for 15 years – Overall brand – focus on prestige 3.
"BMW Films was a non-traditional concept to show consumers what makes a BMW a BMW" (Ref. 22 . It proved to be so immensely popular that BMW produced a free DVD of the series. hence making it more convenient. 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. "During the 1‟st four month of the promotion.asp. But it was much successful concept it increased the BMW sales in 2001 by 12.They believe that it is important to satisfy customer needs to keep customers happy and satisfied 2. 2002). and print and online advertising. The short films were recommended by 94%. the films were viewed more than 11 million times.Hespos.5% as compared to 2000.Hespos. 3 October 2005). 2002). initially drawing more visits than the site could handle" (Ref http://www. 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 solution : BMW strives hard to find out what their customers needs are and works hard towards fulfilling them . 2002). 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.pmalink.feature-quality short films for the Internet to support the release of new vehicles during launch. BMW Films series the promotional campaign consisted of TV spots that which showed trailers. 3. THE FOUR C’S 1.org/awards/reggie/2002reggiewinners3. which included extra features (ref Hespos. 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.
They have a website for online communication .4. 23 . Communication : BMW has 24hour hotline numbers to help in communication with the company exclusively for certain model customers. They believe in listening to customers when they are “with” you.
The descriptive design enables researcher to describe the present picture of an existing organization culture. Secondary data were collected from books. SAMPLING TECHNIQUE Stratified random sampling technique was adopted for the present study. journals & HRD manuals maintained by the department. 24 . SOURCES OF DATA COLLECTION Both primary & secondary data were collected. websites. Primary data was collected through questionnaire.RESEARCH METHODOLOGY TYPES OF RESEARCH The present study is in descriptive form.
DATA ANALYSIS AND INTERPRETATION: 25 .
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 . an 34 . BMW.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.
in order to find the factors behind a successful company and a strong brand. I would like to recommend few points. The BMW cars are considered to be as the luxury cars. has yearly shown strong financial results and has retained its market shares . of which most products are applied to rich people but not the 35 . RECOMMENDATIONS Most of the people argue that there is always a chance to learn new thing or no matter.This becomes of interest to study more profoundly. a comparison to competitors and the market situation is also made . 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. 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.individual actor. Not only are the financial statements taken into consideration.
its accessories and parts of cars are expensive for maintenance. 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. On the other hand.asp?pr_id=171 http://www.co. BIBLIOGRAPHY www.pmalink.bmweducation. its market share can be expanded.asp www.uk/articles/2006/01/21/mobil e-marketing-look-before-you-leap/ 36 .15digitalmarketing.com/features_profile.org/awards/reggie/2002reggiewinners3. Can enter the market with Small „Lifestyle‟ Car which can apply to the middle-class people.brandchannel.Bmwusfactory.co. for this can get few new models in BMW Mini this could help then to target few different segments and also can target females.com http://www. which can reduce the desire of people purchasing its cars. In addition.poor people.uk/company history http://www. Middle-class or upper middle class people.
html# http://www.00.bmw.supercarworld.com/cgi-bin/overview.cgi?BMW 37 . http://www.uk/bmwuk/modelselector/0..1156___sitbmwuk.co.
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