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BUSINESS STRATEGY ASSIGNMENT 1

Executive summary: The word ³automobile´ has its unique identity. Automobiles execute a vital role in shaping people¶s life and are looked upon as a status symbol even in this modern day scenario. The evolution of automobiles over the years has a success story of its own. With its technological advancements, swanky designs and products automobiles have gained a special and respectable place in the market. This case revolves around BMW group- a prominent European carmaker and its three prepositions wiz. Increasing the output of production, the production of smaller cars and maintaining quality. BMW a renowned car manufacturer was in the maturity stage of its industry life cycle and needed modifications strategic implications to retain in the race. The automobile industry was suffering from lethargic economic growth coupled with geopolitical dilemmas that was having an adverse effect on the industry globally. This report covers ± Firms macro and micro external environment that shapes the competitive position and bring out the key drivers of change y Firms organizational strengths and weaknesses and analysis of its resources and strategic capabilities that put a light on the critical success factors and key success factors y Reasons that may cause ultimate demise of the firm

y

Efforts are also been made to made to recommend the factors that may overcome the factors that may cause ultimate demise of the firm.

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BUSINESS STRATEGY ASSIGNMENT 1

Contents The PESTEL Framework: ........................................................................................................... 3 Porter¶ Five Forces Analysis: ...................................................................................................... 6 Key drivers of change: ................................................................................................................ 8 The industry life cycle: ............................................................................................................... 9 Cycle of competition: ................................................................................................................ 10 Strategic Drift ........................................................................................................................... 11 Resources: ................................................................................................................................ 12 Strategic capability of BMW: .................................................................................................... 13 Sources of cost efficiency: ........................................................................................................ 14 Value network of BMW: ........................................................................................................... 17 SWOT analysis of BMW: ......................................................................................................... 20 Critical success factors of BMW: .............................................................................................. 21 Key success factors of BMW: ................................................................................................... 23 Factors that may cause ultimate demise of firm: ........................................................................ 23 References: ............................................................................................................................... 24

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The foreign polices help us to decide the probability of success in the global market.10164266 Page 3 . In order to reach this conclusion PESTEL analysis is done to identify the key drivers of change that can be used to predict the scenarios for the future. social. PESTEL stands for political. 2007). environmental and legal and forms a tool for analysis of the macro-environment of the organization (Thomas. economical. a. it becomes difficult to predict the external environmental that might affect the firm¶s strategies. security measures and restrictions that can apply to the industry as a whole. Thus scenario analysis is done to evaluate the likely alternate views to predict the organizations future business environment (Hejiden. These laws generally revolved around the environmental norms that were to be fulfilled by any car industry. y SAURABH . 2006). The probable factors that affect the automobile industry are: Laws and regulations had affected the automobile industry since its outburst. y Taxes and government foreign policies are critical for the automobile industry. Political factors: Political factors highlight the probable government laws and regulations. Thus the car manufacturers had to take care of the environmental issues during manufacturing of cars. technological.BUSINESS STRATEGY ASSIGNMENT 1 The PESTEL Framework: When there prevails high level of dubiety due to intricacy or brisk changes.

2008) Surplus capital and buying power in the developing economies like India and China and their personal emergence in the Global market-place. Thus there was lot of revenue withheld even though demand was less than supply. For example the UK auto market had 80% excess capacity in 2003 which freeze 1. 2009) y Decrease in the exchange rate of Euro has hampered the European car makers in a big way (Allen. economic growth globally and the business setting prevailing in the industry.1% in the year 2008 (Statistics. y SAURABH . 2008).BUSINESS STRATEGY ASSIGNMENT 1 y Introduction of new schemes in the US and Europe automobile industry wherein regulations were led to produce high mileage cars along with increase in automobile sales and production (Hill.3 billion euro of the automobile industry (Autofacts.10164266 Page 4 . Economic factors: Economic factors relate to the exchange rates.0 % to 3. y The total increase in the GDP globally from 2. 2006) y y Economic downturn in the US market (Copper. Economic factors for the industry are: There was excess capacity of cars produced thus giving rise to high amount of revenue in marketing and new product designs. b. 2004).

Social factors having an impact on the auto industry are: Changes in the customer predilection from car being a status symbol to fuel efficiency and low emission cars y y Changes in buying pattern of the consumers due to recession in mature markets. fuel cell cars etc. Technological factors: y y Increase in use of technology to gain a clear competitive advantage Use of new and sophisticated design to overcome the decreased margins in the industry y Modifications or restriction on technology causing environmental pollution e. Environmental factors: y Increasing effect of awareness of global warming. hybrid SAURABH . cars. Environmental issues and awareness of the harmful emissions through automobiles y d. Social factors: Social factors include the changes in cultures and demographics globally apart from change in the buying pattern and capacity of the consumer. greenhouse effect and burnout among patrons (Organization. 2008) y Shift in consumer¶s tastes and preferences towards use of more eco-friendly cars.10164266 Page 5 .BUSINESS STRATEGY ASSIGNMENT 1 c.

BUSINESS STRATEGY ASSIGNMENT 1 y Stern application of the EURO norms set up to curb pollution in developing countries f. Legal factors: y y Restrictions and strict pollution norms set up in European and US markets Strict implications of the EURO norms in developing countries e.g. formation of BHARAT norms on the lines of EURO norms in India (CEN.10164266 Page 6 . 2006) Porter¶ Five Forces Analysis: Potential entrants (Threat of Entry) Bargaining power of suppliers Competitive rivalry Bargaining power of buyers Threat of substitutes SAURABH .

10164266 Page 7 .BUSINESS STRATEGY ASSIGNMENT 1 Threat of new entrants: Threat of new entrants is dependent on the challenges faced during entry into the industry or entry barriers. Though long time associations with suppliers can prove fruitful. Thus the threat of substitutes for BMW is high. GM and Toyota. Here the bargaining power of buyers is high because the consumers can decide the product according to the price range and buy the products accordingly. Bargaining power of buyers: BMW and its competitors are positioned as in exclusive product range. Competitive rivalry: SAURABH . The threat of new entrants in case of automobile industry is less as large capital cost is required to set up a manufacturing plant and assembly liner. the final word lies more or less with the suppliers. Bargaining power of suppliers: BMW had a good supply chain management system and had long relationship with suppliers. It is positioned in the exclusive car range where there exist many substitutes for BMW like Mercedes. The bargaining power of suppliers is high in this industry as the suppliers can dedicate the price tag for the raw materials. Also it takes time for new entrants to get a place and the reputation in the minds of the consumers Threat of substitutes: BMW has a brand image of being powerful and luxurious. Also with environmental issues hovering over the industry the buyers have the last say with ample substitutes available.

Key drivers of change: From the PESTEL analysis and the five force analysis. with its products targeting the same segment and positioned in a similar way. Competitive rivalry was high in the industry with the dominant US and European markets facing stiff competition from the Asian market.BUSINESS STRATEGY ASSIGNMENT 1 The industry has cut throat competition for its products.10164266 Page 8 . the key drivers of change are: y Huge deployment of infrastructure and manpower concentrated on automobile industry after the dusk of the Second World War y y y y y Consumer preferences for product excellence and cost of ownership Use of design as a chief asset Technological advancements Environmental issues Increase in the implication on brand management rather than product excellence SAURABH .

The elements that underline the industry life cycle are development stage. Richard Whittington. growth stage. Kevan Scholes.10164266 Page 9 . shake-out stage. In the shake-out stage the growth is slower and the SAURABH .BUSINESS STRATEGY ASSIGNMENT 1 The industry life cycle: BMW (Gerry Johnson. maturity stage and the decline stage. During start up the company is the development stage with high differentiation and innovation as its assets followed by growth stage where the firm experiences high growth with low bargaining power of buyers and less threat of new entrants. 2008) The implications of the five forces analysis varies with the industry life cycle.

But BMW had considerable market share and reputation for being an engineering excellence.7 series having huge market share and brand identity in mature as well as developing markets. Cycle of competition: Cycle of competition underlines the various drifts between competitors with time. can be implemented to gaining higher economies of scale. Mercedes. the German carmaker had a consistent increase in its annual sales and had the technology at its behest to counter its competitors in the market. There were high entry barriers in comparison with BMW. high competition but less unit costs and higher market share. In terms of competition BMW has Lexus.BUSINESS STRATEGY ASSIGNMENT 1 key assets for the firm are its managerial and financial activities. GM. In the maturity stage the growth is almost stagnant with high entry barriers.5. an asset of BMW in the maturity stage. Thus its product range varies from a luxury segment to a premium segment in the auto industry. BMW. In the cycle of competition any core competencies or competitive advantage is temporary and in this scenario the closest competitor of BMW is the Toyota group. as its rivals in the automobile industry. Toyota. Volvo group etc.3. The use of scientific technology that BMW restores to. BMW was in the maturity stage of the industry life cycle. BMW has its product range from a MINI to a Rolls Royce. The growth of BMW was stagnant but its standardized products like the 1. BMW¶s competitive advantage lies in its integrated processes and its designs. Finally in the decline stage the firm is likely to face extreme rivalry with the rational and emotional approach key for the firm.10164266 Page 10 . Toyota group SAURABH .

Strategic drift is when a company fails to work in line with the environmental changes however incremental development is evidenced but there is a strong influence of the cultural and historical factors. SAURABH . production capacity. profit margins and product range that can give BMW run for their money. After this BMW started to working in tandem with the changes in the environment and developed incrementally. This would be the strategic drift. It is also a proved product in immature market territory.BUSINESS STRATEGY ASSIGNMENT 1 has technology.10164266 Page 11 . BMW with its emphasis on brand developed incrementally with the changes in the environment when it outsmarted competition. This could be due to the companies need for huge production and the consolidation happened during that time. But when the new CEO was appointed BMW went for transformation and Rover was sold to Ford. However the path way dependency paved way for the acquisition of Rover an English brand. This could be good or bad. The company beaded with the English brand when it was in the flux phase of the strategic drift. Thus BMW can strive in the cycle of competition through its core competencies and competitive advantages Strategic Drift Drift is trying to go towards a direction however fail to do that.

annual surplus of ¼ 3. Richard Whittington.10164266 Page 12 . effective segmentation according to the market. 7. supply chain and dealership management FINANCIAL RESOURCES Turnover of ¼ 41.53 billion in 2003. 2008). Richard Whittington. Kevan Scholes. 2008) Resource based analysis of BMW: RESOURCES CATEGORIES BMW RESOURCES y PHYSICAL RESOURCES BMW¶s technology. gross margins of ¼ 3.2 billion in 2003. Kevan Scholes. conventionally designed and styled.4% profit margins in 2003 SAURABH . The resources consist of ± Tangible resources underlining the physical chattels like plant. In other words every firm has its own strategic capability to survive against all odds (Gerry Johnson. reputation and knowledge (Gerry Johnson.BUSINESS STRATEGY ASSIGNMENT 1 Resources: Every organization or a firm need and possess certain resources and competences required to endure and thrive globally.2 billion in 2003. people and finance of the organization y Intangible resources underlining non-physical chattels like information.

wide spread production and assembly units THRESHOLD COMPETENCIES Quality.10164266 Page 13 . sales of 277000 in 2003 Strategic capability of BMW: CATEGORIES THRESHOLD RESOURCES BMW RESOURCES Integrated supply chain.3 deliveries in 2003. dealings and relationship with supplier UNIQUE RESOURCES Engineering excellence. brand identity of being powerful . 1104. reliable and luxurious. speed of production. young and well heeled employees. high quality labor force. CORE COMPETENCIES Technology. Young and affluent professionals INTELLECTUAL CAPITAL Reputation for engineering excellence.BUSINESS STRATEGY ASSIGNMENT 1 HUMAN RESOURCES Highly qualified labor force. the ultimate driving machine SAURABH . reliability.

Kevan Scholes. Supply costs revolves around the raw material supply.BUSINESS STRATEGY ASSIGNMENT 1 Sources of cost efficiency: Economies of scale Experience Cost Efficiency Supply chain Product/Process design (Gerry Johnson. Richard Whittington. Kevan Scholes. Richard Whittington. Supply costs can prove to be an important asset where input cost prove to be critically important for success (Gerry Johnson. 2008) SAURABH .10164266 Page 14 . production units efficiency etc. 2008) Supply costs: Supply costs play an important role and can influence the firm in the bigger way.

thus demoing Economies to scale to gel with its manufacturing units worldwide. Product/process design: Product/process design is also a key costs driver. Richard Whittington.1 million cars in fiscal year 2003 (Gerry Johnson. Kevan Scholes. Product design can also be used to gain competitive advantage over its rivals with simple use of marketing intelligence.10164266 Page 15 . influential and lavish. BMW was considered to be the best when it came to product/process design and was tipped as an engineering excellence. Richard Whittington. 2008). USA. BMW had the capability to swing its operations for 60 hours a week during limp demand and whooping 140 hours a week when the demand is at its peak. Kevan Scholes. Product design meliorations can help in labor productivity.BUSINESS STRATEGY ASSIGNMENT 1 BMW managed its supply costs by setting up manufacturing units at various locations round the globe namely Germany. South Africa. BMW also had produced an impressive 1. BMW achieves economies of scale by increasing its production capacity. This ensured that the supply costs are reduced with assembly units operating more flexibly and reducing the transportation costs of raw materials Economies of scale: Economies of scale play a big part in manufacturing organizations or firms since the need is to recover the high capital costs through high volume of output. better yield and maximum utilization of working capital. It was highly dependable. SAURABH . 2008). UK and China wherein they employed 104000 workers (Gerry Johnson.

Through experience the firm should generate competitive advantage through the collective understanding attained by the firm and its unit costs. The experience curve for BMW is as shown: Unit Costs BMW Total units produced over time SAURABH . Experience: Experience must prove to the key asset of control costs and attaining cost efficiency.10164266 Page 16 .BUSINESS STRATEGY ASSIGNMENT 1 BMW also restored new and modern technology for its products thus making maximum utilization of the working capital available.

SAURABH . 2008). Kevan Scholes. With the number of units produced increasing per year with the setup of new assembly units. but is proves to be a threshold capability for survival. there needs to happen continual reduction of costs in the competitive market situation. This may not provide the necessary competitive advantage.10164266 Page 17 .BUSINESS STRATEGY ASSIGNMENT 1 The unit costs of BMW are supposed to decline due to the gain of cumulative experience (Gerry Johnson. BMW has been in the automobile sector since the dusk of the Second World War. Richard Whittington.

10164266 Page 18 .BUSINESS STRATEGY ASSIGNMENT 1 VALUE NETWORK OF BMW: Channel value chain Customer value chain Location 1 Suppliers (Assembler) Suppliers Design Range of products and designs Core location (Assembler) Suppliers Suppliers Organizations Value Chain Price Price variation dependent on the product specifications Location 2 Suppliers (Assembler) Suppliers Location Product design and price according to the location SAURABH .

BMW offers its potential customers products ranging from a ³Mini´ to the higher end ³Rolls Royce´. BMW also has price variations according to the locations it is striving in. price and location. The channel value chain for BMW is divided on the basic of design. BMW has various assembly locations as well as manufacturing units with each assembly unit having its own supplier of raw materials needed to create a product.10164266 Page 19 . SAURABH . The value network of BMW is as shown. A value network can be termed as a combination of inter-organizational process that proves beneficial to create a product or a service (Timmers. These products are priced differently and segmented effectively in response to the target market. The finished product is again reciprocated to the suppliers and collectively it gives rise to the organizations or the firm¶s own value chain. The organization has its own channel value chain. Also there exists an internal value chain of the assembly liners within themselves. For example BMW is priced on a slight lower side in the Asian markets as compared to the UK or US market.BUSINESS STRATEGY ASSIGNMENT 1 It is difficult for a single organization to manage all the value based activities right from the design of the product to delivering the final product or service to the customer. This process is generally carried out with the help of a value network. The consumer value chain is based on the channel value chain BMW offers namely price. 2008). design and location.

10164266 Page 20 . Kevan Scholes.BUSINESS STRATEGY ASSIGNMENT 1 SWOT analysis of BMW: Strength: BMW is a renowned company with a high position in terms of branding and gratitude factor. y BMW had exceedingly qualified labor force (Gerry Johnson. Richard Whittington. 2008) that could qualify as a source for gaining competitive advantage y BMW used advanced technology for its products that embarked its products design. y BMW is able to sustain its market position lucratively with its hub of exclusive cars. quality and price y BMW had strong relationship with its suppliers which propagated BMW in maintaining a brawny supply chain management Weakness: BMW¶s overall image was too serious and conventional in comparison with its competitors y y Low cost products of its competitors Overdependence on US and Europe market y y SAURABH .

g. steel y y y y y SAURABH .BUSINESS STRATEGY ASSIGNMENT 1 Opportunities: The increase in number of products sold in spite of the economic downturn Use of advanced technology for the products Popularity in developing countries like India and China Flexibility in development and manufacturing Low interest rates y y y y y Threats: Strong competition in the luxury segment of cars Economic downturn New entrants in the automobile industry Increase in fuel costs Rising supply costs e.10164266 Page 21 .

10164266 Page 22 .e. and thus it is one of the critical success factors for BMW. The experience of BMW in the industry also is a critical success factor for BMW.BUSINESS STRATEGY ASSIGNMENT 1 Critical success factor of BMW: V A L U E CRITICAL SUCCESS FACTOR Cost of product prevention of price product quality experience Managerial The above graph is used to identify the critical success factors of BMW. With SAURABH . The brand is identified by its product excellence and cost of ownership. According to the graph. Though the cost of the product i. The y-axis represents the value and the x-axis represents the elements of critical success factor. BMW automobiles is high it evidently justifies this through its product quality. the critical success factors for BMW are: Product Quality Cost of product that justifies product quality Experience y y y Product quality is an inevitable and distinguishing factor for customer satisfaction. BMW has a status of being number Uno when it comes to quality.

fuel-cell cars. y Mobility precincts in emergent urban areas SAURABH . CEO of BMW y y y y y Factors that may cause ultimate demise of firm: y Rising raw material prices and High fuel prices y y y y y y Change in customer tastes and preferences Decrease in economies of scale Extreme rivalry and price wars in the maturity stage Stagnation of technology Unfavorable currency effects Stricter regulatory norms paving way for alternatives like hybrid cars.BUSINESS STRATEGY ASSIGNMENT 1 its years of experience it has developed a brand identity for its products and very integrated and sophisticated supply chain that ensures its products are delivered at the right time and right place. electric cars etc.10164266 Page 23 . Key success factors of BMW: The key success factors thus of BMW can be summarized as Business model of BMW Technology Brand image Sustainability Helmut Panke.

Market Development 2. Restructuring 5. T. 2009.10164266 Page 24 .do% 3Freference%3DSTAT/06/137%26format%3DPDF%26aged%3D1%26language%3DEN%26gui Language%3Den+average+rate+of+inflation+of+EU+in+2006&cd=2&hl=en&ct=clnk&gl=in SAURABH .132/search?q=cache:1fhKosuEvHsJ:europa.153. Retrieved june 7. Liquidation 7. Retrenchment 6.BUSINESS STRATEGY ASSIGNMENT 1 Probable strategies BMW can restore to redirect profits and to retain endurance for the future are: 1. Market Penetration 3. Vertical integration This may help BMW achieve a safer tomorrow and help to sustain its Bmw¶ness for years to come. References: Allen. (2006. October 17). from Euro area annual inflation down to 1.125. Product Development 4.7%: http://74.eu/rapid/pressReleasesAction.

P. H. Creation of value chains. Retrieved September 22. Data and Statistics. Retrieved September 20.wealthdaily. (2008). SAURABH . 26 . (2004). a. Richard Whittington. from Wealthy daily: http://www. (2006. H. (2008). Organization. BHARAT norms v/s EURO norms. March 2). August 15). Retrieved September 21. Electronic Commerce . The Wasignton Post . 2009. 2009. D. International studies of management and Organization .org Thomas. CEN. Retrieved September 18. 2009. from The world bank: http://web. (2007). Hejiden. (2009. W. America in recession. Scenario:The art of Strategic conversation.cen. (2008). Environmental Pollution. The new change in automobile industry. Timmers. (2008.who. (2006).10164266 Page 25 . from European commitee of standardization: http://www. 182-193.com Gerry Johnson. July 12). from World Health Organization: http://www. Eurpean Car Market .worldbank. Exploring Corporate Strategy. Pearson Education. Journal of Management Development vol. (2008. 2009. Hill.BUSINESS STRATEGY ASSIGNMENT 1 Autofacts.eu Copper. 9-21. I. July 18).int Statistics. Kevan Scholes. K. An analysis of the environmental and competitive dynamics of management education.

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