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Introduction

In a business world, that has become more and more open, an internship to apply all the assemement of a year of studies has acquired a very important place. It has become indispensable for a successful manager. Thats why HEM gives a lot of importance to communication skill, and encourages its students to develop their ability to communicate easily and professionally to succeed in their future jobs. India have been growing very rapidly since 1980 ; the world bank reports that the GDP grew at the rate of 9.6 %

Why India? . As a student in the First Year of Master Marketing in HEM, and for my internship I could not imagine completing my studies without an experience aboard in a country such as India. One of the Big Four Countrys, India is an emerging economy witch has witnessed unprecedented levels of economic expansion, alongside China, Russia Brazil and those recent years Mexico . India is a cost effective and labour intensive economy, and has benefited immensely from outsourcing of work from developed countries, and has a strong manufacturing and export oriented industrial framework. I wanted to leave and work in this Large, dynamic and steadily expanding country characterized by a huge workforce and operating in many new sectors of opportunity.

For me this experience words come to justify the choice of this destination for my internship.

PART ONE:

Part one:
SANGHI CLASSIC

INDIA AND THE ENVIRONEMENT OF BMW

1-Presentation of the Country India


India is a South Asian country that is the seventh largest in area and has the second largest population in the world. India covers an area of 3,287,240 square km (India geography) and its population stands at 1.215 billion people in 2011 (India population). India has Great Plains, long coastlines and majestic mountains. Thus, the land has abundant resources. This country shares its borders with China, Bangladesh, Pakistan, Nepal, Sri Lanka and Myanmar. With a population over 1.2 billion, India is a country of striking contrasts and enormous ethnic, linguistic, and cultural diversity. There are more than 1,600 languages, nearly 400 of which are spoken by more than 200,000 people. Its the home of the ancient Indus Valley Civilization and the region of historic trade routes and vast empires. Four of the worlds major religions Hinduism, Buddhism, Jainism and Sikhism originated here, while Zoroastrianism, Christianity and Islam arrived in the first millennium CE and shaped the region's diverse culture. Gradually annexed by the British East India Company from the early 18th century and colonised by the United Kingdom from the mid-19th century, India became an independent nation in 1947 after a struggle for independence which was marked by non-violent resistance and led by Mahatma Gandhi. After this general presentation of India I will talk in the following point about the economy of India in general with some statistics, to Introduire les 2 parties A-ECONOMIC DEVELOPMENTS: The Indian economy is one of the fastest growing economies and is the 12th largest in terms of the market exchange rate at $1,430.02 billion (2010 India GDP). In terms of purchasing power parity, the Indian economy ranks the fourth largest in the world. However, poverty still remains a major concern besides disparity in income.

The Indian economy has been propelled by the liberalization policies that have been instrumental in boosting demand as well as trade volume. The growth rate has averaged around 7% since 1997 and India was able to keep its economy growing at a healthy rate even during the 2007-2009 recession, managing a 9.668 % growth rate in 2010 (India GDP Growth). The biggest boon to the economy has come in the shape of outsourcing. Its English speaking population has been instrumental in making India a preferred destination for information technology products as well as business process outsourcing. The economy of India is as diverse as it is large, with a number of major sectors including manufacturing industries, agriculture, textiles, handicrafts and services. Agriculture is a major component of the Indian economy, as over 66% of the Indian population earns its livelihood from this area. However, the service sector is greatly expanding and has started to assume an increasingly important role. The fact that the Indian speaking population in India is growing by the day means that India has become a hub of outsourcing activities for some of the major economies of the world including the United Kingdom and the United States. Outsourcing to India has been primarily in the areas of technical support and customer services. Other areas where India is expected to make progress include manufacturing, construction of ships, pharmaceuticals, aviation, biotechnology, tourism, nanotechnology, retailing and telecommunications. Growth rates in these sectors are expected to increase dramatically. Despite the liberalization the economy still largely controlled by the government and the 500+ major companies it owns, which together are worth around US$500 billion, or around 40% of GDP at current exchange rates. Servicing the interest payments on that debt is now the single largest component of the federal budget. Fiscal discipline and deficit reduction is therefore vital for India's future prospects. It is also crucial to understand that India is driven primarily by domestic (consumer) consumption. This stands in marked contrast to Japan, the Asian Tigers and now China, all of whom have followed the export-oriented model. With the massive growth of the Indian middle class, this vast country may become Asia's first major 'buy' economy. B-DEVELOPMENT CHALLENGES :
Reducing Poverty and Raising Living Standards :

Improving the living standards of the poor has long been among India's most important policy priority and most pressing challenge. In the early 1950s, nearly half of India's population was living in poverty. Since then, poverty has been declining, but slowly, and vast disparities between and within India's states persist. Thats why India continues to have the highest concentration of poverty of any country with more than 470 million people-about 45 percent of the population-living below the national poverty line. This accounts for 40 percent of the worlds poor.
Addressing Health and Nutrition Needs:

Since the 1970s, the well-being of India's population has improved: the average life expectancy at birth has increased from 50 years to 63 today; the birth-rate has fallen by half to about 3 children per woman. But India's social indicators continue to place it near the bottom of the ladder in most measures of human development. Malnutrition also poses a continuing constraint to India's development. More than half of India's children under four years of age are moderately or severely malnourished and 30 percent of newborns are significantly underweight. Although declining, largely preventable diseases such as leprosy, tuberculosis, cataract blindness, and malaria continue to account for 50 percent of reported illness. HIV/AIDS is a newly emerging threat to India's public health, by early in the next century; India will have the highest number of AIDS cases in the world.
Expanding Access to Education :

India's primary education glass is three-quarters full, one-quarter empty. Having steadily raised primary enrolment rates since independence, India today has the world's second largest education system after China, with 108 million children aged 6-10 attending primary school. Furthering Fiscal Reform: A major obstacle to further development lies in India's large central and state fiscal deficits, which are a risk to macro-economic stability, divert funding from the private sector, and hinder financial sector reform. Since the major

adjustment of 1991-93, further reductions have been limited, leaving the central government's deficit one of the largest in the world. At the state level, the lack of deficit reduction has put India's poorer states in an increasingly unsustainable position. The deterioration in the states' finances has been accompanied by a decline in state expenditures in such critical areas as health, education, roads, and irrigation. Financing Infrastructure: Improving basic infrastructure services and encouraging greater private sector participation in telecommunications, electricity, transport, and water supply can make a major contribution to growth and have been a major focus of Indian economic policy.

2-BMW GROUP
Introduire la partie le secteur automobile et lentreprise bmw
A- Overview of Automotive Industry in the world:

A recherch : avec chiffre et entreprise ainsi que part de march B-Introduction to the BMW Group Few who drive a BMW car know what the initials stand for, or realize that the distinctive blue and white propeller badge reproduces the colors of the state flag of the State of Bavaria, they dont even now that BMW was first specialized in the manufacture of engine. Today BMW is one of Germany's largest and most successful companies, the success story of this group can be developed in some dates: Before the First World War, several aero-engine and aircraft manufacturing companies set themselves up in north Munich. The factories of aviation pioneers Karl Rapp and Gustav Otto form the nucleus of Bayerische Motoren Werke.
1911:

1917: Foundation of BMW GmbH as a limited company. Registration of the white-and-blue logo as the Company's official trademark. Production of the first aircraft engine. 1923: The first BMW Motorcycle 1928: BMW enters the car business with Dixi
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1933: The Brand takes a new face with BMW 303 Traditional features
1937-1940: Numerous victories in motorsport impressively prove BMW's

outstanding performance and innovation right from the start. But also the expansion of the model range entering the upper luxury class. 3 series 1952-1955: Large saloons, coups, convertibles and roadsters in the 501 507 model range continue BMW car production after the war, now for the first time at the Munich Plant. 1955: BMW sets the benchmark with 507series, it were practically hand-built and cost even more to buy than the sterling Mercedes Gullwing; in fact only 253 units were even made. But the seeds were sown for BMWs eventual core strength. 1955-1959: BMW were the symbol of reconstruction after the Second World War with the production of small cars for the population.
1959: At the Annual General Meeting on 9 December 1959, small shareholders

and dealers prevent the company from being sold off by Daimler-Benz AG. With BMW thus making a new start as an independent mobility enterprise, Dr Herbert Quandt becomes the majority shareholder. 1962: The New Class Secures the Breakthrough. BMW successfully makes its way out of the crisis with the sporting and compact midsize New Class Saloons. 1972: The new Group Headquarters designed by Professor Karl Schwanzer is completed for the 1972 Olympic Games. To this day the Four-Cylinder Building characterises the Munich skyline.

BMW cars are not the most powerful, or the most reliable, or the most luxurious on the market, although they score well against all these criteria. No one has ever suggested that they are cheap, even for the high level of specification that most models offer. Although BMW rightly emphasizes the quality and advanced nature of its technology, its products are not exceptionally innovative ( 1996). The design of the company's cars is conventional and the styling of its models is decidedly traditional. The company achieves a higher quality of engineering than is usual in production cars. While most car assembly has now been taken over by robots or workers from low-wage economies, BMW maintains a skilled German labor force. The company benefits, as many German firms do, from an educational system which gives basic technical skills to an unusually high proportion of the population. Its reputation has followed from
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these substantial achievements. In this, BMW is representative of much of German manufacturing industry. Yet BMW's success was neither easy nor certain. In 1945 the company was Germany's leading manufacturer of aero engines. Its primary market and its capital equipment were both in ruins (1996).

While German recovery through the 1950s occurred at a pace which attracted the title of economic miracle, BMW did not prosper. In 1959 the firm faced bankruptcy and a rescue by Mercedes seemed its only hope of survival. Instead, BMW found a powerful shareholder particularly Herbert Quandt who perceived the company's inherent strengths. The turning point came when the firm identified a market which most effectively exploited its capabilities the market for high-performance saloon cars, which has since become almost synonymous with BMW. Today, the BMW business is structured to maximize its advantages. Retail margins on BMW cars are relatively high. The company maintains tight control over its distribution network. This control supports the brand image and also aids market segmentation (1996). BMW cars are positioned differently and priced very differently in the various national markets. The same tight control is reflected in BMW's relationships with suppliers, who mostly have continuing long associations with the company. BMW is a company with a well-executed strategy. It is a company which came after several false starts to recognize its distinctive capabilities and chose the market, and subsequent markets, which realized its full potential. Its dealings with its suppliers and distributors, its pricing approach, its branding and advertising strategies, are all built around that recognition and these choices. There was no master plan, no single vision which took BMW from where it was in 1959 to where it is today. There was a group within the company which believed strongly that a model like the 1500 was the firm's main hope of survival. There were other views, other options. No one had more than partial insight into what the future would hold. But BMW's success was no accident either ( 1996). BMW is an example of a survivor who stood the test of time and developed from a failing company to one of the most successful firm.

3-BMW SANGHI CLASSIC


Sanghi Classic India

Jaipur

Sheer Driving Pleasure

BMW India was established in 2006 as a sales subsidiary in Gurgaon (National Capital Region). A state-of-the-art assembly plant for BMW 3 and 5 Series started operation in early 2007 in Chennai. Construction of the plant started in January 2006 with an initial investment of more than one billion Indian Rupees. The plant started operation in the first quarter of 2007 and produces the different variants of BMW 3 Series andBMW 5 Series.[64]

Company Details :

BMW Sanghi Classic is a Dealership in India that covers all sales in Rajasthan. At present it has one facility within its territory in Jaipur; Sanghi Classic Showroom was launched on the 1st October 2009 its provides customers with various services that are incorporated in the following sections: BMW BMW BMW BMW Automobile. Service. Parts. Accessories.
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Financial Service. More then 25 employees are working for BMW Sanghi Classic; this organisation chart shows the responsibilities for each department:

Communication standards:

Communication standards in BMW Companies all over the world are harmonized and thus form a part of BMW Corporate Identity. Those communication standards are: -Calling Guidelines and Details -Enquiry guideline to constitute the data base -E-mail Communication e-mail ID:Name.Surname@bmwsanghiclassic.in -Font and Signature archive -Compliment Cards and Birthday Cards -Reporting:

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Reporting is conducted in the planning frame according to BMW India guidelines that are sent every month for the following period. Final Retail Sales Report to be sent on the 1st day of a following month Monthly Dealer Report to be sent within the 1st week of a following M. Hard Copies of All Retail Invoices to be sent within the 2nd week of a month Production Request to be sent within the 2nd week of a month 1st-4th Weekly Retail Report sent every Friday by 10:30 am Dealer Display Cars to be sent every Friday by 4 pm Lifestyle and Corporate Order to be placed biannually Brochures & Pricelists to be placed quarterly

Showroom Standards:

Details for Showroom and Dress Standards are precisely expressed in appropriate bulletins provided by BMW India. Showroom

In general, the showroom has to be checked every morning, brochures must be distributed equally, and perfect car condition needs to be assured. Specializations sheets must be current, welcome lights are desired to be always on, and indoor/outdoor flags must not be missing. Colour and rim samples need to be available. Dress Code

Dress Code is of a high importance for all the staff. Employees are expected to wear appropriate and clean clothes, clean shoes. Male staff needs to wear a tie all year long.

Product Portfolio

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Model Codes 3 Series CKD 5 Series CKD 5 Series CBU 6 Series GT 7 Series X3 X5 X6 Z4 The New X1 E90 E60 F10 E64/E63 F0-7 F0-2 E83 E70 E71 E89

Competition :
BMW 3 Series 5 Series 7 Series X3 X5 X6 Audi A4 A6 A8 Q5 Q7 --Mercedes C Class E Class S Class CLK M Classes ---

Other Premium Brands Volvo (Sweden) S80, XC90 Volkswagen (Germany) Touareg, Passat Toyota (Japan) Land Cruiser, Cambry Skoda (Czech Republic) Superb Porsche (Germany) Cayenne, 911, Cayman, Boxter Nissan (Japan) Teanna 13

Lamborghini (Italy) Mitsubishi (Japan) Ford (USA)

Spyder Pajero, Outlander Endeavour

SECOND PART:

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Part two:
1-The main Mission: Develop and implement Marketing Strategies in order to achieve set sales market share and brand objectives.
Talk about the main mission in some lignes

1-Stratgic Diagnostic
A-Problem to Solve:

The Marketing Executive dealership Sanghi classic is seeking for a Strategic Diagnostic using a macro and micro environment analysis. This analysis will help to develop the right and adequate strategies and also affect the future decisions concerning the launch of new products.
B-Process involved to analyse the challenge:

The first step in any strategic diagnostic is to analysis the environment. Far from being optional, this exercise will condition the

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success or the fail of the company's strategy in the medium and long term. Why? Just because a company does not exist without its environment, and a successful strategy will depend on the ability of the organization to adapt to it. Study the environment and its changes are therefore crucial to any business strategy. It is through this particular study, the company can identify opportunities and anticipate threats. Also, more than an annual exercise, analysis of the environment should be a continuous watch. This is why we should use PESTEL analysis first, after that Porter analysis so we can make finally a SWOT Diagnostic. B-1 PESTEL: Originally designed as a business environmental scan the PESTLE analysis is an analysis of the external macro environment (big picture) in which a business operates. These are often factors which are beyond the control or influence of a business, however are important to be aware of when doing product development, business or strategy planning. PESTEL analysis stands for "Political, Economic, Social, Technological, Environmental and legislative analysis" and describes a frame work of macro-environmental factors used in the environmental scanning component of strategic management.
Voir annexe : http://www.improvementnetwork.gov.uk/imp/aio/1033478

B-2 PORTER FIVE FORCES ANALISIS: B-3 SWOT:


C-Action Taken: D-Results

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2-Customer relation Management


A-Problem to Solve: B-Process involved to analyse the challenge: C-Action Taken: D-Results 3-

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Generic strategies Porters Generic Strategies

The cost leadership strategy of BMW is focused on making sure that the company earns more and spends less. The cost leadership strategy of the company takes a look at how expenses can be minimized without sacrificing the production of the companys product and the quality of product sold to clients. The differentiation strategy of BMW is focused on making sure that the company produces products that are unique. It makes sure that the logo of the company is not only the one that makes products of the company different. It makes sure that the internal and external characteristics of the product make it unique. The segmentation strategy of the company makes sure that it has a selected market that can provide huge amounts of income for the company.

Bowmans Strategy Clock

()

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Based on the strategy clock of the company, the company wants to focus on price based strategies wherein the main goal is to achieve more profits without sacrificing other things. The company wants to make sure that it will achieve a better financial status when compared to competitors; the company also wants to have prices that are unique from the price offering the competitors offer.

PEST analysis Political sector The company will not get any good reputation, trust and success if it will not be aware of what is happening in the political sector of the country. BMW makes sure they comply with what the law states in the country; they make sure that they comply with the regulated standards of the country. The company makes sure they are aware of the political situation of the country and the company has its position with regards to political issues. The company is prepared for any problems concerning the political sector.

Economic sector The company can be said to be economically stable for the past years. Its economic stature is doing well thats why they try to improve their products to give the best to their clients. It is not only the internal economic situation of the company should be taken note of but also the economy of the country, the company checks first the economic status of the country they are operating in before making decisions because making decisions during a difficult time on the economy of another country may cause catastrophe for the company. It also checks on how the economy of the country they are doing. Social sector The company makes sure that the product they create will not be cause of health problems. They make sure the products will emit low emission that can reduce pollution. Pollution is one cause of health problems of a country and the company tries its best to prevent it. BMW emphasizes safety among the production of their goods. They make sure that the proper safety standards are followed and there are no hazardous chemicals in the production.

Technological Sector 19

The company offered new innovations in the technological sector and introduced new concepts with regards to the car engine industry. The company set the standards for car engine makers both current and new companies. Since technology rapidly changes the company makes sure they are updated to what is happening and they can adjust to these changes. The company makes sure that the products they have are updated with regards to technology and if new technologies emerge they can compete with these products.

Porters five forces Potential Entrants The company has been around for a long time and the company is not greatly affected by the new entrants. The influence of potential entrants to the company is weak. But to ensure that no other problem arise the company maintains low cost of unit production, this helps in making sure that the new entrant will not have advantage over them. Another thing that the company do is to innovate new techniques and procedures in serving the clients so that their can be product differentiation and the company has a unique product apart from the product their rivals has.

Competitive rivalry Competition is one of the things that the company tends to focus its attention. Competitive rivalry highly influences the company. Different things are done by the company to ensure that they have advantage over their competitors one is a strategy wherein they give service straight from the heart. This kind of strategy gives the company a better relationship with the clients. Having a good relationship with clients gives them advantage over rivals. Another thing done by the company is to offer quality prices. By doing so the company lures clients away from competition. Moreover the company uses different promotional materials so that clients get to know them and so that more clients will transact with the company.

Substitutes Substitutes give high influence to the company since substitutes can make a company lose the clients it has. The company makes sure that the substitutes wont give them much problem. They do this by proving that the service and products they

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offer are the best quality and are better than substitutes. They also prove that their service is better against others by comparing and contrasting it with substitutes so that clients can know the difference. The company also tries to offer products and services superior than substitutes so that they can attract more clients. By offering superior products

Bargaining power of buyers The bargaining power of buyers highly influences the company. It shows how good the company is doing in serving the clients. It also helps in determining how known the company is. The company makes sure that the bargaining power of buyers is high. They do this by making sure that buyers are concentrated and there are few buyers in a significant market share.

Bargaining power of sellers The bargaining power of sellers highly influences the company. The company makes sure that their suppliers have high bargaining power through helping them show their importance in the industry. By demonstrating the value of their suppliers the company can attract other companies to purchase the suppliers products thus their bargaining power increase.

Resource Audit The company gathers its materials and supplies from the most respected and trusted suppliers. The materials and supplies have high value and are highly reliable. The company is certain that the materials they use in producing a product is something that will make the product have high standards of quality. Value Chain Global value chain analysis provides another way of explaining development by tracing the amount of value added produced in the different stages of a commodity's life from direct production through to final sale. By focusing on a specific chain it analyses a significant, but still manageable slice of the world economy. Moreover, monitoring where value is produced and appropriated highlights patterns of inequality and the potential contribution of the activities to the development of the region where they are located (2004). The company makes sure that it monitors the value of its products from all over the world. It sees to it that the products in other 21

places are given the appropriate value it should have. The company also makes sure that the different factors that are under inventory and supply chain are not having problems.

Conclusion BMW is a company with a well planned and well-executed strategy. It is a company which came after several false starts to recognize its distinctive capabilities and chose the market which realized its full potential. Its dealings with its suppliers and distributors, its pricing approach, its branding and advertising strategies, are all built around that recognition and these choices. It continues to dominate the industry it belongs in. BMW is constantly improving its product line. It is finding new ways to give their product a more unique identity and provide to clients products that gives them satisfaction.

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