Submitted to: Presented by:

Dr. Guido Barbato Mr. Manish dobariya

Mr. Bhavesh bhanderi
Mr. Sayed raza
Mr. Lakhwinder singh
Mr. Pradeep patel

London-SAM
MBA-112 INTERNATIONAL MARKETING STRATEGY
 The MINI is a small car that was made by the British Motor
corporation(BMC) in 1959.
 In 1992, the MINI was voted for the second most influential car of the
20th century.
 Now BMW group is the current owner of the MINI. The brand name for
the new car is BMW MINI and it is called as “New MINI’’.
 MINI is selling cars worldwide and now MINI decided to launch MINI-
E in INDIA (ASIA).
 The following paper will attempt to provide its user with analytical data
of the current Indian market and how the MINI car will perform there
with its past experience.
 Sales Units of Passenger cars in India for 5 Years
Year Sales (In millions) Growth Rate(In %)
2009 1.43 19.20
2008 1.20 2.50
2007 1.17 15
2006 1.02 20
2005 0.85 6.3
 To sell 1000 cars per month by the end of 2014 in India.
 The business may set an objective to grow by 10% year on year for next
5 years in India because the CAGR of passenger car in the India for the
last 5 years is 13%
 To survive from current market share of passenger car in India.
 Quarterly goals of 80% of the mechanical staff trained by June, 2012.
 We are targeting people between the age of 22-28 years old.
 MINI car is the one of the largest car manufacturer in the world. It
has wide auto mobile market in the Europe market but now it is
considering to create a wide market in the Asia by providing good
product and customer facility.

 Vision:
Vision of the MINI is up to 2015 ‘‘ To be the most successful
premium small car in the industry’’.

 Values:
Customer satisfaction is our motto so we would like to provide
good customer service according to the customer demand, customer
focus and creativity and our integrity will never compromise.
 Competition
 Electric car competitor
 Reva NXG and Reva NXR
 Fuel car competitors
 Maruti Suzuki Swift,
 Skoda Fabia,
 GM Aveo U-VA,
 Honda jazz
 Company
 The MINI brand wins hearts and turns heads. MINI is refreshingly
different: extroverted, spontaneous and in every respect something out of
the ordinary.
 Customers
 The person that appreciate, and is willing to pay for , the ‘‘ Ultimate
Driving Machine’’.
 Complements
 Entering into the Indian market, we would like to introduce our electric
model (MINI-E) , which might well turn out to be the world's
famous electric car.
 Culture
 Ideal for a society that was young, unconventional and ready for change,
the MINI-E became a remarkable vehicle in the Twentieth and Thirties.
MINI-E is part of a lifestyle that is cosmopolitan and confident, ready for
everything.
 PORTER five forces is framework for industry analysis and business strategy
Development developed by Michael E porter of Harvard business school in 1979.
Porter’s five forces include- three forces from “HORIZONTAL” competition i.e.
threat of substitute products, threat of establishing rivals & threat of new Entrants
and two forces from “VERTICAL” competition i.e. bargaining power of Suppliers &
bargaining power of customers.
 THREAT OF NEW ENTRANTS
 Profitable markets that yield high returns will attract new firms. Hence, the
introduction of BMW's MINI E will ensure a new segment to be created
for Indian car buyers.
 Being an electric version, it will be the first car to focus on environment
control unlike other regular car manufacturers.
 It would be MINI E's biggest challenge to break into the current
manufacturer's loyal customers

 THREAT OF SUBSTITUTE PRODUCTS

 Currently there are virtually no competition form any substitute products
in India. The only direct competitor to the BMW's MINI E can be REVA
which is a 2 seat car which has only a marginal percent of market share.
 THREAT OF COMPETITIVE RIVALRY WITHIN AN INDUSTRY
 The BMW's MINI E can be considered as a prototype for introduction of a
new segment in India where the pressure is on existing manufacturers to
identify their own product which could give a direct competition to the
BMW's MINI E. However, to BMW's MINI E advantage, there will be no
direct competition for a long time to come.

 BARGAINING POWER OF SUPPLIERS

 Bargaining power is the ability to influence the setting of prices.
 The more concentrated and controlled the supply, the more power it wields
against the market.
 Moreover, BMW's brand name has already created enough impact on the
globe that Indian suppliers will be lift with no other options but to accept
the price offered.
 Also, In a truly competitive market, no one supplier can set the prices.
 BARGANING POWER OF CUSTOMERS
 Advantage that results where (1) The buyers are concentrated or organized, (2)
Their purchases represent a large part of the supplier's revenue, (3) Their
purchases represent a large part of their own costs, or (4) There are too many
suppliers chasing too few buyers. Buyers in such position can (and do) put
relentless pressure on the suppliers by demanding higher quality at lower
prices.
 STRENGTHS
 Reputation
 Engineering history
 Story financial
 Shared components
 WEAKNESSES
 Manufacturing costs
 Relying on 1 series
 Share a components
 OPPORTUNITIES
 Acquisition of rover
 Market segment
 Expansion
 Economy of scale
 THREATS
 Merger Activities
 Market share
 Number of competitors
 MARKET SEGMENTATION
 Geographical segmentation
 We would like to first introduce MINI-E in six districts.
 1) Gujarat 2) Maharashtra 3) Haryana 4) Punjab 5) Himachal Pradesh 6) Delhi
 These are the districts which have highest per capita income among all districts in
India.
 Demographic segmentation
 Age:- young people 21-40years
 Income:- 1M to 2M Rs pear year
 Socio economic:- Professional Class, Middle Class, Junior class people.
 Psychographic segmentation
 Personality: - MINI-E suite all kind of personality because it has many different
models and colour design and accessories.
 Life-style: - Different people have different lifestyle patterns. MINI-E suites people
who had started families, and liberal-minded wealthy professionals.
 Opinions, interests and hobbies:- Existing customer's opinions toward MINI-E is very
positive. People who believe in sport life they will welcome MINI-E.
 TARGET MARKET
 We are targeting people between age of 25 to 35 and middle to upper class individual, families and
also businesses who focus in greater performance and sustainability then other competitors.
 Targeting a Person who have knowledge about brand and environment.

 MARKET POSITIONING
 Positioning is the process by which marketers try to create an image or identity in the minds of their
target market for its product, brand or organization. And as we all know BMW is big brand, and
MINI-E is part of that group.
 These are some basis for constructing a MINI-E’s position in the market.
 Positioning on specific product features
 The main feature of MINI-E is electrical car so its eco-friendly car.
 Positioning on specific benefits, needs, or solutions
 MINI-E is eco-friendly small car. The customer who believe in personality and status for them
MINI-E is easy to drive in traffic and city on regular basis.
 Positioning on specific usage occasions
 MINI-E is small electrical car so professional class people can use it on daily basis for going to job
of work place.
 Positioning against another product
 REVA car is also electrical small car which running on Indian market. So we would like to put
MINI-E against that car in the market.
 Environmental Scan
 The Automobile industry in India is the seventh largest in the world with an
annual production of over 2.6 million units in 2009. In 2009, India emerged
as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and
Thailand.
 Maruti Suzuki’s strength lies in its wide range of small car models and Luxury
cars have excellent demand growth in car market. Those two things are main
things to consider for new car company to enter in Indian market. And our car
MINI-E got that two things plus one more great advantage of electrical car. So it
will be a successful car in Indian market.
 By 2009 it is predicted that 135,000 Indians will earn more than €95,200 a year.
 13 million cars on Indian roads by 2010
 1.35m cars sold in India each year 
 4,500 luxury cars sold in 2009 
 97% of cars sold cost less than €15,000
 WEBSITE
 http://www.indiaautomotive.net/2009/09/recc-to-unveil-reva-nxr-reva-nxg-at.html
 http://www.wordiq.com/definition/Market_segmentation
 http://www.dhi.nic.in
 http://www.minieducation.co.uk
 http://www.bmwgroup.com
 http://business.timesonline.co.uk/tol/business/industry_sectors/engineering/article1588286.ece

 BLOGS
 The term was coined in 1969 by Jack Trout in his paper: Trout, J., ""Positioning" is a game people
play in today's me-too market place", Industrial Marketing, Vol.54, No.6, (June 1969), pp.51-55.
 For automobile sales and export data: Society of Indian Automobile Manufacturers (SIAM)
 For auto component revenue and export data: The Automotive Component Manufacturers Association
of India (ACMA).
 India automobile study 2009 KPMG.
---------- Thank you ----------