A Project Report on Bmw

8/11/2019 A Project Report on Bmw

1/33


2/33

2

Introduction to planning

Most busy managers ocus more on !"#at$ o t#eir eorts% T#e emp#asis &ac'ing in many

situations is on !#o"$ o t#eir eorts t#at is being t#e p&an to get t#ere%

To i&&ustrate t#e point( consi)er t#e case o t#e man "#o "ante) to cut bac' on #is

persona& bu)get to save money t#is year% *e p&anne) to )o #is o"n gar)ening an) yar) "or'

rat#er t#an #ire a &an)scaper% One morning( #e )eci)e) t#at #e "ou&) trim a &arge tree in t#e yar)%

*e c&imbe) up t#e tree( sa"ing t#e branc#es be&o" #im% W#en #e reac#e) t#e top( #e rea&i+e)

t#at #e #a) cut o t#e on&y root bac' to t#e groun)% ,ortunate&y #e "as ab&e to a&ert a neig#bour(

"#o came "it# a &a))er to rescue #im% Just t#in' #o" some basic p&anning cou&) #ave

e&iminate) t#e prob&em%

Why a Business Plan??

STRATE-.C -/.0E

T#e most important part o any business p&an is out&ining t#e business strategy% .n act(

t#e entire purpose o t#e business p&an is to e1p&ain t#e strategy a company "i&& use to be

proitab&e% A vita& part o t#at is e1p&aining assumptions an) t#e orecasts ma)e t#ereo% 2eeping

t#is purpose in min) "#en constructing a business p&an "i&& ma'e t#e tas' muc# easier%

.magine t#at a 34year4o&) is sitting besi)e you an) as'ing 5W#y65 ater every statement you

ma'e% W#en an investor( ban' e1ecutive or potentia& contractor &oo's at a business p&an( t#eeva&uation process is not so )ierent% ,urt#er( in or)er to eective&y ans"er a&& t#ose "#ys( it is

important to inc&u)e a &arge variety o inormation% T#is is "#y t#e business p&an encompasses so

muc# management bac'groun)( "#y t#e company "as orme)( "#at t#e goa&s o t#e company

are( "#at t#e company actua&&y )oes( #o" it )oes t#at( t#e mar'eting strategies use)( an) t#e

inancia& orecasts%


3/33

3

W#en constructing a business p&an( gat#er a&& t#e peop&e "#o #ave an interest an) a voice

in t#e company%

7EN0ER E8PECTAT.ONS

Lendingin its most genera& sense is t#e temporary giving o money or property to

anot#er person "it# t#e e1pectation t#at it "i&& be repai)% .n a business an) inancia& conte1t(

&en)ing inc&u)es many )ierent types o commercia& &oans

-oo) business trac' recor)

Abi&ity to repay

Staying po"er

Co&&atera&%

7en)ers e1pect in a p&an t#at t#e business s#ou&) #ave a goo) trac' recor) it s#ou&) be ab&e to

repay t#e amount borro"e) "it# interest or s#ou&) to ab&e to provi)e "it# &ong term beneits%

T#e business s#ou&) survive in t#e #uge mar'et% .n &en)ing agreements( collateral is a

borro"er9sp&e)geo speciicpropertyto a &en)er( tosecurerepayment o a &oan%T#e co&&atera&

serves as protection or a &en)er against a borro"er9s )eau&t4 t#at is( any borro"er ai&ing to pay

t#eprincipa&an) interestun)er t#e terms o a &oan ob&igation%

.N:ESTOR E8PECTAT.ONS

Competitive a)vantage; it is t#e a)vantage to "in over ot#ers in t#e

mar'et% .t is t#e uni


4/33

4

*uge mar'et; t#e business s#ou&) be ab&e to survive in t#e #uge mar'et

an) mar'et )ynamics%

Strong management team; t#ere #as to be a proper p&anning o appointing

strong management team as t#e strategy or p&anning #as to be eicient&y

imp&emente)%

Strong mar'eting an) sa&es p&an; t#ere s#ou&) be strong mar'eting an)

sa&es p&an inc&u)e) in t#e business p&an as it )etermines t#e company=s

success%

Some s'in in t#e game; a situation in "#ic# #ig#4ran'ing insi)ers use t#eir

o"n money to buy stoc' in t#e company t#ey are running% E1ecutives can

ta&' a&& t#ey "ant( but t#e best vote o coni)ence is putting one=s o"n

money on &ine &i'e t#e outsi)e investors%

Obscene return; p&an on t#e return on pro)uct "#ic# proves to be

)isa)vantageous to t#e company so t#at t#ere is no "astage o resources%

.t is ma'ing up &oss%

E1it strategy; W#en you start a ne" business( or as you )eve&op strategies

an) p&ans to gro" your e1isting business( you nee) to t#in' about your

business exit strategy% Are you trying to estab&is# a &iesty&e business t#at

generates income "it#out p&ans to se&& it in t#e uture( or are you bui&)ing

e


5/33

5

To capita&i+e on an invention; entrepreneurs p&an to become entrepreneurs by capita&i+ing

on t#eir inventions an) get t#eir i)eas or innovations into t#e mar'et%

To pursue a passion; i an entrepreneur #as a passion say #e #as a passion to c#ange t#e

"or&) t#en t#ey )eci)e an) p&an to pursue t#eir passion an) p&an to ac#ieve it%

To be t#eir o"n boss; most o us "ants to become an entrepreneur because "e "ant be

our o"n boss%

To get ric#; every entrepreneur p&ans to become an entrepreneur an) start t#eir business

to become ric#%

E!IT STRTE"IES

W#en you start a ne" business( or as you )eve&op strategies an) p&ans to gro" your e1isting

business( you nee) to t#in' about your business strategy%

0epen)ing on your goa&s( t#e type o business you c#oose an) t#e "ay you gro" it

s#ou&) be a&igne) "it# your en)4game objective%

Se&&ing t#e business

Transerring t#e business to t#e ami&y member

Being ac


6/33

6

,inancia& institution> ban's; as "e a&& are a"are about t#e inancia& institutions or ban's%

T#ey provi)e us "it# )ierent types o commercia& &oans or t#e set up or start up o t#e

business%

Ange& investors; an ange& investor or ange& ?a&so 'no"n as a business ange& or inorma&

investor@ is an a&uent in)ivi)ua& "#o provi)es capita& or business in bet"een i t#e

business is stuc' up )ue to inancia& crises or ot#er un)ing prob&ems%

:enture capita&; it is a inancia& capita& provi)e) to ear&y4stage( #ig#4potentia&( #ig# ris'(

gro"t# start4up companies%

Board o' d(isors

Bryan Stra)bridge

A member o t#e &itigation practice group o 2rieg 0evau&t( a major .n)ianapo&is &a" irm( Bryan#as a )iverse practice ocuse) primari&y in t#e areas o pro)uct &iabi&ity )eense( "#ite co&&arcrime( an) commercia& &itigation% *e #as been invo&ve) "it# comp&e1 commercia& &itigationmatters or inancia& institutions( c&ose&y #e&) entities( pub&ic&y tra)e) corporations( an) )evotes asigniicant part o #is practice to t#e )eense o nationa& manuacturers in pro)uct &iabi&ity casesre&ating to t#e manuacturing( automotive( construction( an) asbestos in)ustries%

A))itiona&&y( Bryan practices in "#ite co&&ar crimina& )eense representing in)ivi)ua&s an)corporate c&ients t#reatene) or c#arge) "it# state an) e)era& "#ite co&&ar oenses inc&u)ingmatters a&&eging antitrust vio&ations( conspiracy( corporate crimina& con)uct( a&se statements toe)era& agencies( )rug oenses( mai& an) "ire rau)( obstruction o justice( perjury( as "e&& asrau)%

Bryan #as a Bac#e&or o Arts )egree rom .n)iana /niversity( Master o Business A)ministration)egree rom t#e 2e&&ey Sc#oo& o Business at .n)iana /niversity an) Juris 0octor )egree rom.n)iana /niversity "it# Or)er o Barristers #onors%

Eric Paradis

.n ( Eric Para)is "as name) Project 0irector or t#e Au)i Cana)a 0rive E1perience( a major

nationa& )riving instructiona& program uti&i+ing over orty cars% Eric #a) responsibi&ity orrunning t#e entire integrate) account inc&u)ing mar'eting( agency partners#ips( overa&& eventbu)get( event management &ogistics an) training teams% T#is position "as t#e cu&mination ot"e&ve years o e1tensive an) )iverse proessiona& )river training e1perience an) co&&aboration"it# a veritab&e !"#o=s "#o$ &ist o auto manuacturers( inc&u)ing BMW( Porsc#e( Merce)es4Ben+( 7otus( 7e1us( M.N.( Ma+)a( Subaru( *on)a( :o&'s"agen an) :o&vo as "e&& as tiremanuacturers Bri)gestone( Continenta&( Pire&&i an) 2um#o% *is passion an) 'no"&e)ge o


7/33

7

automobi&es( automotive tec#no&ogy( an) )river training combine) "it# #is p&easant an) easygoing persona&ity #as ma)e #im one o Cana)a=s most soug#t4ater in)ustry proessiona&s%

Eric compete) as a racecar )river or many years an) )eve&ope) an) so&) #is o"n sponsors#ipprograms% *is racing e1perience inc&u)es competition in t#e Cana)ian Nationa& Pro ,,DSeries( ,renc# Nationa& Pro ,,D Series( T#e .n)y Pro Series an) 0.RT Stoc' Car Mo)iie)s%

A star on t#e rise in t#e Cana)ian automotive in)ustry( Eric ent#usiastica&&y &en)s #is e1pertise toMi&es A#ea)( #e&ping to bui&) it into t#e premier saety an) perormance )riving sc#oo& in t#e/nite) States% *e contributes #is e1pertise to Mi&es A#ea)9s management team as specia& projectsarise%

*outy +a)enh

2outy is a ormer O&ympic at#&ete "#o compete) in t#e D an) Summer O&ympic -amesas a sprinter or #is native country o 7iberia% *e "as t#e 7iberian nationa& team captain an) &agbearer or bot# games% *e is a 34time participant in t#e Trac' F ,ie&) Wor&) C#ampions#ips an)t#e 7iberian nationa& recor) #o&)er in t#e G1 meter re&ay an) &ong jump% *e current&y "or'sor E&i 7i&&y F Company as 0istrict Manager( Mi)4At&antic Senior Care%

2outy is very active outsi)e o #is proessiona& career "it# 7i&&y% *e continues to active&ysupport 7iberian sporting activities( inc&u)ing #is position as boar) c#airman o ProSyte SportsManagement( "#ic# o"ns t#e 240e&ta ema&e bas'etba&& team an) represents e&ite 7iberian trac'F ie&) at#&etes% *e "as a"ar)e) t#e #onor o 7iberia Trac' F ,ie&) Ambassa)or( t#e #ig#est#onor besto"e) upon an at#&ete by t#e presi)ent o 7iberia or #is continue) support o 7iberianat#&etics% *e current&y serves as c#airman o t#e boar) o t#e 7iberian Nationa& Para&ympicCommittee%

2outy #as a Bac#e&or o Arts )egree rom But&er /niversity in Po&itica& Science an) .nternationa&Stu)ies an) a Masters o Business A)ministration )egree a&so rom But&er% *e #as a&so beena"ar)e) t#e Sagamore o t#e Wabas#( t#e #ig#est civi&ian #onor besto"e) by t#e governor o t#e

state o .n)iana%,oel -and

Joe& is a H gra)uate o .n)iana /niversity Sc#oo& o 7a" an) a gra)uate o 0ePau"/niversity% *aving "or'e) or more t#an a )eca)e as a )eputy prosecutor in Marion( *ami&tonan) Carro&& counties( Joe& #as trie) in e1cess o I jury tria&s an) H benc# tria&s or a&& types ocrimina& oenses ranging rom traic inractions to capita& mur)er%

Joe& serve) as t#e irst .n)iana Traic Saety Resource Prosecutor or t#e .n)iana ProsecutingAttorney=s Counci& or t"o years% ,or #is eorts( Joe& #as receive) numerous a"ar)s an)recognitions inc&u)ing t#e M%A%0%0% Nationa& Prosecutor o t#e Kear A"ar)( t#e D.n)iana -overnor=s Counci& on .mpaire) an) 0angerous 0riving=s Outstan)ing Prosecutor o t#e

Kear A"ar)( t#e H .n)iana Crimina& Justice .nstitute=s E1ecutive 0irector=s A"ar) an) t#eH Nationa& *ig#"ay Traic Saety A)ministration=s Pub&ic Service A"ar)% Joe& #as a&soserve) as a acu&ty member or numerous continuing &ega& e)ucation seminars an) &a"enorcement training courses t#roug#out .n)iana an) across t#e nation inc&u)ing t#e Nationa&A)vocacy Center%


8/33

8

,e'' Spi.er

Je #as been "it# BMW -roup or over t#irteen years in various ro&es( continua&&y e1pan)ing#is e1pertise o t#e automotive in)ustry% *is scope o 'no"&e)ge ranges rom inancia& ris'management to sa&es an) mar'eting% Je previous&y #e&) severa& ro&es "it# BMW ,inancia&Services( inc&u)ing Sa&es an) Mar'eting Manager( :e#ic&e Sa&es an) 7ogistics Manager( an) a

ro&e in t#e Commercia& ,inance4Specia& Assets group% *e is current&y an Area Manager in t#eCentra& Region or M.N.( a )ivision o BMW o Nort# America( 77C( "#ic# is a prou) partnero Mi&es A#ea)%

As a at#er o t"o( Je strong&y supports t#e mission o Mi&es A#ea)% Saety on t#e roa) isparamount to ensuring t#e "e&&being o #is 'i)s no" an) in t#e uture%

Je earne) a Bac#e&or o Arts )egree in Communication rom Bo"&ing -reen State /niversityan) is a Certiie) Si1 Sigma B&ac' Be&t%

$/ +ichael &a0pbell

As a ID gra)uate o /niversity o Miami Sc#oo& o 7a"( Mi'e #as practice) &a" in ,&ori)a orover t"enty4ive years% *e receive) #is Bac#e&or o Arts )egree rom t#e /niversity o .&&inois inI3% Martin)a&e4*ubbe&& recogni+es Mi'e as an A:L rate) &a"yer( t#e #ig#est peer revie"base) rating avai&ab&e to an in)ivi)ua& &a"yer% *e is genera&&y a)mitte) to;

/%S% Supreme Court

/%S% Court o Appea&s or t#e t# Circuit

/nite) States 0istrict Court or t#e Sout#ern 0istrict o ,&ori)a

/nite) States 0istrict Court or t#e Mi))&e 0istrict o ,&ori)a

/nite) States 0istrict Court or t#e Centra& 0istrict o .&&inois

/nite) States 0istrict Court or t#e Eastern 0istrict o Mic#igan

A&& state courts o ,&ori)a

Ater "or'ing or severa& bouti


9/33

9

12 Things 1234ear3%lds $on5t "et

. starte) 0ocstocin my =s( ma)e t#e cover o one o t#ose c&ic# ! /n)er $ &ists( an)to)ay . emp&oy an ama+ing group o 4somet#ings% Ca&& me a curmu)geon( but at 3G( #o" .came up seems so )ierent rom "#at t#is mi&&ennia& generation e1pects% . ma)e a &ot omista'es a&ong t#e "ay( an) . see t#is generation ma'ing t#eir o"n% .n response( #ere are my T#ings 4Kear4O&)s 0on=t get%

Ti0e is Not a Li0itless &o00odity6 . so rare&y in) young proessiona&s t#at#ave a #eig#tene) sense o urgencyto get to t#e ne1t &eve&% .n our s "e t#in' "e #ave a&& t#etime in t#e "or&) to A@ igure it out an) B@ get "#at "e "ant% Time is t#e on&y treasure "e starto "it# in abun)ance( an) can never get bac'% Ma'e t#e most o t#e opportunities you #aveto)ay( because t#ere "i&& be a time "#en you #ave no more o it%

4ou7re Talented8 But Talent is %(errated4 Congratu&ations( you may be t#emost capab&e( creative( 'no"&e)geab&e F mu&ti4tas'ing generation yet% As my at#er says( !.=&&-ive Kou a S#4t Me)a&%$ /nreine) ra" materia&s ?no matter #o" va&uab&e@ are simp&y "aste)

potentia&% T#ere=s no pri+e or ta&ent( just resu&ts% Even t#e most seeming&y gite) o&'smet#o)ica&&y an) painu&&y "or'e) t#eir "ay to success%

We7re +ore Producti(e in the +orning 0uring my irst years at 0ocstoc?"#i&e . "as sti&& in my =s@ . pri)e) myse& on staying at t#e oice unti& 3am on a regu&ar basis%. t#oug#t . got so muc# "or' )one in t#ose #ours &ong ater everyone e&se "as gone% But inretrospect . got more menia&( tas'4base) items )one( not t#e more comp&icate) strategic p&anning(p#one ca&&s or meetings t#at nee)e) to #appen )uring business #ours% No" . stress an oice4"i)eear&y start time because . 'no"( or t#e most part( "e=re more pro)uctiveas a team in t#ose ear&y#ours o t#e )ay%

Brie' introduction

T#e BMW "as oun)e) in an) its irst &ine o business "as t#e pro)uction o engines or

airp&anes% One year &ater t#e company became a pub&ic corporation% ,irst in t#e year 3( "#en

t#e :ersai&&es peace sti&& pro#ibite) -ermany to pro)uce airp&ane engines( t#e company &aunc#e)

t#e pro)uction o t#eir irst motorcyc&e%

A&rea)y in D( t#e company=s common stoc' "as &iste) on t#e stoc' e1c#ange% .n I( t#e

company gre" into a ne" mar'et t#roug# t#e ac


10/33

10

T#e capita& injection ma)e BMW ab&e to )eve&op t#eir irst mi))&e c&ass car an) t#ereby enter

t#e broa) mar'et% .n t#e o&&o"ing years t#ings )eve&ope)


11/33

11

B+W Brand4 5T#e BMW bran) stan)s or one t#ing; s#eer )riving p&easure% Sporting an))ynamic perormance combine) "it# superb )esign an) e1c&usive


12/33

12

Company constant&y "or's out ne" tec#no&ogica& )ecisions an) improvements an) no"a)ays

sets ne" stan)ar)s in pro)uction%

BMW #as a&rea)y ac#ieve) in in)ivi)ua& re


13/33

13

re0:0 can be programme) as )esire) be

it "it# your avourite ra)io station( C0 tit&es( te&ep#one numbers or )estinations% .n many BMW

mo)e&s( i0rive is e


14/33

14

Pricing and gross 0argin targets 0eine yourpricing structure( gross margin &eve&s( an) any)iscount t#at you p&an to use%

W#en you inc&u)e inormation about any o t#e mar'et tests or researc# stu)ies you #avecomp&ete)( be sure to ocus on&y on t#e resu&ts o t#ese tests% Any ot#er )etai&s s#ou&) beinc&u)e) in t#e appen)i1%

&o0petiti(e nalysis Kour competitive ana&ysis s#ou&) i)entiy your competition by pro)uct&ine or service an) mar'et segment% Assess t#e o&&o"ing c#aracteristics o t#e competitive&an)scape;

Mar'et s#are

Strengt#s an) "ea'nesses

*o" important is your target mar'et to your competitors6

Are t#ere any barriers t#at may #in)er you as you enter t#e mar'et6

W#at is your "in)o" o opportunity to enter t#e mar'et6

Are t#ere any in)irect or secon)ary competitors "#o may impact your success6

W#at barriers to mar'et are t#ere ?e%g%( c#anging tec#no&ogy( #ig# investment cost( &ac'

o


15/33

15

be mentione) in a mar'et ana&ysis inc&u)e t#e re&ative mar'et s#are #e&) by various competitors(t#e rate o ne" pro)uct intro)uctions( t#e tec#no&ogica& environment( an) t#e impact osigniicant &a"s or regu&ations% A mar'et ana&ysis "ou&) a&so inc&u)e overa&& mar'et inormationsuc# as sa&es #istory( current )eman)( an) e1pecte) uture tren)s% .t is particu&ar&y important to'no" "#et#er )eman) is increasing( )ecreasing( or remaining constant% T#e ne1t area o a

mar'et ana&ysis invo&ves creating an in4)ept# portrait o customers% T#roug# mar'et researc#( t#ecompany tries to ans"er suc#


16/33

16

% En(iron0ent 'riendly (ehicles% T#e company tries to )eve&op environment rien)&y cars byma'ing t#em more eicient% .t oers near&y mo)e&s t#at emit CO as &o" as Gg>'m% Toma'e BMW cars more environment rien)&y irm=s engineers )eve&op ne" types o ue&s( suc# as#y)rogen( too%

3% uality products% BMW is va&ue) on its engineering capabi&ities( s'i&&e) "or'orce an)


17/33

17

% Increasing 'uel prices% .ncreasing ue& prices open up &arge mar'ets or BMW #ybri) an)#y)rogen cars as consumers s#it to"ar)s c#eaper ue& types%

% Positi(e attitude to)ards CgreenD (ehicles% To)ay consumers are more a"are o t#e negative

eects ?air po&&ution@ cause) by cars ue&e) by petro& an) )iese&% 7arge


18/33

18

pro)ucts( socia&&y responsib&e practices( an) great bran) images )espite t#e investment an) ris'necessary to compete g&oba&&y% T#is report "i&& ana&y+e a&& o t#ese actors in )ept# an) #opeu&&yinspire corporate e1ecutives( especia&&y t#ose in t#e auto in)ustry( to &ea) by e1amp&e an)succee) in business in a g&oba& society Au)i=s recogni+ab&e &ogo eatures our interconnecte)si&ver rings( an) t#ose our rings symbo&i+e t#e 3 merger o our in)epen)ent ve#ic&e

manuacturers; Au)i( 02W( *orc#( an) Wan)erer%T#eseour groups orme) "#at is 'no"n to)ayas Au)i A-% T#e origina& Au)i "as oun)e) in by August *orc# in Q"ic'au( -ermany( an)t#e company=s primary ocus "as on bui&)ing automobi&es t#at cou&) compete in t#e &u1urymar'et% *orc# "as ab&e to estab&is# !a pro)uct )esign p#i&osop#y or t#e cars "it# #is )ec&are)aim o bui&)ing on&y #ig#4


19/33

19

C#ina( /SA( Austria( .n)ia( .n)onesia( Egypt( Russia( Ma&aysia( an) T#ai&an) an) a&somanuactures motorcyc&es in Bra+i& ?Au)i( @% Au)i #as recent&y announce) its p&ans toestab&is# a ne" manuacturing p&ant in Nort# America( an) it "i&& re&ease t#e &ocation o t#isp&ant )uring t#e summer o ?it is e1pecte) to be in Me1ico@% T#is ne" p&ant "i&& be part oAu)i=s ongoing attempt to H e1pan) its g&oba& reac# an) c&ose t#e mar'et s#are an) sa&es gap

bet"een it an) number one4ran'e) BMW in t#e "or&)=s &u1ury car mar'et% Au)i=s ne" p&ant"ou&) essentia&&y be t#e )ierence bet"een )e&ivering cars to customers in certain geograp#ica&areas in a matter o "ee's( rat#er t#an mont#s% BMW #as #a) a signiicant manuacturingpresence in t#e /nite) States since G( "#ic# #as #e&pe) t#e company maintain a strongcompetitive a)vantage against Au)i% Accor)ing to Au)i=s annua& report( t#e companyrecor)e) revenues o UG(GG mi&&ion ?H(II mi&&ion@( up rom U(D3 mi&&ion ?3(GI mi&&ion@ in( representing a DI%I year4to4year increase% BMW=s annua& report states t#at itsrevenues or t#e isca& year en)ing in "ere UG( mi&&ion ?D(GD mi&&ion@( up rom U3(G3mi&&ion ?G(3 mi&&ion@ in ( representing a H%3 year4to4year gro"t#% .n ( Au)i so&)an) )e&ivere) (H(G cars to customers( "#ic# represente) an increase o D% rom t#eprevious year ?Au)i( @% BMW so&) (DDI(I cars in ( "#ic# "as t#e best sa&es vo&ume

ac#ieve) in a sing&e year by t#e company in its #istory( an) a G% increase rom its sa&es in ?BMW( @%0ataMonitor( a company t#at specia&i+es in in)ustry ana&ysis( #as )eve&ope)company overvie"s an) au)its or bot# Au)i an) BMW% .n t#e Au)i report( it states t#at t#ecompany #as a #ig#er return on e


20/33

20

Every business #as bot# )irect an) in)irect competitors% A )irect competitor is a company t#atoers t#e same primary services to t#e same customer base% An in)irect competitor is a companyt#at oers t#e same or simi&ar services as part o a "i)er service oering( or t#at oers a goo) orservice t#at can serve as a viab&e substitute% Bot# types o competitors can )ra" business rom acompany( an) a goo) business p&an s#ou&) account or )irect an) in)irect competitors a&i'e One

o t#e primary )ierences bet"een )irect an) in)irect competitors is t#e business type% .n or)erto be consi)ere) a )irect competitor( t#e competing business must be in t#e same speciicin)ustry as t#e company un)er consi)eration% ,or e1amp&e( )irect competitorso a movie renta&store "ou&) be ot#er movie renta& stores an) renta& 'ios's% .n a))ition( )irect competitors servet#e same customer base( so on&ine renta& estab&is#ments "ou&) be a )irect competitor( event#oug# t#e company may not be &ocate) in t#e same geograp#y%

.n)irect competitors( on t#e ot#er #an)( "ou&) be stores t#at oer t#e same pro)uct or service(but not as t#eir primary service% .n t#e case o a movie renta& store( t#is mig#t inc&u)e grocerystores or ot#er retai&ers t#at inc&u)e movie renta& )epartments% Simi&ar&y( in t#e case o a rie)c#ic'en restaurant( t#is mig#t inc&u)e t#e prepare) oo)s section o a grocery store%T#e

)ierence bet"een )irect an) in)irect competitors is not a&"ays t#at c&ear( #o"ever% .n)irectcompetitors can a&so be businesses t#at oer a substitute or t#e oering o t#e primary company%,or e1amp&e( a rie) c#ic'en restaurant competes )irect&y "it# ot#er rien) c#ic'en restaurants(but it a&so competes in)irect&y "it# taco stan)s( #amburgerjoints an) ot#er


21/33

21

competitive situation Ater everyt#ing is ta'en into careu& consi)eration an) t#e country an)cu&ture are e1p&icit&y un)erstoo)( a company can estab&is# a reasonab&e p&an t#at "i&&t#eoretica&&y ensure success in t#e oreign mar'et% T#e basic i)ea is t#at t#e company=s nee)smust be matc#e) to t#e country=s nee)s( in or)er to e&icit t#e bestPossib&e outcome% . t#e eort to un)erstan) t#e business environment in a country is not ma)e(

#o"ever( it can &ea) to a ai&e) intro)uction attempt an) severe proit strugg&es in t#at mar'et%A&& o t#e e&ements in a company mar'eting mi1 ?pro)uct( price( p&ace( promotion@ nee) to beappropriate or t#e se&ecte) country in or)er or it to be successu& in t#at mar'et% . t#e pro)uctsty&e or eatures are un)esirab&e in t#at cu&ture or #ave no beneit to its citi+ens i t#e price is too#ig# base) on t#e average income o t#e target mar'et i t#e )istribution system an) c#anne&structure is ineective base) on t#e country=s inrastructure an) avai&ab&e interme)iaries or i t#ecompany=s promotion tactics an) a)vertising messages( symbo&s( an) content are oensive orobjectionab&e t#e company=s pro)ucts "i&& most &i'e&y never be very popu&ar "it# consumers int#e country% Once t#e country is "e&& researc#e) an) un)erstoo) in terms o cu&ture( constraints(opportunities( an) t#reats( t#e company can ocus on targeting speciic )emograp#ics an)creating a rationa& mar'eting p&an t#at "i&& a&&o" t#em to reac# t#eir target mar'et( just as in a

)omestic mar'eting campaign% T#roug#out t#is process( t#ere must be a great emp#asis p&ace)on un)erstan)ing t#e oreign customer an) meeting #is or #er nee)s( as t#at is u&timate&y "#at"i&& matter most in t#e entire internationa& mar'eting eort% One o t#e most )iicu&t )ecisionsmu&tinationa& corporations ?MNCs@ must ace is #o" muc# to eit#er g&oba&i+e or &oca&i+e t#eirmar'eting eorts% Creating a universa& message an) campaign "i&& #e&p t#e company save timean) money an) 'eep its bran) image muc# more consistent "or&)"i)e( but it can a&so a&ienatemembers o certain countries or regions an) give t#em no reason to buy t#e pro)uct% On t#eot#er #an)( concentrating on a &oca&i+e) mar'eting eort "i&& #e&p t#e company appea& to veryspeciic cu&tura& groups an) ma'e t#e pro)uct appear more tai&or4ma)e or eac# speciic region(but it can a&so be very cost&y an) time consuming an) u&timate&y not aect proits any more t#ana stan)ar)i+e) ?or g&oba&@ campaign "ou&) #ave% ,or &u1ury4oriente) car bran)s suc# as Au)ian) BMW( manuacturing processes an) t#e tec#no&ogy be#in) t#em must be a)vance) an) up4to4)ate in or)er or t#e companies to eective&y compete in a )iicu&t g&oba& environment%*ig#er4


22/33

22

B+W +R*ETIN" STRTE"4

B+W +R*ETIN" INN%turnover

En#ancing t#e strengt# o t#e bran)

Creating &oya& customers

Managing costs eective&y( t#us increasing proitabi&ity%

T#eir common mar'eting objective is to ac#ieve gro"t#% T#ere are a number o "ays in "#ic#BMW can gro"% ,or e1amp&e( t#ey mig#t e1pan) interna&&y% T#is is 'no"n as organic gro"t#% A


23/33

23

Product de(elop0ent

.nvo&ves )eve&oping ne" pro)ucts or services an) p&acing t#em into e1isting mar'et*aving t#eabi&ity to respon)


24/33

24

Print

T#e a)vertising rates in a perio)ica& &i'e Time Maga+ine ranges rom H( or a u&&4page

mono to 3D( or a u&&4page co&or a)% T#e average age o a Time Maga+ine subscriber is GHan) t#ey #ave a me)ian income o D(% T#is au)ience is o t"ice t#e age an) #a& t#e income

o BMW=s inten)e) target mar'et% Time Maga+ine is one o t#e premier perio)ica&s on t#e

mar'et at t#is time%

$


25/33

25

B+W SLES STRTE"4

A sa&es strategy sets out in )etai& #o" you "i&& get your pro)uct or service in ront o

peop&e "#o nee) it% 7oo'ing at it strategica&&y "i&& give you a compre#ensive( met#o)ica&approac# to ensuring you mar'eting your business correct&y an) you are approac#ing t#erig#t c&ients%

A sa&es strategy can be base) on your business an) mar'eting p&ans% .t &oo's at #o" you

"i&& )e&iver objectives set out in your mar'eting p&an( as "e&& as #o" you #ave c#osen tosegment your target mar'et an) #o" you "i&& un) you mar'eting activities%

A sa&es strategy is not t#e same as a mar'eting strategy% W#ereas mar'eting is about

getting your name out t#ere an) tempting ne" customers or re'in)&ing interest in yourbusiness( a sa&es strategy is more about #o" you c&ose t#e )ea&%

.n or)er to bui&) a compre#ensive strategy or your entire business( you "i&& nee) to sit

)o"n an) come up "it# a )ierent sa&es strategy or eac# o your pro)uct &ines% W#i&et#ey may a&& en) up &oo'ing very simi&ar( but it9s important to be a"are o subt&e)ierences bet"een your pro)ucts an) t#e customers "#o pay or t#em%

B+W sales ob:ecti(es

Start by setting out sa&es objectives or eac# o t#eir pro)ucts% W#at )o t#ey "ant to

se&&( "#o are t#eir target mar'et an) "#at are t#e timesca&es invo&ve)6 0eci)e "#ere t#eir

ocus "i&& &ie 4 "#et#er t#at9s on a speciic pro)uct or a c&ient base( an) "#at nee)s toc#ange or BMW to meet t#ese objectives%

,or eac# sa&es objective( &ist t#e steps BMW #ave to ta'e in or)er to meet t#em% T#ere

s#ou&) be ive or si1 steps or eac# objective% T#in' SMART "#en you are coming up"it# t#em;

Speciic

Measurab&e

Ac#ievab&e

Rea&istic

Time4sensitive

Consi)er #o" "i&& t#ey remove barriers to sa&es rat#er t#an as'ing #o" "i&& t#ey ma'e

sa&es "#en some one is coming up "it# t#eir objectives% Barriers can be anyt#ing romnot ma'ing enoug# ca&&s or customer visits to t#e nee) to give t#eir sa&es team bettertraining or t#e nee) to recruit anot#er sa&es person%


26/33


27/33

27

s#o"s t#at I o customers "#o are satisie) "it# t#e service o t#eir c#osen company ten) toavai& more pro)ucts or services an) t#ey consi)ere) t#e company as t#eir partner in t#e in)ustry%

So0e principles 'or increase in sales

Understand the (alue o' a custo0er/

W#at=s a customer "ort#6 ,are more t#an t#e va&ue o t#eir origina& purc#ase rom you% Acustomer represents a &ong4term( not a onetime va&ue% . you provi)e goo) service an) goo)va&ue to a customer to)ay( t#at customer "i&& continue coming bac' to you in t#e uture an)"i&& te&& ot#ers about t#e beneits o your pro)uct>service%

&reate and 0aintain a solid co0pany i0age/

Position your company in t#e min)s o consumers so t#ey 'no" "#o an) "#at you are% .nstea)o attempting to be !somet#ing or everyone($ ma'e an eort to be !somet#ing specia& or aspecia& e"%$ Segmentation is t#e "ay to bui&) sa&es an) increase mar'et o&&o"ing% Cater to aspeciic group o customers an) provi)e soun) goo)s an) services or t#at mar'et%

Stic. to the basics/

Some businesses become enamore) "it# every ne" mar'eting strategy or business approac##era&)e) by t#e &atest business guru% W#en it gets rig#t )o"n to it( t#oug#( it=s t#e basics t#atrea&&y matter% A goo) pro)uct or service( bac'e) by so&i) promotion to t#e rig#t mar'et an)o&&o"e) up "it# e1ceptiona& customer service( are t#e 'eys to continue) success in anybusiness%

Treat your e0ployees the )ay you7d li.e the0 to treat your custo0ers/

We=ve a&& been t#e victims o poor service% Poor service is res#e"is#es to go% Bot# are( in act( BMW pro)ucts But( one #as a #ig#er perceive) va&ue t#an t#e

ot#er #ig#er t#an t#e actua&)ierence in


28/33

28

business in avacuum% 2eep an ear to t#e groun) an) be a"are o current issues an) t#eir potentia&to impact your business%

E0brace ne) technology/

To)ay( more an) more customers e1pect t#at you "i&& be using tec#no&ogy to provi)e better

service to t#em% An .nternet site an) a presence on t#e socia& me)ia sites "#ere your au)ience isengage) are essentia&% Companies are a&so beginning to e1p&ore #o" t#ese ne" too&s can #e&pimprove eiciency an) processes customer orums( or instance( a&&o" customers to #e&pt#emse&ves an) eac# ot#er an) can re&ieve some o t#e bur)en on a company=s #e&p )es'%

-ire to the best

-oo) emp&oyees are #ar) to in) an) "ort# every cent you pay t#em% 0on=t s'imp "#en itcomes to #iring% Ta'e t#e time to c&ear&y i)entiy t#e


29/33

29

Bene'its o' #inancing

W#en you inance your BMW t#roug# BMW ,inancia& Services( you beneit rom t#e act t#at"e &ove BMWs as muc# as you )o% We 'no" #o" "e&& BMWs #o&) t#eir va&ue an) #o" muc#un t#ey are to )rive%

0eci)e on your )ream BMW an) &et us provi)e &e1ib&e inancing to #e&p you )rive it #ome% Weoer options or &oan customi+ation( &o" competitive rates( no )o"n payment ?subject to cre)itapprova&@( terms up to D mont#s( an) our O"ners C#oice program eaturing &o" mont#&ypayments or ne" an) Certiie) Pre4O"ne) BMWs%

BMW ,inancia& Services is )esigne) to meet t#e e1pectations o BMW )rivers( an) t#at9s "#yyou9&& in) our perormance matc#es t#e ve#ic&es "e inance%

%)nershipW#en you inance your ne" BMW( your name goes on t#e tit&e an) "#en t#e &oan perio) en)s(

you become t#e o"ner% Kou can se&& your BMW or tra)e it in at any time% Kou can even tra)e itor a &ease) BMW( using t#e va&ue o t#e ve#ic&e to re)uce your mont#&y payments%

-igh resale (alueKou "i&& usua&&y in) t#e resa&e va&ue is sti&&


30/33

30

-o) it B+W Select explained/

)or.s

Bene'its o' B+W Select

"enuine B+W accessories 'or your B+W/B+W -ire Purchase/

. you &i'e to ma'e i1e) regu&ar payments t#roug#out your agreement( BMW *ire Purc#ase is asimp&e( straig#tor"ar) "ay to inance your ne" BMW%

Wit# BMW *ire Purc#ase you can sprea) t#e cost o purc#asing your BMW over time so it9seasy to bu)get% An) because your mont#&y payments are i1e)( you9&& a&"ays 'no" e1act&y #o"muc# you=re spen)ing%

-o) it )or.s

Bene'its o' B+W -ire Purchase The ne) B+W !>

B+W &ontract -ire/

. you9) &i'e t#e i)ea o #iring a BMW rat#er t#an o"ning it( BMW Contract *ire is t#e i)ea&

so&ution or you% BMW Contract *ire a&&o"s you to )rive t#e BMW you "ant "it#out #aving to"orry about )epreciation or se&&ing it an)( provi)ing t#e ve#ic&e is "it#in t#e agree) mi&eage an)in goo) con)ition or its age( you "i&& #ave not#ing more to pay at t#e en) o t#e agreement% ,orpeace o min)( you can a&so inc&u)e a maintenance pac'age at a sma&& e1tra cost%

BMW Contract *ire is a popu&ar c#oice "it# our business customers because :AT registere)

businesses can rec&aim up to H o t#e :AT on t#eir renta&s%

Bibliography

A&&business%com; !A&&business Company Activities$% #ttp;>>"""%a&&business%com>company4activities4management>operations>DIHI4%#tm&( visite) Ht# o Marc# %

Anso( .% ?@( !.mp&anting Strategic Management$( ,T Prentice4*a&&%Arnott( Robert 0%( an) Peter 7% Bernstein ?@( 5W#at Ris' Premium is 9Norma&965 ,inancia&Ana&ysts Journa&( :o&% HI( No% ?Marc#>Apri& @( pp% DG4IH%Automotive Ne"s; !Rising resi)ua&s encourage &easing$%#ttp;>>searc#%ebsco#ost%com>&ogin%asp16)irectXtrue F )bXbt# F ANXGGDH3D FsiteXe#ost4&ive(visite) Ht# o Marc# Automotive Ne"s; !Automotive Ne"s *ome$%
http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44605736&http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=44605736&


31/33

31

#ttp;>>"""%autone"s%com>apps>pbcs%)&&>artic&e6A.0X>DH>COPK>3DH3G( visite)Dt# o Marc# Automotive Ne"s Europe >3>3( :o&% I .ssue ( pI( p( 3 Co&or P#otograp#sAutomotive Ne"s 3>3>I( :o&% I .ssue D( pG4G( pAutomotive Ne"s >>( :o&% IG .ssue D3G( pDJ4DJ( >p( c#arts

Auto4motor4un)4sport; !O&ympisc#e Spie&e $% #ttp;>>"""%auto4motor4un)4sport%)e>ne"s>o&ympisc#e4spie&e44bm"4"ir)4automobi&partner4GI3I%#tm&% :isite) ont#e % Apri& %Barc&ey( M% J% An) *o&)erness( C% -% ?@( !T#e &a" an) &arge4b&oc' tra)es$( Journa& o 7a"an) Economics( :o&% 3( pp% DH4G%Barc&ey( M% J% An) *o&)erness( C% -% ?@( !T#e &a" an) &arge4b&oc' tra)es$( Journa& o 7a"an) Economics( :o&% 3( pp% DH4G%Barney ?@( !-aining an) Sustaining Competitive A)vantage$( n) e)ition ( pp 34G(Pearson e)ucation( inc%( /pper Sa))&e River( NJ%Bebc#u'( 7ucian et A&&%( ?@% !Stoc' Pyrami)s( Cross4O"ners#ip an) 0ua& C&ass Eapps>ne"s6pi)XD3 Fsi)XaCOIMtDmG3*/( visite) t#e Gt#,ebruary%#ttp;>>"eb%ebsco#ost%com%"""%baser%)'>e#ost>p)6vi)X F #i)X Fsi)XH3Ic3ce4ebb34GHe4aHG4)IDeb3)YsessionmgrG( visite) on t#e 3r) o ,ebruary%BMW4Orac&e; !America=s Cup$% #ttp;>>bm"orac&eracing%com>)e>in)e1%#tm&6trac'%reerX% :isite)on t#e % Apri& %BMW AR ?3@( ,inancia& Report 3%BMW AR ?I@( ,inancia& Report I% Re&ease) on t#e t# marc# BMW AR ?@( ,inancia& Report o t#e BMW Company( re&ease) t# Marc#
http://www.bloomberg.com/apps/news?pid=20601103&http://web.ebscohost.com.www.baser.dk/ehost/pdf?vid=19&hid=107&http://www.bloomberg.com/apps/news?pid=20601103&http://web.ebscohost.com.www.baser.dk/ehost/pdf?vid=19&hid=107&


32/33

32


33/33

33

Documents

A Project Report on Bmw