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MBA SCIENCES PO 2007 Kaoru TANISHO Rebecca MICHEL Greaud VISINONI Alain DAYA
Contents
1 The Problem: BMWs position in the US market__________________________________3
1.1 PEST analysis of BMW environment.......................................................................................3 1.2 The SWOT analysis of BMW before the arrival of Gerlinger................................................3 1.3 Porters five forces applied to BMW.........................................................................................5 1.4 Summary of the Problem...........................................................................................................5
4 Conclusion_________________________________________________________________8
4.1 Sustainable Differentiation or Not............................................................................................8 4.2 Other ideas and critiques...........................................................................................................8
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BMW
BMW
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High Quality Long experience as automobile manufacturers (since 1923) Financially independent (no ventures or partnerships) Solid brand recognition: the BMW brand is well known and the dealers have deep respect of BMW products Very large choice of cars (11 models) compared to Japanese manufacturers which often had only 3 models with accessories making the difference between the models Artisan production process means high quality and not mass produced; makes the products special Weakness: They are only in the luxury market, so they are totally dependant on the trend of this segment The artisanal approach did not allow BMW any benefit from economies of scale and gave them an 8-year cycle instead of 4 year for new product development. Moreover, it implies high production cost. Low advertising budget (half of the Lexus budget) The dealer network was very weak, with few exclusive sellers (106/375) and financially in trouble Prestigious brand in a market in quest of more value (in terms of quality/price ratio). BMW had a reputation for having an outrageous price with less value No manufacturing facilities in the US Price dependent on the exchange rate German plants were close to their limits of production Opportunities: Winning in the US market can facilitate the expansion or help/facilitate world success Highlight other aspects of the product BMW would bring value and pleasure: have a BMW make you socially responsible driver (sofa vs. cockpit). Building a plant in the US would accommodate high price and production constraint Justify the premium and build owner loyalty Dealer relationship can be improved Diversify the products in order to allow the customers through their life Threats: Competition of the Japanese manufacturers: Lexus in, BMW out. Competitors have developed a good reputation with reliability, customer service and important dealer network BMW is small overall competitor with 1.7% of the worlds output and only 0.7% of the US market share) Competition financially stronger through ventures Competitors prices are much more attractive Change in social values and consumer buying behaviour: more valueDistribution 4/8 TANISHO/MICHEL/VISINONI/DAYA
oriented The US market volatility: tastes change quickly Currency fluctuations The Tax Reform Act, Stock Market Crash, Lux and Gas Guzzler taxes
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BMW is performance and quality oriented. It is a prestigious brand. The prices of their products were high (above 20 000 USD for the cheapest model) in comparison with the competition. BMW advertised little, relying on its reputation and customer loyalty to make sales. They did have a deep product line with 11 models, however. The BMW Driver was seen as a yuppie. The company was focusing on the driving pleasure and the marketing strategy led the brand to be associated with selfish people, who drive too fast, with no care for others. This brand was also associated with aggressive success and for people on the way up. (JD Power customer Satisfaction Survey) There was a lack of customer care. The dealer network was in very bad shape. Most of them did not have support form BMW and had financial difficulties. Less of 30% of the dealers were exclusively selling BMW. It implied a loss of control of BMW and as a consequence there was little attention to customer care. The price, promotion and product strategy that worked in the 80s, was no longer relevant to the 90s market due to changes in the economic and political environment which lead to a shift in the consumers values.
Promotion:
Product:
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Thus, BMW was able to meet the customers demand for a valueoriented vehicle
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4 Conclusion
4.1 Sustainable Differentiation or Not
Political and economical changes lead to changes in social values and consumer buying behavior. The old business strategy needed to change and Gerlingers overall strategy helped to address several of these problems that BMW was experiencing in the US market. However, the true test of a good strategy is if it allows the company to have a competitive advantage that is durable and protectable. What is good about BMWs branding strategy is that it allows the company to use its 20 year old message that BMW is still the Ultimate Driving Machine, but now because its a smart choice that makes you a better driver. This is a durable message that adds value to an established positioning of the brand. Additionally, by setting up a manufacturing plant in the US, BMW will be able to not only better hedge its currency or economic risk by being present in multiple territories, but it makes the company more agile to react to customers needs and show its serious commitment to the market. However, the company will need to continually keep in contact with users in order to keep in touch with what those needs are in the US. The appointment of DeMarco will be key to achieving this, but the company may also wish to try to get closer to the customer. In this case, it may be a good idea for the company to try to get more exclusive dealerships so that the entire BMW buying experience is ensured from start to finish, giving BMW a lasting competitive advantage over competitors that can last a long time. Overall, the strategies put in place by Gerlinger allowed BMW to adapt to the changes in the marketplace. Certain strategies also permitted BMW to have a sustainable advantage over the marketplace, however, to continue to stay on top, BMW will need to continue to monitor the marketplace closely to adapt to future changes in the marketplace.
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