BMW in Greece

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Group presentation I co-designed for a Global Marketing course at HEC Montreal. (MBA 2010)

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  • Natural attrition
  • When bmw is going to directly manage the business in greece, that’s when the ceo brings everyone together, over a whole day of company get together and communicates the vision for BMW for greece, market shares, AND especially culture – what BMW wants to stand for – the eldest, resistent to change will not like it very much but younger ones will be interested in this  this will identify naturally the ones resistent to change and draws the line  start the natural filtering process (its gonna appeal to some and not to others, especially the older ones who have been doing it for years) it will help u pinpoint who’s in favor of the plan and who’s not  take different approaches according to the people, and will be able to manage each differently  the dinausors, the change heroes / this guys needs to have an HR manager that is on board the plan (probably a new one) – have to build on the fact that relationships are important  defining relationships differently: hiarchyvs team – a lot of social family events to bring in BMW’s family culture – encourage intrapreneurship and open communication – engage employees with program asking them to propose ideas to build and enhance BMW brand – need to start satisfying them beyond financials – you want feedback from them , enhance their participation  capitalize on early wins, show them that u mean business and that urwalkin the talk and take feedback and implement things they propose to show goodwill – act on it very fast to build credibility of HR bcse its through hr that u will make the culture evolve – 1957 bmw situation – FIRM
  • When bmw is going to directly manage the business in greece, that’s when the ceo brings everyone together, over a whole day of company get together and communicates the vision for BMW for greece, market shares, AND especially culture – what BMW wants to stand for – the eldest, resistent to change will not like it very much but younger ones will be interested in this  this will identify naturally the ones resistent to change and draws the line  start the natural filtering process (its gonna appeal to some and not to others, especially the older ones who have been doing it for years) it will help u pinpoint who’s in favor of the plan and who’s not  take different approaches according to the people, and will be able to manage each differently  the dinausors, the change heroes / this guys needs to have an HR manager that is on board the plan (probably a new one) – have to build on the fact that relationships are important  defining relationships differently: hiarchyvs team – a lot of social family events to bring in BMW’s family culture – encourage intrapreneurship and open communication – engage employees with program asking them to propose ideas to build and enhance BMW brand – need to start satisfying them beyond financials – you want feedback from them , enhance their participation  capitalize on early wins, show them that u mean business and that urwalkin the talk and take feedback and implement things they propose to show goodwill – act on it very fast to build credibility of HR bcse its through hr that u will make the culture evolve – 1957 bmw situation – FIRM
  • BMW in Greece

    1. 1. Greece
    2. 2. OutlineBMW Situation Greek Recommendations in Greece vs. BMW (Culture)
    3. 3. LocalPowerful Greek Importer Family Local Dealers
    4. 4. PROJECT SWITCH Local Dealers
    5. 5. BMW GreeceUntapped Potential
    6. 6. $Importer Profit Maximization Overstaffed organizationImporter/dealer Low Market Share relationship
    7. 7. OutlineBMW Situation Greek Recommendations in Greece vs. BMW (Culture)
    8. 8. Greece Corporate CultureFamily Relationships Family Relationships Hierarchical Society Network is Essential Face to Face Low Initiative Taking Team Work
    9. 9. BMW Corporate Culture Family Relationships Innovation Informal Hierarchy Open Door Policy Extensive Training Intrapreneurship Team Work
    10. 10. OutlineBMW Situation Greek Recommendations in Greece vs. BMW (Culture)
    11. 11. RecommendatioInternal ns Brand ExternalChanges Changes Building
    12. 12. Hire Key Position Change Heroes = Local Knowledge = BMW Expertise Yallouridis President Sales & Marketing Operations Human Resources Senior Managers Senior Managers Senior Managers
    13. 13. Communicate BMW Vision New Corporate Culture
    14. 14. Results Natural Attrition Identify Top Performers
    15. 15. Employee Motivation & Incentives New Corporate Culture
    16. 16. RecommendatioInternal ns Brand ExternalChanges Changes Building
    17. 17. Importer’s Son NO Dealership!Message to Employees: Message to Dealers: Message to Public: Things are We Mean BMW Brand Changing Business Image
    18. 18. Dealers Relationship 5 years to prove yourself Culture Change
    19. 19. RecommendatioInternal ns Brand ExternalChanges Changes Building
    20. 20. Internal Brand Building Customer Prime Location Centricity Training New Infrastructure
    21. 21. External Brand Building State of Art Showrooms Reward System In-touch with HO Training Give Dealership to rich entrepreneur!!! Test Drives Customer Service
    22. 22. High Balance Maximize global with world –scale local systems concerns GLOBALCONSISTENCY Export Encourage domestically local produced autonomy products Low LOCAL High Low RESPONSIVENESS
    23. 23. Danke!σας ευχαριστώ!

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