Analysis of BMW mini case from Kotler's Marketing Management textbook.
This presentation was created by Shashank Srivastava, IET Lucknow during a Marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
BMW is a luxury German automaker known for high-quality vehicles. It sells over 1.95 million cars and 115,000 motorcycles annually. BMW focuses on engineering excellence and designs vehicles that appeal to status-seeking customers. It uses a lean distribution model with authorized dealerships in premium locations to maintain an exclusive brand image. BMW promotes through high-quality television ads focusing on technology, performance, and luxury to position the brand as aspirational. It prices vehicles at a premium to appeal to customers seeking status and craftsmanship over functionality alone.
This document provides an overview and analysis of BMW's marketing strategies. It discusses [1] BMW's history beginning as an aircraft manufacturer and its evolution into an automaker known for luxury vehicles. [2] It examines BMW's segmentation, targeting, and positioning strategies, noting its focus on higher-income consumers in Europe and North America. [3] The document analyzes BMW's marketing mix, including its product lines, promotional campaigns, pricing strategies, and distribution channels.
BMW has long focused on innovation and premium vehicles to attract customers. Over the years, BMW expanded its model offerings, production capabilities, and global markets. It tailored its products and marketing to target high-income professional customers seeking status and luxury. While this selective strategy helped BMW succeed in growing its premium brand, it also made the company more vulnerable during economic downturns when fewer customers could afford its vehicles.
BMW is a German luxury automaker known for performance vehicles. It was founded in 1916 and produces sedans, SUVs, and roadsters. BMW targets baby boomers and professionals who want to showcase their success. The company emphasizes high quality, performance, and environmental friendliness. It invests heavily in green technology like electric vehicles. BMW's vision is to create customizable vehicles that can handle both driverless and driver-operated modes.
This document provides an overview of BMW (Bayerische Motoren Werke) including its history, segments, brand portfolio, subsidiaries, production plants, joint ventures, purchasing and distribution networks, key markets, and comparisons to other automakers. It discusses BMW's global production network and locations worldwide and in Europe. Specific joint ventures with Brilliance China and SGL Group are described. Potential reasons given for not choosing BMW include high costs of production and ownership, inconsistent market share performance, reliability issues, lack of consumer incentives, and vehicles having fewer usable miles before becoming worthless.
This document discusses BMW, a German luxury automaker founded in 1916. It owns Mini and Rolls-Royce brands. BMW's mission is to be a leading provider of premium products and services. Its vision is to inspire mobility and shape future premium mobility. The company aims to profitably grow in premium auto segments globally. It selectively targets upper-income consumers to build a strong brand associated with success. While this limits revenue, it creates loyalty. The document examines pros, cons, and opportunities for BMW, concluding its segmentation was not too exclusive during an economic recession when loyal customers still purchased BMWs.
The document discusses the application of the BCG matrix to analyze major automobile companies in India. It provides statistics on India's ranking in auto manufacturing and outlines the major players in different vehicle segments. Market share data shows that Maruti Suzuki dominates the passenger vehicle market with nearly 50% share, followed by Hyundai, Mahindra & Mahindra, and Tata Motors. For each of these top three companies - Maruti Suzuki, Hyundai, and Mahindra & Mahindra - the document analyzes their product portfolios using the BCG matrix to classify products as question marks, dogs, cash cows or stars based on their market growth and market share.
BMW is a luxury German automaker known for high-quality vehicles. It sells over 1.95 million cars and 115,000 motorcycles annually. BMW focuses on engineering excellence and designs vehicles that appeal to status-seeking customers. It uses a lean distribution model with authorized dealerships in premium locations to maintain an exclusive brand image. BMW promotes through high-quality television ads focusing on technology, performance, and luxury to position the brand as aspirational. It prices vehicles at a premium to appeal to customers seeking status and craftsmanship over functionality alone.
This document provides an overview and analysis of BMW's marketing strategies. It discusses [1] BMW's history beginning as an aircraft manufacturer and its evolution into an automaker known for luxury vehicles. [2] It examines BMW's segmentation, targeting, and positioning strategies, noting its focus on higher-income consumers in Europe and North America. [3] The document analyzes BMW's marketing mix, including its product lines, promotional campaigns, pricing strategies, and distribution channels.
BMW has long focused on innovation and premium vehicles to attract customers. Over the years, BMW expanded its model offerings, production capabilities, and global markets. It tailored its products and marketing to target high-income professional customers seeking status and luxury. While this selective strategy helped BMW succeed in growing its premium brand, it also made the company more vulnerable during economic downturns when fewer customers could afford its vehicles.
BMW is a German luxury automaker known for performance vehicles. It was founded in 1916 and produces sedans, SUVs, and roadsters. BMW targets baby boomers and professionals who want to showcase their success. The company emphasizes high quality, performance, and environmental friendliness. It invests heavily in green technology like electric vehicles. BMW's vision is to create customizable vehicles that can handle both driverless and driver-operated modes.
This document provides an overview of BMW (Bayerische Motoren Werke) including its history, segments, brand portfolio, subsidiaries, production plants, joint ventures, purchasing and distribution networks, key markets, and comparisons to other automakers. It discusses BMW's global production network and locations worldwide and in Europe. Specific joint ventures with Brilliance China and SGL Group are described. Potential reasons given for not choosing BMW include high costs of production and ownership, inconsistent market share performance, reliability issues, lack of consumer incentives, and vehicles having fewer usable miles before becoming worthless.
This document discusses BMW, a German luxury automaker founded in 1916. It owns Mini and Rolls-Royce brands. BMW's mission is to be a leading provider of premium products and services. Its vision is to inspire mobility and shape future premium mobility. The company aims to profitably grow in premium auto segments globally. It selectively targets upper-income consumers to build a strong brand associated with success. While this limits revenue, it creates loyalty. The document examines pros, cons, and opportunities for BMW, concluding its segmentation was not too exclusive during an economic recession when loyal customers still purchased BMWs.
The document discusses the application of the BCG matrix to analyze major automobile companies in India. It provides statistics on India's ranking in auto manufacturing and outlines the major players in different vehicle segments. Market share data shows that Maruti Suzuki dominates the passenger vehicle market with nearly 50% share, followed by Hyundai, Mahindra & Mahindra, and Tata Motors. For each of these top three companies - Maruti Suzuki, Hyundai, and Mahindra & Mahindra - the document analyzes their product portfolios using the BCG matrix to classify products as question marks, dogs, cash cows or stars based on their market growth and market share.
An insight about how BMW successfully segmented its consumers and evolved into a stronger brand. Made during the marketing internship under Prof. Sameer Mathur, IIM Lucknow
BMW vigorously protects its intellectual property through trademarks, patents, design rights, and trade secrets. This includes trademarks for its circular logo and model names, patents for new technologies, registered designs for vehicle body parts and components, and trade secrets for processes like converting methane to hydrogen. When others infringe these IP rights through counterfeit goods or copying vehicle designs, BMW takes legal action. Courts have recognized BMW's logos and trademarks as being well-known and thus entitled to broad protection against confusingly similar uses.
BMW is a German automobile company founded in 1916. It is known for luxury vehicles and sports cars. Some key points:
- BMW focuses on high quality and innovation in their vehicles. Their mission is to sell products with the highest quality and integrity.
- Their main competitors are Audi, Mercedes, Lexus, and Porsche. They have adopted strategies like differentiation to gain competitive advantages over rivals.
- A SWOT analysis found strengths in their brand reputation and technological advancements, but also weaknesses like recalls and threats from increasing competition.
- BMW uses strategies such as product development, market expansion, and moving into emerging markets for continued growth. They aim to treat customers like family and provide more
The document provides information about BMW, including:
- BMW produces high-end sporty cars and motorcycles as well as aircraft engines under the Rolls Royce brand name.
- It has production facilities around the world and defines premium mobility for the present and future.
- The company has a long history dating back to 1917 and has expanded its product range and global operations over the decades.
Mahindra and Mahindra Limited is India's largest tractor manufacturer with a domestic market share of around 42%. It operates globally with manufacturing plants in India, China, and the United States. The company focuses on quality, customer focus, and transparency. It utilizes its scale, technological capabilities, and integrated supply chain to deliver affordable, high-quality tractors and farm equipment. Mahindra faces competition from other tractor manufacturers but maintains sustainable competitive advantages through its operations, infrastructure, and brand.
The document discusses reasons for the failure of the Tata Nano car in India, including reliability issues, a perception of poor safety, high running costs, a lack of trust in Tata cars, the lack of alternative fuel options, and very low resale value. It also discusses factors like an inadequate dealer network, ineffective advertising that did not create a sense of pride or excitement, and communication issues from Tata Motors. Suggestions to revive sales include offering diesel or hybrid options, repositioning the brand image, and marketing to commercial customers.
The BMW X3 is targeted towards consumers in the later stages of the family life cycle:
- Married with teenage children (Full Nest II): The X3 provides enough space and cargo capacity for an active family with older children, while still being a smaller SUV suitable for families with teenagers.
- Empty nest I (Older married couples, no children living with them, still working): As children move out, the X3 offers a versatile and luxurious vehicle that can be used for both family and personal needs.
- Empty nest II (Older married couples, no children living with them, retired): The X3 appeals to older consumers looking to downsize from a larger vehicle but still want the comfort, prestige and
Market Segmentation and Targeting with BMWPankaj Chauhan
BMW is one of the best Luxury car Brand available throughout the globe. BMW target only selective segments. This PPT is about different types of Segments available in a genrel market and how BMW has target few of them
Please visit here for voice over presentation https://www.youtube.com/watch?v=_Ha614-Daug
Disclaimer: Lot of material is taken up from Internet. I was not able to give acknowledgment as i lost the track of sources. In case any copyright material used please let me know. Thank You
BMW plans its products and production capacities strategically. It decides on future products, estimated sales, and the production timeline for each product over its lifecycle. BMW then allocates products to plants and determines required production capacities. BMW targets customers aged 25-40 who value luxury, technology, and a feeling of safety. It dominates markets in Europe and North America with over 70% of sales. BMW aims to strengthen its position and increase annual sales to over 2 million units by focusing on emerging markets and engaging in new profitable areas.
The presentation talks about BMW, its selective target marketing directed towards elites, high advertising costs, changing customer preferences, the need to bring in affordable models and the pros and cons of its strategies.
BMW was founded in 1916 as Bayerische Flugzeugwerke to produce aircraft engines and began producing motorcycles in 1923 after World War I restrictions prohibited aircraft production. It experienced financial difficulties in the late 1950s but was able to recover by acquiring rights to the Isetta microcar. BMW has since become a leading luxury automaker known for the 3-Series and SUVs, and also owns the Mini and Rolls-Royce brands. It continues to be a major motorcycle manufacturer under the BMW Motorrad brand, pioneering innovations like the opposed-twin boxer engine layout.
Management 315: International Management, Professor In Hyeock Lee
Loyola University Chicago Spring 2013
This case study analyzes Honda's overall performance as a multinational enterprise using the company's revenue data, 4 distances, firm specific advantages, country specific advantages, foreign direct investment, and much more.
Apollo Tyres aims to strengthen its brand awareness and perception through a marketing mix focused on product innovation, an extensive distribution network, and promotional campaigns emphasizing functional benefits. The company segments consumers and targets various vehicle types, focusing currently on passenger cars and the truck/bus segment. Apollo positions itself as providing high-performance, safe tyres at a value price through advanced technology.
Analysis of BMWs Global Supply Chain Network - its production - distribution ...Sachin Mathews
This document provides an analysis of BMW's global supply chain, including its production, distribution, sourcing strategies, and mechanisms. It begins with an introduction and overview of key aspects of automotive supply chains. It then focuses on BMW's case study, examining its corporate strategy, supply chain design, extensive supplier network management, build-to-order production system, distribution network, and sustainability practices. A SWOT analysis of BMW's supply chain is presented, identifying strengths like its flexible production line and effective supplier relationships, weaknesses such as exposure to exchange rate fluctuations, and opportunities for further improvement. Recommendations are provided for BMW to overcome weaknesses and threats and enhance supply chain performance.
BMW conducted a SWOT analysis to evaluate its strengths, weaknesses, opportunities, and threats in response to changes in the automobile industry. Some of BMW's key strengths included its reputation for luxury and quality, engineering history, and flexible facilities. Weaknesses included high manufacturing costs and overreliance on the 1 Series model. Opportunities existed in economies of scale from acquisitions and expanding into new market segments. Major threats included increased merger activity from larger competitors and more direct competition from brands like Volkswagen, Mercedes, and Toyota. BMW's acquisition of Rover aimed to capitalize on opportunities for increased scale and market coverage, but it ultimately failed and BMW had to reevaluate its strategy.
This document summarizes and compares the marketing strategies of 4 luxury car companies: Mercedes Benz, Audi, Lexus, and BMW. It discusses their company profiles, segmentation, targeting, and positioning. It also reviews their use of marketing promotion in social media and their overall marketing mixes, including their products, pricing, placement, promotion, and people strategies. The document aims to evaluate and compare the marketing mixes among these top luxury car brands.
BMW has been a top luxury automaker since the early 1900s, starting with engines before expanding to cars. Key to BMW's success is its range of high-quality vehicles that appeal to both upper and lower classes. BMW has a global manufacturing and distribution network to produce and deliver vehicles and parts worldwide. Through consistent marketing over many years, BMW has established itself as a top-of-mind luxury brand, known for its reputation, premium pricing, and creating an image of desirability among customers.
BMW is a German luxury automaker founded in 1917. It moved some production to Spartanburg, South Carolina in the US in 1992. Key reasons for moving production outside Germany included access to cheaper labor, proximity to suppliers and customers for lower supply chain costs, and business-friendly policies in South Carolina. BMW evaluated over 10 locations based on these factors before choosing Spartanburg. The plant there employs 8,800 and was a $2.2 billion investment that strengthened BMW's global production network.
BMW produced 5 short films called "The Hire" starring Clive Owen to promote its brand and vehicles. The films cost $15 million to produce and generated high viewership online. This document considers alternatives for BMW's next marketing initiatives, including producing more short films, making a feature-length film, or utilizing traditional marketing and developing computer games. It recommends the latter option to maximize the value of the existing films, engage younger audiences, and continue portraying BMW's technology-focused brand image in an innovative way.
This document discusses issues with declining customer service ratings and revenue at Sharpe BMW dealership in Grand Rapids, Michigan. Management proposed a new plan to address this by offering technicians a monthly bonus if customer service index ratings were above 91%. However, technicians were dissatisfied with this plan. The intervention plan involves holding a large group meeting with management and technicians to discuss problems and solutions. The goals are to better align company and technician goals, and collect more robust customer feedback data to improve service.
An insight about how BMW successfully segmented its consumers and evolved into a stronger brand. Made during the marketing internship under Prof. Sameer Mathur, IIM Lucknow
BMW vigorously protects its intellectual property through trademarks, patents, design rights, and trade secrets. This includes trademarks for its circular logo and model names, patents for new technologies, registered designs for vehicle body parts and components, and trade secrets for processes like converting methane to hydrogen. When others infringe these IP rights through counterfeit goods or copying vehicle designs, BMW takes legal action. Courts have recognized BMW's logos and trademarks as being well-known and thus entitled to broad protection against confusingly similar uses.
BMW is a German automobile company founded in 1916. It is known for luxury vehicles and sports cars. Some key points:
- BMW focuses on high quality and innovation in their vehicles. Their mission is to sell products with the highest quality and integrity.
- Their main competitors are Audi, Mercedes, Lexus, and Porsche. They have adopted strategies like differentiation to gain competitive advantages over rivals.
- A SWOT analysis found strengths in their brand reputation and technological advancements, but also weaknesses like recalls and threats from increasing competition.
- BMW uses strategies such as product development, market expansion, and moving into emerging markets for continued growth. They aim to treat customers like family and provide more
The document provides information about BMW, including:
- BMW produces high-end sporty cars and motorcycles as well as aircraft engines under the Rolls Royce brand name.
- It has production facilities around the world and defines premium mobility for the present and future.
- The company has a long history dating back to 1917 and has expanded its product range and global operations over the decades.
Mahindra and Mahindra Limited is India's largest tractor manufacturer with a domestic market share of around 42%. It operates globally with manufacturing plants in India, China, and the United States. The company focuses on quality, customer focus, and transparency. It utilizes its scale, technological capabilities, and integrated supply chain to deliver affordable, high-quality tractors and farm equipment. Mahindra faces competition from other tractor manufacturers but maintains sustainable competitive advantages through its operations, infrastructure, and brand.
The document discusses reasons for the failure of the Tata Nano car in India, including reliability issues, a perception of poor safety, high running costs, a lack of trust in Tata cars, the lack of alternative fuel options, and very low resale value. It also discusses factors like an inadequate dealer network, ineffective advertising that did not create a sense of pride or excitement, and communication issues from Tata Motors. Suggestions to revive sales include offering diesel or hybrid options, repositioning the brand image, and marketing to commercial customers.
The BMW X3 is targeted towards consumers in the later stages of the family life cycle:
- Married with teenage children (Full Nest II): The X3 provides enough space and cargo capacity for an active family with older children, while still being a smaller SUV suitable for families with teenagers.
- Empty nest I (Older married couples, no children living with them, still working): As children move out, the X3 offers a versatile and luxurious vehicle that can be used for both family and personal needs.
- Empty nest II (Older married couples, no children living with them, retired): The X3 appeals to older consumers looking to downsize from a larger vehicle but still want the comfort, prestige and
Market Segmentation and Targeting with BMWPankaj Chauhan
BMW is one of the best Luxury car Brand available throughout the globe. BMW target only selective segments. This PPT is about different types of Segments available in a genrel market and how BMW has target few of them
Please visit here for voice over presentation https://www.youtube.com/watch?v=_Ha614-Daug
Disclaimer: Lot of material is taken up from Internet. I was not able to give acknowledgment as i lost the track of sources. In case any copyright material used please let me know. Thank You
BMW plans its products and production capacities strategically. It decides on future products, estimated sales, and the production timeline for each product over its lifecycle. BMW then allocates products to plants and determines required production capacities. BMW targets customers aged 25-40 who value luxury, technology, and a feeling of safety. It dominates markets in Europe and North America with over 70% of sales. BMW aims to strengthen its position and increase annual sales to over 2 million units by focusing on emerging markets and engaging in new profitable areas.
The presentation talks about BMW, its selective target marketing directed towards elites, high advertising costs, changing customer preferences, the need to bring in affordable models and the pros and cons of its strategies.
BMW was founded in 1916 as Bayerische Flugzeugwerke to produce aircraft engines and began producing motorcycles in 1923 after World War I restrictions prohibited aircraft production. It experienced financial difficulties in the late 1950s but was able to recover by acquiring rights to the Isetta microcar. BMW has since become a leading luxury automaker known for the 3-Series and SUVs, and also owns the Mini and Rolls-Royce brands. It continues to be a major motorcycle manufacturer under the BMW Motorrad brand, pioneering innovations like the opposed-twin boxer engine layout.
Management 315: International Management, Professor In Hyeock Lee
Loyola University Chicago Spring 2013
This case study analyzes Honda's overall performance as a multinational enterprise using the company's revenue data, 4 distances, firm specific advantages, country specific advantages, foreign direct investment, and much more.
Apollo Tyres aims to strengthen its brand awareness and perception through a marketing mix focused on product innovation, an extensive distribution network, and promotional campaigns emphasizing functional benefits. The company segments consumers and targets various vehicle types, focusing currently on passenger cars and the truck/bus segment. Apollo positions itself as providing high-performance, safe tyres at a value price through advanced technology.
Analysis of BMWs Global Supply Chain Network - its production - distribution ...Sachin Mathews
This document provides an analysis of BMW's global supply chain, including its production, distribution, sourcing strategies, and mechanisms. It begins with an introduction and overview of key aspects of automotive supply chains. It then focuses on BMW's case study, examining its corporate strategy, supply chain design, extensive supplier network management, build-to-order production system, distribution network, and sustainability practices. A SWOT analysis of BMW's supply chain is presented, identifying strengths like its flexible production line and effective supplier relationships, weaknesses such as exposure to exchange rate fluctuations, and opportunities for further improvement. Recommendations are provided for BMW to overcome weaknesses and threats and enhance supply chain performance.
BMW conducted a SWOT analysis to evaluate its strengths, weaknesses, opportunities, and threats in response to changes in the automobile industry. Some of BMW's key strengths included its reputation for luxury and quality, engineering history, and flexible facilities. Weaknesses included high manufacturing costs and overreliance on the 1 Series model. Opportunities existed in economies of scale from acquisitions and expanding into new market segments. Major threats included increased merger activity from larger competitors and more direct competition from brands like Volkswagen, Mercedes, and Toyota. BMW's acquisition of Rover aimed to capitalize on opportunities for increased scale and market coverage, but it ultimately failed and BMW had to reevaluate its strategy.
This document summarizes and compares the marketing strategies of 4 luxury car companies: Mercedes Benz, Audi, Lexus, and BMW. It discusses their company profiles, segmentation, targeting, and positioning. It also reviews their use of marketing promotion in social media and their overall marketing mixes, including their products, pricing, placement, promotion, and people strategies. The document aims to evaluate and compare the marketing mixes among these top luxury car brands.
BMW has been a top luxury automaker since the early 1900s, starting with engines before expanding to cars. Key to BMW's success is its range of high-quality vehicles that appeal to both upper and lower classes. BMW has a global manufacturing and distribution network to produce and deliver vehicles and parts worldwide. Through consistent marketing over many years, BMW has established itself as a top-of-mind luxury brand, known for its reputation, premium pricing, and creating an image of desirability among customers.
BMW is a German luxury automaker founded in 1917. It moved some production to Spartanburg, South Carolina in the US in 1992. Key reasons for moving production outside Germany included access to cheaper labor, proximity to suppliers and customers for lower supply chain costs, and business-friendly policies in South Carolina. BMW evaluated over 10 locations based on these factors before choosing Spartanburg. The plant there employs 8,800 and was a $2.2 billion investment that strengthened BMW's global production network.
BMW produced 5 short films called "The Hire" starring Clive Owen to promote its brand and vehicles. The films cost $15 million to produce and generated high viewership online. This document considers alternatives for BMW's next marketing initiatives, including producing more short films, making a feature-length film, or utilizing traditional marketing and developing computer games. It recommends the latter option to maximize the value of the existing films, engage younger audiences, and continue portraying BMW's technology-focused brand image in an innovative way.
This document discusses issues with declining customer service ratings and revenue at Sharpe BMW dealership in Grand Rapids, Michigan. Management proposed a new plan to address this by offering technicians a monthly bonus if customer service index ratings were above 91%. However, technicians were dissatisfied with this plan. The intervention plan involves holding a large group meeting with management and technicians to discuss problems and solutions. The goals are to better align company and technician goals, and collect more robust customer feedback data to improve service.
PSA Peugeot Citroën and Dongfeng Motor have had a 20-year cooperation, creating their first joint venture in China in 1992 which now accounts for 20% of the Group's Chinese volumes. To accelerate in the Chinese market, the companies plan to accelerate the competitiveness of their joint venture DPCA, create a new R&D center, and create an export joint venture from China to Southeast Asia. Vehicle sales in China have grown from 272,000 in 2009 to 1.5 million targeted for 2020, with 550,000 sold in 2013. The joint venture has expanded from 1 plant in 1992 to 3 plants currently, with an additional plant under consideration. The cooperation is expected to generate 400 million euros in
PSA Peugeot Citroën's locations in Russia, Ukrain and KazakhstanGroupe PSA
The document outlines the locations and operations of a commercial group in Russia, Ukraine, and Kazakhstan. The group has production sites in Kaluga, Russia and Kostanai, Kazakhstan where it assembles various Peugeot and Citroën models. It also has commercial subsidiaries and warehouses in Moscow, Kiev, and Kostanai to support annual production of over 125,000 vehicles.
The 'Made in France' by PSA Peugeot CitroënGroupe PSA
The Peugeot 208 GTi, 208 XY, 2008, 308, 508, 3008, 5008 and Peugeot Metropolis as well as the Citroën C3, C4, C5 and the DS3, DS4, DS5 have been awarded the "Origine France Garantie" label from Pro France, an association chaired by MP Yves Jego that promotes products made in France.
BMW has been the largest automobile company worldwide since its founding. It was influenced by political, economic, and socio-cultural macroenvironmental factors. BMW faced competitive rivalry from other luxury brands and substitution threats from alternatives like boats, motorbikes, and competing car models. In 2002, BMW's new CEO adopted an internal growth strategy aiming for 40% annual sales increases. BMW expanded into new markets like the US for cheaper labor and developed existing and new products globally. BMW's long term strategy focused on innovative development to ensure continued success.
The document discusses various topics related to vectors including:
- Definitions of vectors, scalars, magnitude and direction
- Equality of vectors and types of vectors
- Addition and subtraction of vectors using triangle law and parallelogram law
- Multiplication of a vector by a scalar
- Scalar (dot) product and properties
- Vector (cross) product and properties
- Applications to work done, moments and areas
The document provides explanations, properties, examples and formulas for key vector algebra concepts.
BMW was founded as an aircraft-engine manufacturer in Germany and has grown into a brand worth $76 billion through targeting different market segments with a variety of products designed for different consumers and lifestyles. BMW is known for their unique advertising tagline "The Ultimate Driving Machine" which they have kept for over 35 years, and their success is celebrated through an annual customer festival called Bimmerfest that is hosted for BMW enthusiasts.
Topology optimization to guide the architecture of a BIW structure, challenge...Altair
For automotive industry, lightweight design is one of the five key factors among engine enhancement, aerodynamics, rolling resistance and energy management to overcome challenges due to environmental regulations. Thanks to new developments, recent models weigh 140 kg to 200 kg lighter than their predecessors. But to achieve more ambitious objectives in vehicle weight, structural design optimization is necessary at all stages of the design process. This presentation shows how topology optimization could be used very early to guide the body-in-white design and reach the best compromises between the vehicle performance expectations and the architecture constraints. We first remind how applying topology optimization for sheet metal design remains difficult. Then we explain the conditions for a success. The complete optimization process is detailed from the computation model building phase to the optimization results and their complex conversion into a design made from stamped or folded parts. Finally we conclude with a short summary about the topology optimization method and highlight some remained issues.
Speakers
Benoît Guillaume, Optimization expert, PSA Peugeot Citroën - Centre Technique de Vélizy A
Sales of vehicles worldwide were up slightly at 1.2% in 2015, totaling over 2.9 million vehicles. Several regions saw sales increases, including Europe, the Middle East and Africa, and the India-Pacific region. Latin America experienced the largest decline in sales at 72.6%, while sales in China and Southeast Asia were virtually stable for the year.
PSA Peugeot Citroen Automotive Company Profile, SWOT and Financial Report...Reports Corner
Synopsis
ICD Research's "PSA Peugeot Citroen : Automotive - Company Profile, SWOT and Financial Report" contains in depth information and data about the company and its operations.
https://www.reportscorner.com/reports/27219/PSA-Peugeot-Citroen-:-Automotive---Company-Profile,-SWOT-and-Financial-Report/
The document outlines several of the group's locations and production capacities in China. It lists one research and development center, two powertrain sites for engines and gearboxes, and five vehicle production sites across major Chinese cities. The vehicle production sites have a total annual capacity of over 1 million cars, producing various DS and Peugeot models.
Volkswagen AG was heavily shorted by hedge funds. When Porsche announced it had acquired 75% of Volkswagen's shares, either directly or through options, hedge funds were forced to cover their short positions, causing a short squeeze. The price of Volkswagen shares jumped dramatically as a result. One hedge fund manager described the situation as "a nuclear bomb which has gone off in people’s faces." The document discusses evidence that Volkswagen was heavily shorted and how Porsche's announcement triggered the short squeeze.
The document discusses high performance computing (HPC) demands and strategies at BMW. It notes that BMW's HPC usage and simulation models are increasing in complexity, driving the need for more computing power. BMW has established an HPC cluster to meet these demands, and is taking steps to improve efficiency and cost-effectiveness through HPC co-location and exploring public and private cloud options. This includes relocating some workloads to a data center in Iceland and testing moving an elementary HPC cell to a cloud platform.
Case Study Volkswagen AG Prime-Force meets MongoDBMongoDB
Prime Force is an IT consulting company that specializes in enterprise content management. They have worked with Volkswagen on several projects including OnKomm, a corporate website portal, media services, and Car-Net. For the OnKomm project, Prime Force used MongoDB both as a content repository and to store dynamic user-generated content, avoiding overloading the default repository. They have also used MongoDB for the Car-Net project to improve performance, enable offline access, and integrate additional data types. Prime Force believes MongoDB allows projects to be delivered faster and with better scalability.
The document discusses a case study analysis of Cisco Systems' implementation of an ERP system. Cisco's CIO Pete Solvik had $200,000 remaining in the ERP budget to reward the implementation team for their work. Cisco had a history of decentralized systems that failed dramatically in 1994, showing the need for an ERP system. Cisco selected Oracle as its ERP vendor after an RFP process, prioritizing Oracle's manufacturing capabilities, promises of functionality development, and proximity to assist with implementation. The team delivered the new ERP system, replacing all core systems, in an unprecedented short timeframe of just five months.
JP Morgan Deal Case Study 2012 - BMW and Harley DavidsonAnirban Ghosh
The document provides an overview and valuation of a potential acquisition of Harley-Davidson by BMW AG. It first profiles the motorcycle industry, BMW AG, and Harley-Davidson. It then discusses the rationale for the deal, including market expansion, addition of new product lines, and cost synergies. Key issues to consider for the acquisition are also outlined. The document values Harley-Davidson using three methodologies: discounted cash flow valuation, market multiples, and comparable transactions. It determines a valuation range for Harley-Davidson of $16-30 per share based on a weighting of the three methods. Finally, it assesses BMW AG's creditworthiness using the KMV model and determines BMW AG has
PSA Peugeot Citroën‘s technologies for a sustainable mobilityGroupe PSA
Discover more about the evolution of PSA Peugeot Citroën‘s technologies for a sustainable mobility through this interactive timeline. (http://bit.ly/PSAtechnologiesemissions).
The document discusses the business strategy of BMW Group. It aims to analyze BMW's current and future strategies, including their marketing, pricing, segmentation, targeting, and positioning approaches. It will also examine how BMW addressed competition and the economic recession. The author chose this topic because of their interest in BMW's innovation and success in the automotive industry.
This document provides an overview of Mercedes-Benz, including its history as a German luxury automaker founded in 1926. It discusses Mercedes-Benz's global strength in manufacturing facilities across 6 continents, and its focus on emerging markets for growth. The document also performs a SWOT analysis, identifying strengths such as its broad product portfolio, but also weaknesses like high servicing costs. Opportunities include growing demand in developing nations, while threats include competition from automakers like Audi and BMW. It then analyzes Mercedes-Benz's marketing strategy using the 4 P's framework, covering its luxury products, pricing, promotion tactics, and global dealer network.
Volkswagen was facing declining sales in the US market in 1998 due to increased competition from Japanese and American automakers. Their marketing director developed a new strategy to boost sales of the Volkswagen Beetle by appealing to nostalgia while modernizing the car. This "Mission Impossible" strategy aimed to attract both baby boomer customers interested in nostalgia as well as younger buyers, but balancing these different target audiences proved challenging. The "Drivers Wanted" campaign was launched to promote the reimagined Beetle.
Marketing Strategy of Volkswagen BeetleAbhinav Kumar
Volkswagen was facing declining sales in the late 1990s in the US market as competition from Japanese and American automakers increased. Their marketing director Liz Vanzura proposed relaunching the Volkswagen Beetle to boost sales. However, positioning the new Beetle to appeal both to nostalgic baby boomers but also younger buyers was seen as a "mission impossible" given the different perspectives of each group. The marketing campaign "Drivers Wanted" aimed to strengthen Volkswagen's positioning as an affordable German brand focused on driving enjoyment to help relaunch the Beetle successfully.
The document discusses BMW's product line and marketing strategies. It notes that BMW was originally an aircraft engine manufacturer and now focuses on luxury and performance vehicles. It describes BMW's typical customer as well-educated, high income individuals. BMW had success with viral marketing films in the early 2000s. The document recommends that BMW focus on long-term strategic objectives to attract younger customers and avoid alienating existing customers, while reinforcing its prestige brand image and competing against automakers with larger marketing budgets.
The marketing plan summarizes BMW's M3 sports car. It discusses the company background, product description, target market, pricing, placement, and promotional strategies. The M3 is a high-performance luxury sports car with over 400 horsepower. BMW targets wealthy individuals seeking a fun and prestigious vehicle. They employ an indirect distribution model and promote through advertising, websites, and sponsoring racing teams to build the brand.
The document discusses BMW's 2006 advertising campaign promoting itself as a "Company of Ideas." The campaign aimed to communicate BMW's culture of creativity and innovation. It highlighted how BMW values constant new ideas over bureaucracy and compromising vision. The print, television, outdoor and online ads sought to position BMW as independent thinkers that ensure great concepts are developed into top-performing vehicles. The campaign was successful in changing perceptions and increasing BMW's status as a creative brand.
BMW was founded in 1916 as an aircraft engine manufacturer and produced its first automobile in 1929. It is known for its luxury and performance vehicles, including 3, 5, and 7 Series sedans priced from $25K to $70K. The average BMW customer is a 46-year-old, well-educated, married male with a $150K income who sees driving as a form of expression. In 2000, BMW launched a non-traditional online film marketing campaign that received over 9 million hits to strengthen its brand among younger consumers. To increase its US market share to 300,000 vehicles annually, BMW must focus on achieving aspirational brand perception among young drivers while retaining profitable older customers, and reinforce its
Its a case study presentation based on the BMW's "Company of Ideas Campaign"- Targeting Creative Class.
The Contents are followed as:
(1) Introduction about the case
(2)Who or What is BMW
(3)The Early Days
(4) The Record Breaking Years
(5) The Eighties of BMW
(6) The nineties which is full of introduction in BMW Models
(7) BMW- The Ultimate Driving Machine
(8) Going Beyond the Yuppies
(9) Was it Necessary?
(10) Targeting the Creative class
(11) The "Company of Ideas Campaign"
(12) BMW's AD Campaign
(13) Reaction to the BMW Campaign
BMW stands for Bayerische Motoren Werke or Bavarian Motor Works. Originally founded in 1916, BMW began by building aircraft engines and later motorcycles before entering the automobile industry in 1929. BMW is headquartered in Munich, Germany and known for its luxury vehicles focused on performance and driving pleasure. Key models include the 3, 5, and 7 Series sedans as well as coupes like the 1 and 6 Series. BMW also produces SUVs such as the X3 and X5. With over 100,000 employees worldwide, BMW continues to strive for engineering excellence and the title of the "ultimate driving machine."
The document discusses current and future marketing strategies for BMW. It provides details on BMW's business segments, brands, model series, sales figures, target markets, competitors, and marketing mix. Regarding BMW's marketing mix, it outlines the company's product portfolio and life cycles, competitive pricing strategies, global dealer network, and advertising campaigns focusing on slogans like "The Ultimate Driving Machine". It analyzes BMW's segmentation, targeting, positioning, and brand recognition as key to its marketing success.
The document discusses current and future marketing strategies for BMW. It provides details on BMW's business segments, brands, model series, sales figures, target markets, competitors, and marketing mix. Regarding BMW's marketing mix, the document outlines BMW's product portfolio and life cycles, pricing strategy, distribution network, and promotional campaigns/slogans. It emphasizes BMW's focus on the driving experience, quality, and premium brand image in its marketing strategies.
BMW is a German luxury automaker founded in 1916. It began as an aircraft engine manufacturer and later expanded into motorcycles and automobiles. BMW segments consumers demographically and behaviorally, targeting different groups based on factors like user status, loyalty levels, and occasions. This tailored approach works well for BMW by meeting customer needs. While BMW excels at performance and customer service, it faces challenges in appealing to middle-income buyers and competing against other luxury brands. The document also discusses BMW's tagline and whether it should be changed.
Running head AN UNDERSTANDING OF THE TARGET MARKETS .docxSUBHI7
Running head: AN UNDERSTANDING OF THE TARGET MARKETS 1
AN UNDERSTANDING OF THE TARGET MARKETS 2
BMW
Introduction
As the BMW Group (n.d.) highlighted, the origin of BMW trickles back Karl Rapp and Gustav Otto. In the year 1916, there was the merging of Flugmaschinenfabrik Gustav Otto Company to Bayerische Flugzeug-Werke (BFW) at government behest. Relatively, in the year 1917, the Rapp Motorenwerke had evolved to Bayerische Motoren Werke (BMW) GmbH before becoming an AG; Public Limited Company in the year 1918 (BMW Group, n.d.).
The Product Life Cycle
The Living Media (2017) highlighted that this cycle has four stages.
The Introduction Stage
The source observed that this is the most expensive stage of a company that seeks to introduce a new product and BMW is no exception. Before starting off this stage, it is worth determining the needs of the consumers to come up with a product that satisfies such desires. The Automotive Intelligence (2007) notified that in the efforts to ensure that there are no mistakes made in the introduction stage, BMW had even set a location; Engineering Centre (FIZ) in Munich which serves as a location for all people brought together for the purpose of developing a product, suppliers included. It is a requirement to determine the characteristics of the target market.
Demographic characteristics
Abougomahh (2005) stated that the demographic characteristics are the reflection of the elements such as the size of the population as well as its features. These characteristics of the population may stand for the age, marital status and the education of the particular target market (Abougomahh 2005). In manufacturing a vehicle, BMW must take cognizance of these aspects concerning the market they target. Nica (2013) informed that the BMW's i8 targeted the consumers who were mostly men and of the age of 35 years old. On the other hand, if targeting families, there would be a replication of the same in the design of a vehicle.
Psychographic Segmentation
Lamb, Hair, ad McDaniel, (2009) opined that these characteristics stand for the aspects touching on the personalities, motives and even the lifestyles of the consumers. It is worth highlighting that when it comes to BMW, there is the reflection of the same with regards to the designs of their products. Getting back to the BMW's i8 the same vehicle targets the individuals who are tech-savvy; not only like to enjoy the experience of driving but also express caution concerning the responsible driving (Nica, 2013).
The analysis of the psychographic and the demographic aspects help in the better understanding of the consumer needs and the replication of the same in the modeled designs of vehicles.
The Growth Stage
In this stage, one thing that stands out is that there is the aspect of the growth in the sales and the same on profits. The Living Better Media (2017) highlighted that the ...
Mercedes-Benz is a global luxury automaker known for high performance and high quality vehicles. Their vision is to be the first choice provider of financial services for customers and dealers. Their marketing strategy involves TV commercials targeted at middle aged, upper class viewers to promote brand awareness. Mercedes segments their market geographically, demographically, and psychographically focusing on urban professionals seeking prestige and luxury vehicles.
BMW produced the Z3 roadster to capture new market segments in the United States. The Z3 appealed to image-conscious Generation Xers, couples in their 40s looking for a first roadster, and nostalgic Baby Boomers. BMW saw an opportunity in the falling American motorcycle market to target those interested in fun, youthful vehicles. Their goal was to sell 100,000 Z3s annually in the US market to grow their global brand presence and lower costs from their high-priced Germany operations. BMW employed non-traditional marketing focused on psychographic segmentation, like product placement in films, to promote the Z3 as part of the American experience and reach broader, younger audiences.
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We’ve entered a new era in digital. Search and AI are colliding, in more ways than one. And they all have major implications for marketers.
• SEOs now use AI to optimize content.
• Google now uses AI to generate answers.
• Users are skipping search completely. They can now use AI to get answers. So AI has changed everything …or maybe not. Our audience hasn’t changed. Their information needs haven’t changed. Their perception of quality hasn’t changed. In reality, the most important things haven’t changed at all. In this session, you’ll learn the impact of AI. And you’ll learn ways that AI can make us better at the classic challenges: getting discovered, connecting through content and staying top of mind with the people who matter most. We’ll use timely tools to rebuild timeless foundations. We’ll do better basics, but with the most advanced techniques. Andy will share a set of frameworks, prompts and techniques for better digital basics, using the latest tools of today. And in the end, Andy will consider - in a brief glimpse - what might be the biggest change of all, and how to expand your footprint in the new digital landscape.
Key Takeaways:
How to use AI to optimize your content
How to find topics that algorithms love
How to get AI to mention your content and your brand
From Subreddits To Search: Maximizing Your Brand's Impact On RedditSearch Engine Journal
The search landscape is undergoing a seismic shift, and Reddit is at the epicenter. Google's Helpful Content Update and its $60 million deal with Reddit, coupled with OpenAI's partnership, have catapulted Reddit's real-time content to unprecedented heights.
Check out this insightful webinar exploring the newfound importance of Reddit in the digital marketing landscape. Learn how these changes make Reddit an essential platform for getting your brand and content in front of evolving search audiences.
You’ll hear:
- The evolution of Reddit as a major influencer on SERPS over the years.
- The impact of recent changes and partnerships on Reddit’s place in search.
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- Unique engagement opportunities presented by Reddit.
With Brent Csutoras, a Reddit expert with over 18 years of experience on the platform, we’ll delve into the intricacies of Reddit's communities, known as Subreddits, and how to leverage their power without compromising authenticity or violating community guidelines in the age of AI-driven search experiences.
Don't miss this opportunity to stay ahead of the curve and leverage Reddit for your brand's success.
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Advertising and Promotion of whisper by Sakthi Sundarsakthisundar2001
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The paper delves into the functionalities, benefits, and examples of each type of software, highlighting their unique contributions to effective marketing practices. It explores the importance of integration and automation in maximizing the impact of these tools, addressing challenges and strategies for seamless implementation across different marketing channels.
Furthermore, the paper examines emerging trends in marketing software, such as AI and machine learning applications, personalization strategies, predictive analytics, and the ethical considerations surrounding data privacy and consumer rights. Case studies illustrate real-world applications and success stories of businesses leveraging marketing software to achieve significant outcomes in their marketing campaigns.
In conclusion, this paper provides valuable insights into the evolving landscape of marketing technology, emphasizing the transformative potential of software solutions in driving innovation, efficiency, and competitive advantage in today's dynamic marketplace.
This description outlines the scope, structure, and focus of the paper, giving readers a clear understanding of what to expect and why the topic of marketing software is important and relevant in contemporary marketing practices.
How to Generate Add to Calendar Link using Cal.etY
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This document was submitted as part of interview process for Marketing Specialist position at DTA Promotion, an Indonesian company which offers 360 degree marketing services, including ATL and BTL advertising platform.
Compitive analysis on Noise pvt Ltd.pptxSauravDey45
ChatGPT
Competitive Analysis: Noise Smartwatch
Overview
Noise is an Indian electronics brand that primarily manufactures smartwatches, wireless earphones, and other electronic accessories. Noise smartwatches have gained significant popularity due to their affordable pricing, feature-rich offerings, and stylish designs. The competitive landscape for Noise smartwatches includes both local and international brands that cater to various market segments. This analysis will focus on key competitors, market positioning, product features, pricing strategies, and consumer preferences.
Key Competitors
Amazfit (Huami):
Strengths: Known for excellent battery life, robust fitness tracking, and premium build quality.
Weaknesses: Slightly higher price points compared to Noise.
Products: Amazfit Bip U, Amazfit GTS series.
Realme:
Strengths: Strong brand presence, integration with Realme smartphones, and aggressive pricing.
Weaknesses: Limited variety in smartwatch models.
Products: Realme Watch, Realme Watch S.
Boat:
Strengths: Competitive pricing, appealing designs, and extensive marketing.
Weaknesses: Relatively new to the smartwatch market, which may affect consumer trust.
Products: Boat Storm, Boat Flash.
Samsung:
Strengths: High brand credibility, advanced features, and premium design.
Weaknesses: Higher price points make it less accessible to budget-conscious consumers.
Products: Galaxy Watch Active 2, Galaxy Watch 3.
Xiaomi:
Strengths: Strong ecosystem integration, affordable pricing, and extensive features.
Weaknesses: Less focus on premium design compared to some competitors.
Products: Mi Band series, Mi Watch.
Market Positioning
Noise positions itself as an affordable yet feature-rich alternative in the smartwatch market. Its target demographic includes budget-conscious consumers and fitness enthusiasts who seek value for money without compromising on essential features like fitness tracking, notifications, and battery life. Noise leverages its strong online presence and partnerships with e-commerce platforms to reach its audience effectively.
Product Features Comparison
Noise Smartwatches:
Key Features: Heart rate monitoring, SpO2 tracking, multiple sports modes, customizable watch faces, notifications, and music control.
Battery Life: Typically lasts 7-10 days on a single charge.
Build Quality: Focus on lightweight and comfortable designs with water-resistant capabilities.
Amazfit Smartwatches:
Key Features: Advanced fitness tracking, GPS, AMOLED displays, and long battery life (up to 20 days).
Battery Life: 10-20 days depending on the model.
Build Quality: Premium materials and durable designs.
Realme Smartwatches:
Key Features: Basic fitness tracking, SpO2 monitoring, and notifications.
Battery Life: Up to 9 days.
Build Quality: Sleek designs but slightly limited in variety.
Boat Smartwatches:
Key Features: Heart rate monitoring, multiple sports modes, and customizable watch faces.
2. About the Company:
• Bayerische MotorenWerke
(BMW) is a German luxury
vehicles,motor cycle and engine
manufacturing company.
• Was founded in 1916 as an
aircraft engine manufacturer.
• Internationally respected
company with $106 billion in
sales.
3. BMW’S Logo
• Originally thought to be a
tribute to the company’s
founding days as an aircraft
manufacturer.
• Meant to show the colors
of the Free State of Bavaria.
17. How does BMW segment its consumers?
Why does this work for BMW?
The company has
used demographic
and geographic
market
segmentation.The
demographic
market segment is
divided into
income,age and
gender.
By segmenting
the market into
different
segments,it
successfully
targeted the
growing market.
18. What does BMW do well to market to each
segment group?Where could it improve its
marketing strategy?
BMW marketed to
each segment by
giving them what
they needed. Such
as, BMW created a
lower price SUV
that was targeted to
a group called
“modern
mainstream.”
It could improve
its marketing
strategy by
targeting females
and middle class
also.
19. Should BMW ever change its tagline,“The Ultimate Driving
Machine”?Why or why not?
I personally think that BMW
should not change their
tagline.Their tagline stays
true to their company and
BMW has backed up their
claim with their cars that are
thrilling to drive.
20. Summary
BMW’s Logo
So what is market
segmentation??
Target Marketing Questions
based on
Mini Case
About the Company
21. Created by Shashank Srivastava, IET Lucknow,during a
marketing internship under the guidance of Prof. Sameer
Mathur,IIM Lucknow.