This document provides an analysis comparing the two major automaker companies BMW and Volkswagen. It discusses their histories, competitive advantages, market strategies, and product ranges. BMW's main competitive advantage is its focus on research and development to drive innovation and attract new customers. Volkswagen's strategy centers on expanding its product range to cover more market segments and improve customer satisfaction. Both companies aim to differentiate their products, with BMW focusing on electric vehicles and Volkswagen emphasizing alternative fuels like natural gas.
BMW Group; Past Present and Future, 4 ps of C and I
a. Products and services from last 3 years
b. Innovation in last 2 years
c. Locations and workplace
d. Governance
e. Citizenship
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 Group; Past Present and Future, 4 ps of C and I
a. Products and services from last 3 years
b. Innovation in last 2 years
c. Locations and workplace
d. Governance
e. Citizenship
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.
BPSM10.2 Porter's Five Forces - Case Study UBERJitendra Tomar
The show details a framework based on the competitive analysis, introduced by Harvard Business School Prof. Michael E Porter. The show details the case study of UBER and reflects how the model determines the intensity of competition through a mix of five competitive factors operating in Cloud Taxi Services.
This presentation is useful for people who want to make their career in the telecommunication sector, especially Aircel. Aircel is an Indian mobile network operator headquartered in Chennai, which offers voice and 2G, 3G and 4G data services. Maxis Communications holds a 74% stake and Sindya Securities and Investments holds the remaining 26%.
Its a presentation on strategies followed by BMW in different phase es and departments in the organisation.
Data collected from secondary sources (like websites,thesis,and reports) for this PPT
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
BPSM10.2 Porter's Five Forces - Case Study UBERJitendra Tomar
The show details a framework based on the competitive analysis, introduced by Harvard Business School Prof. Michael E Porter. The show details the case study of UBER and reflects how the model determines the intensity of competition through a mix of five competitive factors operating in Cloud Taxi Services.
This presentation is useful for people who want to make their career in the telecommunication sector, especially Aircel. Aircel is an Indian mobile network operator headquartered in Chennai, which offers voice and 2G, 3G and 4G data services. Maxis Communications holds a 74% stake and Sindya Securities and Investments holds the remaining 26%.
Its a presentation on strategies followed by BMW in different phase es and departments in the organisation.
Data collected from secondary sources (like websites,thesis,and reports) for this PPT
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
Social Leaderboard_Indian Luxury Car Brands_20 July 2012Shack Co.
Shack evaluated India's three top-selling luxury car brands – BMW, Audi and Mercedes-Benz – to derive a comparative benchmark of their standing on social platforms.
To request for a detailed report, you can reach us at info@shack.co.in
In this PPT presentation we analyze the case: Volkswagen of America. We use a practical approach to the problem and raise some questions about the performance of the main character of the case study.
Founder: Ferruccio Lamborghini
Founded: Sant'Agata, Italy
President: Stephan Winkelmann (2005 - Present)
Lamborghini's 831 employees produced 1,711 vehicles per year
Volkswagen's Marketing Strategy in IndiaAsrar Mohd
INTRODUCTION
Volkswagen (VW) is one of the world’s leading automobile manufacturers and the largest carmaker in Europe
Volkswagen in German language means people’s car
Founded - 28 May 1937 (75 years)
Founder(s) - Ferdinand Porsche
Headquarters - Wolfsburg, Germany
Slogan - Das Auto ("The Car")
Area served - 153 countries
Subsidiaries - Audi, Bugatti, Bentley, Lamborghini, Porsche, SEAT, Skoda, Volkswagen and Scania CV
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 ...
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2
Understanding Target Market
BMW Company
BMW is a company based in Germany, and it was established in 1916 to make military aircraft. Later it switched to building automobiles dealing with multiple brands BMW, Rover, Rolls-Royce, and Mini. BMW acquired these additional brands beginning as early as 1994 until the present time. The company is still outstanding on the sale of high-class cars. The company promotes a culture of top performance and teamwork, which makes it be highly ranked. The company has set up two main goals: one of them is to remain profitable, and secondly, it’s to raise the long-term value of BMW. The company has focused on making it collaborations stable between its three brands. Also, it employs employees who can enhance the spirit of teamwork and ready to take risks. It is also planning on how they can make universal engines that can be used by different car models. (Kasi, 2010)
Regarding customer analysis, the target group of its products is the young audience. Different car models have different clients. The BMW targets people of 20-65 years of age, MINI targets people aged 25-45 years finally Rolls Royce targets individuals who are 40 years and above. Regarding gender, these automobiles target both male and females. These cars are associated with people who have a high income that is professionals and executives. By geographic, these cars are sold both locally and internationally and mostly in the urban areas. (Dudovskiy, 2016)
SWOT Analysis
This company has various strengths. One of them is that its cars are classic, comfortable and less fuel consumption. The cars are additionally safe because of the technology involved; this makes them more durable. They are also environmentally friendly. Out of this, they have a strong reputation that makes them be known all over the world. This particular company has successfully maintained its corporate social responsibility, and also it has a high recognition in China; this attracts them more customers, which help them achieve their targeted sales.
On the other end, the companies still have some weaknesses. One of them is that their cars are very costly which may imply that the customers may be few. It has a high-cost structure that in a way may make the brand name to be weaker in some market segments. Brand portfolio diversification is also a weakness to the company. The company also has some opportunities including, plans for expansion, increase the price of fuel.
Despite the BMW Company performing at its best, it still faces stiff competition from other companies that make classic cars, for example, Mercedes-Benz, Acura, and Lexus among others. This acts as a threat to BMW Company, but hard work and dedication are enough to ensure that it out does the competition. The decrease in prices of fuel, the rise in the price of raw materials and rise in euro exchange rate all pose a threat to the company.
PEST Analysis
The external environment also has a great impac ...
12Pricing and Distribution Model BMWThe Bayerische Mo.docxmoggdede
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2
Pricing and Distribution Model: BMW
The Bayerische Motoren Werke (BMW) group is a leading Germany car manufacturer specializing in the production of automobiles and motorcycles (Wu, 2017). The company was founded in 1913 and since has diversified its operations into over 40 countries globally, with over one million employees distributed across its subsidiaries, depots, showrooms, and manufacturing plants. The organization’s business strategy based on its powerful brand image, with its core values being technology, innovation, quality, and reliability. The company has through the over one century that it has been in existence lived to the ideals of its vision strategy has modeled around identification of potential and growth encouragement (Byun, 2014) In this discussion we shall seek to establish the company’s distribution model and price setting mechanism.
BMW Distribution model
The BMW group has over 4, 400 dealers worldwide who are tasked with the selling new cars produced by the company, old cars, parts and even offering of after sale services (Li et al., 2014). The distribution channel adopted by the organization is meant to help align the organization’s operations with the customer needs, as the customers can place their orders, make inquiries and even give feedback on the various car models through the dealers, who directly submit the information to the company.
Distribution strategy
Companies according to Byun (2014) have to ensure their products reach the final customers in such a manner that the product is still affordable and of the expected quality. Over the years the BMW group like all other automobile manufacturers has mostly relied on the supply-push philosophy, where they manufactured the various vehicles models to a high supply with the expectation of pushing the product down the chain of demand through rigorous marketing. The company relied heavily on the traditional dealers to market their various brands and with the turbulent market economy pushing the conventional dealers to hike the prices and reduce the services offered to the customers.
The shrinking dealer margins made the dealers to impair the service quality provided to the clients, and this prompted the management of the BMW group to rethink their overall distribution strategy (Wu, 2017). The company through the decline in the sales margin and increased competition in the market opted to adopt the customized distribution strategy where the clients would be able to place orders and specifications on the various vehicle brands. The company would collaborate with its dealers to produce cars that are tailored and made to suit the customer needs. The group also has ingrained technology in its distribution process through the adoption of web-based services, easing the process of carrying out market surveys, tracking customers shopping habits as well as monitoring the dealers’ performance in real-time.
Positioning within the channel
The BMW group has through t ...
This is the project work of the course "Accounting, Finance and Control" where we have analyzed financial performances of Brembo of the years from 2013 to 2016 and we have completed a relative valuation in order to asses the real value of the firm.
Brembo's financial analysis and relative valuationJacopo Farina
This is the project work of the course "Accounting, Finance and Control" where we have analyzed financial performances of Brembo of the years from 2013 to 2016 and we have completed a relative valuation in order to asses the real value of the firm.
EACH GROUP TO PRESENT BMW CASE IS REQUIRED TO PREPARE THEIR PR.docxsagarlesley
EACH GROUP TO PRESENT BMW CASE IS REQUIRED TO PREPARE THEIR PRESENTATIONS AS IN BELOW FORMAT:
1. GENERAL SUMMARY OF WHAT’S HAPPENING IN THE CASE
2. YOUR ANSWERS FOR THE BELOW QUESTIONS:
a. Assuming that most modern cars share very similar characteristics; what drive customers to purchase their next car? Considering that, how
can BMW’s “Dream It. Build It. Drive It.” program benefit from such a car-buying decision of customers?
b. Does BMW’s “Dream It. Build It. Drive It.” program have a sustainable advantage in long term? Would you use BMW’s “Dream It. Build It.
Drive It.” program for X5, and X1?
Learning Goals
1. To assess factors that create international business opportunities
2. To identify potential global business opportunities for various foreign markets
Purpose
Some organizations attempt to expand their international operations by seeking foreign markets appropriate for existing products and services. Other enterprises assess foreign business environments in an attempt to meet needs in those markets.
In this first section, you will conduct a preliminary assessment of geographic, economic, social-cultural, and political-legal factors that create global business opportunities in foreign markets. Also, you should consider how technology could create new foreign business opportunities by expanding possibilities for production, marketing, and distribution of goods and services.
Background
Global Business Opportunities
Potential foreign business opportunities may be viewed in two major categories:
A. Various country factors create international business opportunities. These include:
· • Natural resources, agricultural products, or geographic factors (climate or terrain)
· • Level of economic development and infrastructure
· Cultural characteristics, social activities, or demographic trends
· Changing political situations or legal factors
· Technology that may enhance production or distribution of an item
B. Existing companies attempting to expand into new markets around the world—Think about several possible global business opportunities that would be the basis for new or expanding international business operations. These business opportunities may be consumer goods or services; or organizational goods and services, sold to businesses, government agencies, nonprofit organizations, schools, hospitals, hotels, or other organizations.
Examples of global business opportunities include: processing of fresh fruit in Chile for distribution around the world; sale of water filtration systems in developing economies; sale of food products adapted to the tastes of different cultures; development of cellular telephone systems in countries with a weak communication infrastructure; and expansion of fast-food restaurants into countries with expanding economies.
Resources
Web links:
· Global Edge CyberSite
· Business Around the World Atlas (Works best with Firefox.)
· CIA World Fact Book
Conduct Research
Collect data a ...
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
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In today's digital world, customers are just a click away. "Grow Your Business Online: Introduction to Digital Marketing" dives into the exciting world of digital marketing, equipping you with the tools and strategies to reach new audiences, expand your reach, and ultimately grow your business.
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A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
[Google March 2024 Update] How To Thrive: Content, Link Building & SEOSearch Engine Journal
March 2024 disrupted the SEO industry. Websites were deindexed, and manual penalties were delivered—all to produce more helpful, more trustworthy search results.
How did your website fare?
Watch us as we delve into the seismic shifts brought about by Google's March 2024 updates and explore strategies to not just survive, but thrive in this dynamic digital landscape.
You’ll learn:
- How to create content that is valuable to users (not just search engines) using E-E-A-T.
- How to build links that can boost rankings and withstand algorithm updates.
- Best practices for content creation and link building so you can thrive during algorithm updates.
With Vince Ramos, we'll examine the implications of the latest algorithm changes on content creation, link building, and SEO practices, and offer actionable insights from businesses like yours that have remained steadfast amidst the volatility.
Using real-life case studies, we’ll also show you the effectiveness of manual link building techniques and person-first content strategies.
Whether you're a seasoned SEO professional, a budding content creator, or anyone in between, this webinar will help you weather the changes in Google's algorithms and capitalize on them for sustained success.
Check out this webinar and unlock the secrets to thriving in the new Google era.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
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When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
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It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
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Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
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When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Turn Digital Reputation Threats into Offense Tactics - Daniel Lemin
Luca Buffolano : "BMW vs VOLKSWAGEN: TWO LEADING AUTOMAKER COMPANIES IN COMPARISON"
1. Student: Luca Buffolano
Course of Study: Economia e Commercio
Seconda Università degli Studi di Napoli
Department of Economics
ID: A09000779
Class: Business English
Date: 01/07/2014
2. BMW vs VOLKSWAGEN:
TWO LEADING AUTOMAKER COMPANIES IN COMPARISON
Luca Buffolano
3. ABSTRACT
The purpose of this study is to analyze various aspects of the market of
these two great companies in order to compare their fundamental aspects;
in particular I'm going to explain the differences within their range, the in-ternal
and external strategies they adopt, which market segments they co-ver,
their competitive advantage and their marketing mix. I will analyze
this data through the available documents and sources in order to outline
the characteristic and distinctive features that characterize these two ma-jor
car companies.
In the first part of my paper, I will include literature reviewing of relevant
marketing theories before I analyze these; subsequently, on the base of the
literature review, I will expose my analysis and demonstrate my research;
finally, after analyzing the various aspects of the marketing of these com-panies,
I will comment all this on the conclusions of my work, in order to
make more evident the results of my research.
Key Words: BMW Group; Volkwagen Group; Compare; Analyze.
4. INTRODUCTION
The automotive market is clearly growing. By now, thanks to acquisitions
by large groups of small brands, there has been a polarization in this area
where there are no more small brands in competition with each other, but
a few large groups that compete to be able to cover multiple market
segments as possible. Therefore, I felt it appropriate to compare the two
giants in the global automotive market: the BMW Group and the
Volkswagen group wich, having acquired the direction (total or near-total)
of other companies of this sector, they are allowed to possess a wide and
varied range of vehicles that implies a considerable diversification of
products.
We all always live in the belief of believing German engineering as a
hallmark (in spite of the internal combustion engine is not a German
invention, but an Italian invention*); therefore, because of this belief,
these two great brands stand out in the automotive sector.
*See Barsanti and Matteucci on this URL http://www.barsantiematteucci.it/inglese/documentiStorici.html
5. A BRIEF HISTORY OF THE COMPANIES
● Specialized in the production of automobiles, BMW Group is globally
considered one of the most successful companies in the world. The group
is composed by three main different brands, MINI, BMW and Rolls
Royce, which are aimed respectively to different target markets. BMW
continues to be one of the best players in the luxury automobile sector,
growing despite the European markets’ crisis; as a matter of fact, BMW
sales including Rolls Royce and MINI reached 191,269 units in March
2013 surpassing the result of 2012 of 5,528 units (Rushlane, 2013).
● Volkswagen group is a automotive conglomerate consisting of several
brands of vehicles for a range of customer groups at a range of prices. It is
one of the top automotive manufacturer’s in the world and is the top
automotive manufacturer in Europe (Volkswagen, 2011a). Volkswagen
Group sells passenger cars under the Audi, Bentley, Bugatti, Lamborghini,
Porsche, SEAT, Škoda and Volkswagen marques; motorcycles under the
Ducati brand; and commercial vehicles under the MAN, Scania, Neoplan
and Volkswagen Commercial Vehicles marques (Volkswagen AG 2009, p.
106.)
6. LITERATURE REVIEWS
● Competitive Advantage: Michael Porter defines competitive
advantage as the set of attributes that make a company more attractive
and, indeed, more competitive than his competitors. More specifically,
Michael Porter has defined two ways you can achieve a competitive
advantage: the possibility of being able to charge lower prices and
product differentiation. In his view, research and sustenance of
competitive advantage is critical to the success of a company (Porter,
Michael E. (1985). Competitive Advantage.). So I will put the
emphasis on the differences in the competitive advantage of these two
industrial groups thanks to the information I am in possession.
● Market Strategy: very often we are accustomed to believe
established the concept of strategy; some quotes by Michael Porter
(important theorist in economics and professor at Harvard Business
School where he directs the Institute for Strategy and
Competitiveness) can make the idea a bit clearer: "The essence of
strategy is choosing what not to do." and also "Strategy is about
making choices, trade-offs, it's about deliberately choosing to be
different." (Porter, M.E. (1996) "What is Strategy", Harvard Business
7. Review, Nov/Dec 1996.). These aphorisms, adapted to the study I am
going to lead, give an idea of what is meant by "different strategies"
because it is above all this that I am going to define through the analysis
of these two major groups.
● Marketing Mix: the marketing mix, as the word suggests, indicates the
mix of marketing decision-making levers that companies employ to
achieve their goals. Jerome McCarthy (Basic Marketing(1964))
formulated about this the model of the four p's which stand for: product
(the product placed on the market by the company), price (the price at
which the product is offered), place (distribution channels) and
promotion (the way you advertise and promote the product). The
marketing mix will be particularly useful for my analysis, through it I
can demonstrate the fundamental differences between the two groups of
car manufacturers. It also will compare the various product ranges that
these companies offer, highlighting the differences of their marketing
mix.
On this particular subject I will put emphasis in my analysis studying
the automotive segments covered and the differences in their range: the
European Commission has cataloged, using a "Automotive Glossary",
the groups in which the cars are divided, identifying these six segments
8. 1. A Segment or "mini cars": includes very small cars, mainly citycars;
2. B Segment or "small cars": includes small cars;
3. C Segment or "medium cars": includes medium sedans;
4. D Segment or "large cars": includes sedans medium-large;
5. E Segment or "executive cars": includes large sedans;
6. F Segment or "luxury cars": includes luxury large sedans;
(European Commission (2009), “Automotive Glossary - Automotive
Segments” Available on this URL:
http://ec.europa.eu/enterprise/sectors/automotive/files/projects/report_fta_in
dia_asean_en.pdf; page 9)
Thanks to this catalog, I will compare (model to model) which segments
each company covers with his own range, adding some considerations with
regard to "green energy" which shows different positions by companies.
9. RESEARCH METHODOLOGY
Especially with the help of academic sources and the data on companies
found (available online), I can analyze their strategies, their marketing mix,
their competitive advantage and which automotive segments (according to
the European Commission) they cover thanks to their range (including in
the range even the companies under their control).
Fortunately, the two companies do not hesitate to publish reports on their
financial and commercial developments, this brings the opportunity to be
able to access a lot of information that may be necessary to my analysis.
The information found on the network and the analyzes already carried out
by other scholars, allow me to be able to accomplish very specific analysis.
Moreover, through the official websites of these companies, I have
identified and cataloged the entire ranges of products according to the
model of the European Commission mentioned before.
Understand and catalog the range of products can be crucial in order to
develop a good analysis of the marketing mix and, at the same time, also a
good competitor analysis showing the segments that these companies have
10. in common.
The SWOT Analysis will be used as a marketing tool to highlight some
aspects of the companies.
1. COMPETITIVE ADVANTAGE
The competitive advantage of the two groups is mainly in product
differentiation (as already mentioned earlier, the two groups, thanks to the
acquisition of all or part of small brands, have a very wide range).
This could be seen as a point in common, but, as I shall show later in the
"Marketing Mix", there are many differences in the choices of production
and of range.
● As declared by the BMW Group: “[...]To meet these challenges we
formulated our Strategy Number ONE, which aligns the BMW Group with
two targets: to be profitable and to enhance long-term value in times of
change. And this applies to technological, structural as well as cultural
aspects of our company. Since 2007, we have been implementing various
initiatives in keeping with the strategy’s four pillars: Growth, Shaping the
11. Future, Profitability and Access to Technologies and Customers.”
(BMWGroup, “Company Portrait. Strategy” (2013). Available on this
URL:
http://www.bmwgroup.com/e/0_0_www_bmwgroup_com/unternehmen/unternehmensprofil/).
Regarding the "Strategy Number One", the BMW Group has given further
clarification: the "Strategy Number One" has four missions:
1. "Generate Growth" with new target groups and new products / services
2. "Shaping the future"
3. "Profitability"
4. "Access to new technologies/ customers" with ecologic products and
new accessories which make the customers appreciate more the individual
mobility.
(BMWGroup, “THE FUTURE OF SUSTAINABLE MOBILITY.
LEADING (E)-MOBILITY INTO A NEW ERA.” (2013). Available on this
URL:
http://www.bmwgroup.com/d/0_0_www_bmwgroup_com/investor_relatio
ns/_pdf/20130610_The_Future_Of_Sustainable_Mobility_Sattig_FINAL.
PDF)
This information, in addition to demonstrating clearly a marketing
strategy, show how the competitive advantage chosen by BMW Group is
12. primarily focused on R&D (Research & Development), which has the
ultimate goal of being able to ensure growth and innovation compared to
its competitors in the sector.
● Even the Volkswagen Group has carried out its own strategy called
"Strategy 2018" by stating: “Our activities are primarily oriented on
setting new ecological standards in the areas of vehicles, drivetrains and
lightweight construction. […] In addition, we want to continually expand
the Volkswagen Group’s customer base by further increasing satisfaction
among our existing customers and acquiring new, satisfied customers
around the world, particularly in the growth markets.”. (Volkswagenag:
“Strategy. Group Strategy 2018”(2013). Available on this URL:
http://www.volkswagenag.com/content/vwcorp/content/en/the_group/strategy.).T
he Volkswagen group has shown in his analysis of strategic plans to
focus its competitive advantage on the research and development with
the ultimate goal of expanding its "green" range thanks to new
technology and trying, at the same time, to cover new consumer
segments.
13. 2. MARKET STRATEGY
As mentioned in the previous section, market strategies have been spelled
out by the two automotive groups:
● The BMW Group's “Strategy Number One” mainly focuses on R & D,
which represents the main competitive advantage of this company, and
the search for new target consumers. Research & Development of the
BMW Group shows its effects particularly in some vehicles: MINI E,
BMW ActiveE, BMW i3 and BMW i8 (and in some Hybrid Vehicles
that I will analyze in the "Marketing Mix"). These particular vehicles
are powered entirely by electricity; electric motors represent the future
of mobility as they allow considerable savings and a particular attention
to environment. Obviously, the possibility to build vehicles 100%
"green", allows you to be able to attract new market segments
represented by consumers who can appreciate the extreme innovation
and, at the same time, pay attention to environmental problems.
● The Volkswagen Group's “Strategy 2018” focuses, instead, on the
objectives of the market that the group intends to achieve. In fact, the
14. name of the strategy intends to put as objective that: “Volkswagen aims to be
the most attractive employer in the automotive industry by 2018. […]
Volkswagen intends to deploy intelligent innovations and technologies to
become a world leader in customer satisfaction and quality. We see high
customer satisfaction as one of the key requirements for the Company’s
long-term success.” (Volkswagenag: “Strategy. Group Strategy
2018”(2013). Available on this URL:
http://www.volkswagenag.com/content/vwcorp/content/en/the_group/strategy.bin.). Thus, the Volkswagen Group focuses its strategy on improving its position
in the automotive industry and intends to do it through innovation that
would be able to allow a greater advantage over competitors. The
Volkswagen group, thanks to the many brands that counts, focuses its
strategy also on the extreme differentiation of product that brings the group
to cover a variety of market segments.
It must be said that, with regard to innovation, the Volkswagen Group has
placed as an alternative to traditional petrol fuel, the methane fuel. The
methane fuel is a good alternative (in fact, allows lower cost and lower
environmental damage), but it must be said that, compared to the innovation
of the BMW group, it is not concentrated on a real and advantageous
alternative proposal.
15. 2.1 SWOT ANALYSIS
To better understand the market strategies and correlating this topic with the
“Competitive Advantage” mentioned before, I consider it appropriate to
make a SWOT analysis on the BMW Group and on the Volkswagen Group.
The SWOT Analysis highlights four main aspects of a company (Strengths,
Weaknesses, Opportunities and Threats). The analysis can affect the internal
environment (analyzing strengths and weaknesses) and external environment
(analyzing opportunities and threats). The fundamental objective of this
analysis is to identify the positive characteristics of a company, where a
company needs to improve, but also capture the trends in the industry (from
which a company can extract opportunities) and external forces that may
cause threats or opportunities, this is possible just by looking ahead of time
and by focusing on future events.
|2.1.1| BMW Group SWOT Analysis
1. Strengths:
The strengths of BMW Group concern, as mentioned several times, product
16. differentiation and innovation extreme thanks to investments in Research &
Development. In addition there are a good brand reputation of brands that the
group owns: in fact, the MINI brand was founded in 1959 and with its
characteristic vehicles is considered a historic brand; the Rolls-Royce brand
was founded in 1906 and with its luxury vehicles has always been considered
as the luxury car for excellence; the BMW brand (founder of the BMW
Group) was founded in 1917 with its sedans and luxury cars has always been
regarded as a hallmark and excellence brand. Thus, the BMW Group with the
brands that owns it is considered a mark of quality.
2. Weaknesses:
The weaknesses of this group reside in the rigidity of prices. In fact, possess
high quality brands causes a lack of major market segments; the BMW
Group owns the brands with prices that are too high and do not have cars
accessible to everyone.
3. Opportunities:
As cause of weakness highlighted, is spontaneous to assume that a good
opportunity for the BMW Group is to produce vehicles more affordable or
buy a brand that can cover market segments for them absent.
17. 4. Threats:
The main threat is the intense competition in the automotive market. We
all know by now that there are no more small groups competing each other
individually, but there are few car manufacturers that have many internal
companies. A so intense competition, especially due to the lack of certain
categories of vehicles, could result in the loss of a large market share for
the BMW Group.
|2.1.2| Volkswagen Group SWOT Analysis
1. Strengths:
Also with regard to the Volkswagen Group, the main strength is inherent in
the large product differentiation. In fact, the Volkswagen Group owns
companies that produce cars of medium / low quality (Seat, Skoda Auto
and commercial vehicles), cars of medium / high quality (Volkswagen and
Audi) and high-quality / luxury cars (Lamborghini, Porsche, Bentley and
Bugatti). This high differentiation allows the Volkswagen Group to sell
vehicles of all kinds of high quality and with all kinds of features: from
city cars to luxury cars. So the main strength of Volkswagen Group is to
own a strong brand portfolio.
18. 2. Weaknesses:
A big weakness for the Volkswagen Group is represented by the fact of not
having produced cars with alternative fuel to petrol, in addition to CNG
powered engines that are long on the market but that does not represent a
valid alternative, except for the following hybrid vehicles produced by
Audi: Audi A3 Sportback e-tron (which is still a concept car) and Audi A3
Sportback g-tron (which will be soon on sale).
3. Opportunities:
A great opportunity for the Volkswagen Group is represented by the search
for new supplies for their engines. In fact, the Volkswagen Group has not
entered the market of electric cars and neither has produced several hybrid
cars. Therefore, increasing investment in Research & Development could
produce cars of this sector.
4. Threats:
As mentioned above, not entering in the sector of “green” cars can cause a
threat to the Volkswagen Group that could lose a large slice of the market in
the case in which this sector will grow considerably.
19. 3. MARKETING MIX
With the help of the automotive glossary made by the European
Commission, I am going to analyze which categories every single brand
of the two groups covers. The list of the automotive segments, already
mentioned previously, is the following:
1. A Segment or "mini cars": includes very small cars, mainly citycars;
2. B Segment or "small cars": includes small cars;
3. C Segment or "medium cars": includes medium sedans;
4. D Segment or "large cars": includes sedans medium-large;
5. E Segment or "executive cars": includes large sedans;
6. F Segment or "luxury cars": includes luxury large sedans;
(European Commission (2009), “Automotive Glossary - Automotive
Segments” Available on this URL:
http://ec.europa.eu/enterprise/sectors/automotive/files/projects/report_fta_
india_asean_en.pdf; page 9).
I decided to add the segment "Green" to show further differences between
the two automotive groups.
Through this glossary I proceed with my analysis.
21. We can summarize this scheme by identifying the segments covered by brand
and not by individual model.
So it was shown that:
● BMW Group covers the following segments: B, C, D (BMW and MINI), E
(BMW), F (BMW and Rolls Royce) and “Green” (BMW and MINI).
22. ● Volkswagen Group cover the following segments: A (Volkswagen, Seat and
Skoda Auto), B, C (Volkswagen, Audi, Seat and Skoda Auto); D (Volkswagen,
Audi, Skoda Auto and Porsche), E (Volkswagen, Seat, Skoda Auto, Audi and
Porsche), F (Audi, Bentley, Bugatti, Lamborghini and Porsche) and “Green”
(Audi).
The product range of these automakers are linking to these URLs:
1. https://www.bmw.it/it/index.html
2. http://www.mini.it/
3. http://it.volkswagen.com/it.html
4. http://www.rolls-roycemotorcars.com/
5. http://www.bentleymotors.com/
6. http://www.bugatti.com/en/home.html
7. http://www.seat-italia.it/content/it/brand/it.html
8. http://www.skoda-auto.it/
9. http://www.audi.it/it/brand/it.html
10. http://www.lamborghini.com/it/home/
11. http://www.porsche.com/italy/
23. CONCLUSION
My analysis revealed many characteristics of the market of these two
companies and now I will analyze the conclusions that they have shown,
discussing every aspect of my research:
Regarding Competitive Advantage and Strategy, the two companies
have shown to focus on values as similar as different:
● The BMW Group has shown particular interest in innovation extreme,
as shown in his "Strategy Number One", of its products by investing
heavily on creating technologically advanced products in order to
attract, at the same time, new groups of consumers;
● The Volkswagen Group has shown as objective, on which focuses its
"Strategy 2018" and its Competitive Advantage, the global growth
that can obscure the competitors, making it a leader in the market,
theorizing that this may attract new targets of consumers.
This reveals that, despite the goals appear similar, the two companies
behave differently in this respect: the BMW Group has implemented its
24. strategy with obvious results (as we will see later), while the Volkswagen
Group remained however stuck in its positions not particularly trying to
invest on a product innovation, but preferring global expansion and good
results of the market and not presenting a novelty on its products.
The SWOT Analysis has highlighted many aspects of these two
companies, showing that:
● The BMW Group's R&D represents its biggest strength just as its good
brand reputation, but the company has been shown to have a price
rigidity that causes the loss of a large share of the market accounted for
by those who can not sustain these prices and has also that this can be
seen as an opportunity if the company could be able to resolve this
problem, in fact this company is threatened by the presence of brands
that sell products at much lower prices and this causes an intense
competition.
● Volkswagen Group on one hand has shown as its main strength its
unrivaled product differentiation, but on the other hand has revealed a
strong issue with regard to the innovation of its engines which, at the
same time, causes threats, weaknesses and an opportunities (if the
company decide to face this area).
25. The analysis of the "Marketing Mix" and the "Range Analysis" have
shown that the BMW Group is not able to cover the "Segment A"
because, as I mentioned previously, it does not offer consumers the
chance to buy an economic car as a city car, nevertheless, the company
demonstrates to have several cars in the segment "Green"; while, as
regards the Volkswagen Group, it was shown that the product
differentiation is evident, in fact, the company is able to cover each
segment with its own brands, although, as previously mentioned, shows
itself little efficient in the segment "Green", in which only has two cars
that are "concept cars" and so are not yet on sale, but simple prototypes.
As far as competitors is concerned, the BMW has always faced the
competition of the compatriots manufacturers such as: Mercedes, Audi,
and Porsche which benefit from a similar brand-reputation and price
range, but also from overseas brands brand such as Lexus and Toyota. It
is important to consider that BMW Group has two other brands in its
product range moving from the premium sector of MINI to the luxury one
of Rolls Royce, which would imply also a different range of competitors.
(Claudio Floritelli & Mark McPherson (2013). "BMW Marketing
Report").
26. The comments made by Claudio Floritelli & Mark McPherson get to the
point, but I would consider it appropriate to add that the BMW Group
sees as a great competitor also the Volkswagen Group; the Volkswagen
group also contains other brands, some of which are cited by the authors
just mentioned, as:
1. Audi (owned by the Volkswagen Group to 99.55%): Audi owns
Lamborghini entirely; moreover, Lamborghini owns Ducati entirely.
2. Bentley is 100% owned by the Volkswagen AG. It was purchased in
1998;
3. Bugatti is 100% owned by the Volkswagen AG. The Bugatti
Automobiles SAS was created after the purchase of the brand name
"Bugatti" in 1998;
4. Porsche is 100% owned by Volkswagen AG since 2012;
5. SEAT is 100% owned by Volkswagen AG since 1990;
6. Škoda Auto is owned by the group since 1991 (only since 2000, it is
100% owned).
It is of course included Volkswagen as the group's founder brand.
In addition, the Volkswagen group owns a majority stake of some brands
for large transport vehicles: Italdesign Giugiaro; MAN SE; Scania AB.
(Volkswagen (2014) “Our brands and services” Avilable on this URL:
http://www.volkswagengroup.it/en_Marchi.asp).
27. So in conclusion, it was shown that the BMW Group and the Volkswagen
Group, even if they may have similar goals and similar market and range
segments, they are very different from each other and I hope to have
demonstrated it by my analysis.
28. REFERENCES
(1) Rushlane.com (2013) Mercedes Benz, Audi and BMW global sales report for March 2013 | Rush Lane. [online]
Available at:
http://www.rushlane.com/mercedes-audi-bmw-sales-mar-2013-1273856.html
(2) Volkswagen AG 2009, p. 106 "Volkswagen Aktiengesellschaft Annual Report 2008" (PDF). volkswagenag.com.
Volkswagen Aktiengesellschaft. 12 March 2009. ISSN 0944-9817. 958.809.512.20. Archived from the original on 8
August 2012. Retrieved 8 August 2012.
(3) Porter, Michael E. (1985). Competitive Advantage.
(4) Porter, M.E. (1996) "What is Strategy", Harvard Business Review, Nov/Dec 1996.
(5) European Commission (2009), “Automotive Glossary - Automotive Segments” Available on this URL:
http://ec.europa.eu/enterprise/sectors/automotive/files/projects/report_fta_india_asean_en.pdf ; page 9
(6) BMWGroup, “Company Portrait. Strategy” (2013). Available on this URL:
http://www.bmwgroup.com/e/0_0_www_bmwgroup_com/unternehmen/unternehmensprofil/strategie/strategie.html
(7) BMWGroup, “THE FUTURE OF SUSTAINABLE MOBILITY. LEADING (E)-MOBILITY INTO A NEW ERA.” (2013).
Available on this URL:
http://www.bmwgroup.com/d/0_0_www_bmwgroup_com/investor_relations/_pdf/20130610_The_Future_Of_Sustainable_Mobility_Sattig_(8) Volkswagenag: “Strategy. Group Strategy 2018”(2013). Available on this URL:
http://www.volkswagenag.com/content/vwcorp/content/en/the_group/strategy.bin.html/pdfFile/strategy.pdf
(9) BMW range. https://www.bmw.it/it/index.html
(10) MINI range http://www.mini.it/
29. (11) Volkswagen Range http://it.volkswagen.com/it.html
(12) Rolls Royce Rangehttp://www.rolls-roycemotorcars.com/
(13) Bentley Range http://www.bentleymotors.com/
(14) Bugatti Rangehttp://www.bugatti.com/en/home.html
(15) Seat Rangehttp://www.seat-italia.it/content/it/brand/it.html
(16) Skoda Auto Rangehttp://www.skoda-auto.it/
(17) Audi Rangehttp://www.audi.it/it/brand/it.html
(18) Lamborghini Rangehttp://www.lamborghini.com/it/home/
(19) Porsche Range http://www.porsche.com/italy/
(20) Claudio Floritelli & Mark McPherson (2013). "BMW Marketing Report"