Bmw Guide
Bmw Strategic Plan
Table of Contents
1.0. EXECUTIVE SUMMARY 2
2.0. BUSINESS MISSION VISSION AND STRATEGIC OBJECTIVES 5
2.1. Company Mission and Vision 5
2.2. Goals 5
2.3. Core competence/sustainable competitive advantage 6
3.0. ANALYSIS OF THE BUSINESS INTERNAL AND EXTERNAL ENVIRONMENT 7
3.1. Micro Environment (C3SPM ) 7
3.2. Macro Environment (SLEPT) 12
4.0. KEY CRITICAL SUCCESS FACTORS 15
5.0. SWOT 17
6.0. BASIC STRATEGIC THRUST 23
6.1. Proposal 1: Innovation 25
6.2. Proposal 2: Differentiation 26
6.3. Proposal 3: Focus 27
6.4. Proposal 4: Synergy 28
6.5. Proposal 5: Branding 29
7.0. MARKETING GOALS 30
7.1. BMW 3 Series Sales 30
7.2. BMW 3 Series Life Cycle 30
8.0. PRODUCT-MARKET INVESTMENT STRATEGIES 31
8.1. Ansoff’s Product- Market growth strategies 31
8.2. Target market selected and why? 31
9.0. STRATEGIC MARKET MIX (Medium Term 3-5years) 32
9.1. Product 32
9.2. Price 33
9.3. Place 34
9.4. Promotion 36
10.0. SALES FORCAST AND FINANCIAL PROJECTIONS 37
11.0. GANTH CHART 39
12.0. REFRENCE 39
13.0. APENDIX 40
1.0. EXECUTIVE SUMMARY
This report takes its starting point in the evaluation of the BMW Group through a strategic Market analysis of its best selling model the BMW 3 Series. The outlook obtained from the evaluation is used to create a strategic market plan for the BMW 3 Series. The analysis was divided into two parts: External and internal. The external analysis started with outlining the macro environment which was described using the SLEPT analysis. After the external analysis was finished off, the internal environment was analyzed, this was analyzed according to the C3SPM Model (company, customers, competitors, suppliers, middleman) of the micro environment. The underlying idea behind performing a strategic analysis was to obtain quantified factors, which could help BMW increase the sales of the 3 series and market growth.
In the external analysis the factors, which were found, have been quantified and put into a time perspective of 5years. The
Table of Contents
1.0. EXECUTIVE SUMMARY 2
2.0. BUSINESS MISSION VISSION AND STRATEGIC OBJECTIVES 5
2.1. Company Mission and Vision 5
2.2. Goals 5
2.3. Core competence/sustainable competitive advantage 6
3.0. ANALYSIS OF THE BUSINESS INTERNAL AND EXTERNAL ENVIRONMENT 7
3.1. Micro Environment (C3SPM ) 7
3.2. Macro Environment (SLEPT) 12
4.0. KEY CRITICAL SUCCESS FACTORS 15
5.0. SWOT 17
6.0. BASIC STRATEGIC THRUST 23
6.1. Proposal 1: Innovation 25
6.2. Proposal 2: Differentiation 26
6.3. Proposal 3: Focus 27
6.4. Proposal 4: Synergy 28
6.5. Proposal 5: Branding 29
7.0. MARKETING GOALS 30
7.1. BMW 3 Series Sales 30
7.2. BMW 3 Series Life Cycle 30
8.0. PRODUCT-MARKET INVESTMENT STRATEGIES 31
8.1. Ansoff’s Product- Market growth strategies 31
8.2. Target market selected and why? 31
9.0. STRATEGIC MARKET MIX (Medium Term 3-5years) 32
9.1. Product 32
9.2. Price 33
9.3. Place 34
9.4. Promotion 36
10.0. SALES FORCAST AND FINANCIAL PROJECTIONS 37
11.0. GANTH CHART 39
12.0. REFRENCE 39
13.0. APENDIX 40
1.0. EXECUTIVE SUMMARY
This report takes its starting point in the evaluation of the BMW Group through a strategic Market analysis of its best selling model the BMW 3 Series. The outlook obtained from the evaluation is used to create a strategic market plan for the BMW 3 Series. The analysis was divided into two parts: External and internal. The external analysis started with outlining the macro environment which was described using the SLEPT analysis. After the external analysis was finished off, the internal environment was analyzed, this was analyzed according to the C3SPM Model (company, customers, competitors, suppliers, middleman) of the micro environment. The underlying idea behind performing a strategic analysis was to obtain quantified factors, which could help BMW increase the sales of the 3 series and market growth.
In the external analysis the factors, which were found, have been quantified and put into a time perspective of 5years. The