Bmw Guide

Topics: BMW, BMW M3, BMW 3 Series Pages: 22 (6943 words) Published: April 22, 2015
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 recommendations was chosen in order to make the strategic factors better comparable. The division of the change in strategic factors between the past, the short- and the long run was undertaken in order to make the strategic factors more usable in the market plan. The SLEPT analysis concluded that the external environment would have an almost unchanged impact on BMW in the future. The composition of this impact would however have changed, since on one hand socio-cultural factors would yield a more positive influence on the company, whereas on the other economic factors it will have a more negative impact. The internal analysis concluded the sustainable competitive advantages to be: Branding, Innovative capabilities and the experience with sustainable solutions. In order to combine internal and external factors, key factors of success were looked at. Then factors from the internal and external analysis were brought together in a SWOT analysis. The most important strategic factors were combined in order to identify BMW’s strategic position. The critical SWOT analysis concluded that BMW 3 series is not in a situation where changes were needed immediately. finally a strategic thrust to identify which areas BMW should put more effort on in other to increase sales and market growth of the 3 series model. SCOPE OF ASSINGNMENT

The BMW 3 Series, Malaysia's best selling model and segment leader 5years in a row The BMW 3 Series a Mid-level Luxury Performance Sedan
The BMW 3 Series a Mid-level Luxury Performance Sedan |
* Mid-level Luxury Performance Sedans are a unique product category in the vast field of automotives. Vehicles in this segment are engineered to provide maximum performance, and are intuitively designed with responsive suspension, powerful engines, and sleek exterior lines. * The mid-level luxury performance sector is a crossover – a hybrid between gas-guzzling sports cars, fuel-efficient lower-level sedans, and expensive luxury...
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