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BMW

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by

Nicolas Roa

on 18 May 2016

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Transcript of BMW

BMW
GROUP.

Sebastian Bernal.
David Santiago Ortiz.
Nicolás Roa.
Content:
- General Overview. (Mission and Vision of the company.)

- BMW AG Organizational Structure.

- BMW Group Organizational Culture: "PART OF".

- Group´s value creation analysis.

- Stakeholder analysis chart.

- Stakeholder mapping.

- Environmental Forces around BMW AG.

- Business Strategy.

- Bibliography.

General Overview.
Bayerische Motoren Werke (BMW) Group was founded in 1916, building BMW, MINI vehicles, and partnership of Rolls Royce Motor cars. There is another division of motorcycles, including BMW Motorrad and Husqvarna.

Mission:
- "For 2020, BMW Group is clearly defined for their premium products and services for individual mobility, and also communicate to customers that BMW reputation and quality will become even stronger. (...) It reveals BMW´s desire to become the most successful premium firm in the industry."

Vision:
- "Efficient dynamics vehicles that preview tomorrow´s driving pleasure using today´s technology"


Organizational Culture:
"PART OF."
“Social commitment is a major concern of the BMW Group. There is no doubt that cultural engagement is part of the BMW Group.”

Maximilian Schöberl, Vice President Corporate
BMW

Group places their social commitment to be in touch with their employees, admirers and customers, using art, classical music such as Jazz, architecture, and the most important one: brand design for their products. Nowadays BMW Group has a cultural program called “BMW Cultural Engagement”, allowing their costumers be “PART OF” the next 100 years that BMW Group is advancing with.

Metallic Drops. BMW Museum.



With this, BMW Group wants to communicate with people not just with machines, using art, music and inspirational factors that let them know that BMW AG is capable to satisfy their needs.
Value
Creation
analysis.
BMW Group Value Creation is based on a all time style of work, in which they focus on the quality, social commitment, sportiveness and luxury for their costumers trough specific types of work such as:

Marketing.
Experiences.
Design.
Attention.
Quality.
Compliance.
Satisfaction.

Input
Conversion
Output
External
Stakeholders.
Customers.
Partners.
Suppliers.
Media.
Competitors.
Government.
Executives.
Shareholders.
Employees.
Internal Stakeholders.
Stakeholder
Influence vs. Interest Map.
SUPPORT PROCESSES + PRIMARY BUSINESS PROCESSES = BMW COMPETITIVE ADVANTAGE
Environmental
Forces.
- Political:
Highlight government laws and relations, security, measures and restrictions that can apply to the industry as a whole. Laws, regulations, taxes and policies restrict the distribution of products.

- Economical:
Related to the exchange rates, economic growth globally and the business setting prevailing in industry. There was excess capacity of cars produced thus giving rise to high amount of revenue in marketing and new product designs.



- Social:
These include the changes in cultures and demographic globally apart from change in buying pattern and capacity of the consumer. this factor is changes in the customer predilection from car being a luxury use to fuel efficiency and low emission cars.

- Environmental:
Increasing effect of global warning, greenhouse effect and burnout among environmental patterns.
Shift in consumer’s tastes and preferences towards use of more eco-friendly cars, hybrid cars, fuel cell cars etc.
Give importance to EURO rules to decrease pollution in developing countries.

- Technological:
Increase technology usage to gain a clear competitive advantage, using new and sophisticated design to overcome the decreased margins in the industry. Modifications or restriction on technology causing environmental pollution.
-Legal:
Restrictions and strict pollution norms set up in European and US markets. Strict implications of the EURO norms in developing countries such as formation of BHARAT norms on the lines of EURO norms in India. 

Support
Process.
Primary
Business Process.
Busin
ess_St
rategy.
Customer Focus.
Innovation.
Differentiate their core competencies from their rivals.
Thanks for watching.
BMW actual logo retrieved from:
http://bit.ly/1WkZFau
Rolls Royce logo retrieved from:
http://bit.ly/23Cn1qF
Mini logo retrieved from:
http://bit.ly/1rDcxLS
BMW Art cars retrieved from:
http://bit.ly/1rLUdAb
BMW Colombian art car retrieved from:
http://bit.ly/24H4Fr5
BMW Museum retrieved from:
http://bit.ly/1XhxdoJ
Cars retrieved from:
http://bit.ly/1NoH22b http://bit.ly/1Yix7M0 http://bit.ly/1OkO5Ug http://bit.ly/24HlS3z http://bit.ly/23D2bHG http://bit.ly/1OcFSGZ


Article "Building & Sustaining Strategy: Bayerische Motoren Werke (BMW) – Automotive Industry." Quek Cun Hwee, E. Retrieved from website http://www.tmc.edu.sg/wp-content/uploads/2015/09/File-6-BSS-BMW-eqch.pdf

Article "A Unique Company Culture: BMW Group" Heryati R. Retrieved from website
http://inside.6q.io/a-unique-company-culture-bmw-group/

Journal "Strategic Analysis (PESTEL, Porter and SWOT) of BMW" N.D. 2012. Retrieved from website
http://writepass.com/journal/2012/11/strategic-analysis-pestel-porter-and-swot-of-bmw/
Bibliography.
-Specialist.
Organizational
Structure.
Stakeholder
Influence vs. Interest Map Suggestion.
Core
Organizational
Structure.
Full transcript