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BMW GROUP - ESTRATEGIA 2014

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Transcript of BMW GROUP - ESTRATEGIA 2014

"BACK TO THE TOP":
BMW SPAIN STRATEGY 2014-2018.

"BACK TO THE TOP"
Number 5 worldwide
Number 14 worldwide
WHY DO WE NEED A LOCAL STRATEGY?
Who lost more units during the crisis 2007-2013?
OBJECTIVE 2018: TO BE A TOP-10 MARKET.
MARKET FORECAST 2014-2018 (PROGNOSIS APR. 2014).
BMW Spain (data as of 2006).
LEARN FROM OTHER SUCCESSFUL STRATEGIES...
STRATEGY NUMBER ONE
MINI SPAIN STRATEGY 2014-2018.
PILLARS & INITIATIVES.
IF WE CHANGE NOTHING,
NOTHING WILL CHANGE...
THE BMW SPAIN HISTORY IN FOUR STEPS…
51.000
4,0 %
Market drop efficient dynamics economic crisis
NEW PRODUCTS TRENDS
ECOLOGY, NEW TAXES CO2
Back to the top
Post-crisis strategy
NEW MARKET TRENDS
New Strategy Segment
Consolidation (SUV)
1982 1983 1984 1985 1986 1987 1988 1989 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
2003 - 2006
2007 - 2013
2014 - 2018
35.228

2,4 %
42.301

2,89 %
52.569

3,2 %
52.865

3,3 %
58.706

3,6 %
60.250

3,7 %
26.815

3,7 %
35.565

4,9 %
BMW Regs.

Vs. Market share
23.313

1,9 %
Audi Regs.

Vs. Market share
37.236

3,0 %
CHANGE OF VALUES
1999 - 2002
37.760

2,4 %
42.739

3,0 %
Brand repositioning in Spain
:
One TEAM committed with the same GOAL.
Registrations
2013
AUDI

BMW

MERCEDES
60.250
58.706
52.709
35.565
26.815
24.204
2007
2006
2014
TOP 10
2018
AUDI WANTS TO BE LIKE BMW...
Challenges & trends
OR THEY JUST PRETEND TO BE...
MERCEDES DOES NOT STOP EITHER...
MISSION.
Best performing wholesale company in the premium segment in Spain by reaching in 2018: 75.000 units (51k BMW / 13k MINI / 11k Motorrad), 900 MiO€ and 5% of car market share (4% BMW + 1% MINI).
MINI STRATEGY FOR SPAIN.

BMW MOTORRAD SPAIN STRATEGY 2014-2018.
PILLARS & INITIATIVES.
THE MISSION AND THE 6 PILLARS.
6 PILLARS.
Best Dealer network in the Premium segment with a healthy and sustainable profitability as well as satisfaction.

Improve Customer satisfaction (Sales & After Sales).

Leverage and improve the sales performance through collaboration with BMW Bank and Alphabet.

Develop / Professionalism Used Motorcycle Business.

Conversion from a traditional German enterprise to a global power brand, increasing desirability and attracting younger customers.

Improving and development retail opportunities: DEMO Program and IT Solutions (SA3).


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MISSION.
Reinforce & Consolidate leadership in the Motorcycle premium segment by reaching 11.000 units in 2018.
MOONRIDE 2020.
SUMMARY OF INITIATIVES.
THE MISSION AND THE 7 PILLARS.
Name of the initiative:

New Mobility Solutions and Services.

Responsible:
D. Martínez.

Working team:
J. Hernández, J. Zapardiel, J. Menéndez, L. Domínguez, A. Ecenarro.

Short description:
Boost Agent implementations and commitment, strengthen innovative sales channels (CIC and Online), raise awareness for BMW i products and C-Concept eScooter, establish infrastructure / cooperation to launch mobility solutions (e.g. Fast Charging, Drive Now).

Main objectives:

Increase awareness and sales performance for BMW i products.
Prepare the ground and launch BMW Mobility Solutions (e.g. Drive Now).
Improve organizational integration of BMW i/mobility solutions in local NSC and dealer organization.

Milestones & Timing:
TBC.
Enabling new segments:
Enhancement of the current dealer network regarding innovative sales channels and formats, sales and service.
Growth of dealer organization:
Enhancement of the global dealer organization.
Supporting Growth:
Implementation of growth strategies in sales and aftersales.
Enabler:
Professionalization of our sales processes and systems together with a brand extension.
PILLAR 1. INITIATIVE 2.
Name of the initiative:

Development/Professionalize of Dealer Used Car Business.

Responsible:
M. Llabres-Pohl, F. Garcia.

Working team:
J. Rodriguez, A. Redondo, B. Strobl.

Short description:


Professionalize the UC business on retail level by implementing standard sales processes and tools (sales management, CRM).
Implement group-wide UC sales management IT systems and solutions.
Review UC sales requirements in line with related Pillar 4 (ORU) and Strategy 2018.
Develop and implement UC retail price influencing processes and analysis capabilities.

Main objectives:

Increase sales volumes and profitability of UC retail sales and thus reduce sales to free-traders.
Increase of used car retail prices in the market thus increasing UC residual values.
Establish DO UC sales capacity and capabilities (floorplan/staff/credit lines) according to planned UC volumes (LUP, Strategy 2018).

Milestones & Timing:
TBC.
Name of the initiative:

Corporate and Special Sales Growth Measures.

Responsible:
A. Barrau, J. Menendez.

Working team:
A. Saiz, M. Vega, J. Herranz, P. Asin, E. Barreiro.

Short description:
Further exploit existing corporate target groups via dealer network, identify and activate new fleet and special sales customer groups. Intensify cooperations with large fleet/leasing companies.

Main objectives:

Enable/Coach dealer network in establishing professional corporate business processes.
Launch additional ,high volume products with strategic partners (e.g. RAC renting).
Further develop Special Sales Channels: Increase the number of channels and deepen into the existing ones. Highest BMW Bank implication and more marketing activities. Synergies with GKL activities.

Milestones & Timing:
TBC.
Name of the initiative:

Dealer profitability.

Responsible:
M. Gamarra.

Working team:
J. Congosto, E. de Santos, R. Durán, F. Simón, A. Saíz, D. Pulido.

Short description:
Focus on Dealer Profitability / Cash Flow / Financial Capacity.

Main objectives:

Analyze the commercial plan, sales channels and their impact on dealers profitability.
Analyze “all” dealer expenses.
Find synergies, provider agreements, shared services that reduce dealer costs and improve efficiency.
Define a “Financial KPI´s Benchmark” according to the volume and investment situation.

Milestones & Timing:
TBC.
Name of the initiative:

Future Infrastructure, processes and roles.


Responsible:
J. Paramio.

Working team:
J. María Delgado, P. Ramírez, L. Satrústegui, N. Villegas, J. Menéndez, C. Paz, R. Camy, C. Martínez.

Short description:
Define the future dealer infrastructure, Processes and Roles we need to achieve our targets.

Main objectives:

Analyze where we are and what we need: Number and types of dealer and structures (Dealer core model), new processes (like EPoS, etc) and dealer roles (like PG, CG, F&I, Marketing, etc), BPS/MN Strategy.
Review process and associated tools.
Define an implementation plan, according to the Initiative 1.
FuRe HR Implementation to support the ideal staff number and roles definition.

Milestones & Timing:
TBC.
Name of the initiative:

Best customer experience.

Responsible:
TBC.

Short description:
Provide the best Customer Experience (people, process and infrastructure).

Main objectives:

This Initiative will be additionally covered by Pillar 3 and 7.
Aspects related to dealer structure and organization will be integrated in the initiative 3.

Milestones & Timing:
TBC.
Name of the initiative:

Relationship between BMW Group Spain and dealers.

Responsible:
L. Escobar.

Working team:
E. de Santos, L. Domínguez, A. Copado, R. Rubio, M. Martínez, M. Plaza.

Short description:
NSC and dealers relationship must have a solid base where confidence and collaboration are key issues.

Main objectives:

To get the best Dealer Council. Involve our dealers in redefining the local strategy (comisiones de trabajo).
Communicate consistently and sell to our dealers that we have a clear, simple and realistic plan for the next 4 years.
Analyze and implement BMW Group roll model as “consultant“ and not as “police”; build trust through credibility.
Make it simple for dealers (communication, reporting, who is who, dealer visits, local review board, initiatives, events, etc).

Milestones & Timing:
TBC.
Name of the initiative:

Development of IT Tools for Business Steering.

Responsible:
A. Copado.

Working team:
F. Simon, O. Afzali, J. Sanabrias, B. Blazquez, M. Real.

Short description:


Establishing adequate IT solutions to provide the required KPIs for business steering.
Improving time to market through increased market flexibility (target steering: volume, segment share, CoR, CM), further simplification of sales programs and efficiency of processes.

Main objectives:

Development of IT systems: SA-3, E-ITV, Sales Steering Reporting (eg. Incoming, Retail, Wholesale, Quotas, Stock), Economic Information (CoR, CM), Automatic Payments, Logistic Chain, Product/Equipment/Sales Actions Monitoring, Dealer KPI Cockpit.
Keep on simplifying Plan Comercial with focus on stock-turn whilst meeting CoR and CM targets.
Dealer receive monthly standardized order recommendations (volume, model, product specs).

Milestones & Timing:
TBC.
PILLAR 1. INITIATIVE 3.
PILLAR 1. INITIATIVE 4.
PILLAR 1. INITIATIVE 5.
PILLAR 2. INITIATIVE 2.
PILLAR 2. INITIATIVE 3.
PILLAR 2. INITIATIVE 4.
Name of the initiative:

Reformulate customer experience.

Responsible:
J.P. Madrigal.

Working team:
P. Lázaro, L. Escobar, J. M. Delgado, L. Alonso, M. A. Martin, M. Molina, G. Sanjuan.

Short description:
As a premium brand, BMW and MINI have to ensure a premium experience to all customers. The approach starts from the customer to the dealer to the NSC.

Main objectives:
To ensure an outstanding, differentiated and exceptional experience, consistently for all our customers.

Milestones & Timing:


Define the customer Journey from the first touch point until the end of the lifecycle.
Implement consistent attitude, behavior and customer oriented processes in both levels: NSC and DO.
PILLAR 3. INITIATIVE 2.
Name of the initiative:

New measurement methods in line with the customer expectations.

Responsible:
J.P. Madrigal.

Working team:
P. Lázaro, J.M. Delgado, F. Sánchez.

Short description:
It is agreed that the current CSI is leading our efforts to achieve the best score but not always to increase real customer satisfaction, therefore a different process is needed to evaluate the customers experience.

Main objectives:

To create a simple, transparent measurement system that reflects customer experience.
To define the customer touch points in terms of survey in order to make it customer oriented.

Milestones & Timing:
TBC.
Name of the initiative:

Improve Realized Market Value and ORU Performance.

Responsible:
J.M. Rubio, M. Llabres-Pohl.

Working team:
K. Pritchard, M. Bueno, J.L. Fernandez, A. Redondo, J. Menendez, J. Diaz.

Short description:
Ensure transparency on RMV vs. competition.
Common understanding and reporting of RMV.
Common target and steering system for ORU.
Definition and tracking of measures to improve RMV.

Main objectives:

Improve RMV to achieve at BSC target.
Improve profitability in used car business.
Positive impact on residual values in new business.

Milestones & Timing:


Kick off meeting (CW 31).
Presentation of first results/status on 24th of September.
Regular update in project steering committee of pillar 4.
Final decision in NSC/NFSC steering committee.
Implementation phase.
PILLAR 5. INITIATIVE 4.
PILLAR 5. INITIATIVE 5.
PILLAR 4. INITIATIVE 2.
Name of the initiative:

Leverage Retail Sales by SF Products and Campaigns.

Responsible:
C. Martinez.

Working team:
J. Nagore, M. Bueno, J. Congosto, O. Afzali, R. Lado, J. Menendez, G. Sanjuan, M. Terroba.

Short description:

Analysis of competitiveness of current products.
Analysis of competition (captives and banks).
Definition of competitive product offers for further growth.

Main objectives:

Create transparency of current product offers and competitiveness.
Development of new products and optimization of retail finance product program of BMW Bank.
Implementation of new products.

Milestones & Timing:


Kick off meeting (CW 31).
Presentation of first results/status on 24th of September.
Regular update in project steering committee of pillar 4.
Final decision in NSC/NFSC steering committee.
Implementation phase.
PILLAR 4. INITIATIVE 3.
Name of the initiative:

Campaign decision and steering process.

Responsible:
H. Betz.

Working team:
J.L. Fernandez, A. Copado, G. Sanjuan, M. Terroba, R. Alferez, C. Martinez, P. Holbe.

Short description:


Analysis of current processes in NSC and NSFC.
Definition of optimized joint decision and steering process of campaigns.
Implementation of adjusted joint process.

Milestones & Timing:


Kick off meeting (CW 31).
Presentation of first results/status on 24th of September.
Final decision in NSC/NFSC steering committee 10/2014.
Implementation 11/2014.
Monthly sales/marketing/finance meeting starting from 11/2014.
PILLAR 4. INITIATIVE 4.
Name of the initiative:

Reinforce Private Channels.

Responsible:
J. Congosto.

Working team:
F. Simón, F. Domínguez, E. Fernández, C. Calvete, F. González.

Short description:
Improve efficiency on the retail sales level. Ensure a flexible, competitive target setting. Revise sales bonus elements.

Main objectives:

Develop and implement a flexible, competition-oriented retail target setting process. Revision of sales bonus elements/Plan Comercial (structural vs. tactical CoR).
Improve sales performance potential and customer satisfaction by efficient usage of new retail standard tools (need assessment, sales staff training, systems and processes fully operational , etc).
Look for potential new channels (online, digital, etc).

Milestones & Timing:
TBC.
Name of the initiative:

New Communication Code.

Responsible:
A. Roca.

Working team:
M. Plaza, R. Alférez, J.L. Valenciano, potential attendance by outside data providers.

Short description:
Define and execute a “tone of voice” that is clearly identified as BMW, that is relevant for the target group, maximizes the impact of media investments and is adapted to Spanish environment.

Main objectives:

Analyze present tone of voice compared to main competitors and other premium products.
Execute brief to agency for delivery of this new code (potential agency pitch)
Evaluation and testing, including assessment of production costs.
Deployment at all levels.

Milestones & Timing:
TBC.
PILLAR 5. INITIATIVE 2.
Name of the initiative:
Improve brand and product visibility outside advertising channels.

Responsible:
A. Cea.

Working team:
M. Martínez, J. Braz, C. Alonso.

Short description:
Develop a strategy to identify opportunities for product placement (sponsorships, presence in TV films, ambassadors, etc).

Main objectives:

Identify clearly the areas of interest of our target group together with “open participation spaces”.
Create a check list that scores the values of the potential product placement with the brand values.
Establish KPI’s in terms of ROI, coverage, etc to rank participation alternatives.
Identify synergies with other markets.
Deployment calendar.

Milestones & Timing:
TBC.
PILLAR 5. INITIATIVE 3.
Name of the initiative:

“Laser focus” reinforcements.

Responsible:
G. Moro.

Working team:
J. Congosto, M. Navarrete, J. Paramio, F. Simón.

Short description:
Establish precise action plans for specific areas where either to conquest or defend against competitors.

Main objectives:

Establish process to identify territories that need specific approach due to performance, language, cultural, legal or competitor activity characteristics.
Coordination with previous Initiatives on evaluating deployment in these areas.
Identification of local opportunities to show brand presence adapted to local particularities.

Milestones & Timing:
TBC.
Name of the initiative:

Enhance AK coverage.

Responsible:
B. Hormigos.

Working team:
J.L. Valenciano, M. Maroto, D. Canosa, B. de Ancos.

Short description:
Be able to expand the media press coverage beyond motor journalism.

Main objectives:

Identify the media landscape outside car magazines.
Rank the media in terms of coverage, affinity and relevance.
Create editorial content of relevance for this media.
Define necessary resources.

Milestones & Timing:
TBC.
Name of the initiative:

Product.

Responsible:
O. Afzali.

Working team:
M. Vaquero, S. Sota, M. Molina.

Short description:
Develop an aligned and flexible product and price strategy adapted to the Spanish market environment.

Main objectives:

Constant monitoring of actual and forecasted competitors.
Consistent and sales and customer orientated product positioning including editions.
Strengthening holistic option business with focus on salesmen/genius.
Standardized launch management process (brand manager).

Milestones & Timing:
TBC.
NEXT STEPS.
NEXT STEPS.
BMW SPAIN STRATEGY 2014-2018.
PILLARS & INITIATIVES.
IF WE CHANGE NOTHING,
NOTHING WILL CHANGE...
B1-ES wants to provide a clear direction where to go.

This message will be firmly addressed to the local NSC and to all the BMW Group entities based in Spain as well as to the dealer network.
GLOBAL APPROACH OF THE PROGRAM.
July, 31st:
presentation to B1.
Sep. 2014:
2nd outside WS with the MM:

Inputs received from B1.
Confirm priorities, working teams and timelines.
Confirm the lack of duplicities and overlapping among the different Initiatives (e.g. Pillar 1, Initiative 4: “Development/Professionalize of  Dealer Used Car Business” vs. Pillar 4, Initiative 5 “Leverage ORU to improve performance in used car business”).
IT Strategy.
Information to AU.
Q4 2014:



Presentation to all the employees.
Presentation to B1 (incl. year-end updates).
Presentation to the BMW Group Board
(timing TBC).
Regular follow-up:
once a month in the MM (executive review).
CONCLUSIONS.
.
CONCLUSIONS.
.
“Back to the Top” includes the local Strategy for
BMW, BMW Motorrad and MINI in clear alignment with their respective central departments.
At the end, some Pillars and Initiatives are common for all the brands (e.g. People & Organization; Dealer Network; Customer Satisfaction; etc).
Two main successful factors which will play a key role during the whole project:

Communication:

open, transparent and regular to the whole Company (adapting the messages to the respective organizational levels).

Involvement:
not only from the Management, actually it is foreseen that ca. 75 associates will be involved in different Pillars and Initiatives (this approach will assure the best contribution and the best “buy-in” from the organization).
The local Company has an
ambitious, positive and reachable strategy.
This will ensure the best performing NSC at the same time this will strongly contribute to recall the best “winning and proud Team” in Spain. The chosen claim, “Back to the Top”, embodies this whole idea and concept.
7 PILLARS.
Best performing, target oriented and motivated people in a high-efficient organization on a wholesale and retail level.
Profitable growth by further optimization of sales channels.

Best dealer network in the Premium Segment with a healthy and sustainable profitability as well as satisfaction.

Number One in customer satisfaction in the Premium Segment.

Leverage and improve the sales performance with the BMW Bank and Alphabet.

Highest desirability of BMW Group brands in the Premium Segment.

Strengthen the current BMW Group image in Spain.
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PILLAR 1.
TITLE & INITIATIVES.
Profitable growth by further optimization of sales channels.

New Mobility Solutions and Services.

Best Premium Dealer in Town.

Corporate and Special Sales Growth Measures.

Development/Professionalize of Dealer Used Car Business.

Reinforce Private Channel.


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PILLAR 2.
TITLE & INITIATIVES.
Best Premium Dealer in town.

Dealer profitability.

Future Infrastructure, processes and roles.

Relationship between BMW Group Spain and dealers.

Best customer experience.



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PILLAR 3.
TITLE & INITIATIVES.
Number One in customer satisfaction in the Premium Segment.

Reformulate the customer experience.

New measurement methods in line with the customer expectations.


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2.-
PILLAR 4.
TITLE & INITIATIVES.
Leverage and improve sales performance with BMW Bank and Alphabet.

Strategic (re)alignment.

Leverage Retail sales by SF Products and campaigns.

Campaign decision and steering process.

Improve Realized Market Value and ORU Performance.


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PILLAR 5.
TITLE & INITIATIVES.
Highest desirability of BMW Group brands in the Premium Segment Social perception.

New Communication Code.

Improve brand and product visibility outside advertising channels.

“Laser focus” reinforcements.

Enhance AK coverage.

Product.


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PILLAR 6.
TITLE & INITIATIVES.
To increase the reputation of BMW Group in the Spanish Society.

Social perception.

Strengths and weaknesses.

Stakeholders’ Relations Development.

Core messages.

Strategic and Action Plan.

¿Te gusta aprender?.

BMW Premio de Pintura Update into the BMW Group Values (to be developed).


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PILLAR 5. INITIATIVE 1.
Name of the initiative:

Strategic (re)alignment.

Responsible:
G. Seemann, H. Betz.

Working team:
CEOs, CFOs, Head of Sales of each entity.

Short description:


Presentation of NSC strategy.
Status of current joint activities, collaboration and initiatives/work packages.
Presentation of status of initiatives/work packages.
Definition of additionally necessary initiatives to leverage sales of NSC by support of NSFC and Alphabet.
Definition of targets, contents and joint teams for initiatives/work packages.

Main objectives:
TBC during the first WS.

Milestones & Timing:
24th /25th of September: Workshop of NSC, NFSC, Alphabet (one WS to be held all together >> overall contents; and another WS to be held separately with Bank and AL). Duration: Evening plus following day.
PILLAR 4. INITIATIVE 1.
PILLAR 3. INITIATIVE 1.
PILLAR 2. INITIATIVE 1.
PILLAR 1. INITIATIVE 1.
PILLAR 7. INITIATIVE 4.
PILLAR 7. INITIATIVE 5.
Name of the initiative:

Dealer Management’s one-day visit to NSC.

Responsible:
V. Adrián.

Working team:
M. Martínez, J. Gómez, M. Plaza, L. Escobar.

Short description:
Dealer Mgment. visit to NSC’s office guided by its NSC’s field team including bus. reviews with NSC’s dealer support departments, lunch with one of the MM’s members and training activities.

Main objectives:

Boost motivation of Dealer Management team.
Facilitate Dealer with personal contact & meetings with NSC’s back-office departments.
Dealer Mgment’s bus. lunch with NSC’s MM member.
Special Training activities for the Dealer Management.

Milestones & Timing:
NSC’s internal review and approval of the Dealer visit program in Q3’14, presentation to BMW Dealer Association Council in Q4’14 and initiative implementation in Q1 2015.
PILLAR 7. INITIATIVE 6.
Name of the initiative:

Reinforce target-orientation culture in BMW dealers.

Responsible:
V. Adrián.

Working team:
C. Fernández, L. Escobar, F. Simón, C. Jorge.

Short description:
Strengthen the Target-orientation culture in the Dealer network’s. Organization & employees through a performance appraisal system.

Main objectives:

Establish an annual Dealer Balance Score Card (reference to Dealer Cockpit) with the key bus. targets across the dealership, including financials, agreed upon between Dealer and NSC.
Dealer Monthly Fcst. Report consisting of KPI’s by bus. area with monthly review with NSC’s field force and joint-corrective actions to ensure the KPI’s fulfillment.
Roll-out of the annual key targets among the managers of the dealer bus. areas.
Targets’ appraisal per bus. area responsible: mid-year and End-year reviews.

Milestones & Timing:
Annual Dealer KPI’s scorecard proposal in Q3’14, presentation to NSC’s MM in Q4’14, presentation to BMW Dealer Association Council in Q4’14 and Initiative launch in the beginning of 2015.
Name of the initiative:

Impulse efficiency of NSC’s field force visits to dealers.

Responsible:
V. Adrián.

Working team:
M. Martínez, J. Gómez, M. Plaza, R. Rubio.

Short description:
Analyze NSC’s field team visits to dealers (frequency, agenda, content, preparation, agreed actions and next steps, follow-up...) to leverage potential improvements measures vs. today’s situation to unlock maximum efficiency potential.

Main objectives:

Avoid overlapping of NSC’s different field force visits to same Dealership.
Agree upon a “Master NSC’s sales force dealer visits”: frequency, length, preparation, agenda, minutes, follow-up.
Maximize NSC’s different field force associates´ intercommunication & collaboration.
Improve further the current dealer perception of NSC’s field team visits’ efficiency.

Milestones & Timing:
Internal assessment and improvement measures proposal during Q3’14, presentation to NSC’s MM and to BMW Dealer Association Council in Q4’14 and Kick-off as of Jan. 2015.
PILLAR 7. INITIATIVE 1.
Name of the initiative:

Employee Engagement.

Responsible:
P. Amoretti.

Working team:
HR, the Improvement Team, L. Alonso, H. Zink.

Short description:
Strengthen the winning, ambitious and JOY mindset to have the
best talent on board with the utmost motivation and engagement.

Main objectives:

Work & Life Balance: no working less, working smarter.
To guarantee the most competitive and fair remuneration: internal equity and external competitiveness including the proper communication plan.
Strengthen the positivism, recognition and team-building culture.
Stronger performance appraisal linkage with career planning & training.
Employer branding >> Employee value proposition.

Milestones & Timing:
TBC in the next WS in September with the Improvement Team.
PILLAR 7. INITIATIVE 2.
PILLAR 7. INITIATIVE 3.
Name of the initiative:

Workforce & Workload analysis.

Responsible:
P. Amoretti.

Working team:
HR, B. Blazquez, L. Hernaiz.

Short description:
Analyzing the current organization as well as its processes to

identify potential improvement and efficiencies (by reassigning if applicable – not downsizing – the current workforce).

Main objectives:
Confirming the “what-to-dos” and “what-not-to-dos”.
Workforce analysis incl. business needs vs. legal framework (employees/temps/ outsourcing).
Adapt the local structure to the local needs (current and future) and discussing it with FO if required based on well-founded reasons, changing the current sort of contracts if required.
On yearly basis, to conduct an organizational audit with focus on “what-to-dos” and “what-not-to-dos” (and core and non-core processes) including all kind of resources, i.e. BMW jobcards, Temps and Outsourcing / Consultancy services.

Milestones & Timing:
TBC in the next WS in September with the Improvement Team.

By doing so, we will clearly and positively influence
the other Pillars and Initiatives.
Name of the initiative:
Change Management.

Responsible:
P. Amoretti.

Working team:
HR, the Improvement Team, L. Alonso, H. Zink.

Short description:
Foster a premium, high performing, less hierarchical and more modern organization and culture.

Main objectives:

Strengthening the BMW Basic Principles.
Empowerment.
Accountability and self-responsibility.
Leading by example / Walk the talk.
Having the best interdepartmental communication and collaboration.

Milestones & Timing:
Ongoing. On annual basis conducting an employee satisfaction survey by including also specific local questions if required.
WE HAVE A PLAN!
PILLAR 6. INITIATIVE 4.
Name of the initiative:

Stakeholder’ Relations Development.

Responsible:
D. Martínez.

Working team:
D. Canosa, A. Saiz.

Short description:
Creation of a relevant Stakeholders’ Map for the group including Institutions, Local, Regional and National Administrations, Foundations, NGO’s, Social Influencers, etc.

Main objectives:

Identify and develop a close relationship with the stakeholders of the group.
To be considered a company committed to the regions where we operate and devoted to its citizens.
Facilitate agreements.

Milestones & Timing:

Every team meeting.
Annual Review.
PILLAR 6. INITIATIVE 5.
Name of the initiative:

Core messages.

Responsible:
M. Maroto.

Working team:
D. Martínez, D. Canosa, P. Amoretti.

Short description:
Define a set of core messages regarding the commitment and values of the group.

Main objectives:

Define the position of BMW Group as an innovative, committed and sustainable company.
Positioning BMW in the top of mind of Spanish society as the leader in electro mobility.
Approach to society: working with local providers and creating employment.
Strengthen brand reputation: the Group cooperates with NGO’s developing local projects.

Milestones & Timing:
End of November.
Name of the initiative:

¿Te gusta aprender?.

Responsible:
P. Amoretti.

Working team:
P. García, M. Maroto.

Short description:
Carry on with the second edition of this CSR programe. The new edition will take place in 2015.

Main objectives:

Give back to society something valuable in a time when youth is suffering high rates of unemployment.
Point out the commitment of the Group as a social responsible company with successful initiatives not only in our homeland but also in the markets where we operate.

Milestones & Timing:

Beginning of the new edition: Stronger Communication Campaign.
Q4 2014.
PILLAR 6. INITIATIVE 6.
PILLAR 6. INITIATIVE 1.
Name of the initiative:

Social perception.

Responsible:
A. Saiz.

Working team:
M. Maroto.

Short description:
Analyze the perception of the BMW Group and its values (innovation, JOY, commitment, sustainability) among Spanish society in order to develop a closer approach to it. Source: Reputation Institute Study.

Main objectives:

Get to know the social perception about BMW Group in Spain.
Company integration in the Spanish Society through a major accessibility and closeness to it.
Find niches in where BMW Group could play a relevant role.

Milestones & Timing:


Every team meeting.
Mid September 2014.
PILLAR 6. INITIATIVE 2.
PILLAR 6. INITIATIVE 3.
Name of the initiative:
Strengths and weaknesses.

Responsible:
D. Canosa.

Working team:
M. Maroto, D. Martínez, A. Saiz.

Short description:
Definition of the Strengths and Weaknesses of BMW Group compared with competitors and regarding the approach to Spanish Society and it’s main social actors.

Main objectives:

Company integration in Spanish Society.
Find niches in where BMW Group could play a relevant role.
Make the difference between us and our competitors in terms of CSR.

Milestones & Timing:


End October 2014.
Annual Review.
Name of the initiative:

Strategic and Action Plan.

Responsible:
P. García.

Working team:
P. Amoretti, M. Maroto, A. Saiz, D. Canosa, D. Martinez.

Short description:
Definition and development of an specific and measurable strategic plan to develop a closer approach to Spanish society. The plan will includes the actions currently running on and determine new ones for the future. For instance, ¿Te Gusta Aprender? 2.0.

Main objectives:

Improving social perception about BMW Group in Spain.
Company Integration in the Spanish Society through a major accessibility and closeness to it.
Outline the commitment of the Group as a social responsible company with successful initiatives.

Milestones & Timing:
Annual Review.
PILLAR 7.
TITLE & INITIATIVES.
Best performing, target oriented and motivated people in a high-efficient organization on a wholesale and retail level.

NSC:

1.- Employee Engagement.

2.- Change Management.

3.- Workforce & Workload analysis.


Dealer network:

4.- Reinforce target-orientation culture in BMW Dealer network
organization & people.

5.- Impulse efficiency of NSC’s field force visits to Dealers.

6.- Dealer Management’s one-day visit to NSC&BMW Madrid.

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