Bmw Geeta Mam

8/3/2019 Bmw Geeta Mam

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Introduction

BMW entered existence as a business entity following a restructuring of the RappMotorenwerke aircraft engine manufacturing firm in 1917. After the end of World

War I in 1918, BMW was forced to cease aircraft engine production by the terms of

the Versailles Armistice Treaty.[2]

The company consequently shifted to motorcycle

production in 1923 once the restrictions of the treaty started to be lifted,[3]

followed by

automobiles in 192829.[4][5][6]

The first car which BMW successfully produced and the car which launched BMW

on the road to automobile production was the Dixi, it was based on the Austin 7 and

licensed from the Austin Motor Company in Birmingham, England.

The circular blue and white BMW logo or roundel is portrayed by BMW as the

movement of an aircraft propeller, to signify the white blades cutting through the blue

sky an interpretation that BMW adopted for convenience in 1929, twelve years afterthe roundel was created.

[7][8]The emblem evolved from the circular Rapp

Motorenwerke company logo, from which the BMW company grew, combined with

the blue and white colours of the flag of Bavaria, reversed to produce the BMW

roundel. However, the origin of the logo being based on the movement of a propeller

is in dispute, according to an article posted in 2010 by the New York Times, quoting

"At the BMW Museum in Munich, Anne Schmidt-Possiwal, explained that the blue-

and-white company logo did not represent a spinning propeller, but was meant to

show the colours of the Free State of Bavaria."[9][unreliable source?]

BMW's first significant aircraft engine was the BMW IIIa inline-six liquid-cooled

engine of 1918, much preferred for its high-altitude performance.[10]

With German

rearmament in the 1930s, the company again began producing aircraft engines forthe Luftwaffe. Among its successful World War II engine designs were the BMW

132 and BMW 801 air-cooled radial engines, and the pioneering BMW 003 axial-

flowturbojet, which powered the tiny, 1944-1945-era jet-powered "emergency

fighter", the Heinkel He 162 Spatz. The BMW 003 jet engine was tested in the A-1b

version of the world's first jet fighter, the Messerschmitt Me 262, but BMW engines

failed on takeoff, a major setback for the jet fighter program until successful testing

with Junkers engines.[11][12]

By the year 1959, the automotive division of BMW was in financial difficulties and a

shareholders meeting was held to decide whether to go into liquidation or find a way

of carrying on. It was decided to carry on and to try to cash in on the current economy

car boom enjoyed so successfully by some of Germany's ex-aircraft manufacturers

such as Messerschmitt andHeinkel. The rights to manufacture the Italian Iso

Isetta were bought; the tiny cars themselves were to be powered by a modified form

of BMW's own motorcycle engine. This was moderately successful and helped the

company get back on its feet. The controlling majority shareholder of the

BMW Aktiengesellschaft since 1959 is the Quandt family, which owns about 46% of

the stock. The rest is in public float.


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BMW acquired the Hans Glas company based in Dingolfing, Germany, in 1966. It

was reputed that the acquisition was mainly to gain access to Glas' development of the

timing belt with an overhead camshaft in automotive applications.[13] Glas vehicles

were briefly badged as BMW until the company was fully absorbed.

In 1992, BMW acquired a large stake in California based industrial

design studio DesignworksUSA, which they fully acquired in 1995. In 1994, BMWbought the British Rover Group[14]

(which at the time consisted of the Rover, Land

Rover and MG brands as well as the rights to defunct brands

including Austin and Morris), and owned it for six years. By 2000, Rover was making

huge losses and BMW decided to sell the combine. The MG and Rover brands were

sold to the Phoenix Consortium to form MG Rover, while Land Rover was taken over

by Ford. BMW, meanwhile, retained the rights to build the new Mini, which was

launched in 2001.

Chief designer Chris Bangle announced his departure from BMW in February 2009,

after serving on the design team for nearly seventeen years. He was replaced

by Adrian van Hooydonk, Bangle's former right hand man. Bangle was known for his

radical designs such as the 2002 7-Series and the 2002 Z4. In July 2007, theproduction rights for Husqvarna Motorcycles was purchased by BMW for a reported

93 million euros. BMW Motorrad plans to continue operating Husqvarna Motorcycles

as a separate enterprise. All development, sales and production activities, as well as

the current workforce, have remained in place at its present location at Varese.


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SWOT Analysis

An Internal and corporate analysis in terms of strength, weaknesses, opportunities and

threats (SWOT) will assist in gaining an understanding of where BMW is currently in

terms of strengths and where improvement is required within the business and what

outside environmental threats it may face as well as what new opportunities are

available to the company in the short and medium term.

STRENGTHS

Diverse ranges of Products

Strong Cash Flow Position

Increase turnover and trading profits

Strong Balance Sheet

World's leading Premium QualityAutomobile Manufacturer

Brand Awareness

Human resources

Capabilities to turn resources into

advantages

OPPORTUNITIES

New Products Innovation & Alliances

Customers demand change to more

comfortable and relevantly cheap cars

Diversification

New Technologies in Automobiles

WEAKNESSES

Perception of High Prices

Customer disinterest

Environmental issues: Pollutions

Buyer sophistication and knowledge

Substitute products or technologies

THREATS

New & existing competition

Volatility in Price of Fuel

New legislations

Consequences of the oil crisis

Economic recession

Market shift to globalization

Takeover bids

Far-East (Japan, Korea, etc.)

Automobile companies expansion

Extremely high competition forcustomers and resources


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Reasons for entry into Indian Market

The luxury segment is puny in India, accounting for no more than

0.03% of the market. Nevertheless, high-end carmakers see it as

crucial to build a presence here due to the market's anticipated growth.

In 2000, only five in every 1,000 Indians owned a car; by 2010, the

number is expected to have risen to 11 per 1,000. By 2010 there could

be 13 million cars on India's already crowded roads, up from just 5

million in 2000.

"We want to benefit from this growth potential, but we also want to

make an active contribution to this growth," said Norbert Reithofer,

chairman of BMW's board of management.

"Chennai has a developed infrastructure and it benefits from having

parts suppliers nearby," added Frank-Peter Arndt, BMW board member

in charge of production.

13 potential production locations were analyzed for setting up the production

plant in India. Chennai was chosen as the most feasible option because of the

following reasons:

Automobile manufacturers

Automotive suppliers

Qualified labor

Cost balance for production location

Infrastructure International Airport, Sea Port, Road Network


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Strategic objective

The BMW Group is the leading provider of premium products and premium

services for individual mobility.

Vision

Uniqueness through diversity, Leadership, taking Risk, courteous

Mission

"To become most successful premium manufacturer in the car industry"

Marketing Strategy

BMW India studied the Indian markets and found it to portray

immense dynamism and this is how BMW formulated its

marketing strategy.

BMW India decided to stand their ground in a fiercely competitive environmentwith new ideas and the strength to promote our new products. In absoluteterms, India cannot compete with other high-volume single markets yet. But,the future belongs to India. If you want to benefit from the dynamics of theIndian market later, you need to act today. This is what they did. They were

prepared to meet the challenges head-on to ensure their company's success.These qualities enabled them to weather stormy conditions and continue toinvest in our future. They were able to anticipate trends and that gave them anedge.

Their strategy has been to embark on an aggressive product offensive withrapid market expansion through greater customer intimacy. They haveaddressed these through competency-enhancement across all levels seekingnew business opportunities. As pioneers in bringing luxurious dealerships to


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India, they set a decisive course by setting up BMW dealerships ofinternational standards across all metros. They have set very high standardsin service quality and customer care in India, which meet the expectations oftheir customers.

And this is exactly how they position themselves to redefine luxury, focusingon individuals, recognizing future challenges, promoting creativity, and beingthe leading supplier of luxury products and services for individual mobility.They always concentrate on their strengths and thus on the

Implementation of the luxury claim which they convey with each of theirvehicles. They do not make compromises. This has been their strategy inIndia, where they currently have 16 BMW dealer facilities. As we embark onthe next phase of our dealer network strategy, BMW India will further expandoperations by establishing its presence in 10 more cities.

Communication, Pricing and Distribution

Most of the BMW communication takes place through print media inmagazines and newspapers. This is supported by communication through TVadvertisements and point of sales promotion. Now days a good company has

a state of the art web portal. BMW websites are highly informative, interactiveand a pleasure to watch. One can get any amount of detailed informationregarding the prices, features, retailers, support services, etc. There arecompany specified retailers and distributors throughout the country who are inconstant touch with the parent and comply implicitly. Dealers also have roundthe clock servicing and repair. BMW also has a used car portal where one canchoose and buy his/her appropriate model.

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Bmw Geeta Mam