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Essay / Research Paper Abstract
This 8 page paper examines BMW and its' strategy. The paper answers four questions, looking at the drivers for BMW in the year 2000 and later, the core competences of the company, the how the concepts of competitive advantage through differentiation and cost advantage apply to BMW and the role of traditional strategic planning at BMW. The bibliography cites 3 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEBMWques.rtf
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Unformatted sample text from the term paper:
those that offer an opportunity, such as new markets and new products. For BMW the drivers for change were the result of both pull and push factors. The push
factors may be the most visible. A bad decision had resulted in BMW having faced the first years of loss. Purchasing Rover had been seen as a way of creating
synergy and increasing the potential market of sales without compromising the BMW brand, however, culture clashes had resulted in the sale of most of the company to different buyers. This
financial loss alone was a drive but this need to increase revenue and profits was also driven by the macro factors of the market.
To consider the drivers we can look at Porters five forces model as a framework. The first force of the existing competition was one that was severe. Sales
had been increasing for some of the BMW models, but the core models of the 5 series and 7 series had been falling. The existing competition was encroaching more on
the traditional territory of BMW meaning they were facing more competition than ever before. Many of these competitors were larger and as such had more benefit of economies of scope
and scale. For example, the merger between Daimler and Chrysler in 1998 had been difficult by 2000 the benefits were being realized despite the teething problems. The competition were bring
out models to compete directly with BMWs models for example Daimler-Chryslers C-class was one example, another is Audi with their A4 models. Audi was not only competing directly with BMW
but was also seeking to build on the differentiation that the company was German and the quality associated with German engineering. This was an advantage that BMW had built
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