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Essay / Research Paper Abstract
In 2001 BMW took a risk and re-launched the famous 1960’s small car; the mini. This 10 page considers the car and its markets, the way it competes in a fiercely competitive market and the value it creates for shareholders. The paper also looks at areas of potential improvement and outlines a plan for improvements to increase customer satisfaction and support future sales. The bibliography cites 21 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEbmwmini.rtf
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Unformatted sample text from the term paper:
Rover group which it had to sell off. However the company can be seen as having a great success with the re-launch of the new Mini Cooper. By examining the
strategy and the place of the car in terms of shareholder value and in the market in terms of competitors, the real value of the new car can be appreciated
and used as a model to determine the way in which the poison can be increased further and improvements made. 2. Situational Analysis. The value of any brand
for the shareholders is in the creation of value, not only in terms of income to the company but also in the value it creates that support capital growth of
the share price (Howells and Bain, 1998). Shareholders invest for a variety of motivation but capital growth and income dividends are the predominant paradigm, therefore, an analysis for a shareholder
viewpoint will want to look at the value which the launch of the Mini Cooper in 2001 adding to the company as a whole and is reflected in the amount
they have as assets (Mergy, 2002). For this to be achieved the company itself has to be successful and new of new products also needs to be positive Mergy, 2002).
There are many models for the maximisation of resources, from the resource based view to the use of Ansoffs Matrix to increase market share where the core competences and markets
are examined to identify the correct way forward (Thompson, 1998). Porter has also argued that for a product to be successful it has to have a competitive advantage, either a
cost advantage, meaning that the company is able to produce the product at a lower cost to themselves than their competitors, or by way of differentiation, producing goods that have
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