Bmw Strategic Report
London, 2012
Table of Content Page Nos.
1.0 Introduction 3 2.0 SFA Analysis 3 2.1 Suitability 3 2.1.1 PESTEL Analysis (Macro-environment) 3 2.1.2 Porter 5 Forces (Micro-environment) 5 2.2. Feasibility 6 2.2.1 Resources 6 2.2.2 Core Competences 7 2.2.3 Value Chain 8 2.3.1 Stakeholder map 9 3.0 SWOT Analysis 10 4.0 Conclusion 11 Reference 12 Analysis of Team’s Experience 12
Report
TO: The Board of Directors
FROM: GGSB Consultancy
DATE: 29th of February 2012
SUBJECT: BMW Business Strategy
1.0 Introduction
In this report we will analyse BMW Group and the business strategies they used in order to gain competitive advantage and powerful presence in the market. We will discuss the impact of key factors that affected the company’s automobile industry by using appropriate strategy frameworks and SFA analysis. BMW Group is one of the leading car manufacturers worldwide, including other operations such as motorcycles, software products and financial services.
BMW Group’s new business strategy is to strengthen its position within the global automobile industry market by increasing sales to more than two million automobiles per year. To achieve this objective the company will invest in new technologies and automobile concepts whilst developing new areas of activities. The new strategy will help BMW Group create new opportunities and become more efficient thus take a lead over competitors and increase their future success (www.bmweducation.co.uk).
We will use SFA analysis to evaluate the strategic development and to analyse the suitability, feasibility and acceptability of the BMW Group strategy. 2.0 SFA Analysis 3.1 Suitability
2.1.1 PESTEL Analysis (Macro-environment)
Political factors- The European political climate affected the company’s strategy to expand its sales and launch new models every three
Table of Content Page Nos.
1.0 Introduction 3 2.0 SFA Analysis 3 2.1 Suitability 3 2.1.1 PESTEL Analysis (Macro-environment) 3 2.1.2 Porter 5 Forces (Micro-environment) 5 2.2. Feasibility 6 2.2.1 Resources 6 2.2.2 Core Competences 7 2.2.3 Value Chain 8 2.3.1 Stakeholder map 9 3.0 SWOT Analysis 10 4.0 Conclusion 11 Reference 12 Analysis of Team’s Experience 12
Report
TO: The Board of Directors
FROM: GGSB Consultancy
DATE: 29th of February 2012
SUBJECT: BMW Business Strategy
1.0 Introduction
In this report we will analyse BMW Group and the business strategies they used in order to gain competitive advantage and powerful presence in the market. We will discuss the impact of key factors that affected the company’s automobile industry by using appropriate strategy frameworks and SFA analysis. BMW Group is one of the leading car manufacturers worldwide, including other operations such as motorcycles, software products and financial services.
BMW Group’s new business strategy is to strengthen its position within the global automobile industry market by increasing sales to more than two million automobiles per year. To achieve this objective the company will invest in new technologies and automobile concepts whilst developing new areas of activities. The new strategy will help BMW Group create new opportunities and become more efficient thus take a lead over competitors and increase their future success (www.bmweducation.co.uk).
We will use SFA analysis to evaluate the strategic development and to analyse the suitability, feasibility and acceptability of the BMW Group strategy. 2.0 SFA Analysis 3.1 Suitability
2.1.1 PESTEL Analysis (Macro-environment)
Political factors- The European political climate affected the company’s strategy to expand its sales and launch new models every three
References: Johnson, G., Scholes, K. and Whittington, R., (2005). Exploring Corporate Strategy, Texts and Cases, 7th ed. Harlow: Pearson Education Osswald, S