All of these attributes together fuel a high level of mastery of their jobs, a critical element in job satisfaction (Sull, 2007). Finally the aspects of personal and work outcomes, which include high internal work motivation, high satisfaction with work and low turn-over indicate that BMW employees have found competency in their work. The reliance on transformational leadership techniques in terms creates a sense of purpose throughout the company. When combined, competency, mastery and purpose serve as a very effectiveness catalyst for BMW to continually grow and renew itself through learning and a commitment to change over time.
Discuss the attributes of organizational creativity that are fostered at BMW.

The attributes of organizational creativity that are nurtured within BMW include a high level of cross-department collaboration as shown in the willingness to work through the audits of production quality weekly, in addition to the commitment on the part of senior management…...

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References

Gail Edmondson. (2006, October). BMW'S DREAM FACTORY. Business Week,(4005), 70.

Bernhard Fleischmann, Sonja Ferber, & Peter Henrich. (2006). Strategic Planning of BMW's Global Production Network. Interfaces, 36(3), 194-208.

Hirst, G., van Dick, R., & van Knippenberg, D.. (2009). A social identity perspective on leadership and employee creativity. Journal of Organizational Behavior, 30(7), 963.

Bernd Kriegesmann, Thomas Kley, & Markus G. Schwering. (2005). Creative errors and heroic failures: capturing their innovative potential. The Journal of Business Strategy, 26(3), 57-64.

BM Investor Analysis
It is recommended that investors sell BM AG stock for short-term strategies. BM has had a recent increase in profit margins and has had success in developing markets and this performance is represented in the current market evaluation. However, it is unlikely that BM can maintain this performance in the short-term for a variety of reasons. One of the largest contributing factors to this position is that emerging markets such as China are not predicted to continue to demand BM at the present growth rate.

BM AG was not at all immune to the global downturn and world demand for luxury goods and services, like those that BM manufactures, were some of the hardest hit industries. Many, if not most, of the world's largest automobile experienced losses during this period while some went bankrupt and were restructured. However BM's stock price rebounded quite nicely as captured in the five-year…...

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Works Cited

BMW Group. Share price performance. 27 October 2011. Web. 27 October 2011.

Reuters. TEXT-S&P revises BMW outlook to positive. 15 September 2011. Web. 26 October 2011.

Of course, BM also hoped to take advantage of Rover's 13% market share in the UK. BM has always placed a heavy emphasis on improving its logistics: "Even before the establishment of its U.S. plant, BM was spending several hundred million dollars annually in North America to procure parts and materials for its German-made vehicles. Although transportation costs were higher, exchange rates and lower production costs made them cheaper to import to Germany than to acquire [them] domestically or elsewhere in Europe" (Kim & McElreath 2001).
Diversification of marketing and advertising is also important in risk management: it allows a company to offer several different types of models and different price points. This allows a company to minimize the risks of currency changes in the exchange rates. For example, when a currency is devalued within a nation, a company must decide if it should cut production values and cut costs,…...

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Works Cited

Kim, Yong-Cheol & Robert McElreath. (2001, Spring) "Managing operating exposure: A case study of the automobile industry." Multinational Business Review, 9 (1): 21-27.

The Series 3 cars are conservative in appearance, but their variety of body types will appeal to a wide range of consumers. Several of the Series 3 models are lower in price than other BMW cars and might therefore appeal to younger, upwardly mobile market segments. The touring models will appeal more to large families or those who want larger vehicles, whereas the coupe and convertible will appeal more to single individuals. The main motivation to purchase a Series 3 BMW would be to own a status symbol car without having to spend an inordinate amount of money. Therefore, status and reliability would be the main needs and wants of the target market segment for the Series 3. Series 5 BMWs are similar to the Series 3 models, but are four-door sedans rather than two-door. The Series 5 models also carry higher price tags and will appeal more to…...

The James Bond tie-in ensured that this message was received strongly by the target audience. The Nieman Marcus promotion and Central Park promotion strongly reinforced this message. Everything was tied to the Bond promotion and all supported the aspirational message, including the product itself.
In terms of distribution, the company knew that it was going to need to rejuvenate dealer interest in BMW, given that they had just made a $600 million investment in the Spartanburg plant. Thus, the company's message to the dealers during the launch promotions was also very well played. They demonstrated the confidence of a James Bond in selling the car to the dealers, and ultimately this allowed them to have a successful launch.

3) the Phase II launch needs to follow through on the momentum created by Phase I. There is significant pent-up demand. The company will want to sustain that demand for several months, but…...

" Abuelsamid (2010) states, "this coupe is among the most attractive Audis in existence, it's probably one of the best looking coupes we've seen in decades." The Audi A5 had an Italian designer, who is credited with the slick, sexy, and sophisticated lines (Matras 2009).
The BMW 335i, on the other hand, looks functional. NiceDrivz (2010) states of the BMW 335i, they "don't look their best unless they are equipped with the sports package and its wheels and tires and are rear-wheel drive." Without the sports package upgrade, the BMW 335i "look a bit tippy-toe and anemic, as the increased ride height of the AWD versions undercuts the sporty mien that a fast coupe should have," (NiceDrivz 2010). The interior is no different. Stein (2010) calls the BMW 335i interior "austere" as well as "logical and straightforward," in keeping with the Germanic image and stereotype. However, the BMW 335i also has…...

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References

Abuelsamid, S. (2010). Review: 2010 Audi A5 is a personal luxury coupe for the modern age.

Auto Spectator (2011). 2010 BMW 328i and 335i Coupes - Official photos, features, specs, pricing. Auto Spectator. 7 May 2011. Retrieved online:  http://www.autospectator.com/cars/models/2010-bmw-328i-and-335i-coupes-official-photos-features-specs-pricing 

Bowman (2010). Review: 2010 BMW 335i Sedan is what we've been missing. AutoBlog. Retrieved online:  http://www.autoblog.com/2010/06/23/2010-bmw-335i-sedan-review/ 

Car and Driver. 2010 Audi A5 2.0T Quattro - Comparison Tests. Retrieved online:  http://www.caranddriver.com/reviews/comparisons/10q1/2010_audi_a5_2.0t_quattro_vs._2010_bmw_328i_2009_infiniti_g37_2010_lexus_is350c-comparison_tests/2010_audi_a5_2.0t_quattro_page_4

Joint ventures also help BMW access other growing and/or promising markets and allow the company to share costs with partners as well as resources (Kim & McElreath, 2001). This helps minimize financial problems in times of slow sales or at times when resources may be pricey or unavailable. All of these actions help mitigate BMW's global financial risk and increase their long-term profitability and competitiveness.
BMW also uses product sourcing and input mix to rise above financial risk (BMW INT, 2005). BMW for example often procured parts and materials for its vehicles in the U.S. before it established a plant location in the U.S., in part because the exchange rates and production costs were much lower in the U.S. (Kim & McElreath, 2001). This allowed the German automaker to import necessary products inexpensively. BMW also diversifies its product offering three brands including the BMW, MINI and olls-oyce increasing the strength…...

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References:

Choi, Jongmoo Jay & Prasad, Anita Mehra. "Exchange Risk Sensitivity and its

Determinants: A firm and industry analysis of U.S. Multinationals," Financial Management 24.3 (1995 -- Aug): 77-88.

Kim, Yong-Cheol & McElreath Robert. "Managing operating exposure: A case study of the automobile industry," Multinational Business Review.

Detroit: Spring 2001. 9.1 (2001 -- Spring): 21-27.

Business Environment in Japan
BMW Group)

Business Environment of Japan

History of BMW in Japan

Competitors

Sales volume statistics

Political and Legal Environment of Japan

Barriers of entry for foreign-owned companies

Safety and environmental issues

Cultural environment of Japan

Customer demographics

BMW marketing strategy

The BMW Group has enjoyed immeasurable success in the Japanese market through ambition, determination, the appointment of several clever key people, comprehensive research undertaken on the nature of the Japanese political, business and cultural environment, and a very slick, carefully orchestrated marketing campaign. This paper endeavours to analyze this success by identifying the key decisions and decision-makers in the development of BMW Japan from 1981 to the present day. From the poachment of Yoji Hamawaki from Kawasaki America to head up BMW's venture into Japan, to the establishment of their dealer network that defied convention and their carefully targeted marketing campaign, the BMW Group have continued to amaze their detractors.

Their approach in setting up their operations and…...

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References

Bacani, Cesar. (2001) "Asia's Cars of Choice," in Asiaweek.com. http://pathfinder.com/asiaweek/96/1101/cs1.html

Black, Jane. (July 15, 2001) "Online Advertising: It's Just the Beginning," in Business Week Online.  http://www.businessweek.com/technology/content/jul2001/tc20010712_790.htm 

BMW Annual Report 2001.  http://www.bmwgroup.com/ e/0_0_www_bmwgroup_com/2_investor_relations/2_2_publikationen/2_2_1_geschaeftsbericht_01/2_2_1_1_alle_downloads_im_ueberblick/pdfs/10_BMW_AnRep2001.pdf

BMW Press Club (September 10, 2002) "BMW Group Sales August 2002: BMW Group shows a 21% increase in sales in August," in bmwboard.  http://www.bmwboard.com/news/view.asp?linkid=304

Marketing Strategies that Provide BMW with a Competitive Advantage
In less than a century, the German automaker Bayerische Motoren Werke ("Bavarian Motor Works" but hereinafter alternatively "BMW" or "the company") has developed a brand with global recognition based on high quality production values and craftsmanship in design. Today, together with major competitors such as Audi, Lexus and Mercedes, BMW competes in the worldwide luxury automobile industry with operations in more than 150 countries. The company's success has also been attributed to its insightful and savvy marketing methods that have increasingly provided a broad range of models, styles and vehicle types for its legions of loyal customers and these issues are discussed further below.

a.

Overview of corporate marketing. The primary focus of corporate marketing in the automobile industry in general and the luxury automobile industry in particular is to promote brand image in ways that positively affect the consumer purchase decision. This…...

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References

"Audi History." (2011). Audi AG. [Online]. Available:   / brand/en/about/main/history.html.http://www.audiusa.com/us 

"Audi Questions & Answers." (2011). Audi AG. [Online]. Available:   / sea/brand/id/tools/advice/faq/investor_relations/how_many_employees.html.http://www.audi.co.id 

"BMW History." (2011). BMW. [Online]. Available:  http://www.bmwgroup.com/ .

"BMW Opens China Factory." (2004, May 21). TestDriven. [Online]. Available: http://www.

automobile industry is highly competitive. MW had temporary set-backs caused by competition from Lexus, Acura and Infiniti in the late 1980s, but rebounded to claim a significant position in the luxury/performance segment. MW expects its new Z3 Roadster to engage in competition with other luxury car import manufacturers such as Porsche and Mercedes. The automotive industry is mature and market share is critical to survival. Consumers are less brand-loyal than in the past, and every market segment has an increasing number of choices. To increase sales and gain ground in the market share battle, companies must improve their ability both to acquire first-time customers and to develop customer loyalty to their current brands.
Prior to Phase I marketing efforts for the Z3 Roadster, MW was a very traditional company.

It advertised through traditional media, mostly print and television, and in traditional ways. MW was thought of as being a serious and…...

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Bibliography

Automotive Industry Overview." Siebel Systems. 24 May 2003.  http://www.siebel.com/products/industries/automotive/industry_overview.shtm .

IMC Report." Universidad de Navarra. 24 May 2003. ises/imcreport.pdf+%22non- traditional+marketing%22+and+%22marketing+mix%22&hl=en&ie=UTF-8http://216.239.37.100/search?q=cache:woLljvFzSpgJ:www.unav.es/grice/HP/texto/pdfpa

McHale, Tim, and Hespos, Tom. "BMW Films: The Ultimate Marketing Scheme." iMedia 10

July 2002. imedia Connection.com 24 May 2003. http://www.imediaconnection.com/content/features/071002b.asp

iPods in BMWs
This year, Apple Computer and BMW introduced a new adapter that enables owners of many BMW automobiles (3 Series, Z4 Roadster, and X3 and X5 Sports Activity Vehicles) made since 2002 to integrate Apple's iPod digital music player into their car's sound system. The adapter retails for $149 and requires installation by a BMW technician.

This paper discusses the reasons why the demand for the iPod adapter for car stereos will be high.

An iPod is a portable, high capacity music player with a rechargeable battery good for eight to ten hours of playback, and easy-to-use controls. The iPod lets the user to transfer large quantities of song files and other files quickly to the player. It has a hard drive about the same size as those used in small laptop computers, allowing the device to double as a contact database, calendar and note board. With extra hardware, a user…...

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Dalrymple, Jim. "Apple Hitches a Ride With BMW." PC World 23 June 2004. .

Ibid.

iPod. Apple Computer. .

BMW Strategic Management
The Car Manufacturing Industry

esearch has proven with time that the most creative and efficient labor force in this globe of conventional production has come from both Japan and Germany who lead the world in creative initiatives. Moreover, studies have also shown that the reason for these two countries being highly productive is because they follow their cultural heritage. There are only few luxurious brands in the car industry that even an infant recognizes and hence there are a few factors that need to be taken it into account when recognizing the strong and continue existence of BMW group in this heavily competed industry (othacher, 2004). Hence, the following trends visible were very visible in the growth of luxurious car brands in Germany and Japan. Understanding these trends could help others brands and products to establish their footing as well:

At the time of company's establishment it was very important…...

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References

Alan, J.R. (2005). Six men who built the modern auto industry. Motor Books/MBI Publishing Company

Kiley, D. (2004). Driven: Inside BMW, the Most Admired Car Company in the World. John Wiley and Sons, p 5-211.

Pavelec, S.M. (2007), The Jet Race and the Second World War, Greenwood Publishing Group. Retrieved from   on March 7th, 2011.http://books.google.com/?id=dSLBdP22fq0C&pg=PA31 

Radinger W. And Schick, W. (1996), Me262 (in German), Berlin: Avantic Verlag GmbH, p. 23.

BMW in South Africa
BMW seemed to benefit from tying in the print ads and the online ads. Both were part of the same campaign, something that allowed the company to create a common theme. When the target market was exposed to BMW ads, there would more likely be recall of the campaign. It takes a certain number of exposures for an advertisement to resonate with the audience, and so the use of online/offline for the same campaign increased the number of exposures to the brand, the campaign and the essential message of the campaign. The use of multichannel advertising is common for campaigns, and in this case was deemed essential for reaching the target market for a BMW in South Africa.

The target market for the campaign is young -- in their 20s and maybe 30s. The market is clearly white -- there are no black models in the ad presented,…...

In January 2004, the J.D. Power and Associates, named Honda as the highest non-luxury brand of car. This same study looked at buyer's perceptions of problems such as engineering problems, quality of workmanship and worker errors in production. Buyers were happy with Honda, and it ranked fourth behind Lexus, Cadillac and Jaguar. The Honda also ranked first in Van and entry level SUV, and in the top three in compact, sports car, and midsize SUV (Honda anks, 2004). This study clearly shows that reliability and quality workmanship are important to the public when they are looking for an automobile to purchase.

Clearly, there are differences in the markets that each automobile company targets for sales and this makes the individual qualities of the vehicle important to the consumer. By 1990, the public could choose from 572 models of vehicles. Advertising and the public's perception of the automobiles are important. The European…...

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References

BMW Classics. (2004). Retrieved November 7, 2004, at  http://www.bmwworld.com/ 

Models/vintage/75th_anniversary.htm

Honda Ranks as the Highest Non-Luxury Brand in J.D. Power and Associates Initial Quality

Study. (2004). Retrieved November 7, 2004, at   / about.htmhttp://www.hondawindward.com 

The annual income of those who purchased Cadillac verifies from 74K to 134K, with average annual income of $110,000. The biggest part of Cadillac purchases have annual income of 98-109K, most of them are 64-66 years old and have 12-14 years of education.

Age

Household income

74-85K

86-97K

98-109K

110-121K

122-133K

Age

Years of education less then 12

12-14years

15 and more

The situation with owners of other luxury brands is different. The average income of BMW purchasers is $14,288,00; average income of Mercedes and Lexus purchases is $186,773,00 and $154,404,00 respectively. The education level is higher as well, which corresponds to the higher income if compared to Cadillac owners. The average number of studied years for BMW owner is 16,1; for Mercedes it's 17,5 and for Lexus it's 15,8. This data means that typical owners of BMW and Lexus have a Master or Bachelor's degree and typical owners of Mercedes have Master or post-graduate degrees. it's important to note that among…...