In Egypt, Bavarian Auto Group is the sole agent of BMW, MINI, Rolls-Royce, and other great automotive brands. In addition to selling new vehicles and providing after-sales support, the company also operates a BMW assembly plant. Based in Cairo, Bavarian Auto Group has enjoyed rapid growth, which serves as a sign of success yet also places pressure on the company’s IT infrastructure. To better support its growing business, which now includes 1,700 employees, Bavarian Auto Group needed a powerful and comprehensive enterprise resource planning (ERP) solution.
The automobile industry has had a turbulent ride in the past few years due toeconomic conditions. Fierce competition and globalization has made manufacturersstrive for their market shares. Customer’s expectations, product innovation,differentiation strategy and high levels of Research and Development have been themajor area of focus for the industry.
Bayerische Motoren Werke (BMW), which initially entered as an aircraftmanufacturing company in 1917, had to end its production after World War I in 1923due to the Versailles Armistice Treaty. BMW then made a shift to production of motorcycles in 1923. Finally, BMW started the production of cars in 1928 and todayis one of the biggest automobile manufacturers across the globe.
This case highlights the birth of BMW Group in the United Kingdom (UK) along withthe key issues faced by the company, its marketing strategies, core competencies,industry competition and brand positioning of BMW.Read More…
BMW Group is the leading premium manufacturer in the automotive industry with circa 103,000 employees and 23 production sites in 12 countries. BMW Group in the UK launched its first-ever Sustainable Value Report in mid-2008 to build on the Environmental Report it published in 2005…read more
“Working closely with Intel, we’ve been able to improve the energy efficiency of our infrastructure without compromising performance, security or reliability.” – Wolfgang Haag, Manager of Data Centre Solutions, BMW Group
Reducing energy consumption and CO2 emissions in power-hungry areas like IT is becoming of paramount importance to companies all over the globe. Together with long-standing technology partner Intel, BMW Group set out a roadmap titled E2IT (Energy Efficient IT) for improving the energy efficiency and effectiveness of its IT infrastructure. E2IT outlines sensible and target-oriented energy use that does not endanger the reliability and security of IT operations.
Environmental responsibilities. Intel wanted to improve the utilisation and energy-efficiency of BMW Group’s IT infrastructure, from the client right through to the data centre, without compromising security and reliability.
An efficiency roadmap. E2IT advises on improving client, server and data centre efficiency. It recommends: migrating hardware to the more energy-efficient Intel® Core™ microarchitecture; making default profiles for clients and servers more energy-efficient; increasing the notebook/ PC ratio; investigating benefits of virtualisation; ensuring new hardware is ENERGY STAR* compliant; and investigating more efficient data centre cooling methods.
Power savings across the board. Implementing these measures is expected to reduce annual client energy consumption by more than 60 percent and annual server energy consumption by more than 50 percent (natural hardware growth not considered). In addition, data centre efficiency is anticipated to increase from 35 to 65 percent.
Volkswagen (VW) is a frontrunner in managing currency risk, as its risk management activities date back to the 1950s. But since 2002, VW had neglected currency risk hedging and as a result its profits began to fall. Chrysler and BMW are also known for currency risk management. But these companies follow different strategies in managing their currency risk, as the strategy choices depend on many factors. Click here to read more…
The case discusses the marketing strategies adopted by Germany-based automobile manufacturer BMW in India. BMW India was founded in the year 2006, and the first car was launched in 2007. The company maintained an aggressive stance and launched several vehicles at different price points.
BMW was positioned as an aspirational brand for young entrepreneurs and executives and adopted innovative strategies to reach the segment. It also developed exclusive dealerships, which were used as touch points to interact with the customers.Within three years, BMW went on to become the top luxury car manufacturer in India, surpassing Mercedes-Benz, which had been present in the country for more than a decade. The cases lists the strategies adopted by BMW on its journey to reach this position and also discusses the challenges it is likely to face from existing and new competitors like Mercedes Benz and Audi. Click here to read more…
E65 is the internal model designation for the 7 Series full-size luxury sedan produced by BMW from 2002 to 2008. The car was unveiled at the Frankfurt Motor Show in September 2001, and was launched in Europe on November 17, 2001. It first appeared in the USA and other markets in the spring of 2002, succeeding the replaced BMW E38. To strengthen their position as a leader in innovation and technology, BMW tasked agency Plan…..To refer this case study click here BMW 7 Series.
