宝马公司案例分析(英文版)
宝马发展史英文版
The new generation of BMW cars
BMW 1series BMW 3 series BMW 5 series BMW 6 series BMW 7 series BMW X series BMW Z series BMW M series
BMW 1 series Sports hatchback car
BMW IN MY EYES
Bafaniya aircraft factory
BMW is a former aircraft factory, named BFW (Bayerische FlugZeug-Worke). The company was established in March 7, 1916, the founder Karl Rapp and Max Fritz. The first to manufacture the streamlined biplane reconnaissance aircraft was well known in the world. In July 20, 1917, the company founder Gustan Otto retired, BFW company began restructuring, officially called BMW (Bayerische Motoren Werke)
It is a plug-in hybrid car, debut in Frankfurt, equipped with a three cylinder turbocharged diesel engine.
A hundred meters accelerate only in 4.8 seconds, the fuel consumption of 100 kilometers 3.75L. This set of hybrid power system total output power can reach 356hp, maximum torque of 590lb-ft.
宝马公司简介英文_英文简历模板
宝马公司简介英文宝马与一些车坛老大哥如菲亚特、福特、雷诺、劳斯莱斯等相比下显得是一间很年轻的造车厂。
下面是小编为你整理的宝马公司简介英文，希望对你有用!宝马公司简介BMW and some car big brother, such as Fiat, Ford, Renault, Rolls-Royce, etc. compared to the next is a very young car factory. But in the 1930s it produced the world's best sports car and limousine, which recovered from the destruction of World War II and the fiscal recession of the 1950s. In the early 1970s, it became one of the protagonists in the world's high-performance and luxury sedan markets and continued to this day. BMW's full name is the Bavarian car factory. It was registered by a company that made an aircraft engine in March 1916. The first successful product of the company was the inline six-cylinder engine designed by Fitz, which was assembled on the German fighter during World War I. German ace pilot Ernst Udter attributed a significant portion of their success to the BMW engine.宝马公司历程In 18 November, the end of the First World War, Germany became a defeated country, their aircraft were "the Treaty of Versailles" as "war weapons" to prohibit the production, so the company carried out a series of reorganization, and the purchase of Healy The manufacture of the Austrian factory, but later found helios motorcycle nothing, almost the BMW dragged down.In 1922, BMW developed the first motorcycle engine, although not adopted, but has set an important direction for the depot, and then in the nuremberg victoria-worke plant to re-create a design by Max Fitz Of the 500ml air-cooled level of thetwo-cylinder motorcycle engine, assembled in the revolutionary r-32 motorcycle, its power is through the drive shaft rather than the chain to the rear wheel, r-32 for the classic BMW motorcycle Set the sample. In 1924, BMW put the r-32 into the market and soon succeeded.Before 1992, BMW in China is not called the BMW, and was translated as "Ba Yier". This is because BMW's full name is "BayerischeMotorenwerkeAG". At that time, although the BMW has been famous in foreign countries, but the Chinese people on the car brand is still very strange. Chinese name changed to BMW, the consumer attention, sales have gradually expanded. "BMW's name highlights the noble luxury with the BMW car, but also with the Chinese traditional title seamless, while pronunciation is also similar to the BMW." BMW's Chinese high-level once explained the "BMW" the origin of the name.宝马公司产品历史The Twentieth Century BMW 315BMW wanted to make his own car, but it did not want to challenge the big Daimler-Benz car at that time, so decided to try some small cars. At that time a factory called Essoni transport industry has a name called Walter Fort (wartburg), later renamed Dixi (dixi) car brand. At that time, Dixi car sales are poor, so to the British Austin (austin) depot to apply for the right to manufacture 7 cars in Germany, 1927 officially put into production, renamed dixi315dai (da that the German version), this by the German customers welcome Of the British and German mixed race, so that the depot rejuvenated. In the eyes of the shareholders of BMW, Eisenhower and BMW merger is a best opportunity to improve brand competitiveness, and finally in 1928 the two merged. July 1929, BMW launched the first car 315, is thebeginning of the production of dixi315 transferred to the experts do not agree with the dixi315 BMW is the first car, in any case, the BMW 315 has been produced until the end of 1932, lasted nearly 6 year. Dixi is a very basic means of transport, but it makes BMW into the four-wheel world. It did not look like a car, but the owner of Dixi can not wait to start the test on the track, it is surprising that a Disi car actually in the 1929 Alpine rally in the success.March 1932, the factory from 315 improved 320 was born, it is equipped with a 782ml engine, the new car began to have their own personality and direction, power from 11 kilowatts to 15 kilowatts. In 1933, at the Berlin Motor Show in Germany, BMW demonstrated their latest 303, evolved from 320, with a 6-cylinder, double carburetor, 1173ml cylinder capacity, 22-kilowatt high-performance double Door four seats car, the front cover accounted for half of the body, both sides of the same ventilation design to the center line, compartment space is adequate and comfortable. 303 and then extended to 315,319,320 and 321 type, BMW's creative source is flowing. In addition, it seems that BMW has a soft spot for the sports car, 1935 BMW's first sports car 315-1 come out, it is 315 improved version, equipped with three Solix carburetor six-cylinder engine power increased to 29 kilowatts, Speed up to 130 km, this car is also low fuel consumption, safe and easy to control and well-known in the world. Its elegant design highlights the rigorous demands of BMW for performance. The 315-1 two-seater was manufactured in 1935 and 1936, producing a total of 242 cars, but it set a sample for subsequent successful BMW cars. In 1936, the appearance and the old, increased the cylinder volume to 1911ml 319 available, power increased to 40 kilowatts, the speed also increased to 140km, the compression ratio of 5.6: 1. At this time BMW also began to manufacture touring car market, which is today known as the three-compartment four-door car, which is beautiful 326 car, its classic body design makes it 1936 Berlin Motor Show on the eye-catching Bright spot. Its object is the middle class family, used to attract Mercedes-Benz customers, but it also represents the BMW is moving towards the high-end market. This was the most successful BMW in the 1930s, with 16,000 vehicles sold between 1936 and 1941. 326 provided hydraulic brake, torsion bar rear suspension system, newly designed independent front suspension system and used to replace the previous BMW Car chassis solid body, it has a convertible and hard top two models, the maximum speed of up to 112 km. In the same year, BMW's 4-cylinder engine design line to 6-cylinder engine design, and the use of 4-cylinder engine 309 also at the same time stop production. 326 soon became the main force of the BMW 6 cylinder car, which also includes poor sales of 320 (1937-1938) and 321 (1939-1941). While BMW was successful with its family and luxury sedans, it has developed classic models that will be the greatest models of the 1930s. 1936 BMW launched the 328 car on the impact of the sports industry is huge, it improved the 315-1 sports car design, equipped with high-performance aluminum cylinder head BMW 2 liter engine, you can choose the game dedicated gearbox and Quick-release wheels, the maximum speed of the 328-type car is close to 150 km, the light-weight chassis makes the suspension system relatively soft, but the operation is extremely comfortable. In the remainder of the 1930s, BMW 328 became a sign in the design of a sports car, and in the years after the war it became a classic, collectively for collectors and classic car racers. For many BMW enthusiasts it isstill the highest point in the history of the company!Elegant appearance BMW 328328 sports car in Le Mans 24 hours matchElegant design is a feature of a series of sedans throughout the late 1930s. The 327 is one of the most beautiful models in all BMW cars, and it is the early 326 Coupe version. Because the company decided to launch the first 328 two-seater, so 327 delayed until 1937 was launched, it is equipped with 328 sports car 2-liter engine high-performance models. By the end of the thirties, the BMW was precisely the culmination of the rich Nazi German lifestyle. In addition to the engine to choose from, 327 offers the possibility of choosing a professional handmade product, if you wish, you can buy a wooden body in a two-door or convertible. BMW's series of cars can almost meet the needs of each grade, of course, the premise is that you have enough money.However, when the BMW continued to launch its beautifully designed, horsepower strong car, the German industry's huge energy was used to create war tools. The German plan is better armed than its potential enemies. Companies like BMW are an indispensable part of the plan. By 1939, BMW was widely involved in a series of high-tech military projects, including aircraft development, jet engine and rocket engine, but the German furnace refining out of steel can still be used to manufacture cars. BMW in the war before the last design is about to launch, it is the classic design of the thirties last one. 335 was introduced in 1935, it is equipped with a 3.5-liter engine, is 326 luxury improved. This model did not continue to produce until 1941, and became a favorite of senior officers. It is not mass production, the total number of only 410.By 1939, BMW had been developed as a carmaker for more than a decade, but the outbreak of the Second World War proclaimed the end of this period. BMW is still producing, but the company's design and resources have turned to war use, BMW's use of labor has increased significantly, many of them from prison and concentration camps. The company's expertise in aircraft engine production is a major factor in the German Air Force's access to technology. The famous Fork Wolf 190 fighter engine is produced by BMW. BMW's success attracted the attention of the Allies, it was in Munich factory was a continuous bombing. One day in July 1944, nearly 12,000 bombs attacked BMW's factory.In 1945, the end of World War II, Germany unconditional surrender, split into East and West Germany, to suffer Sennaher to become part of East Germany, and all the facilities of the Munich factory were blown away by the Allies, this hit several years To recover, the second time experienced war BMW, to up to 7 years before they can re-production, when the BMW vitality is very fragile.Before the full revival, BMW made a three-year research and development of aircraft engines for an American company between 1945 and 1947. While the destruction of the Munich factory started from scratch, began to use aluminum production of various containers. In 1948, BMW raised enough money to start rebuilding a motorcycle factory, which was ready to launch the first vehicle r-24 motorcycle after the war. And at the same time proceed with the development and development of r-51 motorcycle work, BMW has returned to the old motorcycle manufacturing, they can once again began to rush to the car dream. Deutsche Bank provided the necessary financial supportfor BMW's rejuvenation. Despite the absence of signs of the car, the r-24 motorcycle proved to be the winner of the market, and they had been successful on both the road and the track. R-51 is launched after r-24, like r-24, it is the original BMW motorcycle direct successor, they have the basic characteristics of the BMW - the level of dual-cylinder engine and shaft drive system.At that time in the car to sell people can not afford the economic situation of two rounds and three motorcycles is undoubtedly the most suitable means of transport. BMW's motorcycles strongly attracted young German people who wanted to rebuild their lives after the war. There is another advantage of motorcycles, it is for the urgent need to relax and entertain the public to provide special competition game.Although the BMW 328 rule the world of sports cars have been the past decade, when the way of life has long been outdated, but the BMW 328 technology is still useful, all aspects of the BMW car to make life, the British can not wait for BMW's recovery , To be improved directly. In 1945, the British reconstruction of 328, 326 type also to recover. The same Americans are also very fond of the 328 type, they purchased the engine from the UK, redesigned the body and increased power to 97 kilowatts, and then shipped to the US market. In the late '40s, however, he led several former BMW engineers at the baden · baden reconstruction workshop, using 328 parts to develop a series of the latest sports car, he put him The BMW train is called Velitas. The Velitas train is suitable for both track and road driving. They were very successful in the German road race in the late 1950s and early 1950s, and thus aroused great nostalgia for the great movement traditions established before the war. The existing Velitas car is a collection of treasures. Andtheir designer Ernst Loew in the fifties to return to BMW to help companies rebuild the car manufacturing department.New starting point BMW 501In October 1952, BMW finally put into production car, made the car is the pre-war 501 family of four-door car, that before the war 6-cylinder 2-liter engine, single carburetor, can only provide 48 kilowatts of power. As the other equipment is completely new design, the new luxury car will weigh 3,000 pounds, although the maximum speed can reach 135 km, but the acceleration to 96km / h will take more than half a minute. BMW only the old engine as a short-term solution, engineers are designing 3.2-liter v8 engine, its output horsepower is far more than the old six-cylinder engine. The main investment in new plant, equipment and manpower is an adventurous action, and if the decision to produce a luxury car is wrong, the company will face the possibility of a financial breakdown. But the fact that BMW customers still like 501, the car continuously out of the factory, to 1955 was replaced by 502 when a total of 5692 501 cars were manufactured.In the years of production 501, its engine has undergone a series of improvements. Fitted with a 12v electronic system, a dual chamber Solix carburetor, a new camshaft and a new zf gearbox. But until 1954 v8 engine came out after the start of the real revolution. 501 was replaced by 502, this eye-catching new engine is the first German alloy made of large displacement v8 engine. Initially it could produce 95 horsepower, but it was continually strengthened. 502 luxury cars work well, the maximum speed of nearly 160 km, and have a good acceleration. Its sales began to grow.1955 BMW has launched two new cars, enough to restorethe company to the pre-war position. Sporty 503 marks the return of BMW to 315 and 328 as the representative of the production of high-performance car tradition, its maximum speed reached 190 km, but sales are not. 507 is the case, but it is the 30's BMW car after the most popular one.In the late fifties, when the German economic miracle continued, people can dominate the income has increased, the car has become more and more people dream. But for most buyers who have a cheap little car is realistic, although it may not be comfortable. So 1955 BMW from its luxury v8 series to the other extreme - to provide customers with a minimum car, people no longer have to find the parking space and worry, do not bother to repair those little damage The This new car is called Isetta, belonging to the so-called "bubble car" in the 1950s. It was designed by an Italian refrigerator maker, Renzo Ricardo. BMW is one of several companies that are licensed to produce. It can be directly into the tiny parking space. Many people can only look at the luxury v8 series of people can finally buy an Iraqisa. BMW sold 160,000 units of the Iraqi tower, later models also installed on the 600cc BMW motorcycle engine. Ironically, it was this strange car that helped BMW survive, and its sales were enough to make the company capable of producing the new 700-series train.700 seriesThe 700 series was introduced in 1959, and its 700cc motorcycle engine is only bigger than the 600 series of bubble cars, but it looks like a real car, so that it has a number of stable customers. 700 standard models of the engine can produce 30 horsepower, sports can be more than 10 horsepower, in its small and light body performance is excellent. In the 700 series ofmodels also includes a number of medium-sized engine with a convertible, they are in a series of events in the success. Its different versions have been produced in 1965, is a very important BMW family car, although not for the company to bring huge wealth, it makes the company repay all the debt.At the same time as the 700 series was introduced, developers found a need for a slightly larger car to cover the gap between the small 700 series and the large luxury car. But the company's decision-makers on which to produce the type of car is still controversial. At this point, the company is almost on the verge of collapse. In 1959, the big shareholders of BMW forced the company to accept the Daimler-Benz low-cost acquisition requirements, BMW sellers and small shareholders who resisted this request, the financier Herbert and Harald Quinte acquired BMW's massive stock, they demanded a production for the growing German middle class sedan. 700 series of success to the company to win the time to produce this car. It is in the autumn of 1961 at the Frankfurt Motor Show launched a new type of 1500 sedan. It has not been officially put into production, but BMW feels it should be exhibited to attract potential customers. In the appearance of the development of the car on the company invited the Italian designer Mitchell Lotti, the BMW's traditional double kidney grille installed in the new car. Chassis, body and mechanical devices are rushed to develop, 1500 finally catch up with the deadline, the car at the auto show was a great success, thousands of cars were ordered out, but immediately there are many large-scale production problem.The initial trial production began in February 1962, but it was only in October to begin production. Although by the end of 1961 has been 20,000 cars were ordered, then only 2,000 carsfactory. For the BMW 1500 is a new start in the company they are called the new train, is a natural track master, on the road can also provide racing-like performance. Another of the main features of the 1500 is that it liberated BMW from the positive competition of Mercedes and then. 1500 engine for the modern BMW car set a sample. It is designed for high-speed driving, can be on the highway at nearly 100 miles per hour speed, fuel consumption is only half of the 502 v8 series. Its beautiful design, excellent driving performance is suitable for the needs of the middle class, in the end of World War II seventeen years later, the car finally saved the company.With the success of the 1500 series, BMW began to give up it that is not very profitable old models. The small Iseta was discontinued in 1962, and the 501 and 502v8 series ceased production in 1963. Four-cylinder 1500 engine can accept higher performance debugging, it can also further expand the capacity.1.8-liter version of the new car named 1800, launched in 1963, in appearance only a chrome horizontal stripes and a badge to see the difference. BMW engineers to exercise for the design concept, there are more high-performance engines to be launched. During the same period they also developed a high-performance t1 engine for the international tour, with a high compression ratio, an additional carburetor and a different performance option.The show was still behind, and in the next decade of the 1970s, different models based on this design were introduced to meet the needs of the new BMW market. Basic section of the most important one is the two-door train type 1802, two-door car than the same level of the four-door light much lighter, the performance requirements of the car buyers are more like. Product development continues, the 20xx series with a 2-literfour-cylinder engine was introduced to the market in 1966. The new BMW changed the traditional definition of the sports car, and their performance surpassed most of the sixties two-seater racing. It is more like an ordinary car. The 200 series eventually launched a fuel injection model tii in 1969, which has a maximum speed of 185 kilometers per hour. The two-door version of the 20xx launch in 1968, road test drivers were crazy, and soon it became a fashion. At the same time it is in the US market performance is also very eye-catching, but the US version of the 20xx car is less so less standardized European car impact.Although the four-cylinder series of cars to save the BMW, but the company did not forget can be traced back to the 30's traditional six-cylinder engine. 2500 series is BMW's rapid development of new technology introduced another new product. Four-cylinder car with 1500cc engine at the beginning, you can easily expand to a larger capacity, six-cylinder car also used the same method. Growing demand caused a period of change and expansion, the new factory was acquired and rebuilt, and the motorcycle factory was moved to Berlin. Ten years ago the company is also on the brink of bankruptcy is growing rapidly. Six-cylinder sedan has four and two-door models. 2.8-liter and 3-liter two-door car is one of the most beautiful products of BMW's seventies. Six-cylinder four-door and two-door sedan launch BMW once again and the old rival Mercedes began to compete. With the increase in German middle class wealth, BMW to their own products into a broader economic class. After the launch of the 3-liter csi in 1971, the company began to attract the attention of the high-end market again. Csi has six-cylinder engine, excellent performance is also high prices. Elegant 3-liter csi once again positioning the BMW in the 30s 327 car will takeit to the position, after the Second World War BMW experienced a whole cycle, the company from the post-war giant pain stood up, Experienced an unstable period, the success of it has the opportunity to return to the original excellent and high-performance concept.3.0csiIn the early 1970s, BMW began building its office building in Munich, which represented its return to the dominance of the German auto industry. The building made full use of high-tech construction methods to build a four-cylinder appearance, in 1972 when BMW is developing the third generation after the war car, the building was completed.In the mid-1980s, BMW acquired the scrap barracks in the northern suburbs of Munich and proceeded to convert it into the BMW Research Engineering Center (fiz). The center has a design and testing equipment, BMW is another production center of the prototype and pilot. In 1985, the first team cooperation project was carried out here. In 1990 the center was formally established, and has been careful to expand its activities.ExpansionIn order to expand the market to comply with the growing group, BMW in 1994, the acquisition of the British Rover (rover) group, including the name of Rover, Land Rover, mini and mg. BMW needs to modernize its products and plants, which makes the acquisition of other factory costs relatively low. BMW spent $ 800 million on the acquisition.BMW's acquisition of Rover soon, the value of the pound rose 50%, which led to the modernization of the plant issued a higher cost. So in 20xx, BMW decided to no longer feasible Rover and mg two factories to 10 pounds at a nominal price to sell tothe British Phoenix Group. Land Rover was soon sold to Ford, but BMW decided to keep the mini brand and start developing a new generation of mini models.20xx BMW from Rolls-Royce's original owner Volkswagen bought the 'Rolls Royce' brand brand, ready to compete with the public Bentley brand competition for high-end market, although BMW agreed not to use the brand before 20xx, but Also began planning its new factory in West Sussex's Goodwood for the new Rolls-Royce. January 20xx, belonging to the BMW Rolls Royce launched the seventh generation of Mirage sedan.Standing at the pinnacle of the contemporary luxury sedan brand, BMW can look back to those who save the company's excellent cars, those who are misled almost destroyed the company's "scavenger car." Through the ruins of war can also be farther to see the development of the 30's high quality standard elegant car and two-door car. From BMW's first sports car 315, or even longer to Dixi-based small Austin 7-type car began, BMW has gone through a long road, they are to bring pleasure and enjoyment, but also Leaving the world forever can not erase the good memories.。
有关介绍宝马的英文作文
有关介绍宝马的英文作文英文：BMW, short for Bayerische Motoren Werke, is a German luxury car manufacturer that produces high-quality and stylish vehicles. As a proud owner of a BMW, I can attestto the exceptional driving experience and advanced technology that these cars offer.One of the things I love about my BMW is the smooth and powerful engine. The car accelerates quickly and handles beautifully, making it a joy to drive. Additionally, the interior is incredibly comfortable and well-designed, with luxurious materials and intuitive controls. The advanced technology features, such as the iDrive system and driver assistance features, make driving safer and more enjoyable.Another great thing about BMW is the wide range of models available. Whether you're looking for a sporty coupe, a spacious SUV, or a sleek sedan, there's a BMW that willsuit your needs and preferences. And with the brand's commitment to sustainability, you can feel good about driving a BMW that's both stylish and eco-friendly.Overall, I highly recommend BMW to anyone looking for a high-quality, stylish, and enjoyable driving experience.中文：宝马是德国的一家豪华汽车制造商，简称为BMW。
宝马公司swot分析【范本模板】
SWOT分析Bayerische Motoren Werke（宝马）是一种高档轿车的领先制造商和摩托车。
公司拥有广泛的全球影响力。
强大的地理分布操作可以让公司领导和发展市场的存在，从而使它蔓延风险跨市场。
然而，增加的竞争可能进一步导致价格向下的压力，该公司的财务状况和结果的影响操作。
优势一、在全球的广泛存在宝马具有广泛的全球影响力。
它生产的产品分布在24个地点,在四大洲的13个国家，包括宝马汽车和摩托车七车厂；英国牛津的工厂；三发动机厂和四个植物成分与特殊功能；八装配厂.该公司目前经营的装配厂在雅加达与外部合作伙伴的帮助,印度尼西亚;加里宁格勒，开罗，埃及,俄罗斯;罗勇；吉隆坡，马来西亚,泰国；钦奈，印度。
同时，宝马致力于保持和加强其在关键市场在全世界的存在。
宝马销售公司在阿根廷,澳大利亚，奥地利，比利时，巴西,加拿大，丹麦,芬兰，法国，德国，英国，希腊，匈牙利,印度尼西亚，爱尔兰，意大利,日本，卢森堡，马来西亚，墨西哥,荷兰，新西兰，挪威，菲律宾,波兰，葡萄牙,俄罗斯，南非,韩国,西班牙，瑞典，瑞士,泰国，和美国。
强大的生产网络帮助公司不断提高生产率，以评估的机会，降低成本，并提高全球进程。
此外,它也有助于宝马提高订单履行和满足客户需求的可靠性。
该公司已在所有主要市场的存在，是不依赖于任何特定的地理。
在2009财年，德国，宝马最大的地区市场，占22.6%总收入,而美国，英国,欧洲其他地区，非洲、亚洲、大洋洲和其他国家美洲的分别占21％，8％，25.5％，19。
4%和总收入的3.6％。
因此，业务广泛的地理分布允许宝马在领先的存在开发市场，使公司在市场传播的风险.二、强大的品牌形象宝马是世界领先的汽车品牌.在年度BrandZ排名前100的调查通过影响市场调研公司Millward Brown进行，宝马品牌出现在第一位置。
2010，宝马设法超越丰田与最有价值的汽车品牌一个价值21800000000美元，前100名单上排名25。
整合营销渠道-宝马案例(英语版)
A BMW Case Study
Kay Madati, Relationship Marketing Manager BMW Arthur Middleton Hughes, VP for Strategic Planning
Improve the effectiveness of marketing programs in the years 2001 – 2003 in order to:
Return to BMW the cost of the database build Pay for database maintenance going forward Increase the revenue per customer over time Increase the profit per customer Increase the lifetime value of the combined BMW
More information on owners and prospects than BMW has ever assembled before
Powerful tools to support BMW loyalty and prospect conversion programs
Automated communication that supports the Owner Experience
Which customers will deliver additional revenue through financial services products after they have disposed of their BMW?
宝马 营销策划 经典营销策划方案案例
差异化战略
—— “体验决定一切”
Sheer Driving Pleasure
差异化战略
—— “体验决定一切”
Sheer Driving Pleasure
宝马的品牌精神，源自于宝马的巴伐利亚血统，这种血统 一直是宝马文化和品牌认知不可缺失的部分。
• 关键之一他们有着独立的、不一样的思考方式。宝马标志 本身描绘的就是以蓝天白云为背景的旋转的螺旋桨，宝马 标志的颜色也与巴伐利亚旗帜的颜色相吻合。这种与众不 同使得宝马标志成为汽车业为数不多的动感标志，更具视 觉冲击力。
2011年销量/辆 313，036 232，586 198，520 56，000 47，150 36，087 30，008 24，340 19，075 5，976 1，839 1，000 780 777 342 190
销量增幅/% 37 37 35 9 55 54
72.8 64.6
60 123 95 67 95 62.6 70 72.7
影响不是很明显 短期内影响小公司也注重这方面 的研发 在高端市场影响有限
BMW内部分析
• 公司定位 • 核心价值 • 品牌精神 • 差异化
Sheer Driving Pleasure
公司定位
Sheer Driving Pleasure
• 聚焦于高档细分市场
BMW、MINI及Rolls-Royce 三个品牌全部聚焦于国际 汽车市场中的最高档细分市场。BMW 集团拥有着公司有 史以来最广泛的产品系列，涉及国际汽车市场中所有高档 细分市场领域。
（公共交通系统、 自行车、环保汽车）
Sheer Driving Pleasure
购买者 讨价还价能力 （相对不强）
行业发展驱动因素
宝马公司案例分析(英文版)
"official car" image, enhance the grade of Audi, launche a strong challenge to Mercedes and BMW at every levels. 。
• Other brand
Other high-grade brand such as Porsche, Volvo, Lincoln, Cadillac also cause BMW great competitive pressure.
4. Perfect After-sale service
5.
Strengthen supply chain management
Differentiation strategy
Sheer
—— “坐奔驰，开宝马”
Driving Pleasure
Brand positioning ------“Sheer Driving Pleasure
• One of the key things they have independent and unique way of thinking.
• Second is the key Bavarian attractive face in the heart of the same tendency.
A dozen years in the future, BMW Hydrogen diesel locomotive may be developed, and gradually replaced the gasoline fueled cars as dominant on the premium-car market in the future. And, relative to other companies of the hydrogen fuel cell vehicles, BMW's hydrogen internal combustion engine cars will have greater power
BMW营销案例法则
营销案例法则：宝马公司（BMW）的生活方式营销作者：傅雷营销案例法则：宝马公司（BMW）的生活方式营销本文由海天出版社授权，节选自《世界500强企业顶尖营销法则》一书，转载请务必注明本书及本站。
2005年500强排名：71中文常用名称：宝马英文名称：BMW（Bayerische Motor en Werhe AG）总部所在地：德国主要业务：汽车2005年营业收入（百万美元）：55,142.2让顾客通过购买宝马的产品来显示他们的成功，把宝马品牌和消费者本身的成功很好地融合在一起，使使用宝马产品成为客户的一种生活方式。
——宝马公司中国区总裁席曼“生活方式营销”法则的智慧生活方式是人们展现出的关于自身活动、兴趣和看法的模式。
每个人都有自己认同和向往的生活方式。
有的人喜欢自由奔放和无拘无束，有的人喜欢豪华与尊贵，有的人喜欢挑战和冒险，有的人喜欢恬淡与安逸……无论哪种生活方式，都是人们个性化生活历程中的一种宝贵体验。
而所谓的“生活方式营销”就是以消费者所追求的生活方式为诉求，通过将公司的产品或品牌演化成某一种生活方式的象征甚至是一种身份、地位的识别标志，而达到吸引消费者、建立起稳定的消费群体的目的。
“生活方式”这个词，不同的人有不同的理解方式，它也可以称为“生活状态”，甚至是“生活偏好”、“生活习惯”等。
人们的生活可以分为两个方面，物质生活是基础，也是人们存在于社会中的一个最根本的生活条件，虽然物质生活对于每个人来说都有自己不同的层次，但只有在物质生活达到一定的水平后，才有可能提升到另外一个生活层面，也即精神生活。
随着人们生活水平的提高，消费者关注精神享受的因素也越来越多，当然，精神生活包括了情感生活、文化生活等各个领域，这也是人们生活的意义所在。
而现代人由于生活环境的影响，在这点上，却显得更加的空虚和苍白。
从营销的角度来说，其一是必须在产品同质化的时代创造一个让消费者接受的概念，其二是要在概念的挖掘上引起消费者的注意和共鸣，因此，营销人员已经不仅局限与物质生活层面的诉求，而更多地从精神层面去挖掘触动人心的东西，而目前往往有很多人对自己的生活状态感到不满，于是营销就借助这点，以新颖独特或者是能够满足于大众的生活方式去打动消费者，这在精神生活匮乏的今天显然是很有说服力的。
BMW运营管理案例分析1128
1994年：Bmw年收购了英国的罗孚（Rover）集团，包括名下的罗孚、陆 年 年收购了英国的罗孚（ 年收购了英国的罗孚 ）集团，包括名下的罗孚、 以及ＭＧ。 虎、mini以及ＭＧ。 以及 1998年：它收购了英国劳斯莱斯车厂，并于2002年收购劳斯莱斯商标品牌。 年 它收购了英国劳斯莱斯车厂，并于 年收购劳斯莱斯商标品牌。 年收购劳斯莱斯商标品牌 2009年11月：在广州车展进行了 年 月 在广州车展进行了MBW GT产品的首发仪式。 产品的首发仪式。 产品的首发仪式
二、运营现状之—品牌篇 运营现状之 品牌篇
2、品牌战略先行
宝马抓住国际汽车市场调整和 中产阶级崛起的机遇，把目标市场 目标市场 定位于战后新一代人身上。战后新 定位于战后新一代人身上 一代有自己的个性、追求和偏好， 渴求通过一种新的品牌来表现他们 的价值观。宝马汽车充分利用其优 宝马汽车充分利用其优 异的驾驶性能， 异的驾驶性能，而不是简单地在电 动车窗、皮革椅座、 动车窗、皮革椅座、镀铬车身上和 其他品牌竞争。 其他品牌竞争。 宝马首先确立了自己的 战略目标，一切紧紧围绕其 新形象来进行。宝马以“驾 宝马以“ 宝马以 驶极品车”为诉求点，这一 驶极品车”为诉求点 广告主题及定位取得了巨大 成功，并赋予宝马的顾客一 种价值。与顾客接触时，宝 马自然也无时无刻不忘传达 其与生俱来的实力──创新、 动力、美感。
产品product二宝马运营现状mbw运营现状分析mbw运营现状分析服务service品牌brand流程flow新bmw1系运动型两厢轿车一步一天地新bmw3bmw3系敞篷轿跑车驭风而行新bmw5系长轴距版bmw6系双门轿跑车驾驭艺术旷世杰作bmw6系敞篷轿跑车驾驭艺术旷世杰作全新bmw驾驭世界不断向前二运营现状之产品篇二运营现状之产品篇bmwx3激扬人生bmwx5延展雄伟创意创新bmwx6全能轿跑车至上之跑全新bmwz4敞篷跑车心表现主全新bmwm3铸造终级动力全新bmwm5铸造终级动力全新bmwm6铸造终级动力二运营现状之产品篇产品设计流程与定位驾驶乐趣因您而生
宝马公司供应链管理案例分析
三、BMW公司的生产状况
1.作为世界豪华轿车数一数二的品牌，宝马最关 键的部件（如轴承和发动机）是在自己的工厂里 制造，而其他的多数全球统一采购的零部件也要 在这里包装发运，以确保所有BMW用户得到的都 是同一品质的原版正宗配件。
2.BMW公司针对顾客个别需求生产多样车型，其 3个在德国境内负责3、5、7系列车型的工厂，每 天装配所需的零件高达4万个运输容器，供货商上 千家。面对如此庞大的供应链，非有一套锦囊妙 计不可为之。
2020/7/25
WHAT IS Concept Car (概念车) ?
概念车（Concept Car）可以理解为未来汽车，汽车设计 师利用概念车向人们展示新颖、独特、超前的构思，反映着 人类对先进汽车的梦想与追求。概念车（包括自行车）往往 只是处在创意、试验阶段，也许永不投产。与大批量生产的 商品车不同，每一辆概念车都可以摆脱生产制造工艺的束缚 ，尽情地夸张地展示自己的独特魅力。随着时代的进步，概 念车已经从高科技、强动力走向低耗能、求环保，例如标榜 零消耗、零污染的叶子概念车。
2020/7/25
叶子概念车
2020/Leabharlann /25BMW概念车展示2020/7/25
宝马i8
2020/7/25
宝马Z4
2020/7/25
宝马X6
2020/7/25
宝马i8视频展示
NEXT —— 今日内容......
纲要
一、宝马汽车公司简介 二、汽车制造工业之难点 三、BMW公司的生产状况 四、宝马供应链管理的三大应对措施 五、总结
一、宝马汽车公司简介
1.汽车世界的地位：宝马是驰名世界的汽车企业之一， 也被 认为是高档汽车生产业的先导。
2.公司创建时间：1916年 3.总部：德国慕尼黑 4.过去：一家飞机引擎生产厂 5.现在：以高级轿车为主导，并生产享誉全球的飞机引擎、越野
运用马斯洛需求分析宝马产品案例
生理需要
生理需求既人们对于‘衣，食，住，行等’ 的需求。它是人的需要中最基本，最强烈， 最明显的需要。
宝马汽车满足了人们对于出行的需要，符合 人们对于行的生理需要，宝马汽车给消费者 带来了很好的“乘驾乐趣”提高人们对于行 的生理需要的质量。
安全需要
人们对与宝马车的‘安全需要’主要是出行
驾乘乐趣创新极限驾乘乐趣创新极限马斯洛需求层次理论maslow?shierarchyneeds亦称基本需求层次理论是行为科学的理论之一由美国心理学家亚伯拉罕?马斯洛于1943年在人类激励理论论文中所提出
驾乘趣，创新极限
运用马斯洛需求理论 对宝马汽车的产品案例分析
概念
马斯洛需求层次理 论（Maslow's hierarchy of needs），亦称 “基本需求层次理 论”，是行为科学 的理论之一，由美 国心理学家亚伯拉 罕•马斯洛于1943 年在《人类激励理 论》论文中所提出。
安
全的需要。宝马拥有
悠久的历史，高超的
制造工艺，安全系数
高。驾驶者可以安全
放心的驾驶。
图为宝马车安全教育活动
社交需要
宝马车做为高档轿车，以其漂亮的流线型外 观设计，提升了驾驶者高贵，自信的社交形
象。为其拥 有者在社交 领域取得更 大成就立下 汗马功劳。
尊重需要
宝马高贵的品牌形象，开宝马车是一种地位 的象征。意味着获得了“别人的认可”，是 一种高贵身份 的标志。极 大地满足了 消费者对于 “尊重需要” 的要求。
自我实现的需要
自我实现的需要是最高等级的需要。满足这 种需要就要求完成与自己能力相称的工作， 最充分地发挥自己的潜在能力，成为所期望 的人物 。
拥有一辆高贵的宝马车折射出你是一位在事 业上取得较高成就的成功人士。在社会上， 你已完成了自我实现的价值。
BMW case study (宝马汽车案例学习)
Global marketing strategy of BMWA BMW 7 Series sedan is displayed inside the BMW 7 Series MobilityLounge which the German automaker’s Korean unit opened in Cheongdam-dong, one of the wealthiest districts in southern Seoul, to cater to the buyersof the flagship luxury sedan. / Courtesy of BMW KoreaGerman automaker targets premium segment only and succeedsThe world has continued efforts to globalize the market. Global players, including BMW, a prominent automaker from Germany, are vigorously articulating marketing strategies to create value that better serves customer needs.Firms eloquently and heavily emphasize marketing functions because they play a critical part in identifying gaps in the market and developing new products and services to fill those gaps.BMW seems to understand this logic of the necessities for global marketing in an ideal manner to perform beautifully in the Korean market.In order to create a successful marketing plan, managers must configure the varying aspects of marketing mix and identify precise market segmentation to understand different patterns of customer purchasing behavior.BMW implemented a different marketing mix to sell cars to different socioeconomic segments, aggressively emphasizing premium segments. BMW initiated the goal of segmenting the premium market by optimizing the fit between the purchasing behavior of consumers and the marketing mix to maximize sales to that segment. Responding sensitively to unique values and purchasing behavior enabled BMW to transcend intended performance.To begin with, BMW vehicles sell well to consumers who have high standards for quality, luxury and performance because BMW builds those attributes into its automobiles.The fact that BMW concentrates on premium segments on a global scale and consistently defines high-end brand identification renders success. Attractive and trendsetting products ranging from the 3 to 7 series that deliberately focus on af fluent customers demonstrate the success of the automaker’s global marketing strategy.The firm’s global marketing strategy represents leadership through innovation. Originally an aircraft engine manufacturer, BMW incessantly sought an innovative spirit t o satisfy the premium market’s demands.Recently, requirements for clean energy and green environmental factors have rendered many companies to concur with their business strategies with the shifting paradigms of environmental demands.BMW’s innovation initiates from the realization of such requirements for clean energy, such as hydrogen. The innovative spirit of BMW’s testing of hydrogen-fueled automobiles since 1978 and applying the technology to production demonstrates its futuristic mindset and innovative leadership.BMW creates value, competitive advantage and ramifications of innovation through various marketing efforts heavilycommitted in the premium segments of significance.Helmut Panke, former BMW chairman said, “We believe a company can only think in one set of terms. If you are premium, you have to focus on it.”Though disciplines of marketing are universal, the method of global marketing strategy that BMW addresses reflects the significance of premium relevance.BMW does not feature minivans segmented as MPV (multi-purpose vehicles) in its product lineup.The logic is simple. BMW is a premium brand that does not compromise and cater to any segment of the market. Its global marketing strategy underscores the selected premium target market.In addition to premium marketing, BMW has shifted its position as “the ultimate driving machine” to “sheer driving pleasure” that refers to a gradual movement from the emphasis on automobile performance to the involvement of customers and taking emotional factors into serious consideration.The company attempts to underpin the new theme of communication that integrates superior performance of automobiles into emotionally sensual marketing communication worldwide. The global marketing strategy underscoring activities that form an emotional foundation spotlights consumers actually enjoying driving premium and superior automobiles that BMW create.Not to be conventional, the emotional marketing perspective that intertwines with the premium marketin g in BMW’s global marketing strategy interplays synergistically to maintain its strong leadership in the automobile industry.Advertising appeal is the communicative approach relevant to the motives of the targeted customers. Emotional appeals may evoke feelings of response that directly affect customers purchasing behaviors. BMW perspicaciously combined premium marketing and molded into emotional marketing to represent the company’s global marketing strategy.It featured a sporty new Z8 convertible in t he James Bond movie “GoldenEye” released in 1996, starring Pierce Brosnan. The film left a strong impression of BMW automobiles _ rare and bold, captivating the luxurious image of the vehicle. As James Bond films are well known for the series’ popularity, BMW’s attempts at channeling the brand emotionally strengthened current customer loyalty and helped prospective buyers to congruently lean toward its cars. Overall, BMW’s global marketing strategy bridging premium and emotional marketing have compensated the company with superior economic performance and a strong leadership position in the automobile industry.BMW strides further alongside its profitability to commit in an outstanding manner to long run corporate social responsibility (CSR) activities to create shared value. BMW vividly pays attention to CSR activities, specifically in obligations to science and engineering education and an eco-friendly environment.In the case of BMW Korea, the company shares knowledge in domains of science and engineering by setting up technical departments and R&D centers in a number of universities. On top of that, BMW donates pre-production automobiles to the faculty and students to further study automobile technology, conspiring research capabilities to exploit shared value between BMW and societal dimensions.The magnitude of the direction of eco-friendly environment renders BMW to inevitably pay attention to produce engines that consume less fuel and emit less CO2. Critical technology of hydrogen-powered automobile, Hydrogen 7, well represents BMW’s pervasive CSR effort to create shared value.The final notion of the successful BMW global marketing strategy generates novel ideas into implications. Bridging premium and emotional marketing methods to interplay synergy effects between BMW products and services that successfully communicates with target customers is a systematic supremacy that the company has established.It is quite clear that the core competencies of BMW’s leadership in the global market has been created through its focus on penetrating the premium market segment and internalizing customers’ emotional aspects into BMW automobiles. It is significant to note that BMW further commits corporate social responsibility to create shared value through obtained economic benefits via its global marketing strategy.。
小学生介绍宝马汽车的英文作文
小学生介绍宝马汽车的英文作文Karl Rapp and Max Fritz founded the Bayer aircraft company in Munich; In 19XX, the company was changed into Yier Engine Co., Ltd., which is the origin of Bayer company (BMW); In 19XX, the company changed its name to BMW. "BMW" was once translated as Bayer.Since BMW started its business by producing aeroengines, the blue in the trademark is the sky and the white is the propeller, which is the first feature of the "BMW" trademark; The second feature is the two metal square air intake grilles in the middle of the radiator (nose) of the "BMW" car. BMW (BMW) is the abbreviation of the company's full name "Bayerische motorenwerke Ag". "BMW" adopts the figure of inner and outer double circles,and above the double circle, there is a trademark with the word BMW. The whole trademark is like blue sky, white clouds and constantly running propellers, which symbolizes the long history of BMW. It not only symbolizes the company's leading position in aero-engine technology in the past, but also symbolizes the company's consistent purpose and goal: in a vast space and time, with the latest science and technology and themost advanced concepts, it meets the greatest wishes of customers, and reflects the company's vigorous spirit and changing new face.。
126_3835505_广告3
创作背景：
为进一步提升品牌价值，宝马北美汽车公司成立 宝马电影网站作为其产品宣传的全 新平台。 2001年，BMW宝马北美分公司，不惜巨资请来 八位国际级导演，拍摄八部超炫的网路广告短片， 宣示了网路的影音时代正式来临！
这八部广告片分别是：
创作背景：
1、 2、 3、 4、 5、 6、 7、 8、 人质（HOSTAGE）导演：吴宇森 分秒必争（TICKER）导演：新贵乔.卡纳汉 打击魔鬼（BEAT THE DEVIL）导演：托尼.斯考特 埋伏（AMBUSH）导演：约翰.法兰克海默 选择（CHOSEN）导演：李安 跟踪（THE FOLLOW）导演：王家卫 明星（STAR）导演：盖.瑞奇 火药桶（POWDER KEG）导演：阿里加多・伊纳里多
八个短片的监制都是大卫.
芬奇，主角是克莱夫・欧
创作背景：
文（Clive Owen）他所扮 演的是BMW的司机。
从风格来看，它们有着统 一色调的片头，它们有着 动人的故事情节以及很强
的视觉冲击力。
“也许我们不需要太多的广告，也许我们所需要的是一些有趣的事情。”
埋伏（AMBUSH） 导演：约翰.法兰克海默
• 3、强调对比的作用
技巧分析：
•
广告影响：
在广告战中，10%至15%的 费用会花费在制作上，而
剩余的大笔费用将花费在
广告的发行上。宝马的电 影却颠倒了这个比例，80% 的费用花费在了制作，使
所有的这些影片，都花了不到两周的时间去 拍摄，而每部影片也只有8-11分钟的长度。这些 影片能够在网上下载，并且被宝马到处推广—— 这些广告都可以在宝马的电影频道上下载，而不 是在宝马的官方产品和销售网站。宝马的创意团 队相信：这样的安排，与销售网站保持一定的距 离，对于使这个项目从商业广告中脱颖而出非常 重要。 在短短的几个月之间，宝马电影频道吸引了 900万受众。不管是宝马的消费者，还是宝马的 消费者（他们中的许多人因为收入或者生活方式 的影响，缺乏购买宝马的能力和动力）
BMW Films 宝马电影案例
BMW FilmsIt was August 2001, and Jim McDowell vice president of marketing for BMW North America, was reflecting on BMW's latest marketing campaign as he sat before his computer:People respond negatively to gratuitous commercialism. But in our films, the BMW vehicles are not gratuitous props; they are actors in a scene. There are no beauty shots of the cars. The cars get extensively beat up. Each car is there because it is a very important actor in the development of the plot. The cars definitely take their lumps along the way. There's nothing gratuitous about it.McDowell bent forward, and hit the "play" button on the screen. On the computer monitor, a movie scene unfolded. The scene was part of BMW's latest marketing campaign-five short films created for the Internet. Directed by a cadre of internationally renowned directors, the films had gripping story lines and were generating tremendous industry-wide buzz.Two Tibetan monks, one barely eight years old , survey the icy lot of shipping yard. A driver pulls up in a sleek BMW 540i. The younger monk is helped into the car. The driver adjusts his rear view mirror to monitor his passenger. Their breath is visible as they size each other up. Two more sets of headlights suddenly appear in the yard. A ballet of escape begins; a beefy Mercedes and a nimble Honda team up to trap the 540i. Automatic weapons erupt as Baroque music plays in the background, and a veritable midnight pas-de-trois plays out in the icy field of shipping containers."This is my favorite film," McDowell remarked as he turned from his computer. There was no question that the films were good, perhaps too good. "The question is, what do we do for an encore?"BMW: The Ultimate Driving MachineBayeriche Motoren Werke (AG) was originally founded in 1916 as an aircraft engine manufacturer. The Munich-based BMW produced its first automobile m 1929; by the 1980s, the company's position in the luxury/performance segment of the global automotive market had been firmly established.The core of the BMW product line was its sedans. The company offered three distinct Series: * The 3 Series was BMW's entry-level sedan. Launched in 1975, it tended to attract upwardly mobile professionals; as McDowell put it, "These are people who are achieving success early in life, people on their way up." In 1989, the 3 Series accounted for about half of BMW unit sales and was priced between $25,000 and $34,000.* The 5 Series, launched in 1972, was BMW's mid-range sedan. In 1989, it accounted for about 32% of unit sales, with a price range of $37,000 to $44,000.* The 7 Series, launched in 1977, was BMW's flagship sedan. In 1989, it accounted for about 16% of BMW unit sales, with a price range of $54,000 to $70,000. Before the mid-1970s, BMW had been regarded by most Americans as a niche foreign car manufacturer. However, in the late-1970s, BMW had emerged as one of the hottest luxury brands in North America. (See Exhibit l for unit sales m the U.S. over time.) BMW's "Ultimate Driving Machine" campaign had been widely credited for this surge in popularity. The campaign's ads had featured BMWs driving through country estates, parked in front of huge mansions, and pulling up to black-tie affairs. Other ads had focused on the superior performance of the BMW, emphasizing such factors as superb handling and German engineering. This dual positioning (prestige +performance) had appealed to young urban professionals who-in an era of "conspicuous consumption"-had been looking for a car that conveyed a sense of affluence and style, without the stodgier, conservative image associated with Mercedes-Benz, Jaguar, and Cadillac.In the late 1980s, however, the North American luxury car market started experiencing a shift. A new pragmatism began replacing the conspicuous consumption patterns of the early 1980s, and BMW soon found itself saddled with an outdated image as a "yuppie car" manufacturer. The company also faced fresh competition from Japan. Honda had been the first to enter the luxury market with its introduction of the Acura in 1986; it had been followed by Toyota (Lexus) in 1989 and Nissan (Infiniti) that same year.The Japanese cars offered superior quality, reliability, and service at lower price points than BMW. They also had competitive feature sets; in fact, many of the high-end features touted by BMW in its advertising (such as ABS brakes and air bags) were standard in these other brands. Making matters worse, the Japanese brands were sold by a relatively small number of exclusive dealerships that were able to provide excellent service levels while maintaining high sales volumes. Furthermore, they were promoted in large-scale advertising campaigns that dwarfed those of BMW. (See Exhibit 2 for a comparison of 2001 media budgets, Exhibit 3 for a comparison of approximate retail prices, and Exhibit 4 for a comparison of sales over time.) By 1992, Lexus had taken over as the number-one luxury import in the country. BMW, on the other hand, had seen its sales tumble and its customer satisfaction ratings fall below Lexus, Infiniti, Acura and Mercedes.2 In fact, U.S. sales had bottomed out to the point that industry rumors suggested BMW would withdraw from the U.S. altogether. Instead, BMW took a number of actions to reinvigorate itself in North America. These included:1. The introduction of a number of new models in its core Series. Most notably, the 325i Sedan was introduced in 1992; it represented a complete, bumper-to-bumper redesign. The following year, BMW introduced a 740i sedan with a V-8 engine.2. An aggressive pricing strategy. The new 325i was priced under $30,000, while the new 740i was priced under $55,000. These prices retained the premium that BMW believed was warranted for its brand over its Japanese competitors, but kept the models within 10% t0 15% of a comparably equipped Lexus.3. The reorganization of its dealer network. In the early 1990s, BMW had almost 400 dealers in the U.S. (only 106 0f which sold BMW exclusively), compared with fewer than 150 dealers for Lexus and Infiniti, respectively. Dealer frustration with BMW was high, and the quality of customer service at BMW dealerships was mixed. To address these problems, BMW restructured its account management approach and reconceptualized its "dealer operating system" (DOS) to ensure greater consistency in the customer experience across dealerships.4. The introduction of several new Series. 1995 saw the launch of the 23 roadster ($31,000- $38,000), a car that was designed to "embody the ideal of the thoroughbred open-air sports car." This was followed in 1997 with the launch of the M roadster ($45,000), and in 1999 with the launch of the 28 roadster ($131,500). Near the end of the 1990s, BMW also launched a sports utility vehicle, the X5 ($40,000-$67,000).At the same time, the company worked hard to make the BMW more suitable for the North American market. McDowell recalled, "It was simple things, like one-touch windows and cup holders. These were important to North American consumers, but they'd never been part of the design specifications for our cars before."Steadily, a new brand image was formulated. The company's "DNA" still revolved around the idea that BMW produced "the world's most exciting luxury cars," and the Ultimate Driving Machine tagline remained. But BMW's advertisements became edgier and more youthful. They celebrated the pleasure of driving a BMW, showing hairpin turns on mountain roads with copy that read, "Happiness isn't around the corner. It is the corner." McDowell remarked, "They were aimed at the type of individual who has since become the core of our customer base: That highly-educated, bright, affluent person who wants to have a great driving experience."These efforts paid off. During the period from 1996 t0 2001, BMW sales rebounded, eventually reaching record levels in the U.S. By 2001, the company was delivering over 800,000 cars and 74,000 motorcycles annually to customers worldwide. The company had just under 2% market share in the U.S., about 7% market share in Germany, and about 5% market share in the rest of Europe.Moreover, analysts were reporting that, over the next several years, BMW was planning to increase U.S. sales by 40%, t0 300,000 cars a year. The company was also reportedly planning a number of new product introductions. Expected to hit the market in 2002 were a completely redesigned 7 Series; a new 24 roadster to replace the 23; and a $20,000 subcompact Mini Cooper (without the BMW brand label). In addition, three new engine series were apparently in the pipeline: a smaller X3 SUV to complement the X5; a 1 Series to target younger buyers; and a new 6 Series to provide a sportier complement to the 7 Series.Meanwhile, the company's success had begun to spawn imitators. McDowell explainedI remember one advertising campaign in particular in which we focused on the "responsive performance" theme. In the campaign, our ads provided viewers with the perspective that they were directly behind the wheel of a car. Pretty soon, a bunch of other companies-Audi, Mitsubishi, Pontiac-all started running campaigns that were similar to ours. It was clear that everyone was trying to become more BMW-like in their ads.The BMW CustomerIn 2001, BMW faced competition from a variety of competitors in the luxury/performance category (Mercedes Benz, Jaguar, Lexus, Infiniti, V olvo, Porsche, Audi, Saab, and Ferrari). All of the vehicles in these categories touted elegant design, high performance, and up-to-date technological features for driving and safety; however, each manufacturer sought to establish a unique positioning in the market. (See Exhibit 5 for short descriptions of BMW's competitors. See Exhibit 6 for data about BMW's image versus the competition's.)Despite the increasingly crowded luxury market, BMW believed that its target customer was fundamentally different from that of its competitors. As McDowell put it: We don't think anyone else serves the particular psychographic we do. Take Mercedes, for example. People buy Mercedes because they care about status, and the Mercedes says, "I've arrived." V olvo is another example: People buy a V olvo because they think of it as being very sensible and practical and they are very impressed by the concept of safety. BMW is targeting a different psychographic than they are. No one's really playing in our field. Porsche comes close, but they're much more niche than us.The average BMW customer was about 46 years old, with a median income of about $150,000. Most BMW customers were well-educated, married, and had no children. Two-thirds were male. (See Exhibit 7 for demographic information about BMW's customer base versus thecompetition.) Beyond this, BMW constantly conducted market research to track the tastes, personalities, and lifestyles of its core customer base. Based on this research, the company knew that BMW appealed to "people who tended to be leaders, who worked hard, played hard, and achieved a lot very early in life." They tended to be very active, and engaged in sports as part of their daily regime. McDowell elaborated:They tend to be as demanding of the people around them as they are of themselves. Because they work hard, their free time is extremely valuable and they are very particular about what they surround themselves with in their free time. These are people who typically have an eye for detail. They care about how things are assembled. They are willing to pay more to get an absolutely perfect product, as opposed to just a very good product.Their feelings about driving were very specific. "Many of these people look at the hour or two they spend driving as some of the most pleasurable time in their day," said McDowell. "It's when they are completely in control. For them, driving is a form of personal expression."Technology was important to the BMW customer. In fact, BMW was tops among car brands in terms of frequency of buyers who used the Internet, and approximately 85% of BMW purchasers were on the Internet before they bought their BMW. McDowell noted, "Considering that they tend to be time-pressured and they travel a lot, it's no wonder they use the Internet so frequently."Finally, BMW customers tended to be very loyal to the brand, buying several different BMWs over the course of a lifetime (see Exhibit 8 for additional loyalty information). MacDowell explained:A lot of people are immediately drawn to BMW through the 3 Series and have a wonderful love affair with that car. Their next car after the 3 Series will either be a new 3 Series, or a non- BMW. When we lose customers to another brand at this stage, it's typically because they're at a point in their lives where they are looking for a different kind of car-a pick-up truck, a minivan, or a small SUV-things that we don't build.Once that life stage has passed, we try to get the customer back for either a new 3 Series, an M3, a 5 Series, or an X5. We don't know exactly where they'll land in our product portfolio, but we think we can bring them back. And then when someone has gone from a 3 Series to a 5 Series, they're a very good candidate to go from a 5 Series to a 7 Series. That's a person who has stayed with the basic sedan concept throughout. The 7 Series is obviously very profitable per unit, so these are our most profitable individual customers.BMW's Marketing ApproachBecause of the company's size and limited marketing budget, every BMW marketing campaign had to have maximum impact. McDowell explained:BMW introduces many more new products every year than we could ever hope to support. We're a funny little company. We have a strong brand image, we have relatively small market share, and to earn that relatively small share, we have a huge number of models. So our marketing budgets are relatively modest, but we have a lot of new products to introduce. In recent years, BMW had devoted an increasing amount of attention to non-traditional advertising campaigns. Its first non-traditional campaign had accompanied the launch of the Z3 roadster, the first BMW manufactured outside of Germany. "It was this absolutely gorgeous-looking vehicle in a premium segment where no one was actively participating at the time," McDowellremembered, "We knew it would be a success, so we asked ourselves, do we do a normal introduction, or do we take this opportunity to try and build the brand into something that much bolder, that much bigger, that much more vital?"The result had been a high-profile product placement-a virtual cameo appearance-in a James Bond film, Golden Eye. The movie cameo had been supported by a series of traditional advertisements featuring scenes from the movie. As McDowell explained, "You want to achieve a balance, to create a synergy across a bunch of different media." He continued, "That was a big turning point for the company. It came at exactly the time that our sales started to surge. When we overtook Mercedes for the first time-a very important internal goal-that accomplishment was attributable to BMW's brand momentum."The success of the Z3 campaign had led to several "copycat" movie placements by other car manufacturers. BMW itself had followed the Colden Eye campaign with a second Bond film placement, this time for the 7 Series in Tomorrow Never Dies. McDowell admitted that this second campaign had lacked the impact of the first: "As with so many things in life, there's a first-mover advantage. Whoever has the opportunity to do it first gets all the attention, and it's never the same the second or third time that someone tries to do it."Nonetheless, the company had become a believer in the non-traditional advertising approach. McDowell summarized:Today, every time we have a new initiative coming up, we ask ourselves, is this something that needs a traditional approach, or is it something that needs a non-traditional approach? Keep in mind, we'll never stop doing traditional advertising; for some purposes, nothing is as effective. On the other hand, we recogruze that there are some times where a non-traditional approach is going to have much higher impact. In these cases, the real challenge for us is to come up with a good non-traditional idea. There just aren't that many good ideas out there.The Development of BMW FilmsIn early 2000, an interesting window of opportunity emerged for BMW. Sales of BMW were the highest ever in the U.S. and the brand had never been stronger (see Exhibit 9). McDowell recalled:With no new products being launched over the next six months, we had this unbelievable luxury; this period of time where we didn't have to tell people about a new product. Normally, when we're launching a product, we have a responsibility to tell people about the new product and reinforce the BMW brand message in the same communication. Of course, the more things we try to do in an ad, the more diluted the message becomes. But now we had this opportunity to do some absolutely pure branding. We had the luxury of simply focusing on, how can we better show people what makes a BMW a BMW?We knew that the solution wasn't simply changing creative. That would have been like trying to climb a mountain on the wrong side. Instead, we asked ourselves, "What if we were to throw out some of our core assumptions about how to do brand image advertising?"After a series of brainstorming sessions, a couple of non-traditional advertising ideas began to emerge. One idea was to produce a series of short films. Another was to incorporate the Internet into an advertising campaign. Before long, the two ideas had merged into the idea of producing a series of short films for the Internet. McDowell recalled:What excited us about the idea was that we knew we were dealing with an entirely new genre, an entirely new way of communicating our brand to the world. We also knew that if we produced a bunch of short films for the Internet, they wouldn't be seen by as many people as, say, a series of ads we aired on television. But we believed that what we lost in terms of audience size could be made up for in terms of involvement. In other words, our goal was to produce the most exciting, fun thing people had ever seen come out of their computer. We convinced ourselves that we could create something so involving that people would remember the experience 10 years down the road.Once the decision was made to create the short films, BMW's advertising partner, Minneapolis- based Fallon, recommended that Anonymous Productions be brought in as a partner. Together, the team worked to produce a total of 15 scripts ranging in length from 6 t0 12 minutes. The central character m each of the films was a professional driver who helped people out of difficult circumstances. Anonymous Productions, which was well-connected within the Hollywood community, then began approaching individuals to direct the short films. McDowell remembered:We approached people who we thought would be superb and open-minded. As it turns out, it was much easier lining up directors than one might have thought. Our value proposition to them was pretty simple: Here was a chance to work in an entirely new genre for a patron that was synonymous with quality. We wanted A-list everything: A-list directors, A-list actors, A-list production values.The final line-up of directors included some of the biggest "up-and-comers" in Hollywood: John Frankenheimer, Ang Lee, Wong Kar-Wai, Guy Ritchie, and Alejandro Gonzalez Inarritu. Each of the directors was permitted to choose one script to turn into a six-minute short film. The directors were then given complete creative control over content and direction. As McDowell explained, this wasn't an easy thing to do:It went against every instinct we had. Normally when we're producing an advertisement, we are so precise about everything; we will discard footage for the slightest reason-for example, because the driver got too close to the center line, or because you can't see that the driver was wearing the shoulder belt, or because it wasn't the most flattering shot of the vehicle. But in this case, we let the directors do things that we would have never permitted if this had been an advertisement because we decided that it had to be about entertainment, not advertising. The BMWs in the films were shown dirty, banged up, and shot full of holes.The end result was a series of five films collectively titled, "The Hire.” Altogether, they cost the company about $15 million to produce,4 and each starred the British actor Clive Owen as a professional driver hired to help someone out of a difficult situation. They were released one at a time at two-week intervals, and varied significantly in terms of mood and tone. The films featured a variety of BMW models, along with a number of well-known actors including Mickey Rourke, Madonna, and Stellan Skarsgaard. (See Appendix A for descriptions of the five films.) About three months before the films premiered, a low-profile public relations campaign seeded news of the project at Internet movie rumor sites. Stories were also planted in chat rooms and fan sites about what type of talent would appear in the shorts. The films themselves could only be accessed at (see Exhibit 10). This website was supported with print ads and street posters designed to look like advertisements for a movie. The print ads were placed in the film sections of newspapers, and the movie posters were placed in hip, urbanvenues.In addition, 30-second trailers were prep ared for television audiences’.To unsuspecting television viewers, these trailers looked just like previews for regular movies-i.e., theatrical releases.The key difference: the word "BMW Films" was prominently displayed as the title of the "movie's" production company, and the trailer ended by directing viewers to the BMW Films website. The publicity was strategic, McDowell explained:The whole process depended on a certain amount of disruption. That was part of the beauty of the name "BMW Films"; it was such a disruptive name. So the advertisements were disruptive in the sense that they were done in the style of movie trailers, but then the joke was that if you got interested in what you were seeing, you would come to the end and realize it was not playing at a theatre near you. You had to go to the website to be able to see it. This was what made it so provocative, it was a call to action.In the end it all tied back to how the BMW brand works. We are such a polarizing brand. Regardless of whether people love us or reject us, we've got a very definite place in their mind. This gives us the flexibility to be a little more provocative, a little more interesting in terms of some of the things we do.If a viewer decided to visit the website to watch the film in its entirety, he or she had to (1) log in to the site and register; (2) download the appropriate media viewer (QuickTime or RealPlayer) if he or she did not already have it; and (3) "stream" the film on the computer (a broadband connection delivered the best viewing experience; viewing the film over a dial-up modem resulted in significant time lags that often interrupted the continuous streaming of the film). For a higher-quality viewing experience, viewers could also download a free version of the BMW Film Player, along with copies of the five films. Viewers could then watch the downloaded versions on the computer off-line, using the Player application.Early ResultsBy August, BMW had logged over nine million film views on its website (see Exhibit 11 for additional information about visitors). Comments registered by visitors on the website had been universally positive: "BMW cold rocks the party!" "Absolutely fantastic!" "Wow. Very, very cool." "Clearly sets BMW apart from its competitors. Excellent marketing tool; excellent choice of directors!" and "My next car will be a BMW, so help me God." Others had elaborated in depth:Please pass this message on to the marketing folks: The film series has gotten this devoted Audi-phile to actually consider BMW for my next purchase. It single-handedly eliminated much of the stigma I previously associated with BMW (status symbol, yuppie-machine, etc.). In terms of wooing a younger audience, Benz is dead in the water compared to you guys (and Audi, of course). I will actually root for you at Le Mans this year.Another fan had written Awesome!! I've told a bunch of my friends to check out the site. WOW! What an awesome way to demonstrate what a BMW can do-l never knew they were such amazing performance machines. I'm seeing BMW in a whole new light. GREAT STUFF. I will definitely consider BMW for my next car purchase. Keep up the FANTASTIC work and redefining theautomotive experience. BRA VO!!And:I am very impressed! What a way to market a great line of automobiles. I have been captivated by not only the films but also the vehicles. The films give the viewer(s) the chance to see the BMW really put to a test. I am currently in the market for a new car, and I was caught between the Lexus IS300, the Acura TL S-Type, and the BMW 330. I think that I've made my mind up-thanks to John Frankenheimer, Ang Lee and BMW!One 20-year-old respondent from New York had writtenI think the whole Hire series is a great idea. BMW lets the directors do whatever they want and they're not constantly shoving the BMW logo in your face or anything! . . . Overall, I think The Hire series is great and it's something I would like to see happen again in the future, maybe with different directors or a whole new company.Perhaps the most convincing response had come from the fan who wrote, "Made me put money down on an M3."The BMW marketing team had even screened "The Hire" for film critics at major media publications. As a result, The New York Times, Time, Entertainment Weekly, and Variety had ended up publishing critical reviews of the BMW Films series in their entertainment sections. These reviews had been overwhelmingly positive:* The New York Times: "Startlingly effective," "Graceful," and "The Hire is what movies might be like if someone decided to give James Bond a soul."6* Time : "The ultimate in new-media, high-end branding has arrived.777* Variety:“ Thrilling."8(See Exhibit 12 for additional excerpts from sample media responses.)As McDowell described it:It surpassed anything we had originally anticipated on so many different dimensions. The level of press activity was 10 times what we had anticipated. We also started getting tons of what we call "pass-alongs." It turns out that once someone downloads a film to their computer, they'll show it to someone else. We have incredible anecdotal information that this is what's going on; people are inviting other people to come by their computer and watch it.An Encore Performance?Looking ahead, the key question for McDowell was whether to continue to build on the BMW Films idea, or start looking for new ideas for the next BMW campaign. McDowell considered his various options:1. The first option was to simply "milk" the existing five films by making them available to a wider audience: "The films are really amazing works of art, and it's almost a shame that a lot of people haven't seen them yet." For example, the company could distribute the short films to theatres; the films could then air alongside trailers for other coming attractions, before the feature presentation. In addition, some of the films had been edited down for Internetviewing so there was an opportunity to make the full-length versions available in the form of a DVD. As far as distribution, McDowell explained, "We could make the DVDs available in our dealerships, as well as inserting them in selected magazines. This way, we could make the films available to people who might not have high-speed access to the Internet."2. The second option was to develop more short films, all featuring "The Hire," actor Clive Owen. As McDowell pointed out, almost 90% of the visitors to the BMW Films website were。
BMV宝马公司案例分析幻灯片PPT
BMW——明确的高档品牌策略
精品文档
• BMW集团拥有BMW、MINI和Rolls-Royce（劳斯莱 斯）三个品牌。这些品牌占据了从小型车到顶级 豪华轿车各个细分市场的高端，使BMW集团成为 世界上唯一一家专注于高档汽车和摩托车的制造 商。高档意味着“附加值”。BMW集团的品牌各 自拥有清晰的品牌形象，其产品在设计美学、动 感和动力性能、技术含量和整体品质等方面具有 丰富的产品内涵，因此，这些品牌可以给用户提 供切实的附加值。在此基础上，BMW集团期望获 得较高的单车利润率，从而继续保持赢利性增长， 并确保公司在未来的独立地位。
精品文档
宝马集团将其供应链中至关重要的环节转包
宝马集团将其供应链中至关重要的环节转包 给一家外部企业。仅此一点就足以清晰地 证明，供应链管理这份多年来与企业生存 息息相关，令人爱恨交加的苦差儿，如今 已经成为企业发展的一项战略性机遇。也 就是说，它不仅为企业降低成本、提高资 产利用率提供了一条崭新的途径，更为重 要的是，它还有助于推动企业增长，提高 客户满意度。
BMW公司在国外的业务
精品文档
BMW公司在国外市场上，也像国内市场一样采取更 为直接的销售方式。 取消在国外市场上的独立进口商，而由公司自己的 海外营销子公司取而代之。 海外市场上的独立的进口商从联邦德国进口汽车， 然后转卖给特许经销商，再由他们向公众出售。 采用直接分销方式的主要优点之一，是公司可以节 省付给国外进口代理商的15%的佣金。
精品文档
• 针对送货控制而言，一般可分为两种不同 形式：一为根据生产步骤所需提出订单， 另一种为视当日需要量提出需求。前者为 由生产顺序决定需要量，其零件大多在极 短时间内多次运送，由于此种提出订单方 式对整个送货链的控制及时间要求相当严 格，因此适用在大量，高价值或是变化大 的零件。