MAR

KETI
NG

Jaswanth sai saradhi

2015julb01046

1: Introduction

TABL
E OF

2: Company background
3: Product
4: Price
5: Place
6: Promotion
7.SWOT&PEST analysis
8: Conclusion
9: Reference

1. INTRODUCTION
BMW AG Originated with three other
companies, Rapp Motorenwerke and
Bayerische flugzeugwerke (BFW) and
Thuringia.Aircraft engine manufacturer Rapp
Motorenwerke became Bayerische
Motorenwerke in 1916.The engine
manufacturer, which built proprietary
industrial engines after world war1, was then
bought by the owner of BFw Who then
merged BFws premises .BFws motorcycle
sideline was improved upon by BMW and
become an integral part of the business.
BMW become an automobile manufacturer in
1929 when it purchased Fahrzeugfabrik
Eisenach which, at the time ,built Austin
sevens under license with the Dixi
marque.BMWS team of engineers
progressively developed their cars from small
seven based cars into six cylinder luxury and
in, 1936,began production of the BMW 328
sports cars .Aircraft engines,motorcycles,and
automobiles would be BMWS main product

until world war2.During the war, against the

wishes of its director Franz Josef Popp,BMW
Concentrated on aircraft engine production
,with motorcycles as a side line and
automobile manufacture stopped altogether.
After the war, BMW Survived by making pots,
pans, and bicycles until 1948, when it
restarted motorcycle production. Meanwhile ,
BMWS factory in Eisenach fell in the Soviet
occupation zone and the Soviets restated
production of pre-war BMW motorcycles and
automobiles there .This continued until
1955,after which they concentrated on cars
based on pre war BMW DKW designs .BMW
began building in Bavaria in 1952 with the
BMW 501 luxury saloon .Sales of their luxury
saloons were too small to be profitable ,so
BMW supplemented this with building Issetas
under license .Slow sales of luxury cars and
small profit margins from micro cars caused
the BMW board to consider selling the
operation to Daimler-Benz .However ,Herbert
Quant to purchase a controlling interest in
BMW and to invest in its future. Quants

investment, along with profits from the BMW

700, brought about the BMW New class and
BMW New six .These new products along with
the absorption of Hans Glass Gumby, gave
BMW a sure footing on which to expand. BMW
grew in strength, eventually acquiring the
Rover group (most of which was later
divested), and the license to build
automobiles under the Rolls Royce marque.

2. COMPANY BACKGROUND
Bayerische Motoren Werke Gmbh 1917
The departure of Karl Rapp in 1917 enabled a
fundamental restructuring of BMW Gmbh,
formerly Rapp Motorenwerke.While the
development site In 1913 Karl Rapp
established Rapp Motorenwerke near the
oberwiesenfeld.Rapp had chosen the site
because it was close to Gustav Otto
Flugmaschinenfabrik,with whom he had
contracts to supply his four cylinder aircraft
engines.Rapp was sub-contracted by AustroDailmer to manufacture their V12 aircraft
engines.Austro-Dailmer at the time was
unable to meet its own demand to build V12
Aero engines.The officer supervising aeroengine Austrian government was Franz Josef
Popp.When it was decided to produce AustroDailmer engines at Rapp Motorenwerke,Popp
was delegated to Munich from Vienna to
supervise engine quality.Popp did not restrict
himself to the role of observer,becoming
actively involved in the overall management

of the company.On 7march 1916,Rapp

Motorenwerke became Bayerische to accept
the application of Max Friz, a young Frizs
request;however,Popp successfully intervened
on Frizs behalf ,because he recognized that
Rapp Motorenwerke lacked an able
designer.Within a few weeks Friz designed
new aircraft engine which, with an innovative
carburettor and a variety of other technical
details,was superior to any other German
aero-engine. Later this engine would gain
world renown under the designation
BMWIIIa.
Was placed under Max
Friz, Franz Josef Popp took over the post of
Managing Director. Popp held this key position
until his retirement in 1942, and was
instrumental in shaping the future of BMW.
For the small BMW business, the large orders
engines were overwhelming. Under Karl Rapp
only a small number of engines had been
produced and the manufacturing facilities

were not in any way adequate to handle the

mass production now required. Not only did
BMW lack suitable machine tools but, to a
very large degree, skilled manpower as well.
However the most serious drawback was in
the small and aging workshops. Nevertheless,
under the state-controlled war economy,
officials in the relevant ministers were able to
give BMW extensive practical support. So in a
short time BMW got the skilled and machinery
it needed. In addition, the Munich Company
received a high level of financial assistance,
which enabled it to build a completely new
factory from the ground up, in the immediate
vicinity of the old workshops. Due to the share
capital being too small, both the building of
the new plant and the working capital needed
for materials and wages had to be financed
with external funds, i.e. .bank loans or state
assistance. The war ministers of Bavaria and
Prussia (then both separate kingdoms within
the Kaisers Empire) did not, however, wish to
go on supporting BMW with loans and

guarantees, and therefore urged the flotation

of a public limited company.

BMW logo
The name- change to Bayerische Motoren
Werke compelled management to devise a
new logo for the company, therefore the
famous BMW trade mark is designed and
patented at this time. However, they
remained true to the imagery of the previous
Rapp Motorenwerke emblem (Which was
designed by Karls brother, ottmar Rapp).

Thus both the old and new logo was built in

the same way: the company was placed in a
black circle, which was once given a pictorial
form by placing a symbol within it. By analogy

with this, the blue and white panels of the

Bavarian national flag were placed at the
center logo lent a new interpretation as
representing a rotating propeller. The BMW
Trade mark, called a roundel, was submitted
for registration on the rolls of the Imperial
Patent Office, and registered there with no.
221388 on 10 Dec 1917.

In 1917 Julius Auspitzers son in-law, Max

Wiedmann, held about 80 percent of the
shares in Rapp Motorenwerke. He had
obtained most of these shares from his fatherin-law in 1914 and thus become a figure of
great influence in the business. Even after the
name change to Bayerische Motoren Werke
Gmbh, Wiedmann remained the principal
shareholder in the company. Wiedmanns
capitulation in July 1918 opened the way for
the founding of a public limited company.

On 13 August 1981 BMW AG was entered as

a new company in the Commercial Register
and took over from BMW Gmbh all its
manufacturing assets, order book and work
force. The old BMW Gmbh was renamed
Maschinenwerke Schleibheimerstrasse and
was wound up on 12 November 1918. The
share capital of BMW AG amounting to 12
million reichsmarks was subscribed by three
groups of investors.

One third of the shares were taken up in equal

parts by the bayerische bank and the
Norddeutsche bank. A further third of the
shares (4 million reichsmaks) was acquired by
the Nuremberg industrialist, Fritz Neumeyer.
This ensured that 50 percent of the capital (6
million reichsmarks) was in the hands of
Bavarian business or banks. The Bavarian
government placed the highest value on this
strong local shareholding. The final one third
of the BMW Shares is taken up by a Viennese
financier, Camillo Castiglioni.

Castiglioni
Camillo Castiglioni
During the war, Castiglioni had been one of
the principal players in the Austro-Hungarian
aircraft industry, and for a long time had had
links with Rapp Motorenwerke.
So he had probably already been influential in
negotiating the major order from AustroDaimler Motoren to Rapp Motorenwerke in
1916 and would have received a large
commission on this. However, Castiglionis
interests were not restricted to Austria. As
early as 1915, by merging a number of
companies, he had founded Brandenburgische
Flugzeugwerke in the Berlin area, which
supplied aircraft to the German navy. It
seemed only logical that he would want to
extend his network of companies
by adding a German aero-engine
manufacturer.

First crisis for BMW AG WWI aftermath

The end of the war in November 1918 had a

huge impact on the entire German aircraft
industry. Since 1914 the military had been
placing lucrative orders with aircraft and aeroengine firms. But now, military demand
collapsed completely.

Civil aviation was still in its infancy, and no

substitute business could be expected from
that quarter. The end of the war hit BMW
particularly hard, since the BMW IIIa aeroengine was the only product the company was
building in 1918, and suddenly there was no
more demand for aircraft engines.

In order to enable companies to resume civil

production as rapidly as possible, a central
demobilization office was set up as soon as
the war was over, and branches opened right
across Germany. The Commissioner for
Demobilization with responsibility for Bavaria
ordered the closure of BMWs Munich plant
with effect from 6 December 1918.
The employees of the fledgling company
faced locked factory gates and a future that

was far from certain. The reason given by the

civil servants for this factory closure was the
general shortage of raw materials such as
coal and metals. The small supplies of coal
that were still on hand had to be made
available for the freezing population, and such
supplies of metals as remained were diverted
to consumer industries. As a former
armaments manufacturer, BMW was sent
away empty-handed.

Factory reopened
BMWs top management was not discouraged
by the compulsory closure decreed by the
government. When permission was given for
the gates to re-open on 1 February 1919,
Managing Director Franz Josef Popp got the
design department working constantly in
order to have new products ready to sell to
the peacetime market.

Engines were designed for boats, cars, trucks

and motorcycles. From the outset, BMW tried
to remain an engine manufacturer. At the
same time it also supplied industrial

customers with products from its aluminum

foundry.

In 1919 BMW was forced to give up building

aircraft engines completely, which it had
initially continued on a modest scale. The
Allies had banned Germany from building
aircraft and aircraft engines, and in addition
had demanded that all aviation assets
manufactured up to that date should be
handed over or destroyed. While the new
BMW engines for civilian use were technically
advanced, they could not provide the
company with long-term security in a highly
competitive market. The top management
therefore began looking for alternatives.

On 18 June 1919, BMW obtained a license

agreement for the production of brake
assemblies with the Berlin-based
company Knorr-Bremse AG. The contract was
to run for ten years and was intended to
provide BMW with employment and profits
until 1930. At that time, Knorr-Bremse
manufactured state-of-the-art pneumatic

brakes for trains and had the benefit of large,

long-term contracts, which it could not,
however, handle at its own factory.

For this reason the Berlin company was

looking for a manufacturer to license and
found it in Munich. One advantage BMW had
in negotiating the contract was the
announcement by the Bavarian government
that they would be prepared to fit Bavarian
trains with Knorr brakes provided they were
manufactured in Bavaria.

Company sold to Knorr-Bremse

From the summer of 1919 onward, the
manufacture of pneumatic brakes increasingly
overshadowed engine production. The brake
business occupied the majority of the BMW
workforce, which was once again being
expanded. This reorientation of the BMW
product range had an effect on the ownership
structure. As soon as the war ended, most of

the BMW shareholders had lost interest in the

company. Only the major shareholder Camillo
Castiglioni still believed at first that BMW had
a future, and took up all the company shares
himself.

However, Castiglioni was not an entrepreneur

who took the long view; he was an astute
financier in search of a quick return. The
manufacture of railway brakes provided an
opportunity to build up a solid business with
sure profits, albeit small ones too small for
Castiglioni. In August 1920, when the
chairman of Knorr-Bremse AG, Johannes
Vielmetter, offered to buy all of Castiglioni's
shares in BMW, the Viennese speculator
accepted. BMW was now wholly owned by the
Knorr-Bremse company of Berlin. The new
proprietors made only minor alterations to the
structure of BMW, since they wished neither
to change the management nor to get
involved in the production process.

Return of Castiglioni and merger

with BFw
Under the leadership of Knorr-Bremse, BMWs
growth was considerable. Between the end of
1918 and 1921 the workforce grew from 800
to 1,800. In addition, the company set up its
own training program with classes at the
factory. In this way, in 1921 alone, BMW was
able to offer solid technical training to some
200 young people. However, the price for this
comfortable commercial situation was
dependence on Knorr-Bremse and the
abandonment of its core business of building
aircraft engines.
In 1922, Castiglioni offered to buy
BMW's engine-building division, aluminum
foundry, name, and trademark from KnorrBremse. Castiglioni declared that he intended
to set up an engine manufacturing plant of his
own, and so he asked for the drawings,
patents and machine tools needed for
manufacturing the engines. He also wanted to
take with him to his new company several key
figures such as the chief designer, Max Friz,
and the chief executive, Franz Josef Popp. The
remainder of the company, including the

premises, would remain under Knorr-Bremse's

ownership and would be renamed. On 20 May
1922, Castiglioni bought the BMW name and
engine-building business from Knorr-Bremse
for 75 million reichsmarks. The remainder of
the company became a subsidiary of KnorrBremse and was renamed Sddeutsche
Bremse AG.
Castiglioni did not purchase
BMW's premises in his transaction with KnorrBremse. Instead, he merged his Bayerische
Flugzeugwerke (BFw) into BMW and
established BMW's factory and headquarters
at BFw's premises. BMW was moved into the
same buildings of Gustav Otto's former OttoFlugzeugwerke on Lerchenauer Strasse 76.
BMW's headquarters have been at that
address ever since.
BMW, with some 200 workers
housed in the former BFw's old wooden sheds,
began production on a modest scale. Initially
its output was BFw motorcycles, proprietary
engines, and spare parts for aircraft engines.
To begin with, business for the new BMW AG
did not go particularly well. The market for
proprietary engines was still as hotly

contested in 1921 as it had been in 1919

when BMW had gone into brake manufacture
to secure its long-term future.
In 1923, while Germany suffered through a
year of runaway inflation and numerous
attempted coups, BMW made a successful
new start: the company resumed production
of aviation engines, selling them mainly to
the Soviet Union, and it launched the first
motorcycle of its own design, the R32.

Marketing mix of BMW

Product in the marketing mix of BMW
Starting in the early 1900s by building
motorcycle and aeroplane engines before
moving on to cars a few years later, BMW has
for many years now been at the top of its
league in the car industry. Although BMW is
involved in many sports and events, as well
as other promotions, the key aspect for the
success of BMW is their range of cars. BMW
cars appeal to so many people including to

lower class customers. It is no surprise that

BMW is a part of the Want segment now.
The upper class WANTS this product. Each of
the cars in the series (1, 3, 5 and 7 as well as
X and other classes) is different to drive and
have different characteristics. Car enthusiasts
regularly review these cars on the internet
and on the television along with testimonials
about how great BMW feels to drive.

To look at this car, on full speed, on a highway

is a delight. BMW started with basic models in
its start, but soon progressed to advanced
engineering. The cars now boast of powerful
engines, extra ordinary pickup, fantastic
speed, and a promise of safety and reliability.
Over time, the powerful promotions have

propelled the BMW products to have an Awe

factor. Whenever you look at BMW, you really
look at it. BMW motorrad too, focuses on high
engineering products. However, the numbers
of cars sold by BMW is much higher in
comparison to motorcycles.
An important factor here is that BMW is
essentially free to operate on its own, while
the other two German brands of Audi and
Mercedes are tied to different companies (VW
and Mitsubishi/Chrysler respectively) and
therefore have to use parts from across the
companies in order to make savings, BMW has
no such restrictions, and is free to use exactly
the right part designed precisely for the job in
mind. To the public, this seems to enhance
the companys reputation, and seems to be a
rare case of the public expecting to pay a bit
more for a product they perceive to be of high
quality.
Key Product features in the marketing mix of
BMW

Luxury segment

High Quality products

Excellent brand pull

Good service

Place in the marketing mix of BMW

BMW has highly skilled people working for

them in all areas, from mechanics to customer
helpline staff. All are prompt and professional,
and work hard to maintain the companys
image. BMW has manufacturing facilities in
many different countries. In India, the
manufacturing facility is in Chennai, and the
facilities were opened in March 2007 and it
produces the BMW series one, three, five and
seven. This facility is capable of producing
11,000 units per year, at maximum output.
The spare parts center is located in Mumbai
so that transport of these spare parts can be
carried out swiftly.

BMW has a dealerised network for

the sales of its automobiles. BMW does not go
through automobile distributors, but directly
appoints showroom dealers, because the
investment is very high to assign a distributor
and the margins are less for showrooms.
Thus, BMW has its authorised showrooms and
the cars are sold from showrooms to
customers. However, for distribution of spare
parts, BMW does have distributors and
stockists
at
strategic locations.
The
showrooms of BMW are found to be present in
the most premium parts of urban cities. Even
in a place like Mumbai, you will find only 3-4
showrooms of BMW, and not more. Because,
BMW will lose some of its brand image if it
distributes products too aggressively.

Key Distribution features in the marketing mix

of BMW

Lean distribution model

Dealers and showrooms get good margins
Good provision for spare parts

Promotion in the marketing mix of

BMW:
2012 saw BMW ranked as the worlds most
reputable company by Forbes.com. Criteria
included peoples willingness to buy,
recommend and to work for the company.
Interestingly, the answers were driven 60% by
perception of the company, and 40% by
perception of the companys actual products.
We marketers know that to build a positive
brand perception, it takes years and the same
has happened with BMW. BMW has been
promoting itself with the most amazing
television commercials, print advertisement,
out of home advertisement and now through
online advertising.
The company itself
knows that its target customers expect a
certain quality from them, and are willing to
pay a bit more for it. They also expect
exclusivity because the car should not be
available to the masses. Thus, the ads on
television are sleek, and seem to be of a

higher quality than other car ads, asking the

viewer to apply this logic to their products.
BMW ads focus as much on the looks of the
car as on the engine and the technology of
the car. BMW also focuses on customer
delight and a purchase of a car is almost
always accompanied by gifting a few
memorable moments to the customer for the
purchase of the car.
On a general scale, the car is
associated in the mind of the public as being
connected to success, someone who has extra
to pay for luxury and craftsmanship rather
than buy a run of the mill car. Iconic cricketer
Sachin Tendulkar who himself is an avid fan of
BMW and West Indies cricket team captain
Darren Sammy were roped in as their brand
ambassadors.

Key promotional features in the marketing mix

of BMW

Strong brand pull due

marketing over the years

to

excellent

Company relies on pull strategy more than

push strategy

Top of the mind positioning in automobile

brands

Price in the marketing mix of BMW:

It is no doubt, that with such good technology,
and with top of the mind positioning, BMW is
a premium priced car and motorcycles
company. Prices of BMW cars can vary by a
great deal, depending upon which series,
model or extras the buyer intends on
purchasing. What can be said though, is that
BMW cars are not aimed at everybody, as
they are more expensive compared to other
cars because of their image and technology,
and they are also more expensive for repairs
and general maintenance.
Looking at the competition,
BMW has also launched low priced cars (as
per BMW standards) like the BMW X1. the
price of which starts from 22.5 lacs. This is

primarily aimed to tap the Indian market.

BMW offers various loan deals and repayment
methods to help those who wish to spread the
cost, and has hundreds of dealerships and
showrooms word wide.
Key pricing features in the marketing mix of
BMW

Premium pricing

Pricing helps create the Want feeling

High cost of marketing to maintain brand

image

SWOT analysis of BMW

Strengths
1.

BMW group: Group consist of 3 brands

namely BMW, MINI &Rolls Royce all
positioned in the premium segment. Also

BMW is not only a car maker, they are one

of the world leaders in motorcycle
production, aircraft engines and marine
engines.
Innovation
&
technological
advancement: Continuous
process
improvement & technological advancement
in its R&D has made it a market leader in
the premium segment for car sales. The
Brand is known for its quality, reliability &
superior customer service support. And
more importantly for the lovely design of its
range of cars.
Renowned brand in automobile
industry: With
its
innovative advertising
campaignscompany
has succeeded in positioning it as a premium
brand resulting into High TOMA (Top of mind
awareness).
Workforce: It has created a pool of
100000+
highly
skilled employees who
continuously work in 100+ countries
to differentiate BMWs offering from their
rivals.

Product portfolio: BMW have diversified

product portfolio from SUVs to Luxury
Sedans to sports cars. The product line and
product depth are fantastic in terms of
quality and design.
Asian markets: There is very little to work
upon in matured and developed economies.
BMW has made the smart move by starting
early in developing economies. And it is now
the top selling luxury car in developing
economies like India and China (in terms of
total number of vehicles sold in a year).
Plans for hybrid models: BMW has plans
to launch models which run on alternative
fuels like Electricity and natural gas. These
plans show that the company is making
inroads to be prepared in the future where
fuel might become a problem.

Weaknesses
1. Cars recalled: Controversies relating to
recall of cars on account of some technical
functionality or non abidance to govt. led
rules is becoming very common, most

recent one is BMW recalling 1.6 million cars

due to airbag concerns. For a brand like
BMW it is affecting its brand image.
Strategic alliances: BMW group has very
few strategic alliances. This gives the
competitors an edge over BMW. BMW is
capable of good R&D but the
implementation of the researched vehicles
takes strategic alliance with different
companies which BMW lacks.
Younger generation less brand
conscious The younger generation is
more likely to spend the money on
electronic appliances then saving it for a
premium car.

Opportunities
Increasing product portfolio: By
increasing their product portfolio and
introducing new series in different segments
they can increase their sales as there will be
more choices for customers under the same
brand. Off course, this is the best
opportunity for any brand in the market.

Strategic Alliances: This can prove a

smart strategy for BMW. BMW can use other
companys specialized capabilities to
differentiate their offerings.
Changing lifestyle & customer
groups: With changing customer lifestyle
and more & more inclination towards
premium brands it is certain that this
segment is growing fast. In developing
nations the growth rate is even as high as
33% YoY.
Market expansion: Entering new markets
will help the company to increase their
targeted revenue. This is the only way to
ensure that they remain on top of the
revenue chain for developing economies.

Threats
Competition: Low cost car companies with
their stylish & inexpensive offerings will be
major threat to the company. Also Stiff
competition from other companies in

premium segment likeAudi, Mercedes is a

determining factor.
Price factor: More and more people are
becoming price conscious and with the
younger generation on an electronic
purchasing spree, there is threat that in the
near future luxury cars will stop receiving as
much attention.

Rising fuel problems BMW needs to

strongly adapt to the need of green fuel and
green machines so that it can absorb the
potential customers who are looking for
green car solutions, especially in the mature
markets.

PEST ANALYSIS
Political factors
Political factors highlight the probable
government laws and regulations, security
measures and restrictions that can apply
to the industry as a whole. The probable

factors that affect the automobile industry

are:
1. Laws and regulations had affected the
automobile industry since its outburst.
These laws generally revolved around the
environmental norms that were to be
fulfilled by any car industry. Thus the car
manufacturers had to take care of the
environmental issues
during manufacturing of cars.
2. Taxes and government foreign policies are
critical for the automobile industry. The
foreign policies help to us decide the
probability of success in the global market.
3. Introduction of new schemes in the US and
Europe automobile industry wherein
regulations led to produce high mileage
cars along with increase in automobile
sales and production (Hill, 2008).

Economical factors

Economical factors related to the exchange

rates, economic growth globally and the

business setting prevailing in the industry.

Economic factors for the industry are:
a)
There was excess capacity of cars
produced thus giving rise to high amount of
revenue in marketing and new product
designs. Thus there was lot of revenue
withheld even though demand was less than
supply. For example the UK auto market had
excess 80% capacity in 2003 which freeze 1.3
billion euro of the automobile industry
(autofacts, 2004).
b)
Total increase in the GDP globally from
2.0% to 3.1% in the year 2008 (statistics,
2008).
c)
Decrease in the exchange rate if euro
has hampered the European car makers in a
big way (Allen, 2006).
d)
Economic downturn in the US market
(Copper, 2008)
e)
Surplus capital and buying power in the
developing economies like India and China
and their personal emergence in the global
market place.

Social factors

Social factors include the changes in cultures

and demo graphics globally apart from
change in buying pattern and capacity of the
consumer. Social factors having an impact on
the auto industry are:

Changes in the customer predilection from

car being a status symbol to fuel efficiency
and low emission cars.

Changes in buying pattern of the

consumers due to recession in mature
markets.

Environmental issues and awareness of

the harmful emissions through automobiles

Technological factors
Increase in use of technology to gain a
clear competitive ad vantage
o
Use of new and sophisticated design to
overcome the decreased margins in the
industry.
o
Modifications or restriction on
technology causing environmental
pollution
o

Environmental factors

Increasing effect if awareness of global

warning, greenhouse effect and burnout
among patrons (organization, 2008)
o
Shift in consumers tastes and
preferences towards use of more ecofriendly cars, hybrid cars, fuel cell cars etc.
o
Stern application of the EURO norms
set up to curb pollution in developing
countries.
o

Legal factors
Restrictions and strict pollution norms
set up in European and US markets
o
Strict implications of the EURO norms
in developing countries e,g, formation of
BHARAT norms on the lines of EURO norms
in India(CEN, 2006)
o

CONCLUSION
It has taken a lot of referencing and researching
for me to write this report too, I started off with
very little knowledge about this topic and worked
my way through the assignment and I would
conclude that BMW is a very powerful name in
the automobile industry due to its reputation of
providing high quality product and services.

References
Bayerische Motoren Werke GmbH BMW Historical Archives
Munich Commercial Register; Munich public records; 13 August 1918

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