Bmw Report Analysis
Strategy/Theory Appendix
2a - Porters Competitive Scope Model
4a - The Strategic Clock
4b - Porters 5 Forces
4c - (Favoured) PESTEL (Spain, UK, France, China, US, Germany and India)
4d - Strategic Grouping Analysis (Global Passenger Car Market)
4e - Opportunities and Threats (Global Passenger Car Market)
5a - Balanced Scorecard for BMW Stakeholder Groups
5b - Strengtha and Weaknesses (BMW Group and Stakeholders)
5c - Value Chain Analysis
6a - Threshold Competitive Advantage Model
6b - Strategic Analysis – Initial Scores Table
- Strategic Analysis – Scores table with weighted totals
6c - Alternative strategy summaries
Metrics Appendix
BMW Internal Metrics – (a-j)
2a – Porters Competitive Scope Model
Used to develop an understanding of a companies placement within the industry it operates. BMW holds a differentiation advantage as it aims at the broad market with a highly unique and value-added product. Each model in the BMW range has kept the differentiated feel and uniqueness that allows BMW to charge the premium price although operating in the general marketplace.
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4a – The Strategic Clock,
The strategic clock gives a more indepth look into the competitive advantage and competitive positioning of each major market player in the industry analysed. Below is the strategic clock for the EU passenger car matkerplace. Note the differentiation section has more separate
competititors than that of the hybrid or low price sections. The low price companies compete on price as an advantage, therefore to ensure sustainability the larger companies have bought out multiple smaller brands to create an aggressive marketplace which is dominated by price alone. They have portfolios which reach across the separate sectors however differentiation still remains the most competitive and individual market.
Amended from: Johnson & Scholes (2002, pp320)
The Rover Group provided an excellent example of the mis-management in...
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