BMW Premium Car Strategic Management In China
战略管理论文代写 China’s automotive market has the most growth potential in the world. It forecasts that Chinese automobile market
Executive Summary
China’s automotive market has the most growth potential in the world. It forecasts that Chinese automobile market will surging to 30 million cars a year by 2020 (Ruters, 2012). Currently, China’s premium segment also has the highest growth rate of 11% from 2010 (Global Insight Data, 2010). Global automotive manufacturers such as Daimler, General Motor, VW and BMW are counting on China to maintain their premium offerings.
The rising per capita income and growing upper middle class in China created brilliant premium automobile market for the world main car markers.
As one of the most successful motorcycle and car manufacture worldwide, BMW achieved great success in the Chinese premium car market. BMW Group sold 1,668,982 cars all over the word in 2011 (BMW annual report, 2011). The Chinese market became the third largest market of BMW in the world in 2010, which increased 87%. (BMW, 2011) What is the secret for BMW’s rapid growth in China? What type of strategies lead BMW to be the number one premium car sellers in China? This report will analyse BMW Chinese premium car market strategy in the following parts.
The reports find that BMW stands to benefit from the large Chinese premium car market which is buoyed by growth in consumer income especially among the middle class population as well as the large population. However, the company is at a disadvantage from the punitive legislative climate and bureaucracy that prevails China. BMW’s innovative strategy has helped it to remain competitive in a market characterised by high buyer power, moderate supplier power, immense competition, high substitute products, and moderate barrier of entrance. Nevertheless, the company stands to expand its market share in China courtesy of its cutting edge innovation and its capability to spread innovation across the value chain. This is a feat its major rivals will struggle to match in the long run.
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执行摘要 战略管理论文代写
中国汽车市场是全球最具增长潜力的市场。据预测，到 2020 年，中国汽车市场将激增至每年 3000 万辆（Ruters，2012）。目前，中国高端市场的增长率也最高，为 2010 年的 11%（Global Insight Data，2010）。戴姆勒、通用汽车、大众和宝马等全球汽车制造商都指望中国来维持他们的优质产品。
中国人均收入的上升和中上阶层的增长为全球主要汽车市场创造了辉煌的高端汽车市场。
作为全球最成功的摩托车和汽车制造商之一，宝马在中国高档汽车市场取得了巨大成功。 2011 年，宝马集团在全球销售了 1,668,982 辆汽车（宝马年度报告，2011）。 2010年，中国市场成为宝马全球第三大市场，同比增长87%。 (BMW, 2011) 宝马在中国快速发展的秘诀是什么？什么样的战略让宝马成为中国第一的高档汽车销售商？本报告将从以下几个方面分析宝马中国高档车市场战略。
报告发现，宝马将受益于中国庞大的高档汽车市场，该市场受到消费者收入增长的推动，尤其是中产阶级和人口众多。然而，该公司在中国普遍存在的惩罚性立法环境和官僚主义中处于不利地位。宝马的创新战略帮助其在买方力量大、供应商力量适中、竞争激烈、替代产品高、准入门槛适中的市场中保持竞争力。尽管如此，凭借其前沿创新和在整个价值链中传播创新的能力，该公司仍将扩大其在中国的市场份额。从长远来看，这是其主要竞争对手难以匹敌的壮举。
Table of Contents 战略管理论文代写
Executive Summary………………………………………………………………………………………..2
1.0 Introduction……………………………………………………………………………………………..4
2.0 Fundamentals of Strategic Management……………………………………………………..5
3 External Environmental Analysis of BMW in China………………………………………..6
3.1 PESTEL Analysis……………………………………………………………………………………….6
3.1.2 Economic……………………………………………………………………………………………….7
3.1.4 Technological………………………………………………………………………………………….7
3.1.5 Environmental………………………………………………………………………………………..7
3.1.6 Legal…………………………………………………………………………………………………….7
3.2 Five Forces Analysis…………………………………………………………………………………8
4.0 Internal Environmental Analysis of BMW in China…………………………………….8
4.1 BMW Value Chain Analysis……………………………………………………………………….8
4.1 Primary Activities…………………………………………………………………………………….8
4.2 Supporting Activities……………………………………………………………………………….9
4.2 BMW Resource Analysis………………………………………………………………………….10
5.0 SWOT Analysis of BMW Group in China…………………………………………………..11
5.2 Weaknesses……………………………………………………………………………………………12
5.3 Opportunities…………………………………………………………………………………………12
5.4 Threats………………………………………………………………………………………………….12
6.0 BMW Competitive Strategy Analysis………………………………………………………..13
6.1 BMW’s Innovation Strategy…………………………………………………………………….13
6.2 BMW’s Strong Premium Band Strategic…………………………………………………..13
7.0 Conclusion…………………………………………………………………………………………….13
8.0 References…………………………………………………………………………………………….17
Appendices…………………………………………………………………………………………………17
Appendix 1: PESTLE analysis for China………………………………………………………..17
Appendix 2: Analysis of BMW Value Chain Infrastructure……………………………..19
Appendix 3: SWOT Analysis of BMW in China……………………………………………..21
1.0 Introduction
After almost a century of development, BMW succeeded in becoming the world’s leading manufacturer of premium cars. As of 2011, the company sold 1.67 million cars, record sales volume in the company’s history. Under the BMW brand, the company runs various model series, from BMW 1 series to BMW 7 series. Currently, the BMW 3 series leads in popularity in terms of overall annual sales. The company set up its first office in China in 1994, and by the end of 2010, it had around 150 4S centre and over 300 service centre all over China (Yang, 2011). 战略管理论文代写
This report aims to explore the secret behind BMW’s success in China’s premium car market. Specifically, the report will seek to establish the type of strategies BMW employed in becoming the number one premium car sellers in China. The report will be structured into the following parts: fundamentals of strategic management, BMW external environment analysis, BMW five forces analysis, BMW internal environment analysis, and BMW competitive strategy analysis.
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1.0 简介 战略管理论文代写
经过近一个世纪的发展，宝马成功地成为世界领先的高档汽车制造商。截至 2011 年，该公司销售了 167 万辆汽车，创下了公司历史上的销量纪录。在宝马品牌下，该公司经营各种车型系列，从宝马 1 系到宝马 7 系。目前，BMW 3系在年销量方面处于领先地位。公司于 1994 年在中国设立了第一个办事处，到 2010 年底，它在中国拥有约 150 个 4S 中心和 300 多个服务中心（Yang，2011）。
本报告旨在探索宝马在中国高端汽车市场取得成功的秘诀。具体而言，该报告将寻求建立宝马在成为中国排名第一的高档汽车销售商方面所采用的策略类型。报告将分为以下几个部分：战略管理基础、宝马外部环境分析、宝马五力分析、宝马内部环境分析、宝马竞争战略分析。
2.0 Fundamentals of Strategic Management
It is difficult to make a universal definition of strategic management. Different researches have different viewpoints of strategic management. However, this report will adopt Hunger and Wheelen (1996) definition that strategic management is a “set of managerial decision and action that determines the long run performance of a corporation” (p.3). Analytically, this definition captures two main ideas: The first idea revolves around making decisions based on accurate analysis of a situation and taking the appropriate actions as the situation may demand. The second idea revolves around developing a course of a broad approach that helps an organization to achieve sustainable competitive advantage over its rivals.
The dominant fundamentals of strategic management in a specific market are based on the adaptation of popular strategic management theories (Piktys & Zaldokas, 2005). Industrial Organization theories, Resource-Based theories and Contingency theory are the most well-known prominent perspectives. Industrial organization theory is based on micro economic theory which states that firm profit is most closely related to industry structure (Morden, 2007). According to the industrial Organization theory, BMW set China as its key market is the sign that the strategic managers of BMW understand the nature of the industry and formulate strategies that suit to the industry characteristics.
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2.0 战略管理基础
很难对战略管理下一个通用的定义。不同的研究对战略管理有不同的看法。然而，本报告将采用 Hunger 和 Wheelen (1996) 的定义，即战略管理是“一组决定公司长期绩效的管理决策和行动”（第 3 页）。从分析上讲，该定义包含两个主要思想：第一个思想围绕基于对情况的准确分析做出决策以及根据情况的需要采取适当的行动。第二个想法围绕着制定一个广泛的方法的课程，帮助组织获得相对于其竞争对手的可持续竞争优势。
特定市场中战略管理的主要基础是基于流行的战略管理理论（Piktys & Zaldokas，2005）。产业组织理论、资源基础理论和权变理论是最著名的突出观点。产业组织理论基于微观经济理论，该理论指出企业利润与产业结构的关系最为密切（Morden，2007）。根据产业组织理论，宝马将中国作为重点市场，是宝马战略管理者了解行业本质并制定适合行业特点的战略的标志。
2.0 Zhànlüè guǎnlǐ jīchǔ
On the opposite of the Industrial Organization theory is the resource based theory.
This theory posits that firm’s performance is largely determined by its ability to leverage its resources. In their opinion the unique resources of the firm create the distinctive competitive advantage. BMW innovation ability is their key competitive advantage. In Burkhard Goschel (2004) opinion, the company’s present success has been as a result of its ability to leverage its resources through hedged innovation. The company has achieved many innovation awards within Germany and also in the world. This has buoyed the company’s resolve to revolutionise the automobile industry through premium cars targeted for the upper-end market.战略管理论文代写
Contingency theory is the combination of industry organization theory and resourced based theory. According to contingency theory, a strategy is most likely to be successful when it is consistent with mission of organization, competition environment and its resources (Morden, 2007). One of the most important reasons behind the success of BMW was their changing management strategies from time to time. They were keen to towards their number one premium car maker mission. However, they alternate the management strategy for different country, changing policies, new techniques.
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与工业组织理论相反的是基于资源的理论。
该理论认为，公司的绩效在很大程度上取决于其利用资源的能力。在他们看来，企业独特的资源创造了独特的竞争优势。宝马的创新能力是他们的关键竞争优势。在 Burkhard Goschel (2004) 看来，公司目前的成功是因为它能够通过对冲创新来利用其资源。该公司在德国和世界范围内获得了许多创新奖项。这增强了公司通过针对高端市场的高档汽车彻底改变汽车行业的决心。
权变理论是产业组织理论和资源基础理论的结合。根据权变理论，当战略与组织的使命、竞争环境及其资源相一致时，它最有可能成功（Morden，2007）。宝马成功背后最重要的原因之一是他们不时改变管理策略。他们热衷于实现其第一大高端汽车制造商的使命。然而，他们针对不同的国家、不断变化的政策、新技术，交替使用管理策略。
3 External Environmental Analysis of BMW in China
There are many factors in the macro-environment that will affect the strategy of an organization. The external audit consists of an analysis of the opportunities and threats that exist in the external environment of an organization, which including political, economic, culture, technological, educational and legal (PESTEL).
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3 宝马在华外部环境分析
宏观环境中有很多因素会影响组织的战略。 外部审计包括对组织外部环境中存在的机会和威胁的分析，包括政治、经济、文化、技术、教育和法律 (PESTEL)。
3.1 PESTEL Analysis
With nearly 5000 years of uninterrupted history, China is today among the world’s strategically positioned economies. It is therefore not a surprise that the country has registered a robust economic growth starting 1980s. Consequently, this growth has attracted the attention of the world’s leading multinational corporations. With a population of more than 1.3 billion people and an annually GDP growth rate of 9.8%, China is the world’s third largest economy (IMF, 2009). More and more international companies form joint adventures with local Chinese companies or set sub-companies in China. However, due to constitutional system in China, there are also certain threats in the Chinese market as shown in the following sections and appendix 1. 战略管理论文代写
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3.1 PESTEL 分析
中国拥有近 5000 年不间断的历史，如今已跻身世界战略性经济体之列。 因此，该国从 1980 年代开始实现强劲的经济增长也就不足为奇了。 因此，这种增长引起了世界领先跨国公司的关注。 中国拥有超过 13 亿人口，年均 GDP 增长率为 9.8%，是世界第三大经济体（IMF，2009）。 越来越多的国际企业与中国本土企业合资或在中国设立分公司。 但是，由于中国的宪政制度，中国市场也存在一定的威胁，如以下部分和附录 1 所示。
3.1.1 Political
China adopts a socialist political system that is aligned towards the communist ideology. The country is a single party state – the Communist Party has been in power since the country consolidated itself from a loose conglomerate of territories to a unitary nation (Tian, 2009). This makes China a relatively stable country to do business in.
The Chinese government provides a range of incentives which attracts investors to the country. Such incentives involve tax holidays for certain businesses operating in certain regions of the country. In addition, the relative security which prevails in the country provides a sense of certainty to international investors (Mcmanus, Li & Moitra, 2007).战略管理论文代写
3.1.2 Economic
China has a large population (1.3 billion people) which provides a large market for consumer products (IMF, 2009). The country has robust industrial and agricultural sectors which provide a host of investment opportunities for both international and local investors.
The country has a huge GDP which has been growing at a rate of more than 10% per year starting early 2000s. Currently, the country is has joined the leading economies such as Germany and the US in terms of the value of international trade (IMF, 2009).
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3.1.1 政治
中国实行与共产主义意识形态相一致的社会主义政治制度。该国是一个一党制国家——自该国从松散的领土集团巩固为一个统一的国家以来，共产党一直掌权（Tian，2009）。这使得中国成为一个相对稳定的经商国家。
中国政府提供了一系列激励措施来吸引投资者到该国。此类激励措施涉及在该国某些地区经营的某些企业的免税期。此外，该国普遍存在的相对安全性为国际投资者提供了一种确定感（Mcmanus、Li 和 Moitra，2007 年）。
3.1.2 经济
中国拥有庞大的人口（13 亿人），为消费品提供了巨大的市场（IMF，2009）。该国拥有强大的工业和农业部门，为国际和本地投资者提供了大量投资机会。
该国拥有庞大的国内生产总值，从 2000 年代初开始以每年超过 10% 的速度增长。目前，就国际贸易价值而言，该国已加入德国和美国等领先经济体（IMF，2009）。
3.1.3 Social
China is currently experiencing population boom. This is taking place at a time when the government has laid down plans to reduce population growth through birth control measures. Currently, the country experiences 0.5 % population growth rate, about 71% of the population falls within 15-64 years age bracket (National Bureau of Statistics of China, 2012). This is the main population target for international manufacturers of consumer goods.
3.1.4 Technological
China has joined the world’s most technology savvy countries such as the US, Japan and the European Union countries. The country a high number of internet users – about 360 million people. It also has a high internet hosts – 15.3 million hosts. In addition, the country has a large number of telephone and mobile phone users – about 313.7 million telephone lines and about 747 million mobile phone users (Torrens, 2010). 战略管理论文代写
3.1.5 Environmental
The Chinese government is very keen in implementing environmental protection laws. Specifically, the country puts much emphasis on reduction of industrial pollution as well as making urban centres pollution free. The country is home to many environmentally friendly NGOs (Mcmanus, Li & Moitra, 2007).
3.1.6 Legal
As an emerging economy, China has retrogressive labour legislations that make employability and productivity hard. Firms are forced to provide employees with large non-monetary incentives, for example, dismissing an employee attracts length consultations with local authorities and labour unions (Torrens, 2010).
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3.1.3 社交
中国目前正在经历人口激增。这发生在政府制定计划通过节育措施减少人口增长的时候。目前，该国人口增长率为 0.5%，约 71% 的人口属于 15-64 岁年龄段（中国国家统计局，2012）。这是国际消费品制造商的主要目标人群。
3.1.4 技术
中国已经加入了美国、日本和欧盟国家等世界上最精通技术的国家。该国拥有大量互联网用户——约 3.6 亿人。它还拥有大量的互联网主机——1530 万台主机。此外，该国拥有大量电话和移动电话用户——约 3.137 亿条电话线和约 7.47 亿移动电话用户（托伦斯，2010 年）。
3.1.5 环境
中国政府非常热衷于实施环境保护法。具体来说，国家非常重视减少工业污染和城市中心无污染。该国拥有许多环保非政府组织（Mcmanus、Li 和 Moitra，2007 年）。
3.1.6 法律
作为一个新兴经济体，中国的劳动立法倒退，使就业和生产力变得困难。公司被迫向员工提供大量的非货币激励措施，例如，解雇员工需要与地方当局和工会进行长时间的协商（托伦斯，2010 年）。
3.2 Five Forces Analysis
Porters five forces model is the dominant analytical model for evaluating the nature of competition in an industry. In peter’s view there are five forces that influence the attractiveness of an industry and the long run profitability. They are the threat of entry of new competitors, the threat of substitutes, the bargaining power of buyer, the bargaining power of suppliers and the degree of rivalry between existing competitors (Jobber & Lancaster, 2006) Figure one shows the different forces to be faced by BMW in the Chinese automobile industry.
Figure one: The five forces analysis of automobile industry in China
Figure one above indicates the high competition in the Chinese car market faced by BMW. There are more than 100 car manufactures in China. Nearly all the major international car manufacturers have established joint ventures factories in China (APOC, 2010) in the premium car market, BMW mainly compete with other German premium car brand like Daimler and VW. Some Japanese and American brand like Ford and Toyota also share large percent of premium car market in China.战略管理论文代写
The rising income and growing middle classes showers the great power of customer because of many Available options. BMW is a world known brand with the footprint all over the world therefore it shows the great potential entrance in economy. The threat of new entrants are low since establishing a car manufacturing company needed hung amount of capital, high technologies and well management skills. Moreover, threat for the bargaining power of suppliers is moderate. Some of the suppliers need to maintain well relationship with big OEMs, like BMW.
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3.2 五力分析
波特五力模型是评估行业竞争性质的主要分析模型。在彼得看来，有五种力量会影响一个行业的吸引力和长期盈利能力。它们是新竞争对手进入的威胁、替代品的威胁、买方的议价能力、供应商的议价能力以及现有竞争对手之间的竞争程度（Jobber & Lancaster，2006）图一显示了要面临的不同力量宝马在中国汽车行业。
上图一显示了宝马在中国汽车市场面临的激烈竞争。中国有100多家汽车制造商。几乎所有主要的国际汽车制造商都在中国（APOC，2010）在高档汽车市场建立了合资工厂，宝马主要与戴姆勒和大众等其他德国高档汽车品牌竞争。福特、丰田等日美品牌也在中国高端汽车市场占有很大份额。
由于许多可用的选择，不断增加的收入和不断壮大的中产阶级展示了客户的巨大力量。宝马是世界知名品牌，足迹遍布全球，显示出其在经济领域的巨大潜力。新进入者的威胁很小，因为建立一家汽车制造公司需要大量的资金、高科技和良好的管理技能。此外，对供应商议价能力的威胁是温和的。一些供应商需要与宝马等大型原始设备制造商保持良好的关系。
4.0 Internal Environmental Analysis of BMW in China
The internal environment analysis is to evaluate the organization’s strong point and weak point within the internal environment. It involves of identifying capabilities and resources which in the form of value chain and finding organization’s competitive advantages.战略管理论文代写
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4.0 宝马在华内部环境分析
内部环境分析是评估组织在内部环境中的强项和弱项。 它涉及以价值链的形式识别能力和资源，并寻找组织的竞争优势。
4.1 BMW Value Chain Analysis
The Value Chain was first developed by Porter (1985) in his book competitive advantage. It is strategic tool to measure an organization’s competitive advantage. By enabling organizations to define the strategic disadvantages and advantages of activities and value-creating processes, value chain analysis becomes crucial for evaluating competitive advantage.
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4.1 宝马价值链分析
价值链最初是由 Porter (1985) 在他的著作《竞争优势》中提出的。 它是衡量组织竞争优势的战略工具。 通过使组织能够定义活动和价值创造过程的战略劣势和优势，价值链分析对于评估竞争优势变得至关重要。
4.1 Primary Activities
BMW value chain primary activities include infrastructure, HRM, technology development, and procurement. Infrastructure activities include finance and financial services, accounting, and corporate strategies (Maguire, 2004).
On the other hand, HRM activities include recruiting, training, motivating, rewarding and nurturing. The company understands that its innovation leadership strategy can only be kept alive through the identification of talent, nurturing of talent and retaining of talent (Klein, 2007).战略管理论文代写
Technology development activities include a technological innovation centre that scouts and nurtures talent. The company has also put in place a vibrant innovation network across its value chain. In addition, the company has a science club that encourages employees to share ideas. Moreover, the company hosts a regular publication hub that encourages employees to express their ideas through publishing (Maguire, 2004).
The company’s large product development and manufacturing units rely on suppliers of critical raw materials such as steel, rubber, and wood. To minimise operation costs, BMW has entered into long term partnerships with suppliers (Klein, 2007).
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4.1 主要活动
BMW 价值链的主要活动包括基础设施、人力资源管理、技术开发和采购。基础设施活动包括金融和金融服务、会计和公司战略（Maguire，2004 年）。
另一方面，人力资源管理活动包括招聘、培训、激励、奖励和培养。公司明白，只有通过识别人才、培养人才和留住人才，其创新领导战略才能保持活力（Klein，2007）。
技术开发活动包括一个技术创新中心，以发掘和培养人才。该公司还在其价值链中建立了一个充满活力的创新网络。此外，公司还有一个科学俱乐部，鼓励员工分享想法。此外，公司还设有一个定期出版中心，鼓励员工通过出版表达自己的想法（Maguire，2004 年）。
该公司的大型产品开发和制造部门依赖于钢铁、橡胶和木材等关键原材料的供应商。为了最大限度地降低运营成本，宝马与供应商建立了长期合作伙伴关系（Klein，2007）。
4.2 Supporting Activities
BMW value chain support activities include inbound logistics, outbound logistics, operations, services and marketing activities. While inbound logistics receiving and storing and managing inventory within the company’s premises. On the other hand, outbound logistics involves selling finished cars to the end users. Operations on the other hand involve production of new cars as well as the accompanying support services offered to customers. Marketing activities product placement, advertising, sales and promotion, and distribution channels across the world. Lastly, services include customer care services as well as other forms of after sale services (Maguire, 2004).
Table 3: BMW Revenues by Activity
Source: BMW, (2011) BMW Annual Report.
Table 4: BMW Cost of Sales
Source: BMW, (2011) BMW Annual Report.
From table 3 we can see that the revenues from sales of cars and related goods increased from 44,838 million euro to 52,331 million euro which is 16% more than 2010.
And in the year of 2009, BMW sold 36.126 million cars and related goods. Its strong band reputation and highly welcome new car sections are one of the main reasons for BMW’s increasing sales revenues. On the other hand, except the manufacturing cost, the financial service and research and development cost are the core spending. Beginning 1990s, BMW transitioned into an innovation management to explore and exploit various technological paths and that could guarantee a continuous stream of new products and brands. Then, from 1990s until now, the innovation is always being the driving force for new product development process and the key reason for its outstanding performance.战略管理论文代写
Furthermore, concerning technology development, BMW use many information systems. Some of the information systems provide great values. E-business solution is one of those information systems. The E-business solutions rang from strategy and process consulting to the development of new systems (BMW, 2010). It helped to strengthen BMW’s sales channel and also improve the infrastructure for the suppliers to enhance the production process. Combined with more information systems are used at the same with the E-business solutions, like ASP solution and XML technology.
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4.2 支持活动
BMW 价值链支持活动包括入站物流、出站物流、运营、服务和营销活动。入库物流在公司场所内接收和存储和管理库存。另一方面，出境物流涉及向最终用户销售成品车。另一方面，运营涉及新车的生产以及为客户提供的配套支持服务。营销活动产品植入、广告、销售和促销，以及遍布全球的分销渠道。最后，服务包括客户关怀服务以及其他形式的售后服务（Maguire，2004）。
表 3：按活动划分的 BMW 收入
资料来源：宝马，（2011）宝马年度报告。
表 4：宝马销售成本
资料来源：宝马，（2011）宝马年度报告。
从表 3 可以看出，汽车及相关商品的销售收入从 448.38 亿欧元增加到 523.31 亿欧元，比 2010 年增长 16%。
2009年，宝马汽车及相关商品销量达3612.6万辆。其强大的乐队声誉和广受欢迎的新车部分是宝马销售收入增加的主要原因之一。另一方面，除制造成本外，金融服务和研发成本是核心支出。从 90 年代开始，宝马转型为创新管理，探索和开发各种技术路径，以保证新产品和品牌的源源不断。然后，从 1990 年代至今，创新一直是新产品开发过程的动力，也是其出色表现的关键原因。
此外，在技术开发方面，宝马使用了许多信息系统。一些信息系统提供了巨大的价值。电子商务解决方案就是这些信息系统之一。电子商务解决方案的范围从战略和流程咨询到新系统的开发（BMW，2010）。它有助于加强宝马的销售渠道，并改善供应商的基础设施，以提高生产流程。结合更多的信息系统，同时使用与电子商务解决方案相同的ASP 解决方案和XML 技术。
4.2 BMW Resource Analysis
As we mentioned before the resource based theory emphasizes the internal capabilities of the organization in framing strategy to achieve competitive advantage in its market. (Barry & Vinh, 2010) The internal resource and capabilities will determine the strategic choice which competing in its external environment. The resource based theory of competition draws upon the capabilities and resources that reside within the company.
Table 5: Resource/Competence Framework
| Same as competitors/easy to imitate | Unique/Difficult to imitate | |
|
Resources |
· Physical resources (factory, machinery, materials)
· Financial resources 战略管理论文代写
|
· Brand loyality
· Brand awareness · Leading position in eatablished market · Leading position in growing market · Human resource |
|
Competences |
· Ability to enter new market
· strong capabilities in engineering
|
· Innovation ability
· Forcus on premium car market · Brand high reputation |
BMW’s sustainable competitive advantages are in the areas of Innovative capability, branding and the focus on premium car market. BMW is the unique car manufacture only makes premium cars. With its three strong premium brand, BMW brand is not possible for competitors to imitate. The reputation of BMW is created through many factors. However one thing, which is most important, is their ability to be innovative. As one of the world’s most innovative companies, BMW was awarded the “outstanding Corporate Innovator” title by PDMA in 2001 and “Germany’s most innovative company” in 2004 (Goschel, 2004). Possessing a work environment and workforce, which creates a huge amount of innovative solutions, it is hard for competitor to imitate. Through this type of excellent innovation capabilities will shape BMW brand for the future.战略管理论文代写
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4.2 宝马资源分析
正如我们之前提到的，基于资源的理论强调组织在制定战略以实现其市场竞争优势方面的内部能力。 (Barry & Vinh, 2010) 内部资源和能力将决定在外部环境中竞争的战略选择。基于资源的竞争理论利用了公司内部的能力和资源。
表 5：资源/能力框架
| 与竞争对手相同/易于模仿 | 独特/难以模仿 | |
|
资源 |
· 物质资源（工厂、机械、材料）
· 金融资源
|
· 品牌忠诚度
· 品牌忠诚度 · 品牌忠诚度 · 在不断增长的市场中处于领先地位 · 人力资源 |
|
能力 |
· 进入新市场的能力
· 强大的工程能力
|
· 创新能力
· 专注高档车市场 · 品牌知名度高 |
宝马的可持续竞争优势体现在创新能力、品牌和对高档汽车市场的关注等领域。宝马是唯一一家只生产高档汽车的汽车制造商。宝马品牌拥有三大强势高端品牌，是竞争对手无法模仿的。宝马的声誉是由许多因素造成的。然而，最重要的一件事是他们的创新能力。作为全球最具创新力的公司之一，宝马在 2001 年被 PDMA 授予“杰出企业创新者”称号，并于 2004 年被授予“德国最具创新力的公司”（Goschel，2004）。拥有创造大量创新解决方案的工作环境和劳动力，竞争对手难以模仿。通过这种卓越的创新能力，将塑造宝马品牌的未来。
5.0 SWOT Analysis of BMW Group in China
At the last point of the strategic analysis, the factors from the internal and external environment analysis were brought together in BMW SWOT analysis. Moreover, the SWOT analysis will be used to influence the strategic findings in order to identify which parts is exact interests for the BMW in China.战略管理论文代写
The main issues for BMW are how to use its strength against the threats effectively, how to improve its weakness for a more favourable situation and where to explore the opportunity. China is ruled by single communist party, there are many barriers concerning the operation of foreign company in China. However, recently the Chinese government carries out many policy and regulations to support the new energy vehicles. BMW should use their advantage on the “green” solutions through their leading innovation capabilities. As a globalized company, currency risk is a core concern. The Chinese Yuan is getting stronger and stronger. Cheap labour force advantage in China is not makeable anymore. BMW need to establish their expertise in the area of financing through their in house financial department (Johnson, 2005).
The Europe and US economic recession are serious threats for BMW Group. Because of it is highly dependent on those two markets. So enter the emerging market like China is the solution. However, the Chinese market not only for established manufactures as BMW, but also for other OEM’s. So the competition in Chinese market is fierce. BMW need to have good Chinese market knowledge and establish complete distribution channels especially in Tier 3 or Tier 4 cities in China.
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5.0 宝马集团在华SWOT分析 战略管理论文代写
在战略分析的最后一点，宝马SWOT分析将内部和外部环境分析的因素结合在一起。此外，SWOT 分析将用于影响战略发现，以确定宝马在中国的确切利益。
宝马面临的主要问题是如何有效地利用自己的优势应对威胁，如何弥补劣势以应对更有利的形势，以及在哪里探索机会。中国实行一党制，外国公司在华经营存在诸多障碍。但是，最近中国政府出台了很多政策法规来支持新能源汽车。宝马应该通过其领先的创新能力，在“绿色”解决方案上发挥优势。作为一家全球化公司，货币风险是一个核心问题。人民币越来越强大。中国廉价劳动力优势已不再可实现。宝马需要通过其内部财务部门建立他们在融资领域的专业知识（Johnson，2005）。
欧美经济衰退对宝马集团构成严重威胁。因为它高度依赖这两个市场。所以进入中国这样的新兴市场才是解决之道。然而，中国市场不仅针对宝马等老牌制造商，还针对其他原始设备制造商。所以中国市场的竞争非常激烈。宝马需要对中国市场有很好的了解，建立完整的分销渠道，尤其是在中国的三四线城市。
5.1 Strengths
BMW’s strengths include a strong and popular brand that is widely accepted by the global car lovers. The company is also aware of the importance of premium car brands and brand reputation. It achieves this through strong innovation strategies that are focused on the premium car market. The company also boasts of highly qualified human resources. Lastly, BMW has a strong presence in the global market (Klein, 2007).
5.2 Weaknesses
The company incurs high costs when shipping its range of finished cars to the global market. This is experienced on its Rolls Royce brand of cars. Manufacturing premium cars requires the company to invest large sums of money since the premium car market is less flexible (Maguire, 2004).战略管理论文代写
5.3 Opportunities
The company stands to benefit from the Chinese market since the Chinese government supports innovation in the manufacture of automobile products. There is a high demand for premium cars in China due to the growth of disposable income from the middle class population (Cremer & Klayman, 2012).
5.4 Threats
Large capital intensive manufacturers such as BMW face threats emanating from oil and gas price fluctuations as well as increase in prices of key raw materials. International companies operating in China have to undergo length bureaucratic procedures to assess key services and facilities (Maguire, 2004).
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5.1 优势
宝马的优势包括一个强大而受欢迎的品牌，被全球汽车爱好者广泛接受。该公司还意识到高档汽车品牌和品牌声誉的重要性。它通过专注于高档汽车市场的强大创新战略来实现这一目标。公司还拥有高素质的人力资源。最后，宝马在全球市场拥有强大的影响力（Klein，2007）。
5.2 弱点
该公司将其整车系列运往全球市场时会产生高昂的成本。这在其劳斯莱斯品牌的汽车上体现得淋漓尽致。制造高档汽车需要公司投入大量资金，因为高档汽车市场的灵活性较低（Maguire，2004 年）。
5.3 机会
由于中国政府支持汽车产品制造的创新，公司将受益于中国市场。由于中产阶级人口可支配收入的增长，中国对高档汽车的需求很高（Cremer & Klayman，2012 年）。
5.4 威胁
宝马等大型资本密集型制造商面临来自石油和天然气价格波动以及关键原材料价格上涨的威胁。在中国经营的国际公司必须经过冗长的官僚程序来评估关键服务和设施（Maguire，2004 年）。
6.0 BMW Competitive Strategy Analysis
6.1 BMW’s Innovation Strategy
In BMW the innovation strategy entails a holistic approach that incorporates all the core company processes. These processes include production, marketing, and human resources. Basically, the strategic is broken into three facets, “must innovation”, “top innovation”, and “breakthrough innovation”. The first facet is a must for the company and covers the company strategic direction; the second facet concentrates on product quality while the third facet seeks to add value to customer experiences (Supplierbusiness, 2004). The company has taken innovation to the next step by opening an internet portal which allows virtual innovators to share their ideas as well as to capture incoming ideas. The company is committed to launching breakthrough innovations annually. This has helped the company to remain relevant in a high competitive market that is highly vulnerable to market shocks.战略管理论文代写
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6.0 宝马竞争战略分析 战略管理论文代写
6.1 宝马的创新战略
在 BMW 中，创新战略需要一种包含公司所有核心流程的整体方法。 这些过程包括生产、营销和人力资源。 基本上，战略分为三个方面，“必须创新”、“顶级创新”和“突破性创新”。 第一个方面是公司必须的，涵盖了公司的战略方向； 第二个方面专注于产品质量，而第三个方面则寻求增加客户体验的价值（Supplierbusiness，2004 年）。 该公司通过开设一个允许虚拟创新者分享他们的想法以及捕捉新想法的互联网门户，将创新推向了下一步。 公司致力于每年推出突破性创新。 这有助于公司在高度竞争、极易受到市场冲击的市场中保持相关性。
6.2 BMW’s Strong Premium Band Strategic
BMW’s premium car segment is a world’s popular brand. . Currently, the company enjoys market leadership in the global premium car market – its range of premium cars have an upper edge in almost all premium car concepts ever to be packaged in an automobile (BMW, 2010). This has given the company the opportunity to only concentrate on specific premium care segments and hence free its resources for pursuing economy of scale and scope.
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6.2 宝马强大的高端带策略
宝马的高档车细分市场是世界知名品牌。 . 目前，该公司在全球高档汽车市场享有市场领先地位——其高档汽车系列在几乎所有包装在汽车中的高档汽车概念中都处于领先地位（宝马，2010 年）。 这使公司有机会只专注于特定的优质护理领域，从而释放资源以追求规模经济和范围经济。
7.0 Conclusion
The aim of strategic management is to help organization achieve sustainable competitive advantages. With a population over 1.3 billion and an annually GDP growth rate of 9.8%, China is the third largest economy in the world. The rising income and growing middle class make China’s premium automotive market has the most growth potential in the world. BMW is ranking the number one premium manufacture in China. However, the competition in the Chinese premium car industry is intensive. The threat of substitutes and the bargaining power of buyer for BMW in China are high.战略管理论文代写
The threat of new entrants are low since establishing a car manufacturing company needed hung amount of capital, high technologies and well management skills. Moreover, threat for the bargaining power of suppliers is moderate. The internal environment shows that BMW’s sustainable competitive advantages are in the areas of Innovative capability, branding and the focus on premium car market.
After the SWOT analysis, it shows that BMW should use their advantage on the “green” solutions through their leading innovation capabilities and also establish their expertise in the area of financing through their in house financial department. Furthermore, BMW need to have good Chinese market knowledge and establish complete distribution channels especially in Tier 3 or Tier 4 cities in China. Finally, the overall strategy of BMW is Called Strategy number one. In order to enhance long term value in times of change and to be profitable, BMW set innovation strategy and strong premium brand strategy to be successful in China.
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7.0 结论 战略管理论文代写
战略管理的目标是帮助组织获得可持续的竞争优势。中国人口超过13亿，GDP年均增长9.8%，是世界第三大经济体。不断增长的收入和不断壮大的中产阶级使中国高端汽车市场成为全球最具增长潜力的市场。宝马是中国排名第一的高端制造商。然而，中国高档汽车行业的竞争十分激烈。宝马在中国的替代品威胁和买家的议价能力很高。
新进入者的威胁很小，因为建立一家汽车制造公司需要大量的资金、高科技和良好的管理技能。此外，对供应商议价能力的威胁是温和的。内部环境表明，宝马的可持续竞争优势在于创新能力、品牌和对高档汽车市场的关注。
SWOT分析表明，宝马应该通过领先的创新能力在“绿色”解决方案上发挥优势，并通过内部财务部门建立在融资领域的专业知识。此外，宝马需要对中国市场有很好的了解，建立完整的分销渠道，尤其是在中国的三四线城市。最后，宝马的整体战略被称为战略第一。为了在变革时期提升长期价值并实现盈利，宝马制定了创新战略和强势品牌战略，以在中国取得成功。
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Appendices
Appendix 1: PESTLE analysis for China
Political
· Rruled by single communist party · Hhigh stability of government · Llimited business freedom · Ttax is key economic player for regulation · Mmember of WTO with trade freedom · Hhigh income tax rate · Llow corporate tax rate
|
Economic
· Over 10% GDP growth rates · High domestic market demand · Rising incomes and growing middle class · Government controls bank and financial institution · Cheap labour force · Moderate inflation rate 战略管理论文代写 |
Socio/Cultural
· Urbanization · 1.3 billion population · Big gap between rich and poor people · 0.66% population growth rate (2010) |
| Technological
· Llack of technological znd innovation capability Weak engineering capability Transfer from a manufacturing based economy to an innovation based economy Government encourage the development of research and development |
Environmental
Increasing environmental stress Strong urban environmental policy Many regulations and laws in protecting industry pollution
|
Legal
· Employment regulations · Control the rate of inflation · Improve the legal and regulation system
|
Appendix 2: Analysis of BMW Value Chain Infrastructure
|
· Finance and finance service · Accounting · Corporate Number One strategy |
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HRM 战略管理论文代写· BMW China career centre (recruiting, training, rewarding and motivating)
|
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| Technology Development
· Technological innovation centre · Innovation network · Science Club · Publications (research and development network)战略管理论文代写
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Procurement
· Purchasing materials
|
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| Inbound Logistics
· Receiving · Storing · Handing within the firm
|
Operations
· Production of car · Assistant service
|
Outbound Logistics
· Send cars to sale centre. 战略管理论文代写 |
Marketing & Sales
· Advertising · Sales promotions
· Building distribution channel
|
Services
· Product service · After sale service |
Appendix 3: SWOT Analysis of BMW in China
| Strengths
· Brand loyality · Brand awareness · Brand high reputation · Strong Innovation ability · Forcus on premium car market · High qulified human resource · Globalized company
|
Weakness
· High shipping cost for Mini and Rolls Royce · Having relatively higher cost · Less flexibility for a broader market scope 战略管理论文代写 |
· Opportunities
· Chinese Government support for new energy vehicles · Chinese Government support for company innovation and high technology · High premium car market demand in China · Rising incomes and growing middle class
|
· Threats
· High oil and gas price · High competition · Chinese government legislations · The rising raw materials price · Currency risk 战略管理论文代写 |
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