Dans quelle mesure les forces de la stratégie de BMW résultent-elles d´une combinaison spécifique de ressources internes, de compétences et de la chaîne de valeur ?

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9 pages word

anglais

management organisation

étude de marché

publié le 02/08/2008

avis client : non évalué

niveau : grand public

consulté 1 fois

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Résumé

After the World War II the automotive industry experienced a euphoria as more and more people were able to buy cars. It resulted in an increasing competition in this industry and carmakers had to find ways to sell their cars. Two major segments emerged from those years: the mass-market segment and the luxury segment. The first one was competing on cost reduction while the other one was competing on the quality and the brand appeal. The second one was obviously far more attractive as it brought more and more profits. Today, this segment is still very attractive as we can see with the growing Tata Motors which just bought up Jaguar in a way to make bigger profits. The following case study is a reflexion about the resources bmw has got to compete and to become one of the biggest player on the luxury segment. To understand the strengths of bmw, an internal environment analysis of bmw capabilities and competences will be conduct after having brought to light the core resources and the value creating activities of bmw.

Sommaire

Value Creating Activities
1. Primary Activities
2. Support Activities
Core Competences
1. Cost Efficiency
2. Capabilities for Sustainable Competitive Advantage
Strengths and Weaknesses