BMW Strategic Scenario ( Corporate Strategy) Case Study

BMW Strategic Scenario ( Corporate Strategy) - Case Study Example Other car manufacturers are hurriedly trying to imitate the Toyota philosophy in their work place. The other car substitutes for BMW include Volkswagen, General Motors and Ford. These car manufacturers use the same parts in their car models and car brands(Larsson & Falkemark, 2006;5) . India's conglomerate TATA has bought the Jaguar from Ford company for one billion pounds. The Jaguar is expected to produce its new medium saloon, the XF, that was sold in Mar1 in the United Kingdom and on in April in the United States. The Jaguar had suffered a slump in sales by as much as forty five percent in the last month alone. This percentage data is translated to having only seven hundred fifty seven cars sold in January alone. The current Jaguar model is the S -type car. In fact, there had been over eight thousand orders for the XF jaguar model around the world. Even Tony Blair tested the XF model himself. The BMW brand also suffered a decline in sales in the same January period. There was a decline of eight percent decrease in sales for the same month of January alone. This is translated into only two thousand five hundred sixteen cars sold for the same thirty day period. The Japanese car, Toyota, which builds cars for prospective clients in Burnaston and Derby, UK had dropped by eleven percent to only eight thousand, four hundred eighty seven only. The Japanese car manufacturing company, Honda, has been producing its cars in Swindon, United Kingdom. Honda has suffered the same fate of declining sales because its sales had declined by two percent. This can be translated to actual sales of only seven thousand seven hundred units. Another Japanese car company, Nissan, has been increasing its car sales. Nissan was able to sell many of its Qashqai model introducing an increase of thirty percent. This can be translated to four thousand six hundred sixty -six new Nissan Qasqui model ("UK Car Industry Cuts," 2008, p. 22). The 2006 year ended with BMW only generating 5.4 percent of the entire car market. the Volkswagen group generated twenty percent of the car market. The average Japanese OEMs gathered a big thirteen and fifty /100 percent of the car market. Meanwhile, Daimler only got a smaller six and 2/10 percent of the market. Renault had gathered eight and 6/10 percentx. Daimler is one of the major competitors of BMW. This company focuses on highly salable products in the car market segments that include mid -size, luxury and sports utility vehicles. Another strong competitor of BMW is the German car manufacturing company called Audi. Audi is a subsidiary car company called Volkswagen. Audi focuses on the very lucrative luxury and high performance car market segment (BMW:207 company profile edition 3: Competitor analysis,2007;p.7). 3.What are the key competencies required in the BMW group industry BMW has many key competencies. The company has been able to develop a new petrol engine family in a joint cooperation project. These engines are used in future models of its MINI cars. This was possible with the help of Matts Carlson's scientific mind. BMW has also