3. New environmental policies – The new opportunities will create a level playing field for all the players in the industry. 4. The organizational chart of BMW displays its 483 main executives including Oliver Zipse, Nicolas Peter and Torsten Mueller-Otvos × We use cookies to provide a better service. The objective of this paper is to analyze and evaluate the operations strategy of Zara. The new taxation policy can significantly impact the way of doing business and can open new opportunity for established players such as BMW to increase its profitability. Good Returns on Capital Expenditure – BMW is relatively successful at execution of new projects and generated good returns on capital expenditure by building new revenue streams. Tesla Inc. Report contains a full analysis of Tesla organizational structure. An organization needs to analyze the success and failure probability of these items to decide whether further investment is likely to fulfil the strategic and financial objectives of the firm. The BMW Group 2013 3 Summary 1. The application of BCG Matrix for BMW Groups would help to identify the profitable and risky ventures being managed by the firm. Highly skilled workforce through successful training and learning programs. In fiscal year 2016, BMW Group has recorded revenues of € 86,424 million, suggesting strong financial performance of the company (BMW Group, 2016). One of the most valuable automotive brands in the world. This representation is an ordered grid of dark and light dots bordered by a finder pattern. Using the BCG Matrix, we can say that BMW Group’s automobile business is a star, in terms of large share in the premium market segment and a high growth rate for its models. The budget is managed by both the project manager and the functional manager. The management needs to invest in these business units to help them in further growth. The performance of these vehicles was not up to the performance standard that other BMW cars have established, making the Z3 and Z4 gain negative feedback from the customers. This category includes all those business units or items that do not yield financial gain for the company. 2. Moving beyond the production of automobiles, the company’s businesses have expanded into other domains such as motorcycles. The framework divides products or business segments into cash cows, stars, question marks and dogs. Brand value is closely related to brand recognition and its positive reputation, which means that BMW brand is one of the most recognizable automotive brand… BMW Accessories Configurator. By allowing different departments to work together, the matrix structure fosters a more open work environment, ultimately making the organization more dynamic. It turns out that such structure results are naturally derived in a more general framework of the QM-algebras. Based on Fern Fort University extensive research – some of the strengths of BMW are –. 3. Successful track record of developing new products – product innovation. There are interrelationships among the key internal and external factors that SWOT does not reveal that may be important in devising strategies. BMW has been able to create market image as an automobile manufacturer that offers the customers with vehicles that bring them comfort, along with a sense of luxury. BMW Excellence Club is a harmonious mélange of the finest luxuries and lifestyle privileges from around the world. Amazing Business Data Maps. This growth is attributed to the higher demand of its cash cow, the Rolls Royce (Geiger, 2016). Understandably, there are a variety of internal and external factors that influence the companys performance and capabilities. 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