The BMW Group implemented job cuts in some of its plants, as a move to cut down on employee-related costs. BMW will have to take key strategic decis… It has patented some of its key innovations in the industry, such as the electric turbo engine and the car battery technology to protect the ideas from being copied and used by others to compete against BMW. The usually paper-heavy and inefficient supply chain processes are ripe for innovation and large auto makers like BMW and Tesla are already actively participating. The pressure from environmentalists and the growing concern from consumers to address the issue of emissions are creating a bigger challenge for car manufacturers to design new car models that have the ability to limit degradation effects. Although the necessary competitive advantage may not be achieved, the reduction in unit costs guarantees capability of survival. Additionally, the anticipated collaboration with Toyota Motors could create a significant technological skill and capacity for the two firms to manufacture and supply their factories with crucial components like batteries, thus eliminating the need for third party supply services. Moreover, the company is in a position to enhance the technology further to keep it competitive. 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… 1). Explore the features and specifications of the BMW i3 All Electric vehicle. BMW has moved with haste to solve the challenging scenario by creating a turbo engine design that will give optimum performance results, whether the engine is running at low-end power or at high-end power. Because BMW and its competitors fall into the exclusive car range, high bargaining power of buyers results from the fact that consumers can choose a product on the basis of price and therefore make the purchase thereof (Copper, 2008). One critical aspect that has been successful in sustaining the group’s many years of business and production is its focus on sustainability management (BMW par. The impasse reached by BMW (UK) managers about investing in new marketing capabilities and resources had profound consequences for its CRM investment. German auto giant BMW can trace its roots all the way back to 1916. Thirdly, the shake-out stage bears slow growth and the firm’s key assets are primarily its managerial and financial activities. Apart from the internal value chain, the organization also possesses a channel value chain. August 30, 2019. https://ivypanda.com/essays/bmw-group-rbv-dynamic-capabilities/. You can spend money and immediately acquire a resource. Lean distribution model; Dealers and showrooms get good margins; Good provision for spare parts; Promotion in the marketing mix of BMW. An increase in amount of revenue in marketing and new product design that was due to surplus production of cars prompted withholding of revenue although supply was higher than demand. Therefore, all car manufacturers were required to be considerate of the environment during their manufacturing processes. According to the value network of shown, it is Evident that each of BMWs assembly locations and manufacturing unit is independent of the other. Most importantly, the firm has patented its turbo electric engine innovation as a way of dissuading other firms from emulating and employing its application on their respective car models. Considering Michael E. Porter’s framework, the continued technological enhancement of the online company’s value … 2012 saw BMW ranked as the world’s most reputable company by Forbes.com. 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