BMW Portugal Lda (B): Hit the Ground Running!

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Case

Reference no. IMD-3-1847

Subject category: Strategy and General Management

Authors: Jacques M Bouvard (International Institute for Management Development (IMD)); Z Jan Kubes (International Institute for Management Development (IMD))

Published by: International Institute for Management Development (IMD)

Originally published in: 2007

Version: 18.06.2007

Length: 13 pages

Data source: Field research

Topics: Branding; Distribution; Implementation; HR (human resources) challenges

Share a link: https://casecent.re/p/75877

| No reviews for this item

View our pricing guide or login to see prices.

Abstract

This is part of a case series. This three-part BMW case series focuses on two main issues, alignment between brand and distribution channel strategy and the challenges of implementing this strategic shift at country level. A few years ago BMW decided to reorganise its distribution channels - country sales organisations and dealerships - to be more in line with the outstanding image the BMW brand enjoyed in the market place. The case describes first the shift in BMW's corporate strategy and then describes the ways the chief executive officer of BMW Portugal went about implementing this shift.

Location:

Portugal

Industry:

Automotive

Size:

BMW Group 2005 revenues of EUR47 billion, 105,000 employees

Other setting(s):

2004-2006