BWM casestudy Essay

9-597-002

REV: JANUARY 8, 2002

SUSAN FOURNIER

ROBERT T. DOLAN

January 1996 designated the beginning of Period II of BMW of North America Incorporation. 's Z3 roadster introduction. Phase I had centered on the placement of the new $28, 750 two-seat convertible in the Mission impossible hit motion picture, GoldenEye, which premiered several months earlier. Whilst yet vitally evaluated, effects of the " out-of-the-box” pre-launch campaign made an appearance very positive: word-ofmouth concerning the Z3 and the James Bond cross-promotion were advantageous, and product orders considerably exceeded BMW's initial objectives. The challenge at this point was to design a marketing program that would maintain product enjoyment until supplier product availability beginning in March. Phase II planning needed to be undertaken inside the context of other significant events inside the BMW product family: (1) the April launch from the redesigned 5-Series; and (2) the company's position as " official intercontinental automotive sponsor” of the mil novecentos e noventa e seis Atlanta Summertime Games, which will would come from earnest with all the Olympic Flashlight Relay 5-Series event in June.

Whilst these other components of the THE CAR product family members clearly impacted the Z3, the advertising approach and ultimate outcomes for the Z3 might influence the full BMW procedure in the United States. Dr . Helmut Panke, Chairman and CEO of BMW (U. S. ) Holding Corp. since 93, noted which the Z3 was destined being " the first AS BMW HYBRID not created by mythical very little creatures inside the Bavarian woods. This car will be produced in Spartanburg, Sc. Some people think BMW means German-made. Together with the Z3, we must show we can be successful being a global organization, manufacturing in strategic locations—even if certainly not in Bavaria. Assembling of cars in america requires THE CAR to replace ‘Made in Germany' as a sign of quality with ‘Made by BMW'. ” As Brandweek input it, Panke was " saddled with the task of exporting BMW's mystique through the Bavarian hills to the areas of Sc. ” Market commentators characterized the Z3 as " the new regular bearer to get a line that had depended on The german language engineering as the point of difference, ” and pondered whether " the mystique of the AS BMW HYBRID brand, and so closely interwoven with its Munich parentage, may survive as well as thrive after having a surgical implant to South Carolina. ” Panke and his team were aware of the new time BMW was entering associated with the " new and unique” problems this offered. Meeting the unique challenges was your prime responsibility of Victor Doolan, Leader of THE CAR North America. Project leadership intended for the Z3 launch in the us was the work of David McDowell, BMW's Marketing Vp. The targets of the roadster launch had been two-fold: (1) to use the roadster to motivate and stimulate the dealer network to meet bigger standards to qualify for the roadster; and (2) to generate an purchase bank to allow the new Spartanburg plant to generate to the specs of AS BMW HYBRID customers. To this point in the Z3 launch, THE CAR had been quite innovative in addressing their very own marketing desired goals, using for example the Bond film placement as a centerpiece in the marketing plan. ________________________________________________________________________________________________________________ Instructors Susan Fournier and Robert J. Dolan prepared the case. HBS situations are produced solely as the basis intended for class discussion. Cases are not meant to serve as endorsements, sources of primary data, or illustrations of effective or perhaps ineffective managing. Copyright © 1997 Chief executive and Guys of Harvard College. To order replications or ask for permission to reproduce materials, call 1-800-545-7685, write Harvard Business Institution Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. Not any part of this kind of publication may be reproduced, stored in a retrieval system, found in a spreadsheet, or sent in any type or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School.

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