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Intercultural management: BMW

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  1. BMW Group at a Glance
    1. Business Interests
    2. Localization
    3. Brand
    4. History
  2. BMW and the ''glocalization'' process
    1. Orientation
    2. Issues
    3. The BMW solution
  3. Implications for BMW's policy
    1. Research findings on cultural standards - operating corporation
    2. Implications for administrators
    3. Implication for Strategy Makers
    4. Prognosis for Intercultural Management

In this document, I deal with companies' inter-cultural management processes for which cultural differences have been a barrier or source of competitive advantage, affecting their success in international business environment.

In choosing the BMW Company, an international one, we will see that the history, evolution, structure, and policies are the base of each global operation, its scale and scope. Indeed, BMW is a European company that is making concerted efforts to address the issue of inter-cultural management. Its efforts have resulted from its multinational operations. This company has managed to carve out an enviable niche market for itself in the premium segment of the automobile industry through technological innovation.

Following the internationalization process, BMW is confronting the cultural differences of each market across the world. This analysis consists of the central issue related to cultural differences, a statement of the main problems, an analysis of each problem or issue, and a recommended course of action.

[...] This accentuates the fact that many aspects of intercultural management lend themselves to being learnt. Global companies such as BMW and Siemens, need to go beyond simple corporate strategies. They have to proceed to the realm of industry level strategy design and implementation. This involves measuring trends in a company's industry and then planning its competitive position in that industry. For instance, when BMW engages in Thailand in industry level strategizing, it analyzes global trends in the automobile industry and then positions itself facing its competitors. [...]

[...] With the three brands, BMW, MINI and Rolls-Royce Motor Cars, the BMW Group has its places of interest set decisively on the premium sector of the international automobile market. To achieve its aims, the company knows how to deploy its strengths in the automotive industry. The strategic objective is clearly defined; the BMW Group is the leading provider of premium products and services for individual mobility. Business Interests In parallel with its automotive activities, the BMW Group combined the development, production and marketing of motorcycles activities, as well as comprehensive financial services for private and business customers. [...]

[...] History 1916 Founding of Bayerische Flugzeug Werke Company (BFW) 1918 BFW became BMW AG BMW remains independent 1970 BMW developed from a national company of European significance to an international brand BMW ventures into the U.S Purchase of the Rover Group 2000 The company sold Rover and M&G group and retained the MINI brand BMW AND THE ?GLOCALIZATION' PROCESS[2] THROUGH ITS R&D EFFORTS, BMW HAS ALWAYS STRIVEN TO BE THE BEST OF ITS INDUSTRY. THE COMPANY HAD TO FACE A CHALLENGE TO SUCCEED IN THE MARKET. [...]

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