BMW CASE STUDY

Q1: Describe the alignment between vision, culture and image (VCI) for BMW and discuss how BMW
manages this alignment and whether there is the potential for gaps between them.

Answer: Describe VCI of BMW from the case study and find the alignment between them. Analyze the
VCI in BMW. Describe also how BMW manages the alignment, provide role model. Find whether there is
potential for gap(s) between the VCI and their alignments.

How BMW align and manage their Vision, Culture and Image are summarize as follow:

Definition Align Manage

Vision – Leadership’s  Shared  To be number ONE

aspirations for the company
 Belief  To inspire people on
the move

 To shape tomorrow’s
individual premium
mobility

Culture – Organization values,  Dedicated workforces  Passion and

behaviours and attitude enjoyment

 Teamwork and
personnel
development

 Equal opportunities
and diversity

 Their beliefs

Image – Outside world’s  Quality Products &  Brand of the product

overall impression of the Services
company  Quality product and
 Stakeholders services
Engagement
 Stakeholder
Engagement

 Innovative

There are also potential gasp between Vision, Image and Culture which might happen or might not
happen, depending on how the organization manage the situation. The potential gasp are as follow:
a) Potential gaps between Vision and Culture

 Leadership do not practice the values they promise

 Employee do not understand and support the vision

 The vision do not inspired sub-culture

b) Potential gaps between Culture and Image

 Leadership do not clearly identify priority customers

 Employee do not understand who all stakeholders are

 Company do not deliver what they promise

c) Potential gaps between Image and Vision

 Leadership do not understand stakeholder expectations

 The vision do not clearly communicated to the stakeholders

 Stakeholder do not value the vision

Q2: Does the emphasis on sustainability change the identity and brand of BMW, and can it, in your
view, be easily incorporated alongside, or as part of, the traditional four values of the company?

Answer: Describe the sustainability, in what form does it exists in BMW.

Q3: Consider the four values of the identity and brand positioning of BMW. Are these values
authentic, distinctive and unique from the perspective of consumers and other stakeholders in the
premium car market?

Answer: Describe how it is authentic, distinctive and unique from the perspective of consumers and
stakeholders.

Value of Identity and Brand BMW Attributes Consumer Perspective

Positioning of BMW

Dynamism  Premium car industry  Leadership in premium

class car
 BMW brands has come
to associated with the  Trusted car company
words ‘driving’ and
performance

Aesthetics  Well-known brand  Exclusive design

logo
  Creative in automobile
design

Exclusivity  High end showroom  High economic status

interior design
 Driving pleasure and
satisfaction

Innovations  Emphasize on R&D  High performance car

 Advanced in car  Safety features

engines technology

 To aimed at
systematically
channelling potential
innovations to the
actual product
development stage

 To maintain it’s
positioning around
producing
technologically
advanced cars

The perspective of consumer and other stakeholders in the BMW premium car market are as follow:

BMW premium car Consumer perspective Stakeholders perspective

Values  Responsibility  Sustainable mobility

 Sustainable  Environment friendly

 Safety

 Services

 Quality

Authentic  Genuine parts  Car warranty ensures

total protection
 Accessories

Distinctive  Identity  Factory trained

technicians
  Brands – The Ultimate  Certified facilities
Driving Machine

 Luxury Car

Unique  Logo  Customer satisfaction

 Twin front grille

 Driving and
performance

 Advertisement

The assesses have been central to BMW’s success in terms of the company’s leadership in design and
are systematically communicated throughout all its corporate communication, corporate design and
consumer advertising as well as by the behaviour of managers, designer and retail staff.

Their 4 brand values align customer’s effigies and association with imagination and culture of BMW. Its
success has been its power to raise new ideas. The innovation process within BMW is aimed
systematically channelling potential innovations to the actual product development phase.

These are values, authentic, distinctive and unique from the perspective of consumer and other
stakeholders.