MANIPAL UNIVERSITY JAIPUR

A REPORT OF
MINOR PROJECT
ON
“BMW MOTORRAD.”

SUBMITTED BY
AV
180901044
BBA 2ND SEMISTER
UNDER THE GUIDANCE OF
DR
INTRODUCTION

The company was founded in 1916 and is headquartered in Munich, Bavaria.

BMW produces motor vehicles in Germany, Brazil, China, India, South Africa, the
United Kingdom, and the United States. In 2015, BMW was the world's twelfth
largest producer of motor vehicles, with 2,279,503 vehicles produced. The Quandt
family are long-term shareholders of the company, with the remaining shares
owned by public float.

Automobiles are marketed under the brands BMW (with sub-brands BMW M for
performance models and BMW i for plug-in electric cars), Mini and Rolls-Royce.
Motorcycles are marketed under the brand BMW Motors

The name BMW is an abbreviation for Bayerische Motoren Werke (German

pronunciation: (About this sound lite). The German name is not grammatically
correct, because Motor enwerke is a single word in German. The term Bayerische
Motorenwerke (which has been used in several German publications and
advertisements in the past[30][31]) translates into English as Bavarian Motor
Works, which has been used by BMW for marketing products in English-speaking
countries.[32] The suffix AG, short for Aktiengesellschaft , signifies an
incorporated entity which is owned by shareholders.

The circular blue and white BMW logo or roundel evolved from the circular Rapp
Motorenwerke company logo, from which the BMW company grew, combined
with the blue and white colors of the flag of Bavaria.[33] The BMW logo still used
today was created in 1917, albeit with various minor styling changes.
HISTORY

BMW began production of motorcycle engines and then motorcycles after World
War I.[53] Its motorcycle brand is now known as BMW Motorrad. Their first
successful motorcycle after the failed Helios and Flink, was the "R32" in 1923,
though production originally began in 1921.[54] This had a "boxer" twin engine, in
which a cylinder projects into the air-flow from each side of the machine. Apart
from their single-cylinder models (basically to the same pattern), all their
motorcycles used this distinctive layout until the early 1980s. Many BMW's are
still produced in this layout, which is designated the R Series.

The entire BMW Motorcycle production has, since 1969, been located at the
company's Berlin-Spandau factory.

During the Second World War, BMW produced the BMW R75 motorcycle with a
sidecar attached. Having a unique design copied from the Zündapp KS750, its
sidecar wheel was also motor-driven. Combined with a lockable differential, this
made the vehicle very capable off-road, an equivalent in many ways to the Jeep.

In 1982, came the K Series, shaft drive but water-cooled and with either three or
four cylinders mounted in a straight line from front to back. Shortly after, BMW
also started making the chain-driven F and G series with single and parallel twin
Rotax engines.
In the early 1990s, BMW updated the airhead Boxer engine which became known
as the oilhead. In 2002, the oilhead engine had two spark plugs per cylinder. In

2004 it added a built-in balance shaft, an increased capacity to 1,170 cc and

enhanced performance to 100 hp (75 kW) for the R1200GS, compared to 85 hp (63
kW) of the previous R1150GS. More powerful variants of the oilhead engines are
available in the R1100S and R1200S, producing 98 and 122 hp (73 and 91 kW),
respectively.

In 2004, BMW introduced the new K1200S Sports Bike which marked a departure
for BMW. It had an engine producing 167 hp (125 kW), derived from the
company's work with the Williams F1 team, and is lighter than previous K models.
Innovations include electronically adjustable front and rear suspension, and a
Hossack-type front fork that BMW calls Duolever. BMW introduced anti-lock
brakes on production motorcycles starting in the late 1980s. The generation of anti-
lock brakes available on the 2006 and later BMW motorcycles pave the way for
the introduction of electronic stability control, or anti-skid technology later in the
2007 model year.

BMW has been an innovator in motorcycle suspension design, taking up telescopic

front suspension long before most other manufacturers. Then they switched to an
Earles fork, front suspension by swinging fork (1955 to 1969). Most modern
BMWs are truly rear swingarm, single sided at the back (compare with the regular
swinging fork usually, and wrongly, called swinging arm). Some BMWs started
using yet another trademark front suspension design, the Telelever, in the early
1990s. Like the Earles fork, the Telelever significantly reduces dive under braking.
BMW Group, on 31 January 2013, announced that Pierer Industrie AG has bought
Husqvarna for an undisclosed amount, which will not be revealed by either party in
the future. The company is headed by Stephan Pierer (CEO of KTM). Pierer
Industrie AG is 51% owner of KTM and 100% owner of Husqvarna.
CURRENT PRODUCTION

With the exception of the G310 series (which is produced at TVS's Tamil Nadu,
India plant[4][5]), all BMW Motorrad's motorcycle production takes place at its
plant in Berlin, Germany.[6] Some engines are manufactured in Austria, China,
and Taiwan. Most of the current motorcycles in BMW Motorrad's range were
designed by David Robb, who was the company's chief designer from 1993 to
2012 when he was replaced by Edgar Heinrich.[7][8][9]

The most popular model is the R1200GS and its sibling R1200GS Adventure,
which sold 24,467 units – accounting for 28% of BMW's annual production.[10]
Current production includes a variety of shaft, chain, and belt driven models, with
engines from 310 cc to 1,649 cc; and models designed for off-road, dual-purpose,
sport, and touring activities.

In 2008, BMW introduced the DOHC Boxer HP2 Sport,[11] and entered the
serious off-road competition motorcycle market with the release of the BMW
G450X motorcycle.[12]

BMW Motorrad motorcycles are categorized into product families, and each
family is assigned a different letter prefix. The current families are:

C series – Maxi-scooters called Urban Mobility Vehicles by BMW

F series – parallel-twin engines of 798 cc capacity, featuring either chain or belt
drive. Models are F650GS, F700GS, F800GS, F800R, F800S, F800GT and
F800ST. The F650GS was powered by a single cylinder 652cc Austrian built
Rotax engine.

G series – single-cylinder engines of 449 to 652 cc capacity featuring chain drive.

Models are G450X (now discontinued), G650GS, G650 Sertão, G650 Xmoto,
G650 Xchallenge and G650 Xcountry. The 450 cc engines are manufactured by
Kymco in Taiwan.[13] The 2009 and 2010 650 cc engine parts were manufactured
by Rotax in Austria, with the engine being assembled by Loncin Holdings, Ltd in
China.[14][15] Arriving in 2016, is the BMW G310R, a single-cylinder liquid-
cooled model manufactured in India by TVS Motor Company.

R series – twin-cylinder boxer engines of 1,170 cc capacity featuring shaft drive.

Models are R1250GS, R1200GS, R1200R, R1200RT, R1200RS, R1200S and R
nineT.

K series – four-cylinder engines of 1,157 to 1,649 cc capacity featuring shaft drive.

Models are K1200LT, K1300GT, K1300R and K1300S. In 2011, BMW Motorrad
launched the six-cylinder 1,649 cc K1600GT and K1600GTL.[16]

S series – S1000RR – sport bike with transverse-mounted, 999 cc inline-four

engine. Models included S1000R, S1000XR

RACING

BMW Motorrad regularly enters its motorcycles in the Dakar Rally, an annual car,
truck, and motorcycle race held traditionally on European and African land and
recently, in South America,[17] has featured riders such as Simon Pavey and
motorcycling celebrity Charley Boorman. BMW Motorrad motorcycles have won
the Dakar Rally six times.[18][19]
In 2007, BMW Motorrad announced its entry to the 2009 Superbike World
Championship season, where it is racing the BMW S1000RR. The 2009 season
factory team was known as Team Alpha BMW and includes Spanish rider Ruben
Xaus and Australian rider Troy Corser.[20] In the 2010 season, Xaus and Corser
were joined on the track by Team Reitwagen BMW riders Andrew Pitt and Roland
Resch, also riding the S1000RR.

Isle of Man TT
SALES

BMW Motorrad achieved record sales for the fifth time in succession in 2015.
With a total of 136,963 vehicles sold in 2015, BMW registered a 10.9% increase in
sales in comparison with 2014. The biggest single market in 2015 was once again
Germany (23,823 units), followed by the United States (16,501 units), France
(12,550 units), Italy (11,150 units), United Kingdom (8,200 units) and Spain
(7,976 units).

With an aim for 2020 to supply 200,000 vehicles to customers, BMW Motorrad is
targeting an increase of its dealership from around 1,100 to 1,500 in the future. As
it was the case until now, BMW's most successful motorcycle is still the R 1200
GS with 23,681 units sold in 2015sold significantly more motorcycles and maxi
scooters in 2015 than in the previous year. This means that the motorcycle segment
of the BMW Group has achieved a new all-time sales high for the fifth time in
succession. With a total of 136,963 vehicles sold (prev. yr.: 123,495 units), the
most successful premium manufacturer of motorcycles and maxi scooters supplied
10.9% more vehicles last year than in 2014.
With this repeated sales success, BMW Motorrad has moved considerably closer to
achieving its 2020 sales target. As Schaller says: “Our aim for 2020 is to supply
200,000 vehicles to customers. The 2015 sales figure shows that our motorcycle
strategy is taking effect. And based on this strategy we have a lot planned for the
years to come. We will continue to consistently pursue our current model offensive
in the premium segment over 500 cc, and we will be entering the capacity class
under 500 cc with a genuine BMW machine this year - the G 310 R. In the medium
term we shall be offering further innovative products in the area of urban mobility
and electromobility. While continuing to extend our sales activities in existing
markets, we shall also be penetrating new markets. Asia and South America are
very much at the top of our list here. Our worldwide dealer network will grow
significantly from the current figure of some 1,100 dealerships to a total of 1,500.”

Stephan Schaller continues: “Our product and market offensive will be backed up
by a repositioning of the BMW Motorrad brand. Under the brand claim “Make
Life A Ride”, we will be developing BMW Motorrad further to make it an
emotional power brand - though without giving up our traditional qualities of
innovation, safety and quality.”
BMW Motorrad sold 23,823 units on its home turf making it its biggest market
accounting for 17.4% of total sales. USA was the second biggest market for BMW
Motorrad where the German sold 16,501 units in 2015. France, Italy, UK and
Spain were the next four markets with 12,550, 11,150, 8,200 and 7,976 units sold
respectively.

The iconic boxer engine powered R 1200 GS was the most successful BMW
Motorrad product of 2015. Where BMW sold 23,681 units of its R 1200 GS, R
1200 GS Adventure found 18,011 buyers worldwide in 2015. Third bestselling
BMW motorcycle was the R 1200 RT clocking 10,955 units. The legendary
supersport model - S 1000 RR - was the fourth bestseller registering 9,576 sales
figures.

Comments

Commenting on the promising sales figures, Stephan Schaller, President, BMW

Motorrad, said, "We are able to look back on an exceptionally successful year. For
the first time in the history of our company we supplied more than 1,35,000 BMW
motorcycles and maxi scooters. Our aim for 2020 is to supply 2,00,000 vehicles to
customers. We will continue to consistently pursue our current model offensive in
the premium segment over 500cc, and we will be entering the capacity class under
500cc with a genuine BMW machine this year - the G 310 R. In the medium term
we shall be offering further innovative products in the area of urban mobility and
electromobility. While continuing to extend our sales activities in existing markets,
we shall also be penetrating new markets. Asia and South America are very much
at the top of our list here. Our worldwide dealer network will grow significantly
from the current figure of some 1,100 dealerships to a total of 1,500."
MARKETING STRATEGY OF BMW

Bayerische Motoren Werke AG commonly known as BMW or BMW AG, is a

German automobile, motorcycle and engine manufacturing company founded in
1916.It also owns and produces Mini cars, and is the parent company of Rolls-
Royce Motor Cars. BMW produces motorcycles under BMW Motorrad. BMW has
been winner of many racing championships.

Continuous process improvement & technological advancement in its R&D is the

core of the competitive advantage of BMW. It is known for its quality, reliability
& superior customer service support. BMW has adopted policy of customer
service=growth driver as an underlying principle to grow its market.

It is Present in 150+ countries around the world, Europe & North America is the
market from where 65% of its sales come from but with the advent of growing
developing nations like Asian markets, company started focussing on these
markets aggressively to drive the future sales. It has a Strong product portfolio
from BMW M –Convertible, BMW – 3 & 5 series – sedan, touring to BMW X3
/X5 –SUV and have strong presence in every segment.

Using the BCG Matrix, we can say that BMW Group’s automobile business is a
star, in terms of large share in the premium market segment and a high growth rate
for its models. Its motorcycle and financial services units are considered to be
question mark.
Exclusivity of the stores is definitely a factor to leverage on for BMW; the
company had & will continue to invest in the creation of flagship stores, so as to
maximize the consumer experience. At the same time company is also expanding
the number of authorized dealers.

BMW is currently operating its business through its 6000+ dealerships around the
world. The logistics partners are the Local players in the respective country who
help in making the product available to the customer.

Brand equity in the Marketing strategy of BMW

BMW’s success lies in its strong sense of identity which is tied to the experience of
driving the machine. BMW is considered as one of the leading producers of luxury
& state of the art vehicles. BMW the world no.1 premium car company who owns
Rolls Royce & MINI have established itself as a brand having conformance in
brand image – status and driving pleasure –across the world.

The brand-image of BMW adversely got affected when they recalled over 7 lakhs
cars in 2010 due to pump /Engine/ Battery cable over problems, they can’t stand by
what they meant to “The Ultimate Driving machine”.

Over time however, BMW is leading the market with its innovations in design. The
BMW I8 concept is one which has impressed many and so is the BMW fabric car
known as GINA.
Market analysis in the Marketing strategy of BMW
In an ever growing automobile market where growth of Luxury segment is
something which is noticeable. Rising demand of luxury cars in Asian markets,
changing lifestyle & growth rate of 33% in developing nation like India is
something due to which the sales are rising and people are foraying into this
premium segment of cars.

Large numbers of players are now fighting to eat each other over market share. In
developing nation company’s like Mercedes & Audi are playing aggressively
while BMW is not able to sustain in these markets. Another advantage for these car
manufacturers is the support of number of loans available for the purchase of
vehicles in developing countries.

Customer analysis in the Marketing strategy of BMW

Customer of BMW is the Upper middle class or upper class social group people
who are in midst of their career & may be in the age group of 30-50 years. On
getting associated with BMW these people have feel of pride or ownership. BMW
belongs to the Demand segment in needs wants and demands, and it shows that the
individual belongs to a higher social class.
Promotions in the Marketing strategy of BMW

One of the key points which makes BMW a unique brand is its promotions. BMW
has over time established and reestablished itself to be a very smart marketer.
Majority of the promotional campaigns of BMW market the products based on
their superior technological advantages, design, and how it is meant to be for the
premium people.

Naturally, when you group yourself in league with the top 3 premium brands out
there, people look upto you. BMW has several times taken on the likes of Jaguar,
Audi and Mercedes. Here are the best print ads of BMW which you can check out.
I am also pasting a recent commercial of BMW which i loved. It shows all the cars
in their arsenal.
STRENGTHS

 Diverse ranges of Products – BMW, MINI and Rolls-Royce

 Strong Cash Flow Position
 Increase turnover and trading profits
 Strong Balance Sheet
 World’s leading Premium Quality Automobile Manufacturer
 Brand Awareness
 Human resources
 Capabilities to turn resources into advantages

WEAKNESSES

 Perception of High Prices

 Customer disinterest
 Environmental issues: Pollutions
 Buyer sophistication and knowledge
 Substitute products or technologies
OPPORTUNITIES

 New Products
 Market shift to globalisation
 Innovation & Alliances
 Customers demand change to more comfortable and relevantly cheap cars
 Diversification
 New Technologies in Automobiles

THREATS

 New & existing competition

 Volatility in Price of Fuel
 New legislations
 Consequences of the oil crisis
 Economic recession
 Market shift to globalisation
 Takeover bids
 Far-East Automobile companies expansion
 Extremely high competition for customers and resources
HR POLICIES

The BMW Group is already taking steps to counter the effects of

the demographic development with a comprehensive package of measures

focussing on five main points. It is question of ensuring that the

company remains viable for the future, i.e. on the one hand making sure

that employees remain employable; on the other hand, it is important to

continue being able to offer models for retirement on a specific basis.

"If we wish to achieve a consistently high level of performance

with an older workforce, we must adapt the work structures and

framework conditions", stated Ernst Baumann, Member of the Board

of Management of BMW AG. "By bundling together these activities,

we are creating a decisive competitive advantage for ourselves."

The five areas of action are qualification, health, the working

environment, retirement models and increasing awareness of demographic

changes. Qualification as the precondition for competitive companies

The 'qualification' area of action is based around the need for

life-long learning. Irrespective of the ageing workforce, increasing

competition and changes in technology mean that staff have to take on

new activities or work contents more frequently than before. However,

qualification should also be seen in the context of increasing

awareness of the challenges and opportunities of an ageing workforce

and of their own ageing and its effects. Managers and staff are given

training on these matters in seminars. Health and preventive care

Topics centring on health and preventive health care form a second main

point. The BMW Group is continually improving its working conditions.

Fitness facilities and physiotherapy services on the company's own

premises are part of the preventive health care plan. In addition,

comprehensive medical support and programs on health-related topics are

provided at all BMW Group locations. Ergonomic working environments

for longer productive efficiency Ergonomic work stations in offices and,

most particularly, in manufacturing help to prevent physical stress

from occurring in the first place. As part of the start-up of the new

BMW 3 Series, over 25 million euros were invested in the Munich plant

alone in the design of ergonomically optimised workplaces. Retirement

models to suit every need are still required In spite of all

precautionary measures, not every employee can carry out physically

demanding activities into old age. Legislators should therefore avoid

generalised standard solutions when defining the age limits for being

granted a pension and alongside the standard retirement limit, should

also basically continue to allow early retirement pensions. The goal

of the BMW Group is to continue in the future to offer their employees

programmes which allow early retirement. The main criterion for

solutions of this type will be - in addition to the statutory pension

access options - whether they can be financed. A first step was taken

this year: in collaboration with the Works Council, funds were

separated out, by restructuring the BMW profit share scheme, to obtain

financial leeway for early retirements. This "future contract for

young people" creates a foundation for being able still to take on

young people to replace older employees who are leaving. To ensure

success of these measures, everyone has to pull together here:

companies are called upon to take measures to maintain benefits for

their employees. Employees in turn must take responsibility for their

health and their suitability for employment in the future far more than

they have in the past.

BMW SWAT ANALYSIS

One of the most classy cars across the world, known for its quality and design is
BMW. The brand is known to be adaptable and has cars which are in the ultra
premium segment as well as cars which are pretty much affordable as far as luxury
cars go. Here is the SWOT analysis of BMW.

Strengths in the SWOT analysis of BMW

 BMW group: Group consist of 3 brands namely BMW, MINI &Rolls Royce
all positioned in the premium segment. Also BMW is not only a car maker,
they are one of the world leaders in motorcycle production, aircraft engines
and marine engines.
 Innovation & technological advancement: Continuous process improvement
& technological advancement in its R&D has made it a market leader in the
premium segment for car sales. The Brand is known for its quality,
reliability & superior customer service support. And more importantly for
the lovely design of its range of cars.
 Renowned brand in automobile industry: With its innovative advertising
campaigns company has succeeded in positioning it as a premium brand
resulting into High TOMA (Top of mind awareness).
 Workforce: It has created a pool of 100000+ highly skilled employees who
continuously work in 100+ countries to differentiate BMW’s offering from
their rivals.
  Product portfolio: BMW have diversified product portfolio from SUV’s to
Luxury Sedans to sports cars. The product line and product depth are
fantastic in terms of quality and design.
 Asian markets: There is very little to work upon in matured and developed
economies. BMW has made the smart move by starting early in developing
economies. And it is now the top selling luxury car in developing economies
like India and China (in terms of total number of vehicles sold in a year).
 Plans for hybrid models: BMW has plans to launch models which run on
alternative fuels like Electricity and natural gas. These plans show that the
company is making inroads to be prepared in the future where fuel might
become a problem.

Weaknesses in the SWOT analysis of BMW

 Cars recalled: Controversies relating to recall of cars on account of some
technical functionality or non abidance to govt. led rules is becoming very
common, most recent one is BMW recalling 1.6 million cars due to airbag
concerns. For a brand like BMW it is affecting its brand image.
 Strategic alliances: BMW group has very few strategic alliances. This gives
the competitors an edge over BMW. BMW is capable of good R&D but the
implementation of the researched vehicles takes strategic alliance with
different companies which BMW lacks.
 Younger generation less brand conscious – The younger generation is more
likely to spend the money on electronic appliances then saving it for a
premium car.
Opportunities in the SWOT analysis of BMW

 Increasing product portfolio: By increasing their product portfolio and

introducing new series in different segments they can increase their sales as
there will be more choices for customers under the same brand. Off course,
this is the best opportunity for any brand in the market.
 Strategic Alliances: This can prove a smart strategy for BMW. BMW can
use other company’s specialized capabilities to differentiate their offerings.
 Changing lifestyle & customer groups: With changing customer lifestyle and
more & more inclination towards premium brands it is certain that this
segment is growing fast. In developing nations the growth rate is even as
high as 33% YoY.
 Market expansion: Entering new markets will help the company to increase
their targeted revenue. This is the only way to ensure that they remain on top
of the revenue chain for developing economies.

Threats in the SWOT analysis of BMW

 Competition: Low cost car companies with their stylish & inexpensive
offerings will be major threat to the company. Also Stiff competition from
other companies in premium segment like Audi, Mercedes is a determining
factor.
 Price factor: More and more people are becoming price conscious and with
the younger generation on an electronic purchasing spree, there is threat that
in the near future luxury cars will stop receiving as much attention.
 Rising fuel problems – BMW needs to strongly adapt to the need of green
fuel and green machines so that it can absorb the potential customers who
are looking for green car solutions, especially in the mature markets.
CORPORATE SOCIAL RESPONSIBILITY

As a leader of global premium automobile manufacturers, BMW Group is

constantly looking ahead. BMW Group not only integrates sustainability
throughout its entire value chain, but also includes Corporate Social Responsibility
(CSR) as an integral part of its sustainable development strategy, and in turn
achieves the joint sustainable development of corporate, society and the
environment.

As an advocate and practitioner of strategic CSR, BMW leverages its own

resources and core competitive advantages based on the realistic demands of the
Chinese society. And through clear self-positioning, innovation and a sustainable
operation model, BMW effectively promotes various stakeholders’ long-term and
active participation to address social issues and create shared value. Guided by
strategic CSR, BMW holds true to its three principles: long-term commitment,
addressing social issues, and all-stakeholder engagement.
BMW Children’s Traffic Safety Education (CTSE)

is a BMW expert CSR program that targets children’s road safety in China, and
aims to improve children and adults’ road safety awareness. As the first-ever and
longest-standing children’s traffic safety education project in the Chinese auto
industry, BMW CTSE leveraging its core competencies to respond to the society’s
hottest issues, introduces new ideas to children’s road safety education to get to the
root of the issue. Creating shared value and positively impacting many children
and families across China, this program is an exemplary representation of BMW’s
strategic CSR.

On the eve of Children’s Day, the 2018 BMW Children’s Traffic Safety Education
(CTSE), themed “Creating Civilized Roads for Our Children’s Safe and Joyful
Future”, kicks off at Beihang University’s Tianxing Tennis Center. As the leading
traffic safety education public advocacy project in the auto industry, BMW
Children’s Traffic Safety Education has undergone 14 years of exploration and
innovation. This year, BMW Children’s Traffic Safety Ambassador, a new
voluntary service under CTSE, will engage dealers, customers, and associates to
promote traffic safety education in schools with fun-filled activities. Over the next
five months, the CTSE will be launched in Qingdao, Yinchuan, Ningbo, Nanning
and Shenyang.

As car parc grows in China, children’s traffic safety issues have also increased. To
enhance awareness of children's traffic safety, the Ministry of Public Security, the
Ministry of Education and Central Committee of Communist Youth League have
jointly called for the promotion of traffic safety education in primary and
secondary schools through a series of related activities. Taking the lead to respond
to the government’s call, the 2018 BMW Children’s Traffic Safety Education,
joining hands with the Ministry of Public Security, and China Children’s Press and
Publication Group, has launched BMW Children’s Traffic Safety Ambassador in
school. The program will widely engage BMW dealers, customers and associates
to be volunteer “ambassadors” to deliver children’s traffic safety education
nationwide through a more scientific and standardized approach. In addition, the
China Charity Federation BMW Warm Heart Fund will also donate 900 sets of
“BMW Children’s Traffic Safety Education – the Magic Suitcase of Safety
Education” to nearly 200 schools across the country to promote children’s traffic
safety education in China.

Dr. Johann Wieland, President & CEO of BMW Brilliance Automotive Ltd., said:
“At BMW, we recognize that a successful and responsible brand is not only about
its products and technology: it has to deliver its values in a society. In line with our
philosophy, BMW Children’s Traffic Safety Education has developed from large-
scale city roadshows to a public advocacy project that impacts public widely and
deeply. This year, we are rolling out BMW Children’s Traffic Safety Ambassador,
a voluntary service that is inspired by the latest social issues and acts as a platform
that brings us closer together with society. Our aim is to build a bridge to connect
BMW with more people – to share our values and expertise with the wider public.”

The 2018 BMW Children’s Traffic Safety Education will continue to focus on
adults’ civilized driving, engaging BMW customers, dealers and associates at a
deeper level through the “BMW Good Driver” campaign to create safer roads for
children. At the same time, BMW Brilliance Automotive Ltd., in partnership with
China Communications Press, is also introducing interactive Virtual Reality (VR)
traffic safety courses for children. This year, CTSE roadshows will not only
improve children’s traffic safety awareness through immersion learning by
utilizing VR technology, but also enable children to learn traffic safety knowledge
with joy through human-robot interaction in “AnAn Magic Academy”.
BMW JOY Home

is a BMW exclusive stakeholder engagement program tailored to help left-behind

children in China’s underdeveloped areas. This program widely engages BMW
customers, dealers, associates and other warm-hearted people across the nation,
and aims to provide left-behind children with equal development opportunities. In
2017, in line with BMW’s CSR strategy upgrades, BMW JOY Home achieved its
strategic transformation. To address left-behind children and migrant children’s
real and urgent needs, BMW JOY Home launched the all-new program theme of
“Joyful Football”, leveraging its core competencies and upgrading from charitable
donations to the empowerment of its beneficiaries.

BMW Sustainability & CSR Forum

BMW has consistently dedicated itself to being a good corporate citizen, actively
performing the obligations of its localization strategy, and contributing to the
sustainable development of China. With an international perspective, BMW has
run the BMW Sustainability & CSR Forum in cooperation with various partners
since 2013, providing a platform for key stakeholders to demonstrate, share and
exchange their experiences in sustainability, while involving extensive social
forces to encourage creative ideas and practices on corporate social responsibility.
Charity Federation BMW Warm Heart Fund

The foundation of our CSR efforts is the China Charity Federation BMW Warm
Heart Fund, which was established jointly with the China Charity Federation
(CCF) in 2008. As a platform for all-round stakeholder engagement, China Charity
Federation BMW Warm Heart Fund not only supports a wide array of programs
and partners across the country, but also brings together BMW customer
representatives, dealers and employees to give back to society.

CSR AWARDS
For years, BMW has been adhering to the concept of sustainable
development, pursuing the harmonious development between corporate
and society, passing honesty and warm heart to the public, and
contributing to the society with innovative CSR concept. Therefore,
BMW has been widely recognized and received many CSR awards.