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BUSINESS STRATEGY EVALUATIONS OF BMW

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Bmw History
by RoQueen1 |
[pic]
BUSINESS STRATEGY EVALUATIONS
OF
BMW
Prepared by
|Mr. Yi Ze, Li ( Tommy ) |ID. 5237802 |SEC. 471 | |Ms. Kidtaya C. |ID. 5225103 |SEC. 471 | |Ms. Meng-
Chien C. |ID. 5135116 |SEC. 471 |
IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF
EN 3240 (READING IN BUSINESS ENGLISH)
DEPARTMENT OF BUSINESS ENGLISH
FACULTY OF ARTS
ASSUMPTION UNIVERSITY OF THAILAND
(SUVARNABHUMI CAMPUS)
Semester 3/2012
ABSTRACT
This critique on BMW intends to find out Industry Analysis, Strategy Description, Strategy Evaluation,
Strategic Issues, and Strategic Recommendations including responding questions of has top
management determined the nature and direction of the business over the next few years? Do you know
the specifics of the organization's strategy? Do the key managers share the same vision of the strategic
direction? Is the strategy sufficiently clear so you and the key managers can readily agree upon what
new products and markets your current strategy would include and exclude? Is the statement of strategy
used for making future product and market choices? Are strategic deliberations held separately from
your long-range planning efforts? Is the strategy determining what you plan, project, and budget? Are
assumptions about the environment used for setting strategy? Is future strategy determining decisions
relating to capital improvements? Does each department have a clear stated strategy? Do the
department strategies clearly support the overall cooperative's strategy? And is overall performance
reviewed on both strategic accomplishment and operating results?
ACKNOWLEDGEMENT

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This critique had been successful by the contributions of Mr. Yi Ze, Li (Tommy), Ms. Kidtaya C., Ms.
Meng-Chien C. Also, gratefulness was extended to Mr. Yi Ze, Li (Tommy) who contributed on Chapter II,
Chapter III and 4.9~4.12 of Chapter IV Ms. Kidtaya C. who contributed on 4.5~4.8 of Chapter IV and
Chapter V Ms. Meng-Chien C. who contributed on Chapter I and 4.1~4.4 of Chapter IV
Respect was humbly extended to all lecturers in the Program of Business English, faculty of Arts for their
teaching and advices to this successful research. Finally, had this study been useful to social at large,
the team would extend it to their fathers and their mothers for their unfailing spiritual supports. Would
there be any errors or any defects, the team humbly admitted for further improvements.
|Mr. Yi Ze, Li ( Tommy ) | | |Ms. Kidtaya C. | | |Ms. Meng-Chien C. | | | | | | | |
Table of Contents
| |Pages | |Abstract |2 | |Acknowledgement |3 | |Table of Contents |4-5 | | | | |Chapter I |Introduction | | | |
1.1. |Generalities of the Automobile Industry | | | | |1.1.1. |World Industry of BMW | | | | |1.1.2. |Asian
Industry of BMW | | | | |1.1.3. |Thai Industry of BMW | | | |1.2. |BMW | | | | |1.2.1. |Backgrounds in Brief | | |
| |1.2.2. |Products and Markets | | | | |1.2.3. |Company Business Strategies | | | |1.3. |Research Questions
| | | |1.4. |Research Objectives | | | |1.5. |Research Methodology | | | | | | | |Chapter II |Strategy Theories
and Descriptions | | | |2.1. |Business Strategy Theory.1- Strategic Fit | | | |2.2. |Business Strategy
Theory.2 - Strategic Planning | | | |2.3. |Business Strategy Theory.3 - Strategic Risk | | | |2.4. |Business
Strategy Theory.4 - Strategic Vision | | | |2.5. |Business Strategy Theory.5 - Strategy Change Cycle | | | | |
| | |Chapter III |BMW | | | |3.1. |Company History. | | | |3.2. |Products and Markets. | | | |3.3. |Company
Business Strategies. | | | | | | | |Chapter IV |Evaluations of BMW’s Business Strategies | | | |4.1. |Must the
top management determine the nature and direction of the business | | | | |over the next few years? | | | |
4.2. |Must employees know the specifics of the organization's strategy? | | | |4.3. |Must the key managers
share the same vision of the strategic direction? | | | |4.4. |Must the strategy sufficiently be clear so
employees and the key managers | | | | |can readily agree upon what new products and markets the
company’s current | | | | |strategy would include and exclude? | | | |4.5. |Must the statement of strategy be
used for making future product and market| | | | |choices? | | | |4.6. |Must strategic deliberations be held
separately from the company’s | | | | |long-range planning efforts?. | | | |4.7. |Must the strategy determine
what the company plans, projects, and budgets? | | | |4.8. |Must assumptions about the environment be
used for setting strategy? | | | |4.9. |Must future strategy determining decisions relating to capital | | | | |
improvements? | | | |4.10. |Must each department have a clear stated strategy? | | | |4.11. |Must the
department strategies clearly support the overall cooperative's | | | | |strategy? | | | |4.12. |Must overall
performance reviewed on both strategic accomplishment and | | | | |operating results? | | | | | | | |Chapter
V |Conclusion and Recommendations | | | |5.1. |Research Objectives and Methodology | | | |5.2. |
Conclusions of the Findings | | | |5.3. |Recommendations | | | | | | | |References | | |Autobiography | |
Chapter I
Introduction
1.1.Generalities of the automobile Industry
1.1.1.World Industry of Automotive
The automotive industry is a term that covers a wide range of companies and organizations involved in
the design, development, manufacture, marketing, and selling of motor vehicles, towed
vehicles, motorcycles and mopeds. It is one of the world's most important economic sectors by revenue.
The term automotive industry usually does not include industries dedicated to the maintenance of

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Bmw History by RoQueen1 | [pic] BUSINESS STRATEGY EVALUATIONS OF BMW Prepared by |Mr. Yi Ze, Li ( Tommy ) |ID. 5237802 |SEC. 471 | |Ms. Kidtaya C. |ID. 5225103 |SEC. 471 | |Ms. Meng-Chien C. |ID. 5135116 |SEC. 471 | IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF EN 3240 (READING IN BUSINESS ENGLISH) DEPARTMENT OF BUSINESS ENGLISH FACULTY OF ARTS ASSUMPTION UNIVERSITY OF THAILAND (SUVARNABHUMI CAMPUS) Semester 3/2012 ABSTRACT This critique on BMW intends to find out Industry Analysis, Strategy Description, Strategy Evaluation, Strategic Issues, and Strategic Recommendations including responding questions of has top management determined the nature and direction of the business over the next few years? Do you know the specifics of the organization's strategy? Do the key managers share the same vision of the strategic direction? Is the strategy sufficiently clear so you and the key managers can readily agree upon what new products and markets your current strategy would include and exclude? Is the statement of strategy used for making future product and market choices? Are strategic deliberations held separately from your long-range planning efforts? Is the strategy determining what you plan, project, and budget? Are assumptions about the environment used for setting strategy? Is future strategy determining decisions relating to capital improvements? Does each department have a clear stated strategy? Do the department strategies clearly support the overall cooperative's st ...
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