Business decision making
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1. Prepare and implement a plan for the collection of primary and secondary data for assessing an area of business of your choice.
a. Develop and use a questionnaire and justify its design for a particular purpose.
1.1 Research Topic
General Area of interest: - Expansion & Diversification of Business.
Specific sub area of interest: -BMW's expansion in car segment in Mumbai, India.
More specific topic of interest: - Which type of car segment should BMW expand their business in Mumbai, India.
Research Topic - BMW's expansion in particular car market segment.
1.1.1 Background
BMW entered the Indian market in the year 2006 after their arch rival Mercedes-Benz. Both the German luxury car makers have the maximum market share in the luxury car market segment. Recently Audi has entered their market and is giving both the automobile companies a tough competition. BMW is able to overtake Mercedes-Benz in terms of sales and has been at the top of the luxury car market segment in India since the last four years. Audi is capturing the market segment rapidly with its new cars. So in order to remain at the top of the luxury car segment BMW as to react according to the change in trend and bring out new models to beat its competitors and block the entry of new competitors like Nissan, Porsche, Volkswagen, etc in their market segment.
BMW has its sales subsidiary in Gurgaon, Delhi to develop its dealer network in India. BMW has established 14 dealers all over India. Mumbai is one of the largest cities of luxury car market segment in India. The SIAM (Society of Indian Automobile Manufactures) has reported that BMW's sales have grown by 12.76% to 1,020 units in July, 2009. The report also says that BMW has increased its sales by 43% to 3,000 units in 2010. BMW has future plans on increasing their dealership in eight more cities of India. BMW's management team can understand the taste of the Indian consumers based on the research conducted in Mumbai, India. Mumbai being the economic capital of India had the largest number of buyers of luxury cars in India. BMW had opened its first assembly center in Chennai in 2007 by seeing the potential growth in Indian market. BMW is really caution about its product launch in Indian markets because they just don't want to sell cars based on their brand value, but they wish to create better brand value by serving their customers with luxury cars with top of the line features, amazing performance and competing prices. BMW had surprised all its rivals by launching Rolls Royce cars in Indian market after studying the economic growth in India. But they still haven't launched the cars of brand Mini because Indian customers are not ready for expensive small cars. BMW has always tried to make their cars on the basis of an idea of being practical and contemporary which has helped them succeed in luxury car segment in India. The firm has also made cars which are fuel efficient and eco-friendly (working on hybrid technology) has boosted their brand value and has helped them find many new customers.
http://automobiles.mapsofindia.com/cars/bmw/
1.1.2 Aim for the Research Project
The Aim for the research topic is to find out in which market segment should BMW make expansions (produce new models) in Mumbai.
1.1.3 Objectives
The objectives for my research are to gather primary information for the research through Descriptive or Survey Research Design with the help of a questionnaire, secondary information via the staffs of the car companies and through companies sites, and conclude by research analysis and present it as a report to the BMW's management team.
1.2Research
Leedy (1985) defines research as the manner in which we attempt to solve problems in a systematic effort to push back the frontiers of human ignorance or to confirm the validity of the solution to problems others have presumably resolved.
1.2.1 Research Design
Research Design is defined as a framework or blueprint for conducting a marketing research project. It specifies the details of the procedure necessary for attaining the information needed to structure and/or solve marketing research problems.
http://destinydawnmarie.blogspot.com/2007/05/research-design.html
1.2.2 Type of Research Design Chosen
Descriptive or Survey Research Design is used for the research as it attempts to describe and explain conditions of the present by using many subjects and questionnaires to fully describe a phenomenon. Survey research design /survey methodology is one of the most popular for dissertation research.
http://www.dissertation-statistics.com/research-designs.html
1.2.3 Primary & Secondary Research
The methods used for primary research is Descriptive or Survey Research Design method by which qualitative data is collected through questionnaires. The questionnaire is filled by 100 people visiting the showrooms of BMW, Audi & Mercedes-Benz and the data collected is analyzed and a conclusion is made. The questionnaire is designed to know the preference of the type of car segment people prefer to buy. Secondary data is collected from the showroom managers, balance sheet of companies and from the company's site. Using both primary and secondary research a conclusion is drawn and presented in form of a report to the BMW management.
1.2.4 Network Diagram
The network diagram is used to show how the market research is carried out and data is analyzed and generated into a report for the management of BMW.
Activities | Preceding Activities | Duration (days) |
| A. Outline a questionnaire | None | 2 Days |
| B. Print the questionnaire | A | 1 Day |
| C. Make the people fill the questionnaire | B | 5 Days |
| D. Collect the primary data | C | 2 Days |
| E. Analyze primary data | D | 1 Day |
| F. Collect Secondary data | Can be started with A | 2 Days |
| G. Analyze Secondary data | F | 3 Days |
| H. Prepare Report | G and E | 1 Day |
| I. Use PD & SD for suggestion making | H | 1 Day |
PD = Primary Data, SD = Secondary Data
Diagram 1: Network Diagram
1.3.1 Questionnaire for Primary Research
What type of cars do you like?Name-___________________________________________________________________Tick mark the options Gender- Male { } Female{ } Do you enjoy driving a car? Yes { } No { } How many cars do you own? 1 { } 2 { } 3 { } 4 { } 5 { } 6 { } 7 { } 8 { } Age Group: Specify in Number & Tick the option accordingly:_____ Years 20-30 { } 30-40 { } 40-50 { } 50-60 { } What type of car do you prefer? Sedan { } SUV { } Sports Car { } What is the price range of the car would u prefer to buy (00,000 Rupees)? Specify particular amount in Rs. and tick the option accordingly: _____ Rs. 20-40 { } 40-60 { } 60-80 { } 80-100 { } ** All the Information given by you will be used in a research. Your identity will never be disclosed. Thank you for your time and for being a part of this survey. |
1.3.2 Analysis of the Questionnaire
The first question was asked to determine the ratio of gender of 100 people who had been a part of this survey. The result showed that out of the population of 100 the ratio of Men: Women were 7:3. The number of female who came to the showroom was 30 and the number of male was 70.
Gender: Male = 70 People Female = 30 People
Diagram 2: Gender
The second question is a general question asked to check how much the Indian people prefer to drive their car. The data collected showed that 95% of the people prefer driving their cars and 5% of the people do not drive their cars.
People who like driving their car (Yes) = 95 People who don't drive their car (No) = 5
Diagram 3: People Who Prefer Driving Their Car
The third was based on how many cars each one owned who was surveyed. The data collected showed that 1 car was owned by 15 % people, 2 cars were owned by 10% people, 3 cars are owned by 25% people, 4 cars are owned by 10% people, 5 cars owned by 15% people, 6 cars owned by 15% people, 7 cars owned by 5% people, and 8 cars owned by 5% people.
Number of cars owned:
1=15 people 2=10 people 3=25people 4=10 people 5=15 people 6=15 people 7=5 people 8= 5 people
Diagram 4: Number of Cars Owned
The fourth and fifth questions were asked to gather the information for the company to check the preference of what type of car the people who were surveyed preferred. The data collected was tabulated according to the age group.
Age Group of People Surveyed and their Preference for the Type of Car
Type of Car | |||
Age Group | Sedan | SUV | Sports Car |
Class Interval | |||
| 20-30 | 15 | 5 | 10 |
| 30-40 | 20 | 15 | 6 |
| 40-50 | 5 | 10 | 3 |
| 50-60 | 5 | 5 | 1 |
| 45 | 35 | 20 | |
Diagram 5: Preference of Type of Car of People of Different Age Group
The sixth question was asked to see what price range the Indian customers prefer when they plan to buy a car.
Price range of cars (00,000 Rupees) 20-40 = 25 people 40-60 = 40 people 60-80 = 25 people 80-100 = 10 people
Diagram 6: Price Range of cars (00,000 Rs)
The data collected showed the price range preferred by the Indian customers. The data showed that 25% people preferred car in the range 20-40 (00,000 Rs.), 40% people preferred car in the range 40-60 (00,000 Rs.), 25% people preferred car in the range 60-80 (00,000 Rs.), and 10% people preferred car in the range 80-100 (00,000 Rs. This data is also essential as this will help the company to make cars according to the taste of their customers.
2. Create information for decision making by summarising data using representative values, and use the results to draw valid and useful conclusions in a business context.
a. Analyse the data collected in Task 1 using measures of dispersion, and use to assess an area of business of your choice.
b. Use quartiles, percentiles and correlation coefficient, and use these to draw useful conclusions in a business context.
2.1 Quartile, Quartile Range and Quartile Deviation
a. Sedan
| Class Interval (Age) | Frequency | Cumulative Frequency |
| 20-30 | 15 | 15 |
| 30-40 | 20 | 35 |
| 40-50 | 5 | 40 |
| 50-60 | 5 | 45 |
| Total | 45 |
Quartiles
Nth Value = = 45
Q1 =
Q2 =
Q3 =
Quartile Range
QR = Q3 - Q1 = 39 - 18 = 21 years
Quartile Deviation
QD = = 10.5 years
b. SUV
| Class Interval (Age) | Frequency | Cumulative Frequency |
| 20-30 | 5 | 5 |
| 30-40 | 15 | 20 |
| 40-50 | 10 | 30 |
| 50-60 | 5 | 35 |
| Total | 35 |
Quartiles
Nth Value = = 35
Q1 =
Q2 =
Q3 =
Quartile Range
QR = Q3 - Q1 = 47 - 32 = 15 years
Quartile Deviation
QD = = 7.5 years
c. Sports Car
| Class Interval (Age) | Frequency | Cumulative Frequency |
| 20-30 | 10 | 10 |
| 30-40 | 6 | 6 |
| 40-50 | 3 | 3 |
| 50-60 | 1 | 1 |
| Total | 20 |
Quartiles
Nth Value = = 20
Q1 =
Q2 =
Q3 =
Quartile Range
QR = Q3 - Q1 = 38 - 18 = 20 years
Quartile Deviation
QD = = 10 years
2.2 Mean, Variance, Standard Deviation & Coefficient of Correlation
a. Sedan
Class Interval | x | f | fx | (x - x̅) | (x - x̅)² | f(x - x̅)² |
| 20 - 30 | 25 | 15 | 375 | -10 | 100 | 1500 |
| 30 - 40 | 35 | 20 | 700 | 0 | 0 | 0 |
| 40 - 50 | 45 | 5 | 225 | 10 | 100 | 500 |
| 50 - 60 | 55 | 5 | 275 | 20 | 200 | 1000 |
| 45 | 1575 | 3000 |
Mean = x̅ = = = 35
Variance = = = 66.67
Standard Deviation = δ = = = 8.16
Coefficient of Variation = = = 0.23
b. SUV
Class Interval | x | f | fx | (x - x̅) | (x - x̅)² | f(x - x̅)² |
| 20 - 30 | 25 | 5 | 125 | -14 | 196 | 980 |
| 30 - 40 | 35 | 15 | 525 | -4 | 16 | 240 |
| 40 - 50 | 45 | 10 | 450 | 6 | 36 | 360 |
| 50 - 60 | 55 | 5 | 275 | 16 | 256 | 1280 |
| 35 | 1375 | 2860 |
Mean = x̅ = = = 39.28 = 39 (approx.)
Variance = = = 81.71
Standard Deviation = δ = = = 9.04
Coefficient of Variation = = = 0.23
c. Sports Car
Class Interval | x | f | fx | (x - x̅) | (x - x̅)² | f(x - x̅)² |
| 20 - 30 | 25 | 10 | 250 | -7.5 | 56.25 | 562.5 |
| 30 - 40 | 35 | 6 | 210 | 2.5 | 6.25 | 37.5 |
| 40 - 50 | 45 | 3 | 135 | 12.5 | 156.25 | 468.75 |
| 50 - 60 | 55 | 1 | 55 | 22.5 | 506.25 | 506.25 |
| 20 | 650 | 1575 |
Mean = x̅ = = = 32.5
Variance = = = 78.75
Standard Deviation = δ = = = 8.87
Coefficient of Variation = = = 0.27
2.3 Coefficient of Correlation of Pricing and Age Group
Sedan Car
No. of People | Age Group (X) | Pricing Range (Y) | XY | X² | Y² |
| 1 | 21 | 25 | 525 | 441 | 625 |
| 2 | 22 | 30 | 660 | 484 | 900 |
| 3 | 22 | 30 | 660 | 484 | 900 |
| 4 | 23 | 35 | 805 | 529 | 1225 |
| 5 | 24 | 40 | 960 | 576 | 1600 |
| 6 | 24 | 40 | 960 | 576 | 1600 |
| 7 | 24 | 100 | 2400 | 576 | 10000 |
| 8 | 25 | 80 | 2000 | 625 | 6400 |
| 9 | 25 | 95 | 2375 | 625 | 9025 |
| 10 | 27 | 45 | 1215 | 729 | 2025 |
| 11 | 28 | 35 | 980 | 784 | 1225 |
| 12 | 28 | 95 | 2660 | 784 | 9025 |
| 13 | 29 | 50 | 1450 | 841 | 2500 |
| 14 | 29 | 50 | 1450 | 841 | 2500 |
| 15 | 29 | 35 | 1015 | 841 | 1225 |
| 16 | 30 | 40 | 1200 | 900 | 1600 |
| 17 | 31 | 55 | 1705 | 961 | 3025 |
| 18 | 32 | 65 | 2080 | 1024 | 4225 |
| 19 | 32 | 75 | 2400 | 1024 | 5625 |
| 20 | 32 | 55 | 1760 | 1024 | 3025 |
| 21 | 32 | 40 | 1280 | 1024 | 1600 |
| 22 | 33 | 45 | 1485 | 1089 | 2025 |
| 23 | 34 | 70 | 2380 | 1156 | 4900 |
| 24 | 34 | 80 | 2720 | 1156 | 6400 |
| 25 | 35 | 100 | 3500 | 1225 | 10000 |
| 26 | 35 | 75 | 2625 | 1225 | 5625 |
| 27 | 36 | 35 | 1260 | 1296 | 1225 |
| 28 | 36 | 25 | 900 | 1296 | 625 |
| 29 | 36 | 65 | 2340 | 1296 | 4225 |
| 30 | 37 | 60 | 2220 | 1369 | 3600 |
| 31 | 37 | 70 | 2590 | 1369 | 4900 |
| 32 | 37 | 85 | 3145 | 1369 | 7225 |
| 33 | 38 | 95 | 3610 | 1444 | 9025 |
| 34 | 38 | 55 | 2090 | 1444 | 3025 |
| 35 | 39 | 70 | 2730 | 1521 | 4900 |
| 36 | 40 | 65 | 2600 | 1600 | 4225 |
| 37 | 40 | 25 | 1000 | 1600 | 625 |
| 38 | 41 | 30 | 1230 | 1681 | 900 |
| 39 | 44 | 40 | 1760 | 1936 | 1600 |
| 40 | 48 | 50 | 2400 | 2304 | 2500 |
| 41 | 52 | 55 | 2860 | 2704 | 3025 |
| 42 | 55 | 85 | 4675 | 3025 | 7225 |
| 43 | 56 | 95 | 5320 | 3136 | 9025 |
| 44 | 58 | 60 | 3480 | 3364 | 3600 |
| 45 | 59 | 40 | 2360 | 3481 | 1600 |
Total | 1567 | 2590 | 91820 | 58779 | 171900 |
Correlation Coefficient = r =
r =
r =
r = = = 0.16625701 = 0.17 (approx.)
SUV
No. of People | Age Group (X) | Pricing Range (Y) | XY | X² | Y² |
| 1 | 21 | 35 | 735 | 441 | 1225 |
| 2 | 23 | 45 | 1035 | 529 | 2025 |
| 3 | 27 | 45 | 1215 | 729 | 2025 |
| 4 | 27 | 55 | 1485 | 729 | 3025 |
| 5 | 29 | 65 | 1885 | 841 | 4225 |
| 6 | 31 | 75 | 2325 | 961 | 5625 |
| 7 | 31 | 70 | 2170 | 961 | 4900 |
| 8 | 32 | 80 | 2560 | 1024 | 6400 |
| 9 | 32 | 85 | 2720 | 1024 | 7225 |
| 10 | 35 | 35 | 1225 | 1225 | 1225 |
| 11 | 35 | 45 | 1575 | 1225 | 2025 |
| 12 | 36 | 50 | 1800 | 1296 | 2500 |
| 13 | 36 | 60 | 2160 | 1296 | 3600 |
| 14 | 37 | 45 | 1665 | 1369 | 2025 |
| 15 | 37 | 55 | 2035 | 1369 | 3025 |
| 16 | 38 | 60 | 2280 | 1444 | 3600 |
| 17 | 38 | 60 | 2280 | 1444 | 3600 |
| 18 | 38 | 65 | 2470 | 1444 | 4225 |
| 19 | 39 | 40 | 1560 | 1521 | 1600 |
| 20 | 39 | 60 | 2340 | 1521 | 3600 |
| 21 | 40 | 80 | 3200 | 1600 | 6400 |
| 22 | 41 | 90 | 3690 | 1681 | 8100 |
| 23 | 43 | 100 | 4300 | 1849 | 10000 |
| 24 | 43 | 45 | 1935 | 1849 | 2025 |
| 25 | 44 | 50 | 2200 | 1936 | 2500 |
| 26 | 45 | 70 | 3150 | 2025 | 4900 |
| 27 | 45 | 75 | 3375 | 2025 | 5625 |
| 28 | 47 | 85 | 3995 | 2209 | 7225 |
| 29 | 47 | 85 | 3995 | 2209 | 7225 |
| 30 | 48 | 25 | 1200 | 2304 | 625 |
| 31 | 51 | 35 | 1785 | 2601 | 1225 |
| 32 | 55 | 50 | 2750 | 3025 | 2500 |
| 33 | 55 | 50 | 2750 | 3025 | 2500 |
| 34 | 57 | 60 | 3420 | 3249 | 3600 |
| 35 | 59 | 85 | 5015 | 3481 | 7225 |
Total | 1381 | 2115 | 84280 | 57461 | 139375 |
Correlation Coefficient = r =
r = = 0.141265802 = 0.14 (approx.)
Sports Car
No. of People | Age Group (X) | Pricing Range (Y) | XY | X² | Y² |
| 1 | 21 | 65 | 1365 | 441 | 4225 |
| 2 | 23 | 60 | 1380 | 529 | 3600 |
| 3 | 24 | 75 | 1800 | 576 | 5625 |
| 4 | 24 | 85 | 2040 | 576 | 7225 |
| 5 | 25 | 75 | 1875 | 625 | 5625 |
| 6 | 27 | 55 | 1485 | 729 | 3025 |
| 7 | 28 | 60 | 1680 | 784 | 3600 |
| 8 | 28 | 80 | 2240 | 784 | 6400 |
| 9 | 29 | 90 | 2610 | 841 | 8100 |
| 10 | 29 | 100 | 2900 | 841 | 10000 |
| 11 | 31 | 75 | 2325 | 961 | 5625 |
| 12 | 32 | 55 | 1760 | 1024 | 3025 |
| 13 | 35 | 70 | 2450 | 1225 | 4900 |
| 14 | 36 | 80 | 2880 | 1296 | 6400 |
| 15 | 37 | 75 | 2775 | 1369 | 5625 |
| 16 | 39 | 75 | 2925 | 1521 | 5625 |
| 17 | 41 | 60 | 2460 | 1681 | 3600 |
| 18 | 43 | 65 | 2795 | 1849 | 4225 |
| 19 | 45 | 75 | 3375 | 2025 | 5625 |
| 20 | 52 | 80 | 4160 | 2704 | 6400 |
Total | 649 | 1455 | 47280 | 22381 | 108475 |
Correlation Coefficient = r =
r = = 0.035049038 = 0.04(approx.)
2.3 Conclusion
3. Use data from the case study ‘Generico Inc' given and analyse and produce information in appropriate formats for decision making by the organisation.
3.1 Report on Proposed New Marketing Strategies for Generico Inc
To: Stephen Daniels, V.P. of Marketing of Generico Inc
From: MR. AB
Status: Confidential
Date: 1st May, 2011
Ι INTRODUCTION AND TERMS OF REERENCES
This report is based on the new Marketing Strategies discussed by the author to improve the marketing of products of Generico Inc. This report gives a detailed analysis of the marketing strategies which the V.P. of Marketing of Generico Inc. can use to make key business decisions to improve the marketing of their products. This report shows how the firm can implement the new business strategies with their current strategies and help improve marketing field for the company.
ΙΙ METHOD
The following methods for collecting data were used:
- Gather information from its customers (major manufacturers of electronic products) since Generico Inc.'s target market is demand driven.
- Gather information from Consultancy Firms who can predict the market growth of the electronic assembly machine's market and suggest new market strategies to survive the stiff competition.
- Gather information from foreign customers to develop products as per their need.
ΙΙΙ FINDINGS
The data collected from various sources was analyzed and accordingly new marketing strategies were drawn by the author:
- The firm conducted a meeting every month with its customers to gather the necessary information to develop product design which is addressing quality (as manifested in accuracy, simplicity, speed, and reliability), innovation, service (second to none by Generico field service engineers, not outside contractors), and price.
- The information collected from the Constancy Firms gave the firm the option to tap new markets and customers with their innovative ‘state of an art design' machines.
- The information collected from Consultancy Firms and from the customers provided the firm with the information on how to cut down marketing and other costs to survive in a competitive market.
- The information from the Consultancy Firm can help the firm to have foreign collaboration which will help them develop new markets and new products to improve marketing strategies.
ΙV CONCLUSION
The report thus concludes that Generico Inc. can gather data through many sources (Primary & Secondary) and can be used by the V.P. of marketing department and plan out new marketing strategies. The information is collected through a range of sources like consultancy firms, customers and collaboration partners. This report will help the V.P. in his decision making as appropriate analyzed information is provided to him through this report by the author. The new strategies will help the company to develop new markets and new products for their future strategies to improve marketing.
3.2 Comparative study of Marketing and Net Sales
Month | Net Sales (X) | Marketing Cost (Y) |
| 1 | $0 | $5,618 |
| 2 | $0 | $9,934 |
| 3 | $0 | $9,934 |
| 4 | $0 | $9,934 |
| 5 | $0 | $22,883 |
| 6 | $0 | $31,516 |
| 7 | $40,000 | $35,833 |
| 8 | $40,000 | $35,833 |
| 9 | $80,000 | $40,150 |
| 10 | $120,000 | $48,783 |
| 11 | $200,000 | $48,783 |
| 12 | $200,000 | $61,734 |
| 13 | $240,000 | $70,367 |
| 14 | $360,000 | $70,367 |
| 15 | $400,000 | $74,683 |
| 16 | $480,000 | $79,000 |
| 17 | $560,000 | $79,650 |
| 18 | $680,000 | $95,223 |
| 19 | $760,000 | $95,223 |
| 20 | $800,000 | $104,576 |
| 21 | $880,000 | $109,253 |
| 22 | $920,000 | $113,930 |
| 23 | $1,000,000 | $123,283 |
| 24 | $1,080,000 | $95,283 |
Coefficient Correlation = 0.93904689
Year | Annual Net Sale (X) | Annual Marketing Cost (Y) |
| 1 | $680,000 | $360,933 |
| 2 | $8,160,000 | $1,135,840 |
| 3 | $18,400,000 | $2,651,580 |
| 4 | $36,200,000 | $3,913,440 |
| 5 | $54,000,000 | $4,906,940 |
Coefficient Correlation = 0.982742218
Seeing the net sale and marketing cost figures it is clear that the company is making more of net sales by marketing its products effectively. The coefficient correlation figure is close to one so both the factors are closely related. Marketing cost being an operational cost has helped the firm to increase their net sales every year. The net sales figure of the company has seen a good growth percentage by increasing the marketing cost every year. Therefore to increase net sales the company has to invest in marketing heavily to see future growth. Therefore the company has to develop new marketing strategies to achieve growth every year.
4. Use appropriate software to generate information that will contribute to making decisions at operational, tactical and strategic levels in an organisation. Give specific examples
Highly successful financial year 2010 for the BMW Group.
With the global economic and financial crisis now coming to an end, the global economy found itself well on the road to recovery in 2010. Against this background, international car markets also stabilised to a large extent. Demand for premium vehicles grew strongly, particularly in Asia and to a slightly lesser degree in the USA. The BMW Group benefited from these developments and strengthened its role as a leading provider in the premium car segment with a range of new and attractive models. The situation on international capital markets also continued to ease generally in 2010, and thus had a positive impact on our Financial Services business.
With the economy recovering on a broad footing, we were able to record a sharp rise in the number of cars sold. Sales volume growth gathered even more momentum during the second half of the year. In total we sold 1,461,166 BMW, MINI and Rolls-Royce cars worldwide during the year under report (+13.6%), and thus achieved one of the best sales volume performances in the history of the Group.
Our Motorcycles business performed well in 2010 despite continuing unfavourable market conditions. A total of 110,113 BMW and Husqvarna brand motorcycles was sold worldwide, 9.7% up on the previous year's figure.
The Financial Services segment also made an important contribution to the success of the BMW Group and 3,190,353 credit financing and lease contracts were in place with dealers and retail customers at 31 December 2010 (+3.4%).
Updated March 15, 2011
http://geschaeftsbericht.bmwgroup.com/2010/gb/en/facts-and-figures-2010/management-report/review-of-the-financial-year.html
German luxury car maker BMW today said it hopes to clock over 2.7% growth in 2011 sales to over 15 lakh vehicles globally, including a 'good double-digit growth' in India, where it sold 6,246 units in 2010.
The company, which reported 19.3% increase in revenue to euro 60.47 billion in 2010 and a net profit of euro 3,234 million, however, said putting up a full-fledged plant in India is a long way to go as volumes are still low.
"We sold 1.46 million vehicles globally in 2010 and plan to sell more cars in 2011 than before - significantly more than 1.5 million. We aim to reach new record sales with all three brands, BMW, Mini and Rolls-Royce," BMW Chairman Norbert Reithofer told reporters here.
He said the company had sold 1.22 million BMW vehicles 2.3 lakh Mini and 2,711 units of Rolls-Royce in 2010 recording 14.6%, 8.1% and 170.6% growth respectively over the previous year.
Germany, US, China and UK were the key markets for the auto major, even as the company recorded "dynamic" growth in many smaller markets such as Brazil, Russia, India, South Korea and Turkey.
Commenting on sales target in India, BMW Director (Marketing) Ian Robertson said the company would look at high double-digit growth for the current year.
To keep pace with that, the company has accordingly increased its Chennai assembly plant capacity to 10,000 units per annum from 8,000 earlier.
We think India has reached to a position where market would be developed very quickly. Now, there is a good momentum. The Indian economy is also in a good shape," he said, adding "demand is very strong and we see a good double-digit growth in the Indian market for the current year".
Asked if that would prompt the company to set up a manufacturing base in India on the lines of Brazil, where BMW is actively considering setting up a manufacturing facility after recording good sales in the last two years, he said, "We need to have an economy of scale. At the moment, Indian market is relatively small compared to the global scale. I think it is too early to say. The market is still very low".
Robertson, however, added that in the next two-three years "we can see some growth and next could see some development on the plant".
As a practice, BMW first sets up an assembly plant in a potential market and depending on the feedback of that market, it upgrades to a full-fledged manufacturing plant.
BMW also plans to double its dealership network in India by the end of 2012, he added.
BMW India announced on Monday that it has maintained its lead in the luxury car market for the second year in a row. In 2010, the German carmaker sold 427 units more than compatriot automaker Mercedes-Benz.
The company's total sales rose 73 per cent in the year to 6,246 units, largely on the strong sales of its sedans — 3 series sales doubled in the year to 2,432 units and the 5 series sold 2,403 units. With other popular models such as the 7 series saloon and X5 SUV selling 535 and 228 units, respectively, the company held on to a 40 per cent share of the segment. In 2009, BMW sold 3,619 units — 369 units more than Mercedes-Benz.
Last month, BMW also launched its cheapest model in India — the X1 crossover at a starting price of Rs 22 lakh. With rival Mercedes-Benz's product prices starting at a higher Rs 27.75 lakh (C-Class), BMW hopes that the X1 would help it retain pole position this year. The company, which entered India in 2007, currently assembles the X1, 3 and 5 series sedans at its Chennai plant.
Mercedes-Benz India sold 5,819 units in 2010, registering a higher growth over BMW in the year at 80 per cent. The largest volumes were garnered by the E-Class (2,490 units) and C-Class (2,070 units) sedans, while the SUV range of M-Class, GL-Class and R-Class sold 523 units in total. Mercedes-Benz assembles the C, E and S class sedans in India.
The third German competitor in the segment — Volkswagen group company Audi — came third on sales of 3,003 units in 2010. With sales rising 81 per cent in 2010, Audi India expects more than 50 per cent growth in 2011. The company is also expected to launch the new A6 and A8 L (extended wheelbase) sedans this year.
Luxury car market
“In the last two years, the growth has been phenomenal. With rising income levels, the age group of customers buying luxury cars has significantly come down to around 40-45 years from 50-55 years. It is important to now have a large portfolio and offer more cars at entry prices to build the brand and volumes,” said Mr Abdul Majeed, Auto Practice Leader, PwC.
The overall luxury car market grew around 60 per cent this year to more than 15,000 units. To further boost growth in the world's second fastest growing auto market, players such as Mercedes-Benz, BMW and Audi are now rapidly expanding their network to smaller cities, starting a financial services arm and expanding their used car business
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