Launching-the-BMW-Z3-Roadster-案例-宝马

9-597-002REV:JANUARY8,2002________________________________________________________________________________________________________________ProfessorsSusanFournierandRobertJ.Dolanpreparedthiscase.HBScasesaredevelopedsolelyasthebasisforclassdiscussion.Casesarenotintendedtoserveasendorsements,sourcesofprimarydata,orillustrationsofeffectiveorineffectivemanagement.Copyright©1997PresidentandFellowsofHarvardCollege.Toordercopiesorrequestpermissiontoreproducematerials,call1-800-545-7685,writeHarvardBusinessSchoolPublishing,Boston,MA02163,orgoto—electronic,mechanical,photocopying,recording,orotherwise—withoutthepermissionofHarvardBusinessSchool.SUSANFOURNIERROBERTJ.DOLANLaunchingtheBMWZ3RoadsterJanuary1996markedthebeginningofPhaseIIofBMWofNorthAmericaInc.’sZ3roadsterintroduction.PhaseIhadcenteredontheplacementofthenew$28,750two-seatconvertibleintheJamesBondhitmovie,GoldenEye,whichpremieredseveralmonthsearlier.Whilenotyetcriticallyevaluated,resultsofthe“out-of-the-box”pre-launchcampaignappearedverypositive:word-of-mouthconcerningtheZ3andtheJamesBondcross-promotionwerefavorable,andproductordersfarexceededBMW’sinitialexpectations.ThechallengenowwastodesignamarketingprogramthatwouldsustainproductexcitementuntildealerproductavailabilitybeginninginMarch.PhaseIIplanninghadtobeundertakenwithinthecontextofotherimportanteventsintheBMWproductfamily:(1)theAprillaunchoftheredesigned5-Series;and(2)thecompany’sroleas“officialinternationalautomotivesponsor”ofthe1996AtlantaSummerGames,whichwouldbegininearnestwiththeOlympicTorchRelay5-SerieseventinJune.WhiletheseotherelementsoftheBMWproductfamilyclearlyimpactedtheZ3,themarketingapproachandultimateresultsfortheZ3wouldinfluencethewholeBMWoperationintheUnitedStates.Dr.HelmutPanke,ChairmanandCEOofBMW(U.S.)HoldingCorp.since1993,notedthattheZ3wasdestinedtobe“thefirstBMWnotmadebymythicallittlecreaturesintheBavarianwoods.ThiscarwillbemadeinSpartanburg,SouthCarolina.SomepeoplethinkBMWmeansGerman-made.WiththeZ3,wemustshowwecanbesuccessfulasaglobalcompany,manufacturingatstrategiclocations—evenifnotinBavaria.AssemblingofcarsintheUnitedStatesrequiresBMWtoreplace‘MadeinGermany’asasymbolofqualitywith‘MadebyBMW’.”AsBrandweekputit,Pankewas“saddledwiththetaskofexportingBMW’smystiquefromtheBavarianhillstothefieldsofSouthCarolina.”IndustrycommentatorscharacterizedtheZ3as“thenewstandardbearerforalinethathadreliedonGermanengineeringasitspointofdifference,”andwonderedwhether“themystiqueoftheBMWbrand,socloselyinterwovenwithitsMunichparentage,couldsurviveandeventhriveafterasurgicaltransplanttoSouthCarolina.”PankeandhisteamwereawareoftheneweraBMWwasenteringandofthe“newandunique”challengesthispresented.MeetingtheuniquechallengeswastheprimeresponsibilityofVictorDoolan,PresidentofBMWNorthAmerica.ProjectleadershipfortheZ3launchintheUnitedStateswasthejobofJamesMcDowell,BMW’sMarketingVicePresident.Theobjectivesoftheroadsterlaunchweretwo-fold:(1)tousetheroadstertomotivateandstimulatethedealernetworktomeethigherstandardstoqualifyfortheroadster;and(2)tobuildanorderbanktoenablethenewSpartanburgplanttobuildtothespecificationsofBMWcustomers.TothispointintheZ3launch,BMWhadbeenquiteinnovativeinaddressingtheirmarketinggoals,usingforexampletheBondfilmplacementasacenterpieceofthemarketingplan.FortheexclusiveuseofC.ZHENGThisdocumentisauthorizedforuseonlybyChenZhenginMarketingManagement,fall2013bus252ataughtbyGraceZimmermanfromJuly2013toJanuary2014.597-002LaunchingtheBMWZ3Roadster2NowDoolanandMcDowellhadtoputtherestoftheprograminplacetomakesurethenew“MadeintheUSA”Z3wassuccessful,initsownrightandfortheBMWfranchiseasawhole.BackgroundBMWBusinessStrategyBMWwasaglobalcompanywithasignificantpositionintheluxury/performancesegmentoftheU.S.automotivemarket,havingreboundedconsiderablyfromsetbacksimposedbyLexus,Acura,andInfinitiinthemid-tolate-1980s(seeExhibit1).Thecompanyreversedthesalesdeclinebeginningin1992withaprogramthatincludedarepositioningofthebrandfrom“YuppieStatusSymbol”tothemorequality-oriented“UltimateDrivingMachine.”Atthesametime,BMWadjustedmodelpricesasnecessaryinlightofthenewcompetitivesituation,improvedthedealernetworktobringtheconsumerbuyingexperienceinlinewithevolvedexpectationsforservice,andmadesignificantimprovementstotheproductline.Allthewhile,thecompany’soverallbusinessstrategyremainedthesame:Toprovidetheworldmarketwithluxury/performancevehiclesthatwereeach“thebestinitsclass,withauniqueanddefinitivepositioninginthemarketplace.”Whilefocusedonbeing“thebest”ratherthanthe“biggest,”BMWwantedtopositionitselftoattainanannualunitsalesvolumenear100,000unitsintheUnitedStatesasthiswasamarkthatidentifiedmajorplayersintheglobalautomotivemarketplaceandpermittedoperationatanefficientscale.Franchiseexpansionintomoreyouthfultargetsseemedthemostpromisingwaytoaddincrementalsalestothebrand.Relatedrecommendationsincludedanupdatingofthecorporateimageandanewproductdevelopmentprogramcapableofsustain