BMW's Innovation Strategies

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Case Details:

Case Code : BSTR060
Case Length : 11 Pages
Period : 2002 - 2003
Organization : BMW
Pub Date : 2003
Teaching Note :Not Available
Countries : Germany
Industry : Automobiles and Automotive

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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The Results

By 2002, BMW had made innovation an integral part of its product development process. The company had significantly decreased the 'time-to-market' new products and linked its revenues to the introduction of leading-edge products.

In the early 2000s, BMW began to restructure its business. It focused on strengthening its position as the market leader in the premium segment of automobiles across the world. In line with this, it adopted a product offensive strategy which aimed at flooding the automobile market with new launches (i.e. a new product every three months). BMW increased its R&D expenditure by 53% to support this strategy. Some of the new cars launched as a part of this strategy were Mini One, Mini Cooper, new BMW 3 Series Compact, new BMW 7 Series and Z4 Roadster. By 2002, BMW had overtaken Mercedes and stood second in the premium segment of the US automobile market, next only to Lexus...

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Exhibits

Exhibit I: Annual Cycle Of BMW's Innovation Management Process
Exhibit II: Innovation Discipline At BMW

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