Co-creation platforms as a new instrument to permanently innovate with end consumers are introduced in this presentation, shedding light on the potential benefits of such platforms for both consumers and companies. How the platform facilitates the management of different user groups throughout the innovation process and fosters ongoing relationships with consumers is discussed. This presentation sheds light on a continuous, central platform specifically tailored to co-creation with end consumers, adding a new perspective to existing work focusing on permanent open innovation initiatives such as the 'Connect + Develop' Program.
This paper will demonstrate how a comprehensive system of different market research study approaches can be used to gain in-depth insights into the complex phenomenon of a premium automotive brand. The complexity of brand research in the automotive market requires various research approaches. Within the brand intelligence framework these different approaches are integrated into what is essential to support identity-driven brand management: a holistic understanding of the brand and of the instruments to steer it.
BMW wanted to assess the opportunity to develop a new vehicle, designed to fill a gap within a segment of the car market. The hypothesis was that there was a need for a car which combined the more 'practical' aspects of some of the current cars in the market place with 'emotional' elements relating to style and performance which were normally associated with other cars. BMW wanted, therefore, to undertake market research across the main European countries in order to assess the extent to which there was a potential for a car which combined: 'rational'/practical aspects; emotional/styling needs; and the ability to satisfy the requirements of the premium end of the targeted segment.
This paper describes the current situation within the German premium automotive market. It focuses on the contribution of strategic image research to successful brand management. In this context, the paper will reveal how success factors are identified and which are relevant for the premium market. The results are based on an up-to-date research study.
BMW (GB) Limited has been conducting Customer Satisfaction studies among new car buyers in Great Britain for about eight years. The prime objective of these studies has been to assess the strengths and weaknesses of both the product and the service provided by BMW dealers through the eyes of their customers. Whilst drawing on the buyer survey for contextual infonnation the main focus of this paper is on a Dealership Study. BMW (GB) Ltd has a network of 155 dealers throughout Great Britain, owned by a total of 114 individuals or organisations. The dealerships are almost all independent of BMW (GB) Ltd, with whom they have a contract to sell BMW cars and parts, offer servicing and repairs, including work carried out under warranty. Customer satisfaction at the Dealer level is perceived by the company as a fundamental requirement of business success. The self imposed commitment is that customer satisfaction must extend through the total ownership er-tperience for all branded products and services. The elements of the partnership between manufacturer and dealer are clearly different from those between dealer and end user but, equally important. The independent nature of the relationship, if the dealers are to retain confidence in the competence of the GB management, serves to intensify the importance of the study in measuring company progress, identifying trends and correcting elements of the relationship that are going wrong. Over the past five years, therefore, BMW has applied Customer Satisfaction research to itself. The study is designed to back-up company thinking and provide the hard numbers helpful for proactive management. Our paper will describe (briefly) how we conduct a census of dealers, some of the more important findings, how the data has been used to implement change and the affect of that action on Dealer Satisfaction levels.
From today's standpoint BMW is an export-oriented company. As of January 1st, 1993 however, two thirds of our output will no longer be exported but sold in the single European market, BMW is prepared for this development: its distribution network is already today represented by subsidiaries in the most important car markets of Europe. These subsidiaries function as profit centers which bear their own profit responsibilities. Yet they have to be in line with the strategic framework which is determined by headquaters. As a consequence of this organisational structure the job of the central market research department is twofold. On the one hand they have to provide comparable information on an international basis for the strategic planning at headquaters. On the other hand they have to meet the requirements of the subsidiaries which need country- specific information. By means of an example it is shown how market research can do justice to these different needs. A report on a positioning study is given which was carried out internationally. The study provides a basic approach for global brand management as well as guidelines for local marketing. One part of the paper focusses on the discussion of problems which arise when international studies have to be designed, carried out and interpreted. In this chapter the following points are discussed in detail: the integration of the different interests of both headquarters and subsidiaries when designing the study, the development of survey and analysis instruments as well as difficulties which arise when defining the sample and interpreting the findings. The second part of the paper relates to some research findings which show that the relevant target groups in the specific countries have several points of reference in common as well as differing in typical national peculiarities. This provides a basic approach for global strategies and local marketing.