BMW 2007 Annual Report Download - page 195
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34
Access to technologies and customers. How does our cooperation
with development partners and suppliers look like? How can we make best
use of the initiative of independent dealers and fleet service providers and
still stay in close touch with our customers?
Future competitive advantages will result from collaborations and networks established within
the automotive industry as well as from distinguishing oneself from others in the industry
through brand-specific strengths – something the BMW Group has always done well. This is
how we have developed a number of innovations offering added value to our customers over
the course of the past few years.
The premium segment comes up with most innovations in the automotive industry: progress
for more environmental compatibility, technologies to improve active and passive safety,
solutions for more convenience and entertainment. Ideas that have given us the reputation to
be the innovation leader.
For a company such as the BMW Group, it is crucial to derive key technologies from the
strate-
gically important issues. The right balance between in-house production, supplier management
and collaborations gives us access to these technologies.
Future cooperations are also relevant to the sales organisation: in our industry, the dealers
and fleet service providers are the main points of contact with the customer. But it will be
important in the future to guarantee direct customer contact for the BMW Group when
cooperating with these partners. This is essential if we truly want to satisfy our customers’
demands over their vehicles’ entire life-cycle. And first and foremost, it helps us learn for the
future from customers’ present demands.
Despite increasingly fierce competition, strategic cooperations will define the automotive
industry and its environment. In this endeavour, we guarantee one thing: a BMW will always
be a BMW, a MINI always a MINI, and a Rolls-Royce always a Rolls-Royce.
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