Competitive And Customer Analysis Of Daimler

Today’s society judges people on the type of car you drive. Society does not like to admit to this but it is very true. Manufactures know this happens and targets their markets by these thoughts. Anyone who drives a nice vehicle is thought to be wealthy. No one wants to be seen driving an unattractive piece of junk because of what other people will think of him or her. Consumers also just feel better when they are driving a nice or new car, if makes them feel better about themselves.

With a wide variety of vehicles and manufacturers due to low switching costs, the bargaining power of customers is very high in the automobile industry. Also foreign brands are selling vehicles in the Indian markets, adding to the bargaining power of customers in this industry. Thus the value created by the firm lies in adding differentiating features by innovating and increasing the customer’s willingness to pay while reducing the supplier’s opportunity cost.

These cars are very special and very much desired by all car enthusiast. The types of cars that car enthusiast are looking at/for are not the ones that can be bought for 15 grand. These cars don’t get the attention of car enthusiast. Most of the cars that you can buy for 15 grand are extremely common compared to “Eleanor” and “Dom’s car.” The cars that are harder to find have the best body type that car enthusiast are looking for. These specific body types showcases the best for the classic cars because these cars are the most

The BMW brand and its subsidiaries attempt to create value for the costumer by differentiating themselves from the rest of their competitors. All of them: BMW, Mini and Rolls Royce want to project an image of luxury and exclusiveness, thus creating enough customer value that they are capable of increasing the prices over the real market price; in other words their selling point is high quality in exchange of high prices. The only one that differs from the rest is the BMW Motorrad, their motorcycle company, as while it also counts itself in the “high quality – high price” market, the other vehicles BMW produces are targeted towards a successful and middle age people market, while their motorcycle campaign targets a younger customer segment by projecting an adventurous, energetic and free image. It is also arguable that the Mini segment tries to identify itself more as just being different or eccentric rather than to project a high social image in order to differentiate itself, but, then again, it is a “high quality – high price” product.

After twenty-six years in the car business, I can honestly say, “I’ve seen and heard it all.” As with most things, the car business changes constantly. Always inventing new ways of sell a car. However, one thing hasn’t changed. It

The industry for superior luxury cars is a highly exclusive one with a few automotive makers making their presence felt. The major market share is held by Porsche which is known to have formidable rivals like Benz and BMW. The SUV supercar segment is a highly evolving one where manufacturing style localities and units are the decisive forces that ultimately culminate towards the cost of the car.

Mercedes-Benz operates on the differentiation strategy. Luxury, prestige and technological innovations drive the company 's production from the high quality small cars and e-bikes of the smart brand, to the premium automobiles of the global corporation.

Competition is good for producers but better for consumers, more competition in the market means more: ideas, channels of distribution, market stability and competitive (lower) prices for consumers. Ultimately, healthy competition forces producers to offer better products and services at lower prices. Automobiles provide people with “…aspirational value in addition to a basic mode of transportation…” (Reinhardt, Yao & Egawa, 2006) consumers make purchasing “decision based on the styling, color, and concept of the cars in addition to functions and pricing” (Reinhardt, Yao & Egawa, 2006). So far, TMC has been trying to catch up with Honda and Nissan in the ‘innovative’ department. Let’s not forget the criticism the company previously faced for offering its customers “…proliferation of look-alike cars…and following rather than setting a trend” (Reinhardt, Yao & Egawa, 2006).Since, Mr.

They are well-positioned in some key markets. They’ve established a foothold in North America. They have a big presence and are a player in markets all over the world (except Asia). The cars are more reliable than ever before, yet still manage to be engaging and more fun than some of the competition and most owners are satisfied. Their new engines are renowned and studied and copied by other makers as they really do point a way into an ever more frugal future.

A Competitive Advantage is a peculiarity for an organization between it's competitors . It's achieved either by lowering prices or by greatening the value of the product or by offering luxury service and benefits to cope with high prices .

Being a world-class classic sedan car M5, it targets the middle or high income people as their customers. And these target customers will not usually pay seriously attention on the price. So the purchase decision made by this group of people will always depend on the product features, quality or even just image. These target customers and up-to-date technology make M5 stay a high price.

Although Mercedes Benz marketing strategy used to focus on safety, precision engineering of its cars and safety, they had to make sure that the Mercedes’ cars would suit the customers’ changing attitude. Now, they focus more on fun loving, energetic and approachable side of Mercedes Benz in their marketing. When its market expanded this caused an evolution in its marketing strategy. Mercedes Benz has found that they have to expand their market by including younger customers. Slicing prices to make the product more affordable was one of the marketing strategies also.

It has made its name in the global market and has given a good competition to other companies in automobile sector.

1) The buyer decision process of traditional Porsche customers relies on the motivations that determine these people to select this brand. Their purchasing decision process is based on the exclusivity of the brand that is connected with the car owner. In their opinion, by purchasing a Porsche, traditional customers purchase the exclusivity and luxury associated with the brand. These customers want to purchase a car that reflects their social status and their financial power. In addition to this, they are not interested in the utility of the car, but in the characteristics that differentiate it from utility cars. These traditional buyers are rather interested in their feeling while driving a Porsche in comparison with the size, price, or fuel economy of the car.

However, due to its unique targeting strategy, it has not win compatible brand recognition among the public. Although Audi enter much earlier than BMW and Benz in the luxury car market, its marketing strategy limited increase of public brand recognition even Audi has over 100 years’ history. Besides, although its styles are highly accepted by the targeting customers, there are a growing number of people who can afford luxury cars for family use in China. Lack of vitality is limit of its further market expansion. On the contrary, its major competitor in China, BMW, has launched a series of marketing strategies to promote its high-performance, manoeuvrability, as well as stylish design to attract young people (BMW, 2009) in order to expand its market share. Therefore, although Audi has achieved success in the targeting market, it may consider further development through diversification in product line and advertising campaign.