Mercedes-Benz Case Study

its brand to more quality-oriented and had adjusted model prices in the view of new

The automotive component & Fabrication Plant, ACF, was the original plant site for Bridgeton Industries, a major supplier of components for the domestic automotive industry. All of the ACF’s production was sold to the Big-Three domestic automobile manufactures. Its main competitors were local suppliers and other Bridgeton plants. This company did very well but recently it became less effective when foreign competition and scarce, expensive gasoline caused domestic loss of market share. For boost its selling, it made four criteria, quality, customer service, technical capability, and competitive cost position to evaluate three classifications of products.

In this report, I am going to evaluate the influence of different stakeholders exert at Mercedes Benz. The stakeholders I will be discussing is the owner of the business, customers who buy cars as they provide good quality of service, employees who help the business to perform well and making profits and the Government who support Mercedes Benz because they have been running successfully throughout the years so they want to invest money to further develop the business. On the other hand, I will make the following points in my report is by commenting on the level of influence that each stakeholder exerts on Mercedes Benz. I will also be referring to evidence from different sources for the comments that I make. I will state the strengths and the weaknesses on the influence of different stakeholders. Also, I will make recommendations on how Mercedes Benz can do to overcome the weaknesses which can affect their performance. At the end I will write a conclusion by summarising what I wrote in the report, which stakeholders have the most influence and which stakeholders have the least influence in Mercedes Benz.

The luxury cars industry is one of the most prestigious mass-production industries in Germany. The country is recognised by many as the native land of the automobile; in fact in 1901 900 vehicles a year were already produced.

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.

Mercedes is a power that's always on demand ; a unique performance , excellence in rides , comfy design , economical fuel consumption & also safety

Automotive Builders, Inc. (ABI) is a company that consistently changed its production lines and strategic goals relative to the needs of the times, starting out producing diesel engine parts for tractors in the 1940’s, switching over to the production of parts for military vehicles during World War II, and then, after the war, settling into its current placement in both the automobile and tractor industry. Due to the downturn in the economy and stiff and superior competition in both quality and price rising up from the Japanese who had recently entered into the industry, ABI is trying to find productive and innovative ways to improve sales and guarantee placement as the number one company in its

The causes and consequences of BMW’s quality problems with newly launched products were plentiful and apparent all throughout the case study. For instance, BMW does not use pre-production tools during prototyping. This significantly lowers their opportunity to discover and fix quality problems earlier in the production process. Secondly, they let suppliers have a say in development after “cubing” has occurred. Unfortunately, if suppliers come across problems during the first production, they often don’t have enough time to fix it before new model introduction. Finally,

Over time, it’s how we will build GM into the world’s most valued automotive company.”

When the name Mercedes-Benz is mentioned, it needs no explanation to talk about a well company as it, but most people have no idea about this automobile legacy and its product’s line. In fact, Mercedes Benz is always associated with the world class brand of cars, buses, coaches and tracks known for their luxurious nature. Mercedes Benz is not a company in itself; Gottlieb Daimler and Wilhelm May Bach call its parent company Daimler AG, which was founded, in 1890.

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.

In reviewing this article it was observed that some employees were skeptical of the merger between Chrysler and Daimler-Benz. Daimler-Benz employees were proud of the elite image and were concerned about having that tarnished by another company. Chrysler employees voiced concerns about the addition of a foreign partner to one of America's auto manufacturers. Employees needed reassurance that this merger was going to be a success! In light of all the adversity both companies faced since announcing their plans to merge, how did they remain so steadfast in their commitment to pursuing this merger? What kept them believing this merger was a good deal that deserved a second look? To answer these questions I want to step back and discuss what I

BMW (U.S) Holding Corporation is a franchise of the high-end performance based global automotive company BMW. For the first time in its history, BMW is to launch its first American made car, the BMW Z3 Roadster. Having only made cars in Germany, this time the car is to be assembled in Spartanburg, South Carolina. BMW’s objective is to expand its market share in the U.S., make the brand name more global and improve its dealer network. With this in mind, the company developed a two phases launch plan for the BMW Z3 Roadster.

For example, the company's Mercedes-Benz cars segment holds a 5% share of the Western European market, 1.9% share of the US market, 1.4% of the Chinese market, and 0.9% in Japanese market. Similarly, Daimler Trucks hold 37.5% market share in Germany, 22.3% share of the Western European market, 25.2% share of the Brazilian Market, and 20.8% share of the Japanese market. Mercedes-Benz Vans holds 18% of the Western European market and 28.1% of the German market. Additionally, Daimler Buses has a market share of 27% in Western Europe, 50% market share in Germany, and 43.1% market share in Brazil. Strong brand recognition allows Daimler to charge premium prices than its competitors and thus register relatively higher margins. In addition, robust market share across different geographies gives Daimler a competitive advantage over its peers and helps it to maintain a niche in the market place. Extensive production and sales network Daimler has a diversified geographic presence with production facilities in 18 countries worldwide. Daimler operates a total of 66 production locations worldwide. The company owns 29 locations in Europe, 17 locations in the North American Free Trade Agreement (NAFTA) region, six locations in Latin America (excluding Mexico) region, three locations in Africa, and eight locations in Asia. The company is actively involved in manufacturing cars,

"The mission statement up to the year 2020 is clearly defined: the BMW Group is the world 's leading provider of premium products and premium services for individual mobility."