Définition de la nouvelle stratégie marketing événementielle et expérientielle de BMW Group Belux
Promotor(s) : Van Caillie, Didier
Date of defense : 6-Sep-2018 • Permalink :
|Title :||Définition de la nouvelle stratégie marketing événementielle et expérientielle de BMW Group Belux|
|Author :||Reuter, Cyrielle|
|Date of defense :||6-Sep-2018|
|Advisor(s) :||Van Caillie, Didier|
|Committee's member(s) :||Lisein, Olivier
|Number of pages :||139|
|Keywords :||[en] Action Plan|
[en] Automotive Industry
[en] Balanced Scorecard
[en] Business Model Canvas
[en] Project Management
|Discipline(s) :||Business & economic sciences > Marketing|
|Target public :||Student|
|Institution(s) :||Université de Liège, Liège, Belgique|
|Degree:||Master en sciences de gestion, à finalité spécialisée en Intrapreneurship and Management of Innovation Projects|
|Faculty:||Master thesis of the HEC-Ecole de gestion de l'Université de Liège|
[en] Nowadays, the automotive market is facing a disruption caused by four major challenges: changes in society and demand, emerging technologies, regulatory policies and new entrants. Those challenges have forced companies to change the way they are dealing with their customers and they choose to focus their strategies on customers and no longer on their products. According to this vision, in 2016, BMW Group AG has defined a new global and marketing strategy to be integrated by all its subsidiaries. Although, top management sets fairly restrictive guidelines, subsidiaries have a 15% margin of differentiation to adapt the parent company's strategy to their own market. The strategic project at hand here puts the focus on how the belgo-luxembourgish subsidiary can innovatively play on this degree of freedom in the definition of its own marketing strategy.
This thesis, thus aims to define a marketing strategy for the BMW Group Belux subsidiary. Actually, the vision taken through this paper is definitely more proactive than what was initially followed by the subsidiary. This is reflected through the definition of personas representing the different customer segments standing as those targeted by the STP marketing strategy applied to this specific case. Which ultimately allows to redesign the business model of the marketing department apart with an aim at bringing a specialized strategy for each persona through attributed channels. Accordingly, some switches have to be operated internally for a smooth-running of the project. Mostly, the marketing department is reorganized in services according to the different targeted segments instead of tool-oriented shattering. In order to remain fully objective regarding the solutions proposed through this paper, an evaluation plan based on the balanced scorecard theory is proposed. This thesis also highlights how a global company should adapt its marketing strategy toward a customer-oriented approach.
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