6505410 LUO Tianyi International Business Strategy II

8/14/2019 6505410 LUO Tianyi International Business Strategy II

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INTERNATIONAL BUSINESS STRATEGY ANALYSIS: BMW V.S. MERCEDES-BENZ 1

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Executive summary:

Trade liberalization creates growing opportunities for companies to enter foreign

markets. Different motivations, means and mentalities consist of the origin and

process of international expansion. Meanwhile, increasingly fierce competition pushes

many multinational enterprises to pursue efficiency, flexibility and learning capability

simultaneously through competitive sources of economies of scale, economies of

scope and national differences. Hence, this tendency has an enormous impact on the

selection of business strategies by multinational enterprises (MNEs). Both in the

transition to the transnational mentality, BMW and Mercedes-Benz attempt to gain

the leading position in the automobile industry through optimization of three

objectives. Therefore, this report will compare these two companies international

business strategies in their major markets in line with the transformation of three

goals priority, followed by the introduction of their evolving social responsibilities.

The benchmarking company will also be used to evaluate BMW and

Mercedes-Benzs strategic performancein the individual work.


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2 INTERNATIONAL BUSINESS STRATEGY ANALYSIS: BMW V.S. MERCEDES-BENZ

CONTENTS

Executive summary ------------------------------------------------------------------------1

1. Introduction ------------------------------------------------------------------------32. Goal Priority Transformation -----------------------------------------------------4

2.1. Efficiency ------------------------------------------------------------------------4

2.1.1. Centralized hub organizational structure -----------------------------------42.1.2. Globally coordinated management ------------------------------------------5

2.2. Flexibility ---------------------------------------------------------------------6

2.2.1. Localized management -----------------------------------------------------62.2.2. Cross-border collaboration ----------------------------------------------7

2.3. Learning and innovation -------------------------------------------------------------8

2.3.1. Learning ------------------------------------------------------------------------82.3.2. Innovation -----------------------------------------------------------------------9

3. Evolving global role ----------------------------------------------------------------104. Individual part -------------------------------------------------------------------------11

4.1.1 Efficiency: Toyota --------------------------------------------------------------11

4.1.2 Flexibility: Nestl ---------------------------------------------------------------12

4.1.3 Innovation and Learning: Haier ---------------------------------------------13

5. Conclusion -------------------------------------------------------------------------------15

Appendix --------------------------------------------------------------------------------------17

References ------------------------------------------------------------------------------------19


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1. Introduction

In the competitive landscape of automotive industry, BMW and Mercedes-Benz are

two recognized giants with different motivations, means and mentalities for

international expanding. Although most MNEs have general purposes of building

economies of scale, seeking markets, accessing cheap endowments, broadening global

insight, and developing learning capabilities (Hill, 2012), there is still slight difference.

Mercedes-Benz considers going further in efficiency bringing them some advantages

like low cost while BMW relatively emphasizes flexibility with local oriented.

The table below lists some basic comparative data of two companies.

However, to develop worldwide advantages, a successful company is supposed to

simultaneously pursue three strategic objectives including global-scale efficiency,

multinational flexibility and learning ability from international dynamic (Bartlett and

Beamish, 2011). Being traditional industry leaders, Mercedes-Benz and BMW have

been igniting their motors to set off on the road of transition to transnationality.


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Therefore, this essay will compare Mercedes-Benz and BMW mainly based on these

three goals from perspectives of organizational structure, human resource

management, cross-border collaboration, and technology sharing and innovation.

Corporate social responsibility of two companies is also included.

2. Goal Priority Transformation

2.1. Efficiency

2.1.1. Structural Integration

Both Mercedes-Benz and BMW are now in post-globalization stage, evolving from

centralized hub model to integrated network model. Mercedes-Benz applies the global

strategy, requiring high integration and low localization. While the main country of

manufacture is Germany, Mercedes-Benz Cars has overall 17 production sites, such as

the United States, China and South Africa (Daimler, 2013). The global strategy

guarantees high quality and standards for Mercedes-Benz, and Mercedes-Benz in turn

enjoys success because of the well-known quality and reliability of cars (Ireland et al.,

2008). Moreover, its company-wide specific production system and standard R&D

system jointly promote the achievement of global strategy. Corresponding to it,

Mercedes-Benz adapted a centralized hub organization model in which most key

assets and resource were centralized in headquarter, and so does decision making

process. National units were only regarded as delivery pipelines to global markets

(Bartlett and Beamish, 2011). Recently, Mercedes-Benz is trying to develop its

organization structure into more transnational-oriented. Headquarters are still

centralized, but top managerial staffs have been reduced from 500 to 300 to delegate

power to subsidiaries. Consequently, business units become more self-responsible

profit centers. Additionally, Mercedes-Benz goes further into integrated network


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model as procurement of materials develops into globally coordinated for each group

of materials (Morgan et al., 2003). In terms of BMW Group, it operates 24 production

and assembly facilities in 14 countries and has a global sales network in more than

140 countries, which aims to pursue global synergy and efficiency (ITS America,

2011). BMWs key knowledge was generally retained in center and strategies were

not quite distinct among subsidiaries (Bartlett and Beamish, 2011). Although, recent

decades, BMW is trying to be more flexible in some regions, such as China, by

delegating some responsibility, it is still a challenge for BMW to ensure both

efficiency and flexibility. To solve this problem, BMW is switching to integrated

network model to achieve more coordination. It establishes worldwide network of

production and development, ensuring that know-how can be consistently throughout

all plants. Subsidiaries now have increasing autonomy to adjust strategies and design

products based on local market conditions. Thus this integrated network allows BMW

to react quickly and flexibly to the changeable demands of customers (US Auto Parts

Network, Inc., 2007). Therefore, BMW seems go further on the way to transnational

MNEs than Mercedes-Benz.

2.1.2. Globally coordinated management

Generally, BMW and Mercedes-Benz use similar HR strategies, which retain the core

functions in headquarters and distribute some autonomy to subsidiaries. Since the

top-level managers have responsibilities to connect and harmonize global activities to

exploit potential benefits (Bartlett and Beamish, 2011), Mercedes-Benz spends

abundant time and money rationalizing HR structure, and obtains general control in

subsidiaries especially in China to achieve efficient management. For its HR structure,

the total control is made by the Daimler board of management (Daimler AG, 2011),

and the corporate HR department formulates and decides overall strategy and

guidelines to subsidiaries. The divisional HR departments usually have limited

autonomy to deal with the divisional and local activities. This clear and rational HR


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structure represents a relatively strict hierarchy and provides a theoretic evidence for

each level to check their responsibilities. In the Chinese market, Mercedes-Benzs

sales are decreasing in recent years, hence it changed the management structure to

obtain closer control for headquarter. Daimler board of supervisors assigned Troska to

become a member of board of directors in the Chinese subsidiary in 2012 (Daimler,

2012). It was the first seat for Daimler board of supervisors, which helped them to

convey and adjust the strategy implementations and business operation in China. With

regard to BMW, though it also implements a global approach to executing general

management and innovating teleworking technology to realize and convey technical

guidance, specialist surveillance and the common corporate culture in subsidiaries

(BMW Group, 2012), its conduct tends to be more elastic as explained in the next

section.

2.2. Flexibility

2.2.1. Localized management

The dynamic environment requires diversified HR strategies especially in the regional

level (Bartlett and Beamish, 2011). BMW applies different HR strategies across

different markets based on diversified market conditions. For example, German

subsidiaries use the ethnocentric HR strategy representing a significant level of

interdependence with headquarter (BMW Group, 2012) while in other markets

beyond the European areas, BMW pays more attention to maximize the localization

degree in subsidiaries. In China, distinct national culture urge BMW to reshuffle the

structure of management to get better understanding of consumer needs and

consolidate competitive position in local market. Thereforein Chinese subsidiary, the

talent localization strategy is applied by Stark-the CEO of Great China (Tong, 2011).

He requires all foreign national managers to speak Chinese and most key positions to

be occupied by the local talents. This deeper localization nurtures a harmonious


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relationship between Chinese and foreign employees, and creates better conditions for

subsidiary to grasp the market trend. This strategy is later imitated by Mercedes-Benz,

although the main strategy for Mercedes-Benz remains to maintain efficiency through

centralization. For instance, some key positions in Beijing Mercedes-Benz Sale and

Service co. are occupied by China now. However, the domestic top manager

proportion is still low compared to the German colleagues or people who have affinity

to Germany by 2000(Morgan et al., 2001), indicating a long way for Mercedes-Benz

to catch up with BMW in this aspect.

2.2.2. Cross-border collaboration

Although emerging countries attract foreign companies to stimulate local economy,

some of them still preclude foreign ownership to protect local industrial benefits.

Concerning about government policy, many foreign companies choose strategic

alliance as an alternative to enter these markets, including Mercedes-Benz and BMW.

These two companies also want to win the global competition in this way (Bartlett

and Beamish, 2011). In 2003, BMW cooperated with Brilliance Auto to found BMW

Brilliance Automotive Ltd (CBA) in China, which primarily supplied the local market

(BMW Brilliance Automotive Ltd, 2013). Considering the enlargement of mid-class

segments, CBA produces 3 series to cater to their demands. As a first mover, CBA has

established an outstanding brand name with relatively low price but high quality in

Chinese market. To compete with BMW and grab market share, in 2012,

Mercedes-Benz and Beijing Automotive Industry Corporation (BAIC) established a

50:50 joint venture-Beijing Mercedes-Benz Sales Service Co., and the joint venture

decided to establish plants to produce GLK series locally (Zhang, 2012).

Mercedes-Benz also deliberates culture differences. Comparing with westerners, most

local people prefer cars with larger size and luxurious automotive trim, which drives

Mercedes-Benz to generate S300L-class exclusively for Chinese market (Choose

Auto, 2012).


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2.3. Learning and innovation

2.3.1. Learning

During the 1990s, both BMW and Mercedes-Benz have shifted from the

center-for-global innovation model to the integration of locally leveraged and globally

linked innovation models based on worldwide differentiated production networks.

BMW initiated Greenfield production site in Spartanburg, US, which focuses on an

innovative hybrid production model by merging German product, quality and

technical standards with organization mechanism of Honda transplant and US

task-oriented management style (Pries, 2003). The goal of BMW is to use subsidiaries

for experimentation to test and expand its new organizational forms and production

methods. Consequently, completely new cars such as Z3 and X5 were made in

Spartanburg plants and spread out worldwide (Morgan et al., 2001). Furthermore,

BMWs globally linked innovation model emphasizes on managing businesses

corporately by pooling the resources and capabilities of different entities (Bartlett and

Beamish, 2011). For instance, important assembly components such as engine are

supplied directly by BMWs German plant, while other parts like exhaust system

majorly come from South Africa plants. It allows the intelligence developed in one

area to be shared by the whole group and eventually flow the finished products

internationally.

The Tuscaloosa plant of Mercedes-Benz was opened in 1994 with full responsibility

for producing the M-class SUV (Renschler, 1995). Comparing with BMW,

Tuscaloosa project relies on a mixture of German product technology and engineering

capacity, Toyota-style lean production system and US high weight on economies of

scale. It was based more on the application of Japanese production principle and less


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on experimental learning than BMW due to different corporate business strategy. Also,

referring to globally linked innovation, outsourcing has been dramatically increased in

Tuscaloosa where more than 70% of model components come from foreign suppliers

as a result of Mercedes-Benzs union-free site in the US (Morgan et al., 2001). Its key

locally leveraged innovation model encourages experience gained from the

Tuscaloosa to be summarized and extensively documented by the plant management

to be transferred to the whole consortium. Being a challenge to traditional

Mercedes-Benz operation principles, a proposal has been presented by Springer (1999)

if the Tuscaloosa plant could prove it was possible to combine a flexible production

style with a high standardization in the work processes, a type of backward learning

from the periphery to the center could be achieved.

2.3.2. Innovation

Convincingly, a one-size-fit-all approach to capture the benefits of innovation will

cease efficiency in large MNEs. The most effective way to exploit the innovation

depends on the complexity of the technology itself and the understanding of focal

market and customer preferences (Bartlett and Beamish, 2011). In practice, BMW

pays more attention on market knowledge based on its consumer-centric approach

while Mercedes-Benz moves information to where the technology is (Santos et al.,

2005). The slogan BMW---Sheer driving pleasure delivers a message of

concentrating on customers fun-oriented cars like Mini Cooper (Giebier, 2004).

BMWs customer innovation lab provides a structured multi-media environment for

participants to share their ideas about future innovative telematics, online services and

driver assistance systems (BMW Group, 2003). In contrast to BMW, Mercedes-Benz

is a pioneer using advanced technology in realizing efficiency improving objective. It

supports green fleet management with blue efficiency, which places emphasis on

sustainability and low emissions. The approach of optimizing vehicles with the

up-to-date combustion engine technology has already been implemented successfully


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INTERNATIONAL BUSINESS STRATEGY ANALYSIS: BMW V.S. MERCEDES-BENZ

in the S400 HYBRID and later the E200 CGI and E260 CGI. Moreover,

Mercedes-Benz cooperated with its joint venture Beijing-Benz to expand a green

luxury lineup in China, including the E-class Cabriolet and the C-Class Estate withpurpose of contributing to a clean transportation mode (China Daily, 2010).

3. Evolving Global Role

There are four typical postures when MNEs responses to their responsibilities in

developing world: exploitive, transactional, responsive and transformative.

As BMW and Mercedes-Benz both established their first joint ventures in China in 21

century, the social environment forces two companies to seek a sustainable way of

doing business instead of exploiting cheap production factors to maximize profit

(Bartlett and Beamish, 2011), so two MNEs directly step to the latter two models in

China. BMW uses its own financial resources to response to the problems in Chinese

society making it a transformative MNE. For example, BMW devotes itself to socialcontribution program as providing funds and materials to the panic stations in China

like disaster-affected regions, and encouraging its employees to return to the

community (BMW China, 2013). Moreover, BMW has made significant investments

in developing advanced environment-friendly technology such as intelligent

lightweight construction and BMW Hydrogen 7 to diminish oil consumption and

greenhouse gas emissions. In contrast, Mercedes-Benz is more likely a responsive

MNE. The corporate focuses on satisfying Chinese customers needs by offering

diversified products and international standard services. For instance, Mercedes-Benz

designed Chinese-style cars like E300L by lengthening its wheelbase to cater to the

preference of large vehicles (Choose Auto, 2012). Additionally, it gone further to be a

responsible corporate citizen as it developed safety systems to ensure security for both

drivers and pedestrians, and cooperated with the Road Traffic Safety Association of

China to educate the public of traffic rules. Recently, Mercedes-Benz is also shifting


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towards a transformative MNE by denoting funds to protect Chinese nature like

effluent treatment and cultural heritage research and restoration (Mercedes-Benz

China, 2013).

4. Individual part

In this part, three benchmarks will be introduced in terms of three goals respectively,

and be compared with Mercedes-Benz and BMW to assess their effectiveness of

strategies.

4.1.1. Efficiency: Toyota

Mercedes-Benz and BMW both think highly of efficiency as global companies.

However, they are not the best players of this strategy in automobile industry, but

Toyota is. Toyota, the Japanese automaker, ranked the first in unit production globally,

and its profit margin was 8.3 times higher than industry average in 2003(OICA, 2011).

Its success should mainly attribute to Toyota Production System (TPS) which is

primarily concerned with making profits, and satisfying the customer with the highest

quality at the lowest cost in the shortest lead-time, while developing the talents of its

workforce through strict improvement routines and problem solving disciplines.

Generally, TPS has twin production principles of Just in Time and Jidoka, as well as

the notion of Kaizen, continuous improvement to gain competitiveness in the global

market. Lean manufacture is the production control technique for eliminating the

waste from manufacturing, which is derived mostly from the TPS (Asprova, 2008). It

is estimated that, after applying lean manufacturing, overhead-operating costs could

reduce 30%, and sales would double as well as profits would increase 4 times

(Process Quality Associates, 2006). As mentioned above, Mercedes-Benz has already

applied it and implemented well. Its lean production would create $300 million in cost


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savings, which is more efficient than before (Automotive Intelligence, 2000).

However, TPS or lean manufacturing is based on economies of scale, which would be

difficult to implement customer order flexibility. Thus, BMW did not choose TPS orlean manufacturing, for they believe the future belongs to flexibility (WDS Group,

2011). Comparing their profit margin to some extent could be a way to assess their

comparative efficiency. In 2010, Toyota owned 15.72% gross profit margin (Trinity

University, 2011), while BMW had only 8.1% operating profit margin and

Mercedes-Benz arrived 9.5% (Corrigan, 2010). In other words, Mercedes-Benz may

be 80% as good as Toyota while BMW has lagged behind.

4.1.2. Flexibility: Nestl

Since Mercedes-Benz and BMW are trying to be more transnational, it is more

essential for both to respond quickly to the increasingly sophisticated customer needs.

However, many global companies may have the concern that flexibility will offset the

advantage of efficiency. Nestl, a multinational food company, is trying to eliminate

the drawbacks of localization strategy, which could be the benchmark for

Mercedes-Benz and BMW in flexibility. The key to Nestls success is local

responsiveness. In addition to customize products, Nestle also focusing on improving

well-being in local society, foe example, enhancing the transportation system in

Nigeria. Importantly, It knows how to tailor products to local niches while leveraging

its size, which called "glocal" approach for combining global and local (Kowitt,

2010). Additionally, Nestl applies the matrix structure to integrate the activities

under product groups and country-bases, rather than simple global-area structure they

used before. Regional managers still have the authority to make business level

decisions to some degree, but they should discuss with product-group executives on a

global basis as well (Jones & Hill, 2009). AlsoNestl has two organizations GLOBE

and GNBS to help the company leverage scale of operations to enable complexities in

products and geographies across the globe (Nestle, 2006). Furthermore, Nestl notices


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the increasing convergence of tastes and national regulations in many regions, and has

developed coordinating mechanisms between its subsidiaries for some product groups

based on regions. Therefore, it keeps valuing local responsiveness, while adaptingwhere appropriate to the needs of globalization forces (Segal-Horn &Faulkner

1999). Compared to Nestle, BMW is weak in leverage its flexibility with efficiency,

and ignores necessity in generating local support. In contrast, Mercedes-Benz may be

only 30% good as Nestl, for it contributes little efforts in pursuing this goal.

4.1.3. Innovation and Learning: Haier

As explained above, Mercedes-Benz and BMW both highly value the importance of

learning and innovation in the way of pursuing sustainable competitive advantage. In

a range of MNEs, innovative managerial strategies have been put in priority, such as

Haier, a Chinese multinational company with the largest market share in white goods

industry over the world (Li & Chang, 2004). Haier has currently obtained 6,189

patented technology certificates (819 for inventions) and 589 software intellectual

property rights (CCCME, 2010). Zhang Ruimin, the CEO of Haier, emphasizes that

the continuous innovation and learning is the success formula. With the motto Every

one is an innovator, everyone in Haier, from top managers to ordinary employees,

should be innovative-minded (Liang, Zheng& Cu, 2006). A shining paradigm is the

way Haier entered the US market. To enter into international market, Haier preferred

to make new cakes with marketing innovation, rather than grabbing cakes with

those giant enterprises (Liang et al., 2006). At the initial stage, Haier was unknown to

fame with a limited sales volume in the USA. Nevertheless, after market analysis,

they found most users of compact refrigerators were students who lived in dormitories

and small apartments. Because of their limited living area, Haier designed a new

smaller compact refrigerator with two wooden flaps on the sides that can be a

computer table if folded out. The innovative and practical design was so popular

among the Internet Generation that helped Haier improve their visibility with a 45


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percent market share of compact refrigerators (Wu, 2003). Likewise, BMW

emphasize the marketing innovation in China like the slogan BMW---Sheer driving

pleasure, which is more cost saving than technology innovation with probably morereturn. Regarding to learning, Haier established Haier University in 1999 for

employees from all subsidiaries to share and learn knowledge. Outstanding

management and practical failures would be researched as cases in university. In this

way, the learning capacity would emerge throughout the whole organization as the

figure shows (Covin and Slevin, 2002).

Similarly, BMW had such institution in Tuscaloosa. As giant companies in automobile,

Mercedes-Benz and BMW do well in innovation and learning, and both of them could

be marked as 85%, compared to Haier. However, the innovative corporate culture in

Haier is what these two companies lack, but important to develop sustainable

innovation.

Summary of Benchmark comparison


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5. Conclusion

Overall, this essay expounds Mercedes-Benz and BMW by classifying their strategies

into three goals: efficiency, flexibility, and innovation and learning. They are both

trying to develop into transnational model, and the goals of strategies will be changing

along their development. Generally, BMW is becoming more flexible whileMercedes-Benz still insists efficiency as primary. In addition, benchmarks are

provided for further comparison and suggestion.


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Appendix

The exclusive car specially designed for the Chinese market: Benz E300L

Mercedes-Benz E300L is an exclusive car designed for the Chinese market. Its longer

wheelbase is designed to meet the needs of domestic users, and its local

manufacturing price will be more competitive than the imported version.

The tail logo on Mercedes-Benz E300L is the proof of new style. After the breakup

of the partnership between Daimler and Chrysler, the logo on the tail of new

generation of E-Class model changed from "Beijing Benz DaimlerChrysler" to

"Beijing Benz". And E300L logo clearly shows that the new car is a lengthened model.

Other parts of the car body are very close to the imported model.

On March 23th 2012, Beijing Benz launched Mercedes-Benz E-Class 2012 model and

changed original 6 models to 5 models, turning MSRP down. According to different

model configuration and displacement, the Price of Mercedes-Benz E-Class 2012

model is range from the original RMB 465,000 to RMB 710,000 adjusted to RMB


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438,000 to 749,000. The MSRP of the E200L and E260L models dropped biggest

with RMB 42,000.

Mercedes-Benz E-Class 2012 model adopted a whole system with a 7-speed, which is

no difference to those plan to purchase E300L model but good to those want to buy

E200L and E260L. the 7 speed automated manual transmission with more gear will

not only shift the ride better, lower fuel consumption but also improve the

acceleration of the vehicle. As for the 4 cm longer rear seat, it is useful for those often

drive long distances and like to sit on back.

Dark gray interior with brown seat shows a feeling of luxury and young. The center of

console is the large size GPS navigation screen, which makes the car look respectable.

The middle part is the audio control buttons and the bottom part is the air conditioning

control button.

The back seat of the car is as long as SUV, which is a forceful response of Benz to the

Audi and BMWs extended war. The man as tall as 1.8 meters sitting in the back

could easily cross legs and enjoy space on the head. The advantage of 5 meter

wheelbase is obvious.

Mercedes-Benz E-Class 2012 model upgrade a lot of details, such as system-wide

new SD card slot and USB interface, the dashboard screen from original monochrome

screen display changes to the color stereoscopic display, the roof glasses box and rear

windows black glass, etc.. In short, in terms of convenience, it is significantly

improved.

As the main model of Mercedes-Benz, Mercedes-Benz E300L performs as luxury car


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either for vehicle quality or for driving experience. Mercedes-Benz E-Class is popular

for its luxurious feel, comfortable space and higher equipment.

Source from Chinese website:

http://auto.163.com/07/0727/15/3KDTOPSR000816HJ.html

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