BMW: Brand and Reputation - Assignment Example

? BMW: Brand and Reputation Management HP [Pick the ANSWER BMW has been following corporate branding by using its own company’s for all of its products. This corporate branding has lead BMW to establish its brand image as all their brands are marketed with the branding of the company itself. In order to test the alignment of the three main aspects of a business, the VCI alignment model is used. The vision of BMW lays great emphasis on quality, design and performance as they have always communicated this in their different advertisements and short films, their tag lines usually focus on the performance and design of their machine. The image of BMW, on the other hand, is of a sporty and cool brand which has good quality and superior performing engines and machines which communicate class along with an extraordinary touch of elegance of its own. This shows that BMW’s vision, culture and image are all well aligned with each other. For a further analysis on the alignment of its vision, culture and image, we can consider Kolb’s learning cycle; this will help us to examine that towards which learning style is BMW inclined to. The Kolb’s learning styles highlights four types of learning styles, diverging, assimilating, converging and accommodating. All these learning styles are used by many different entrepreneurs and organizations. The Diverging learning style is prone to a learner who is an observer and likes to watch the actions of others rather than doing them himself. It can be an organization as well, which is imaginative and look at things from a different perspective to solve problems. A converging learner, on the other hand has a technical approach to problem solving and has no regard for personal feelings of the employees or the customer themselves, instead focuses on the technicalities only. Accommodating learner is only an organization which is inclined to take decisions from feelings rather than from the logical side and is more suitable to NGO organizations. Assimilating being another style encompasses a learner who always looks for logical and concise approach, to such an organization ideas and innovation is more important than people, just as in the case of BMW. The learning style of BMW is that of an Assimilator and thus, again the learning style of BMW is well suited with its culture, vision and brand image. The only gap to be seen in the alignment of the three core pillars of the organization, namely vision, culture and image, is that since BMW now is trying to shift consumers attention towards their humanitarian side, which means that they will also have to change their vision and culture in order to change their image, otherwise it might give rise to a misalignment of these three components and in return leave people confused about its actual value. The learning style along with this will have to be changed as well in order to incorporate the new image change into the organization. This potential gap might become evident if proper change steps are not taken to properly align the culture and vision with the new image change. ANSWER 2 Dynamism, aesthetics, exclusivity and innovation are the four main values of identity and brand positioning of BMW, all these four values communicate the main image of the organization to its consumers and other stake holders. In order to achieve the market, the main aim of every organization is to create values which are unique, distinctive and authentic to the understanding of these consumers and other stake holders. The values promoted by BMW are authentic as the machines they make includes the features stated in their values, their cars are no doubt dynamic, are not less than an art work in terms of design, are exclusive to the high class and have innovative performance and technicalities. However, these values are not distinctive and unique in the minds of the stakeholders and the customers, as they think that BMW lacks the humanitarian aspect of a corporation and is only meant for the youth as it is perceived as cool. Therefore, realizing this they are taking steps to change their brand perception in the minds of people, they have to also undergo a change process of not only their image but also a change in their culture and vision. This is more explained by the humanistic behavioral approach, in which companies change their focus from only their products to their employees and also towards corporate social responsibility. BMW is also trying to also incorporate the humanistic approach into their organization and want to be perceived as one as well, but only advertising will not do them any good, they should change their approach internally and embed it into their organizational culture. Change is not an easy task for any firm or organization as there are always various risks and uncertainties involved in the whole process. Kotler’s eight step change model represents that for change to be effective and permanent an organization has to set up an eight step process very importantly and cautiously. This eight step process is very essential for BMW to follow as it will aid them through their change and also pave way for successful makeover of the organization towards a more humanistic approach. Until and unless the decision to change is taken forward as an urgency in BMW, there will always be resistance to change, therefore, it is important for BMW to create an urgency and help their employees understand the need to change their approach. Once the urgency is created BMW needs to establish teams and work groups which will take the change forward and implement necessary different policies, goals and strategies in the organization. It is also very imperative for BMW to be able to sustain the implemented change as sustenance is the key to making BMW rise in front of its consumers and in return increase customer loyalty, customer perception and image of BMW and its machines. S realized, BMW will have to create a prolonged change effort which will lead them towards the image they want to create in the market and to take the brand forward. REFERENCES Henry .J & Marchuz .D, Managing change, 2007. Marshak. J,Contemporary challenges to the philosophy and practice of organizational development, 2005. MJ Hatch & M Schultz, Taking Brand Initiative: How Companies Can Align Their Strategy, Culture and Identity Through Corporate Branding , 2008. Peter couts, Kotler’s eight steps to change, 1999.  Phillips, J. R, Enhancing the Effectiveness of Organizational Change Management, 1983. Read More