Caso práctico de marketing estratégico y operativo : Ducati

El proyecto fin de carrera titulado “Caso práctico de marketing estratégico y operativo: Ducati” consiste en el análisis estratégico del sector de las motocicletas y de la citada empresa situada en el sector, además de la elaboración de un guión de trabajo para que el alumno pueda demostrar la asimilación de la información proporcionada con anterioridad. El presente proyecto fin de carrera ha sido realizado con una intención didáctica, ya que pretende mostrar elementos básicos del marketing estratégico fácilmente entendibles para los lectores que tengan unos conocimientos previos de la materia. Se ha seguido una metodología de trabajo tal que divide el proyecto en dos partes claramente diferenciadas. En primer lugar se presenta un estudio de la empresa italiana Ducati, dedicada a la fabricación de motocicletas. Para ello se realiza un análisis externo del sector en el que está inmersa así como todos aquellos factores del entorno que le afectan de manera directa o indirecta. También se analiza la competencia de la compañía y sus características en el mercado. Tras esto se lleva a cabo un análisis interno de la empresa, en el que se hace referencia a su dilatada experiencia y tradición en el mundo de la competición, su cartera de productos y las estrategias que lleva a cabo. Por otro lado, la segunda parte del proyecto (“Guión de trabajo”) consiste en una serie de cuestiones sobre el tema explicado anteriormente, que pretenden presentar al lector una metodología eficaz de análisis estratégico para el estudio de nuevos casos en el futuro. Además de la información presente en el caso de estudio elaborado, son necesarios conocimientos adquiridos previamente en clase para poder abordar las cuestiones presentes en el guión de trabajo. Para que el lector saque el mayor partido a la presente documentación, el guión de trabajo se ofrece resuelto. Algunas de las cuestiones planteadas admiten discusión, ya que no tienen una respuesta única, sino que permiten abrir un debate entre los alumnos a fin de que cada uno saque sus propias conclusiones. En definitiva, el objetivo que se pretende alcanzar con el presente Proyecto Fin de Carrera es que el lector aumente sus conocimientos sobre una de las empresas líderes a nivel europeo y mundial en la fabricación de motocicletas, además de haber aplicado al mundo real los conceptos teóricos estudiados en clase y haber comprendido los conceptos clave del marketing estratégico

Take them for a ride: an online relationship management plan for MotoGP

MotoGP - the premier form of on-track motorcycle racing - attracts millions of fans worldwide but remains a niche product in the competitive American sports market. This project highlights the connections between public relations, marketing, and interactive technologies, building on the diffusion of Internet and social network sites to increase the sport's popularity among the U.S. public. The project begins by giving an overview of MotoGP's structure and operations. Then, literature on relationship management in PR and Marketing, interactivity, and social network sites is reviewed to set the foundations for a promotional campaign. Finally, the project offers strategic communication solutions for MotoGP to grow and foster mutually beneficial relationships with its fan base in the United States

The Gendered Motorcycle: Representations in Society, Media and Popular Culture

What happens to gender at 120mph? Are Harley-Davidsons more masculine than Yamahas? The Gendered Motorcycle answers such questions through a critical examination of motorcycles in film, advertising and television. Whilst bikers and biker cultures have been explored previously, the motorcycle itself has remained largely under-theorised, especially in relation to gender. Esperanza Miyake reveals how representations of motorcycles can produce different gendered bodies, identities, spaces and practices. This interdisciplinary book offers new and critical ways to think about gender and motorcycles, and will interest scholars and students of gender, technology and visual cultures, as well as motorcycle industry practitioners and motorcycle enthusiasts

The valuation of Tesla and BMW in a disrupted industry : a comparative analysis

The arrival of the Fourth Industrial Revolution (Industry 4.0) has brought about seismic changes within the automotive industry. Against the backdrop of Industry 4.0, a chasm in the market capitalization trajectories of traditional OEMs and Tesla has formed. This dramatic divergence indicates that a comparative analysis may provide valuable insight into these new market dynamics and the bilateral implications for the valuations of both new entrants and the established players. It is within this context that this paper analyzes the market valuations of BMW and Tesla. The first section of the paper focuses on the collection and processing of the necessary data and provides a detailed overview of both companies by means of a SWOT analysis. The underlying methodology for the empirical analysis is the application of two traditional valuation methods, the DCF (discounted cash flow) and the trading multiples method, used to calculate BMW and Tesla’s equity values between 31 December 2019 and 31 December 2020. Comparing the obtained equity values to each company’s market capitalization suggests that Tesla is overvalued and BMW is undervalued. The empirical analysis makes up the second part of the paper. It includes an assessment of the findings made in the first section, but exceeds the scope of this quantitative analysis by contextualizing the resulting valuations by means of a qualitative analysis. The aim of this qualitative analysis is to establish a framework with which to extend the valuation process beyond the merits of the two companies’ financial data, where traditional methods generally reach their limits. This qualitative analysis is predicated on an analysis of both the industry and the individual companies. An assessment of the current automotive industry by means of a PESTEL (political, economic, social, technological, environmental, and legal) analysis contextualizes BMW and Tesla’s valuations as a product of this highly dynamic environment and each company’s ability to identify and capitalize on the emerging trends that are reshaping the industry. The individual analysis of both companies frames the two companies’ valuations within a life-cycle perspective of corporate evolution and analyzes their strategies using different theories including disruptive innovation, blue ocean strategies, and the ten determinants of corporate success (i.e., ten levers). In BMW’s case, this contextualization reinforces the quantitative findings that suggest the group’s market value is undervalued. On the other hand, Tesla’s innovative strategy and position as a first mover within the context of the Fourth Industrial Revolution lends credence to its high market capitalization. The paper’s findings evince that intangible assets are taking on an increased importance as a consequence of this new and dynamic environment. This has resounding implications on how value is understood, generated, and measured, and suggests that company valuations predicated solely on a firm’s financial data may provide an incomplete picture of their true value

Improving Energy Efficiency in Commercial Buildings: Proceedings of the International Conference IEECB'06

The IEECB conference brought together all the key players from this sector, including commercial buildings’ investors and property managers, energy efficiency experts, equipment manufacturers, service providers (ESCOs, utilities, facilities management companies) and policy makers, with a view to exchange information, to learn from each other and to network. At the conference key representatives of leading organisations and companies, institutions and equipment industry presented the overall picture and give details of policies, recent advancements and examples of best practice. The wide scope of topics covered during the IEECB'06 conference included: macro/micro approaches, state-of-the-art equipment and systems (lighting, HVAC auxiliary equipment, ICT & office equipment, miscellaneous equipment, BEMS, electricity on-site production, renewable energies, etc.) and the latest advances in R&D, tools, regulation & policy, demand-side and supply-side perspectives for all branches of activity (public and private sector, the commerce and retail sectors, hotels and restaurants, banks and insurance companies, local authorities, civil services & public bodies, education, universities & laboratories, hospitals, airport and stations, etc.) We hope that the present proceedings could be a valuable contribution to disseminate information and best practices in policies, programmes and technologies to foster the penetration of highly efficient buildings in the commercial sector.JRC.H.8-Renewable energie

Impact of the internet as a direct sales channel on established distribution channels and the management of channel conflict; an exploratory study in the Taiwanese IT industry

The internet has had a profound effect on communication, entertainment, buying, and selling (Webb 2002) and, in particular, as a distribution channel (Van den Poel and Leunis 1999). Increasingly companies in a variety of industries have established their own online direct sales channels instead of merely relying on conventional intermediaries (Coughlan et al 2006). Hence, multi-channel distribution strategies, combining both off- and online channels are being adopted. Frazier (1999:232) argues: “The utilization of multiple channels of distribution is now becoming the rule rather than the exception”. Companies which combine physical and web channels have been referred to as “clicks and mortar,” “bricks and clicks,” “surf and turf,” “cyber-enhanced retailing,” or “hybrid e-commerce,” (Gulati and Garino 2000; Steinfield et al 2002 a b; Agatz et al 2008; Sharma and Mehrotra 2007). Despite the apparent popularity of internet channels, adding an internet channel to the distribution mix creates potentially significant challenges for channel managers (Webb 2002). A major concern is that by going multi-channel, a firm might face ‘channel conflict’ between channel members (Sharma and Mehrotra 2007). As Rosenbloom (2007:7) claims: “Perhaps the most significant obstacle to building successful multi-channel strategies is the emergence of conflict between the different channels used for reaching customers”. The main objective in this study is to explore the impact of the internet as being a distribution channel within the multi-channel system. Three research issues which have seldom been discussed in previous literature are explored in this study. These three questions are: Q1: What are the factors encouraging manufacturers to develop the internet channel, especially manufacturers with a well established distribution channel? Q2: What are the channel design patterns of the multi-channel structure? Q3: How can channel conflict arising from the development of the internet channel be minimized? Interview was utilized as a main data collection method in this research. A total of 25 interviews were conducted and the majority of interviewees are managers in Taiwanese IT companies. The main product lines in their firms included wireless equipment, DRAM module, motherboard, and scanner. In addition, a wide range of documents were examined as a secondary data source and compared with data from the interviews. According to the statements from interviewees, six main factors were identified as encouraging the manufacturer to develop the internet channel. These are: (1) customer information management, (2) retailer management issue, (3) launching a new product, (4) to be a secondary channel, (5) management support, and (6) me-too strategy. Furthermore, it seems that when firms are at the different stages of the product life cycle, managers would design their multi-channel structure into different patterns. In addition, a further two conflict resolution styles, communication and differentiation, were found in the sample of firms studied which have seldom been mentioned in previous research and firms appear to adopt different conflict resolution styles according to stage in the product lifecycle