BMW 2008 Annual Report Download - page 40

41 Group Management Report
services companies and sales companies in selected
markets in order to generate synergies. Parallel
to this
reorganisation the BMW Group continued to invest in im-
portant growth markets.
The measures taken also covered dealers worldwide. The
BMW Group expanded the dealer organisation in emerg-
ing markets such as China and India, whereas streamlining
measures were undertaken in the more mature markets.
The number of partners in many European markets there-
fore decreased. The number of customer services points,
however, remained as high as ever, so that customers con-
tinued to receive the same high quality of service to which
they are accustomed.
BMW vehicles are sold via approximately , dealer show-
rooms
worldwide. The MINI sales network comprises ap-
proximately , showrooms. Marketing activities continue
to emphasise the independence of the different brands.
At the end of , MINI had just over  and Rolls-Royce
 exclusive sales and service locations. Tar geted training
of dealership staff and consistent application of selling
standards ensure that the quality and efficiency of the dealer
showrooms remain high. Training courses were held
around the world in conjunction with the market launch of
the Rolls-Royce Phantom Coupé, giving the dealer organi-
sation the opportunity to prepare for the new model and
strengthen its commitment to the brand.
The BMW Group’s involvement in retail customer business
at its own branches is becoming increasingly targeted on
strategically important cities, resulting in branch consolida-
tion at specific international locations.
The implementation of a European strategy for spare parts
logistics has brought about improvements in service and
efficiency and created the basis for forward-looking, com-
petitive logistics structures in Europe. According to a study
carried out by the US consultancy Carlisle & Company,
the BMW Group’s regional distribution centre in Hanover
was the most productive centre in Europe. In the same
study, the spare parts logistics operations for BMW, MINI
and BMW motorcycles achieved top marks in terms of
availability of parts.
Greater customer focus at all levels
Improving the BMW Group’s customer focus was at
the
heart of all sales and marketing activities in . The
same can be said for product design, as demonstrated by
the new iDrive in the latest BMW 7 Series, coupled with
the introduction of additional BMW ConnectedDrive func-
tions. The BMW Group is therefore the first car manufac-
turer to offer unlimited access to the World Wide Web via
the car’s control display, underlining the pioneering role
played in the area of in-car online services.
Greater customer orientation is especially important for
customer support, which is one of the focal points of the
BMW Group’s strategic efforts. Expanding the range of
services
on offer and implementing other measures not
only raised the quality of customer support even further but
also opened
up growth opportunities for the BMW Group
and the dealer organisation. Other activities, such as BMW
TeleServices and BMW / MINI Service Inclusive offers,
which had already been able to prove their worth, were
further expanded in .
As well as having attractive products and services, it is a
vital aspect of premium customer care to have well-trained
sales and service staff in the dealer showrooms. Approxi-
mately , employees attended the BMW Group’s tech-
nical and non-technical training courses in .