Introduction
In the mind of every person, emotions, thoughts and possible actions form a design which includes developed during his / her childhood. Once rooted in the mind, these habits must be forgotten before anything new can be trained. A typical name for these patterns is culture. Culture is important. It really is what founds self-assurance. The idea of culture is wide and abstract but nonetheless a crucial part of everyone's environment and something that may be found anywhere. It takes form in symbols, heroes, rituals and traditions. The key, the substance of culture is prices. Our basic worth are founded in the beginning of our lives, while as we get older we have a tendency to focus on consciously learning new customs. The options we make in this process determine our self-image how exactly we look upon the others.
There are countless definitions of the word culture, each one saying to be unique. However in fact this only goes to show that the concept is far too abstract to be evidently defined, Bang areas that it signifies that which we at every specific second want it to symbolize. We see this as the strength of the topic; it is what makes it so interesting to review. You can conclude anywhere, and there is absolutely no right or wrong. Many hook up culture with fine art and theater, however the strategy is nowadays far more common and can be employed to numerous more areas, businesses being one of them. A favorite and simple description of the manifestation corporate culture is manufactured by Package and Kennedy:
"Culture is the way in which we perform something at ours"
The term "culture" at first comes from cultural anthropology. Late nineteenth- and early on twentieth-century studies of "primitive" societies-Eskimo, South Sea, African, Local American-revealed means of life which were not only different from the greater technologically advanced parts of America and Europe but were often very different among themselves. The idea of culture was thus coined to symbolize, in a very broad and alternative sense, the attributes of any specific real human group that are transmitted from one generation to another. The American Heritage Dictionary identifies "culture", more officially, as "the totally of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of individuals work and thought characteristics of the community or society"
It is effective to feel that corporate and business culture has two levels, which differ in terms with their presence and their level of resistance to change. At the deeper and less obvious level, culture identifies values that are distributed by individuals in a group and that have a tendency to persist over time even when group account changes. Those notions in what is important in life can vary greatly in various companies; in a few settings people service deeply about money, in other about know-how or worker well-being. As of this level culture can be hugely difficult to change, in part because group people are often unacquainted with lots of the principles that bind them alongside one another.
At the greater noticeable level, culture represents the behavior patterns or style of an organization that new employees are automatically inspired to follow by their fellow employees. We are able to say, for example, that individuals in one group have for a long time been "hard workers", those in another are "very friendly" to strangers, and those in one third always wear very conventional clothes. Culture in this sense, continues to be tough to improve, but not practically as difficult as the amount of basic worth.
Each degree of culture has an all natural tendency to impact the other. That is perhaps most evident in conditions of shared values influencing a group's behavior-a determination to customers, for example, influencing how quickly individuals have a tendency to respond to customers grievances. But causality can stream in the other course too-behavior and procedures can influence principles.
So, JUST HOW DO We Define Culture?
Culture is a style of distributed tacit assumptions that was discovered by an organization as it resolved its problems of external adaptation and inner integration, that spent some time working sufficiently to be considered valid and, therefore, to be taught to new customers as the correct way to perceive, think, and feeling regards to those problems.
What really drives daily action is the learned, shared, tacit assumptions on which people bottom part their view of simple fact - as it is so that it should be. It results in what is popularly thought of as "just how we do things around here", but even the employees in the business cannot, without help, reconstruct the actual assumptions on which their daily habit rests. They know only that this is just how, and they count on it. Life becomes predictable and significant. If you understand those assumptions, it is simple to observe how they lead to the type of behavioral.
Three Levels of Culture
The biggest hazard in trying to comprehend culture is to oversimplify it. It really is tempting to say that culture is just " the way we do things around here", " the rites and rituals in our company", " the company climate", " the incentive system", " our basic values" and so forth. They are all manifestations of the culture, but nothing is the culture at the level where culture things. A better way to take into account culture is to understand that it is available at several " levels" and that people must understand and control the deeper levels. The levels of culture go from the very visible to the tacit and invisible.
Artifacts
Visible organizational buildings (hard to decipher)
Espoused
Values
Strategies, goals, philosophies (espoused justifications)
Underlying Assumptions Unconscious, taken for granted beliefs, perceptions, thoughts and feeling (ultimate way to obtain prices and action)
Classifying Corporate Culture
G. Hofstede
Hofstede demostrated that there are national and local ethnical groupings that influence the behavior of organizations.
Hofstede determined four characteristics of culture in his study of national affects:
Power Distance - The amount to which a culture desires there to be variations in the levels of power. A higher score shows that there can be an expectation that some individuals wield larger amounts of electricity than others. A minimal score demonstrates the view that all people should have equal privileges.
Uncertainty Avoidance reflects the level to which a society accepts uncertainty and risk.
individualism vs collectivism - individualism is contrasted with collectivism', and identifies the extent to which people are anticipated to stand up for themselves, or additionally act mostly as a member of the group or company.
masculinity vs femininity - refers to the value located on traditionally male or female values. Male ideals for example include competitiveness, assertiveness, ambition, and the build up of riches and material belongings.
Long vs short-term orientation
Deal and Kennedy
Deal and Kennedy identified corporate culture as just how things have finished around here. They measured organisations in respect of:
Feedback - quick feedback means an instant response. This may be in monetary conditions, but could also be seen in other ways, including the impact of your great save in a soccer match.
Risk - presents the amount of doubt in the organisation's activities.
Using these variables, they were able to suggest four classifications of organisational culture:
The Tough Dude Macho Culture. Responses is quick and the rewards are high. This often pertains to fast paced financial activities such as brokerage, but could also apply to policemen or women, or sportsmen competing in team sports. This is often a very tense culture in which to operate.
The Work Hard/Play Hard Culture is characterised by few hazards being considered, all with rapid feedback. This is typical in large organisations which shoot for high quality customer support. They are generally characterised by team meetings, jargon and buzzwords.
The Bet your business Culture, where big stakes decisions are considered, but it might be years before the email address details are known. Typically, these might require development or exploration assignments, which take a long time to fruition, such as could be likely with oil exploration or aviation.
The Process Culture occurs in organisations where there is little or no opinions. People become bogged down with how things are done not using what is usually to be achieved. This is associated with bureaucracies. Whilst it is simple to criticise these civilizations to be over mindful or bogged down in red tape, they do produce constant results, which is ideal in, for example, open public services.
Charles Handy
Handy (1985) popularised a way of considering culture which some scholars have used to link organizational composition to Organizational Culture. He descibes:
a Vitality Culture which concentrates ability in a few pairs of hands. Control radiates from the centre like a web. Power Cultures have few rules and little bureaucracy; swift decisions can ensue.
In a job Culture, folks have clearly delegated specialists within a highly defined structure. Typically, these organisations form hierarchical bureaucracies. Vitality derives from a person's position and little range is out there for expert power.
By contrast, in an activity Culture, groups form to solve particular problems. Ability derives from experience as long as a team requires knowledge. These ethnicities often feature the multiple reporting lines of the matrix structure.
A Person Culture is accessible where all individuals consider themselves more advanced than the organisation. Success can become difficult for such organisations, since the idea of an organisation suggests that several like-minded individuals pursue the organisational goals. Some professional partnerships can operate as person civilizations, because each partner brings a peculiar expertise and customers to the company.
Elements of the organization culture:
The Paradigm: What the organization is about; what it does; its mission; its beliefs.
Control Systems: The procedures in spot to monitor what is certainly going on. Role ethnicities would have vast rule literature. There would become more reliance on individualism in a electricity culture.
Organizational Structures: Reporting lines, hierarchies, and the way that work moves through the business.
Power Buildings: Who makes the decisions, how widely spread is power, and on what's power based?
Symbols: Included in these are the logos and designs, but would lengthen to symbols of vitality, such as car parking spaces and professional washrooms!
Rituals and Routines: Management meetings, board reports and so on could become more habitual than necessary.
Stories and Common myths: build-up about people and occasions, and convey a message in what is appreciated within the organization.
These elements may overlap. Electricity structures may depend on control systems, which may exploit the rituals that generate stories.
Selecting a Company
I made a decision to concentrate my research on the BMW Group, since it is a one of the world's top auto manufacturers with long record of successful technological achievements and thousands of employees and I believe, it will be a great example for a successful corporate culture. The business produces motorcycles and engines, as well and it also own and produces the Mini brand and is the father or mother company of Rolls-Royce Motor Cars. As one of the great car manufacturers with subsidiaries on each continent and since the vehicle industry has been firmly influenced by the communal environment, I think that studying the BMW Group corporate culture is a highly effective opportinity for understanding the organization cultures of Western european companies. To present the BMW group corporate and business culture, I will analyze the way the BMW corporate culture works and what are its core principles.
BMW Group Overview
BMW History
BMW means for Bayerische Motoren Werke AG- or, in English, Bavarian Electric motor Works. Whatever you call it, the German-based company is one of the world's esteemed automakers, renowned for crafting luxury automobiles and SUVs that offer superior degrees of driving enjoyment. Founded in Munich, the company began in the first 1910s as an plane producer. BMW's current emblem, designed to signify white propeller rotor blades against a blue sky, shows these origins; its blue-and-white color scheme also sources Bavaria's blue-and-white checkered flag.
It wasn't until 1928 that development began on the first BMW vehicle, the Dixi. The car proved immensely popular, and its success helped the maker weather the Major depression. BMW's best-known pre-World Conflict II vehicle was the Type 328 roadster, a supple two-seater that racked up over 120 victories on the motorsport circuit between 1936 and 1940. Postwar BMW automobiles maintained this tradition, winning several race, rallying and hill climb victories.
The early 1950s found the release of the BMW 501, a roomy, voluptuous sedan that was resplendent challenging hopefulness of this era. It had been soon accompanied by the 502 which was power by the world's first light-alloy V8, foreshadowing BMW's ongoing commitment to producing new technology. The best-selling BMW of this 10 years was the Isetta, a petite two-seat "microcar" typically run with a 12- or 13-horsepower engine. The mid-'50s also found the debut of the limited creation and breathtakingly beautiful 507 sports car which had an alloy body and used the 502's V8 for propulsion. In the 1960s, BMW sales strengthened significantly, thanks a lot partly to the tremendous popularity of the 1500, a sporty family sedan.
By the 1970s, BMW was building itself as a full-fledged car company. It had been a pioneer for many emerging systems, including turbocharging and advanced vehicle electronics. BMW of THE UNITED STATES was established at the moment, and consumers who coveted both sports and luxury vehicles became devoted "Bimmer" owners. The '70s also saw the beginning of BMW's three-tier sport sedan range comprising the compact 3 Series, midsize 5 Series and large 7 Series automobiles and the creation of its performance M section. Though the 3 Series could be possessed with four-cylinder electric power, it was the company's inline-6 motors that developed BMW's reputation for spirited, yet highly processed performance. At decade's end, the limited-production, short-lived M1 supercar debuted.
Throughout the 1980s, BMW became the unofficial poster car of yuppies, as the brand ostensibly signified one's financial success and a passion for traveling. The chic 6 Series coupe debuted and the second option part of the decade found the high-performance M department working its magic on various development models.
The early 1990s saw BMW replace the 6 Series with the powerful (V12-powered at first) but heavy 8 Series grand touring coupe while later that decade the Z3 roadster bowed. The company also exposed its first U. S. manufacturing plant in the last mentioned 50 percent of the 1990s.
The 2000s helped bring a midsize SUV (the X5) as well as a compact SUV (the X3) as BMW joined the hot-selling segment. Since that time, BMW has changed the Z3 with the Z4, released the compact 1 Series, produced cross variants of a few models and debuted the X6 fastback crossover. The company has also widened its empire to include Minuscule and Rolls-Royce and is constantly on the build motorcycles, something it did since the 1920s.
The automaker's famous advertising slogan explains each of its vehicles as "the ultimate driving machine, " and it's really not mere hyperbole. Within the last couple of ages, BMWs have become the standard for performance and luxury in almost all of the "over $30, 000" sections. With family-friendly wagons, crisp sedans, distinctive coupes, nimble activities automobiles and spacious SUVs offered, BMW's model roster is diverse. But its luxury vehicles all talk about a common feature: the ability to make drivers feel gloriously linked to the street.
The auto industry in Europe
The vehicle sector is often acknowledged as the engine unit room of Europe. The European Union is the homeland to a competitive and progressive automotive industry that creates activity throughout the economy from materials and parts resource, to R&D and manufacturing, to sales and after-sales services. Manufacturers have trained and developed a highly-skilled labor force, producing quality products for home and international market segments. Vehicle manufacturing helps over 2 million Western european jobs with yet another 10 million residents used in associated companies. Exports are respected at over 70 billion each year. The motor vehicle industry has also established itself as a partner in sustainability.
Technological innovations have helped bring real solutions, driving down hazardous emissions from industry products and production sites. Manufacturers have spearheaded significant improvements in vehicle safeness and embraced sociable responsibility goals. Annually, the industry invests 20 billion in R&D, more than other private sector. Its drive towards sustainable mobility remains an ongoing commitment.
BMW'S Group Corporate Culture
The BMW Group is one of the world's leading car and bike manufacturers with an increase of than 100, 000 employees in over 100 countries.
With the brands BMW, Little and Rolls Royce, BMW operate very successfully in the superior segment of the auto and motorbike industry.
In order to constantly keep up with the quality requirements, BMW seek employees who possess team nature and personal initiative, as well as an uncompromising aspire to constantly further their knowledge. Because they are convinced that those who cease to improve have already ceased to be be good.
High-efficiency culture.
It isn't just the technical know-how that makes BMW stand out considerably from other companies. In keeping with the quality specifications of products, BMW commercial culture is a regular high-efficiency culture.
BMW constantly incite each other employee to be even better, to offer even better products. This is merely possible through the pronounced team soul. Critical representation and self-critical improvement are only possible within the well-functioning team.
Because they deal with one another with esteem and esteem, the employees have a solid team heart - the decisive prerequisite for success in a team. Satisfied and encouraged employees are an invaluable competitive advantage to your company.
Basic rules:
During the next decade BMW aim to secure a posture as the world's leading producer of premium cars. For this reason all of company's strategies - including the corporate culture - are conceived over a long-term basis and are constantly target-oriented.
BMW wish to utilise new chances and achieve a new level of efficiency, they aspire to create an atmosphere of optimism that to draw the vitality for necessary changes.
The following ideas of the BMW Group form the foundation of the long-term and target-oriented action :
Customer orientation.
Our customers decide whether or not our company is successful. Our customers are in the centre of most of our activities and the results of our own actions must be judged from a point of view of their benefit to the client.
High efficiency.
We aim to be the best. Each folks has to rise to this problem, and therefore each employee must be prepared to achieve a high degree of efficiency. We aspire to belong to an elite, but without being arrogant, because it is the company and its products that count up the most - and nothing else.
Responsibility.
Each BMW Group staff bears personal responsibility for the success of the company. This also is applicable within the team, where each individual must be aware of his or her responsibility. In this esteem we are totally aware that people all interact in achieving corporate goals. Because of this we also work together in the hobbies of the business.
Effectiveness.
Only ecological and effective results are of great benefit to the company. When examining management, it is only the effect of performance on results that matters.
Adaptability.
In order to achieve continuous success we should conform quickly and flexibly to new requirements. Therefore, we consider change as the opportunity and the capability to conform as the prerequisite for making use of this chance.
Disagreement.
In the seek out the best answer everyone has the obligation to bring to light any disagreement. The solutions found are then resolutely put in place by all involved.
Respect, trust, fairness.
We treat one another with value. Management is based on common trust, trust is dependant on calculability and fairness.
Employees.
Business enterprises are created by people. Employees are our best factor of success. Therefore, personnel decisions participate in the most crucial decisions.
Exemplary function.
Every executive comes with an exemplary function.
Sustainability.
We respect sustainability as a lasting and positive contribution for the financial success of the business. This is the basis of our ecological and interpersonal responsibility.
Society.
We consider knowing of communal responsibility an inseparable part of the corporate and business self-conception.
Independence.
We secure the BMW Group's entrepreneurial freedom through sustainable and profitable progress.
Equality of opportunity
BMW Group employees work in different countries on different continents. They are as diverse as is usually the situation inside our globalized world. It's understandable that all of the employees are treated equally according to their qualifications and awarded equivalent opportunities. So diversity is flawlessly normal inside our working lives.
Diversity
The diversity of the BMW's employees is one with their special strengths. It enhances the business's innovative capabilities and really helps to gain earth in new marketplaces. It broadens the pool of BMW's abilities and competencies. Real human diversity is therefore a key to the ecological success of the BMW Group. Hence "diversity" can be an important problem of the near future.
Human diversity also affects the social horizon within the business. As a result it becomes constantly broader, providing BMW with new aspects and perspectives.
This enables to perceive new needs and tendencies far earlier and above all to understand them - and also to live with variety.
Sustainability management
We have establish ourselves the goal of integrating sustainability throughout the complete value chain and its own underlying operations - creating an extra value for the business, the surroundings and society. Key elements of BMW Group's sustainability management include an "environmental radar" that is regularly extended to protect additional ecological and social aspects; ongoing dialogue with stakeholders; the inclusion of sustainability conditions in all decision-making operations; and a all natural approach to the whole value string.
The BMW Group's basics form the foundation of the company's long-term positioning. They establish, among other activities, that being truly a good corporate citizen can be an essential part of the way the BMW Group defines itself as a firm. Furthermore, sustainability is regarded as making a positive contribution to the company's economical success.
According to the Dow Jones Sustainability Indexes, the BMW Group is currently the world's most lasting carmaker. The business was known as industry innovator in these important global sustainability indices for the fifth consecutive time in 2009 2009. Numerous other ratings and awards also confirm the company's lead role in neuro-scientific sustainability. But also for the BMW Group this is merely the beginning. It is evident that sustainability is defined to play an even bigger role in determining premium mobility into the future - from environmentally-friendly drive trains and resource-friendly development functions to new, ecological services in neuro-scientific individual mobility. In the foreseeable future, "premium" will inevitably comprise the concept of sustainability. The manufacturer with the better and resource-friendly development, who supplies the most visionary solutions for eco-friendly individual mobility, will have competitive advantage.
BMW position
At the BMW Group, sustainability is not only the responsibility of one particular department. All employees are called after to implement components of commercial sustainability in their part of responsibility. Here the participants of the Table of Management of BMW AG discuss how their individual divisions define corporate and business sustainability.
The BMW Group and its own BMW, Little and Rolls-Royce brands epitomise delight, interest and success. The aim is to actively shape the future. To do this, we are making sustainability an extremely integral part of our own value string. Sustainability should be the defining process of how exactly we design our processes and procedures. Our company has been changing its strategy over recent years. The revision of the BMW Group's sustainability strategy was the next logical step and an important milestone. But there continues to be some way to visit.
Economics
The BMW's corporate and business Strategy NUMBER 1 is creating the best conditions for long-term value creation and sustainability. Our perspective is to be the world's leading specialist of premium products and high quality services in the automotive industry. Once we see it, this does mean being a leader in neuro-scientific sustainability. From an economical perspective, issues such as compliance, anti-corruption and risk management form the backbone of corporate responsibility.
In late 2007, the BMW Group offered its new corporate and business Strategy Number ONE. The eye-sight: To be the leading professional of high quality products and prime services for individual mobility. To reach this goal, the company needs to concentrate consistently on progress and success; to constantly develop new solutions; to guarantee usage of relevant customer organizations; and, most of all, to actively shape the near future. These key areas of action will be the four pillars of Strategy Number ONE.
Everything BMW do is dependant on the twelve basic principles the Table of Management identified in Strategy Number ONE:
- Customer orientation - The customer and advantage for the client are in the heart and soul of everything the business does.
- Peak performance -The company and all its employees aim to be the best.
- Responsibility - Every employee shares the duty for the company's success.
- Effectiveness - Only results which have a lasting effect count.
- Adaptability - Overall flexibility as an essential prerequisite for success.
- Dissent - Once we strive to find the best solution, we have been frank with each other.
- Respect, trust, fairness - The basis of successful cooperation.
- Employees - The most powerful factor in a company's success.
- Leading by example - Every director needs to be aware that he / she is a role model and really should act accordingly.
- Sustainability - Acting sustainably can be an element of your commercial responsibility and a contribution to value creation.
- Society - Communal responsibility can be an integral part in our corporate self-image.
- Independence - Sustained profitable development secures the organization self-reliance of the BMW Group.
Based on these guidelines, the BMW Group has established a focused method of master the current turmoil. Priorities are to secure the company's reasonable financial footing and its liquidity as well as to develop attractive, trendsetting products. Within the last five years, the company has invested a total of over 21 billion euros in its future, a quantity that also displays the BMW Group's scientific experience and the tempo at which improvements are developed.
With its commercial Strategy Number ONE, the BMW Group is setting the course for tomorrow's strong growth. For more descriptive home elevators the financial year and our latest statistics please refer to the current Total annual Report.
Employees-Basic principles
During the next decade we try to secure our position as the world's leading maker of premium cars. Because of this our strategies - including our corporate culture - are conceived on the long-term basis and are constantly target-oriented.
We established this prerequisite when we launched our Strategy Number ONE. The Eye-sight: to be the world's leading company of high grade products and high grade services for specific mobility. To the end, the BMW Group concentrates on profitability and suffered value creation. The business's four tactical pillars also include growth, shaping the future and usage of technology and customers.
The following ideas of the BMW Group form the basis of this long-term and target-oriented action:
Customer orientation
Our customers determine whether or not our company is successful. Our customers are at the centre of most of our activities and the results of our activities must be judged from a perspective of their profit to the client.
Peak performance
We try to be the best. Each of us has to grow to this concern, meaning that each staff must be prepared to achieve a high degree of efficiency. We aspire to belong to an elite, but without being arrogant, since it is the company and its products that count the most - and little or nothing else.
Responsibility
Each BMW Group staff bears personal responsibility for the success of the business. This also can be applied in just a team, where every individual must be aware of his or her responsibility. In this admiration we are completely aware that we all interact in achieving corporate goals. Because of this we also work together in the pursuits of the company.
Effectiveness
Only lasting and effective email address details are of great benefit to the business. When examining management, it is merely the result of performance on results that counts.
Adaptability
In order to attain continuous success we must adapt quickly and flexibly to new needs. Therefore, we regard change as the opportunity and the capability to change as the prerequisite for making use of the chance.
Dissent
In the seek out the best answer everyone gets the obligation to bring to light any disagreement. The alternatives found are then resolutely executed by all engaged.
Respect, trust, fairness
We treat each other with admiration. Management is dependant on mutual trust, trust is based on calculability and fairness.
Employees
Business enterprises are created by people. Employees are our strongest factor of success. Consequently, personnel decisions participate in the most crucial decisions.
Leading by example
Every executive comes with an exemplary function.
Sustainability
We regard sustainability as a sustained and positive contribution on the monetary success of the business. This is actually the basis of our ecological and communal responsibility.
Society
We consider knowing of social responsibility an inseparable part of our own corporate and business self-conception.
Independence
We secure the BMW Group's entrepreneurial independence through lasting and profitable growth.
Conclusion
Culture matters since it is a robust, tacit, and frequently unconscious set of forces that determine both our individual and collective patterns, ways of perceiving, thought habits, and values. Corporate and business culture in particular matters because social elements
determine strategy, goals, and modes of operating. The worth and thought habits of leaders and senior managers are partially dependant on their own cultural backgrounds and their distributed experiences. If we want to make organizations better and effective, then we must understand the role that culture has in organizational life. If we want leadership to become more effective, we must make leaders alert to their particular role as culture creators, evolvers, and professionals.
Culture is the distributed tacit assumptions of a group which have been learned through coping with external jobs and dealing with internal connections. Although culture manifests itself in artifacts such as overt patterns, rituals, environment, and espoused ideals, its fact is shared tacit assumptions that can be brought to awareness - but that operate the majority of enough time outside our recognition. As a liable leader, you must be aware of these assumptions and manage them - or they'll deal with you. The strength and depth of a business ' s culture reflect (1) the strength and clarity of the founder of the organization;(2) the amount and level of shared experiences that organization users experienced; and (3) the amount of success the organization has had. Culture is, therefore, the product of cultural learning. Means of thinking and habit that are distributed and this work become components of the culture and, with continuing success, become tacit assumptions about the way things are and should be.
The ambition of my course work was to present the organization culture of BMW Group. BMW is a successful company with subsidiaries pass on around the globe and thousands of employees. It includes managed to remain on the market and expand internationally over the last century. According to the literature I've read to do this strong commercial culture is of great importance.
References
http://www. edmunds. com/bmw/history. html
ACEA "Western european Automobile Industry Report" 2009-2010 http://www. acea. be/images/uploads/files/20090519_ACEA_Industry_Report09FULL. pdf
http://www. bmwgroup. com/e/nav/index. html?. . /0_0_www_bmwgroup_com/home/home. html&source=overview
http://www. bmw. com/com/en/insights/corporation/bmwgroup/content. html
http://en. wikipedia. org/wiki/BMW
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BMW Brand Audit, Scientific Study; Marion Maguire
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