In South Carolina, history can be divided into two epochs: Before BMW, and After BMW.
To succeed, a business needs access to capital. It needs to purchase raw materials, invest in production facilities, and pay those who design, build, and sell its products.
It may be situated on the far edge of the country, but California has long been the center of the U.S. where car culture is concerned.
Every manufacturer wants its cars to be popular, but popularity brings risks.
For any business, growth is a measure of success. Growth is hardly guaranteed, however, all businesses can ebb and flow on the strength of its internal decision-making, or forces beyond its control.
In its first decade, BMW of North America experienced tremendous growth. Sales doubled within the new company’s first five years, thanks in large part to the popularity of the first-generation 3 Series that debuted in 1976.
To outsiders, Manhattan might not seem like much of a car market. Its streets are often gridlocked, and even when traffic is moving a car’s performance can feel largely irrelevant. And yet, a Manhattan location has been essential to any car maker’s success since the automobile was invented.
Shortly after taking over U.S. sales of BMW automobiles from independent distributor Max Hoffman in 1975, BMW of North America initiated the process to do the same for the motorcycle side of the business.
When BMW of North America took over from Max Hoffman on March 15, 1975, it inherited the dealer and distribution network that Hoffman had been building since 1962.
When BMW of North America took over sales and distribution from Max Hoffman on March 15, 1975, the 2002 had been part of BMW’s US lineup for more than seven years.
What makes a great ad slogan? It should be catchy, for one thing. Think: "Just Do It," "Where’s the beef?" or "A Diamond is Forever."
If you’re an automotive executive in charge of sales and marketing, how do you raise the company’s profile when you’re unable to advertise?