This document summarizes the situation facing BMW in Greece and provides recommendations. It finds that BMW's corporate culture differs from Greece's more family-oriented and hierarchical society. It recommends hiring local Greeks into key positions to bridge these cultural differences. It also recommends communicating BMW's vision clearly, changing problematic practices of the powerful local importer over time, developing dealerships further, and balancing global consistency with local responsiveness to improve BMW's market share in Greece.
8. Greece Corporate Culture
Family Relationships
Family Relationships Hierarchical Society Network is Essential
Face to Face Low Initiative Taking Team Work
9. BMW Corporate Culture
Family Relationships
Innovation Informal Hierarchy Open Door Policy
Extensive Training Intrapreneurship Team Work
12. Hire Key Position Change Heroes
= Local Knowledge = BMW Expertise
Yallouridis
President
Sales & Marketing Operations Human Resources
Senior Managers Senior Managers Senior Managers
21. External Brand Building
State of Art Showrooms Reward System In-touch with HO Training
Give Dealership to
rich entrepreneur!!!
Test Drives Customer Service
22. High
Balance
Maximize
global with
world –scale
local
systems
concerns
GLOBAL
CONSISTENCY
Export
Encourage
domestically
local
produced
autonomy
products
Low
LOCAL High
Low
RESPONSIVENESS
When bmw is going to directly manage the business in greece, that’s when the ceo brings everyone together, over a whole day of company get together and communicates the vision for BMW for greece, market shares, AND especially culture – what BMW wants to stand for – the eldest, resistent to change will not like it very much but younger ones will be interested in this this will identify naturally the ones resistent to change and draws the line start the natural filtering process (its gonna appeal to some and not to others, especially the older ones who have been doing it for years) it will help u pinpoint who’s in favor of the plan and who’s not take different approaches according to the people, and will be able to manage each differently the dinausors, the change heroes / this guys needs to have an HR manager that is on board the plan (probably a new one) – have to build on the fact that relationships are important defining relationships differently: hiarchyvs team – a lot of social family events to bring in BMW’s family culture – encourage intrapreneurship and open communication – engage employees with program asking them to propose ideas to build and enhance BMW brand – need to start satisfying them beyond financials – you want feedback from them , enhance their participation capitalize on early wins, show them that u mean business and that urwalkin the talk and take feedback and implement things they propose to show goodwill – act on it very fast to build credibility of HR bcse its through hr that u will make the culture evolve – 1957 bmw situation – FIRM
When bmw is going to directly manage the business in greece, that’s when the ceo brings everyone together, over a whole day of company get together and communicates the vision for BMW for greece, market shares, AND especially culture – what BMW wants to stand for – the eldest, resistent to change will not like it very much but younger ones will be interested in this this will identify naturally the ones resistent to change and draws the line start the natural filtering process (its gonna appeal to some and not to others, especially the older ones who have been doing it for years) it will help u pinpoint who’s in favor of the plan and who’s not take different approaches according to the people, and will be able to manage each differently the dinausors, the change heroes / this guys needs to have an HR manager that is on board the plan (probably a new one) – have to build on the fact that relationships are important defining relationships differently: hiarchyvs team – a lot of social family events to bring in BMW’s family culture – encourage intrapreneurship and open communication – engage employees with program asking them to propose ideas to build and enhance BMW brand – need to start satisfying them beyond financials – you want feedback from them , enhance their participation capitalize on early wins, show them that u mean business and that urwalkin the talk and take feedback and implement things they propose to show goodwill – act on it very fast to build credibility of HR bcse its through hr that u will make the culture evolve – 1957 bmw situation – FIRM