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International strategic
Managementbimota
Malashree.B.SPraveen G.MRajeev BSajana JoisSyeda Bushra
Tanuj Thammanna
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Overview:
The Beginning
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The Bimota Name
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The New Market
SuccessThe small Bimota factory located in Rimini was
very successful during the 1980s, as was theCompany's record at the track. Bimota also beganto produce dream machines for the open road andstreets during this time.
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Tamburini Leaves BimotaIn 1983, Massimo Tamburini left Bimota. A talented young
engineer by the name of Frederico Martini filled his
position. Martini had worked with Ducati and brought withhim a wealth of experience that allowed him to take
Bimota to new heights. He led the Company to develop,produce and use basic concepts that he had developed at
Ducati. These were used at Bimota during the 1990s.
Bimota at the TrackMartini took Bimota to new heights at theracetrack. In 1980, Jon Ekerold rode to victory inthe 350cc championship. In 1987, Virginio Ferrarirode a YB4R to victory at the TT F1 WorldChampionship.
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Martini Leaves BimotaWhen the new decade of the 1990s arrived,
Frederico Martini left Bimota. Pierluigi Marconitook his place as Technical Director. Marconi had
collaborated with Martini as a student and he hadgreat technical insight. He directed Bimota to
produce bikes with aircraft alloy frames.
Models by Marconi
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Giuseppe Morri Leaves BimotaIn 1993, the remaining founder of Bimota,
Giuseppe Morri left the Company. Walter Martini
filled his position of General Manager. Bimotadoubled its production under Martini's leadership.1,250 bikes were produced in 1995.
Bimota's 25th Anniversary
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The New MillenniumBy 2000, Bimota was under new management andthe future of the Company looked promising. Newmodels were popular at the most prestigious bike
shows around the world.
Top ModelDuring this time, the top model at Bimota was the
SB8R. It was produced in both carbon fiber andfiberglass versions. Bimota had returned to its rootswith an innovative frame that carried a powerfulSuzuki engine. After being absent from theracetrack for eleven years, Bimota returned. It took
part in the Super-bike World Championship. VirginioFerrari managed the racing team. TechnicalDirector was Franco Farne. Anthony Gobert rodethe Bimota bike and was classified 12th in both the
first and second race in Kyalami, South Africa.Anthony Gobert rode to victory again, two weeks
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Financial CrisisEven though the results of these two races were
amazing, Bimota found itself in dire financial straitsonce again. The Vdue engine project that had been
started in the 1990s went terribly wrong. The Bimotafactory went into bankruptcy. The factory closed. The
first phase of Bimota ended abruptly at this time.Revival
Fortunately, Bimota was able to regain its footingand get back into production in 2003, after manyattempts to do so. Under new management, boththe Bimota name and the Company traditions wererevived. Today, Bimota is once again producing
legendary bikes that have innovative design.AwardsBimota won the Motorcycle Design Award in theSupersport category at the Intermot Show. It was
won by the Company's DB5 model. This is thelatest addition to the trophy wall at the Remini
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The Strategies
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BIMOTA Motto:
TECHNOLOGY OF
EMOTION
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CRM
Putting Customer Relationships inPerspective:
Building on Current Systems
Veteran Users
A Beautiful Noise
Customer Loyalty
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HRD
Bimota has a strong people-oriented work culture that can be seenand felt across all its member concerns. Whether they work in groupor in isolation, their effort is well appreciated and achievements wellrewarded. They have a sense of belonging and they revel in anenvironment of openness and trust. Cross-functional teams functionas one seamless whole and foster the true spirit of teamwork.
Personal Culture
Work Environment
Training
Total Quality Management
Quality Circle Movement
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FINANCE AND ACCOUNTS
Financial Crisis :The V Due, introduced in 1997, had a design flaw withtheir engines. Bimota was forced to ditch the novel fuel injection system andre-engineer the entire engine. Bimota ultimately recalled the entire run ofthe motorcycle. While this was occurring, during the 2000 WorldSuperbike season, one of Bimota's main sponsors disappeared, owing thecompany a great deal of money. The combination of events forced Bimota to
file for bankruptcy and close their doors.
Finance makes an invaluable contribution to our strategic development,decision-making and improvement initiatives. They work closely withstakeholders across Rolls-Royce, as well as with our global supply chain.
Some of the activities they are involved with include transacting
(maintaining books of account and providing statutory accounts), protecting(minimising business risk by providing tax, treasury and compliancemanagement advice), and driving performance (providing robust financialinformation and commercial recommendations to ensure projects aredelivered within budget).
Whatever your role, youll build strong relationships with our suppliers and
partners, and drive world-class performance.
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FINANCE AND ACCOUNTING
BIMOTA
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FINANCE AND ACCOUNTING
The financial statements were prepared inaccordance with the international financialreporting standards published by the internationalaccounting standards board and the interpretation
issued by the international reporting interpretingcommittee where they are adopted in theEuropean Union.
Financial statements are set up in Euro, the
functional currency of the parent company. The balance sheet date of all companies included
in the financial statements n 31st Dec
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INVESTMENT
In the past business year we have increasedinvestment in tangible and intangible assets fromEURO 34.8million to 37.7million.
With a view to developing there product range,they have invested above all in tools andmachinery.This result is despite the decline on themotorcycle market in Europe and the US with adownward trend of 5%.Bimota has increased itsturnover by +10.9%
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FINANCE AND
ACCOUNTINGThe Bimota company in Italy has recently invested alarge sum of money to restock many spare parts forBimota motorcycles as well as full support for manycurrent models.E.g. for Bimota models are: BBX300,BBX509,YB, DB,SB. In the Sportminicycle segment: Sales haveincreased by 171.3% compared to last year
attributed to the involvement in MOTO GPIn the Street segment: +736.9% increase attributedto the launch of DB street series
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PRICE FOR BIMOTA
2009 DB7 - $134,945.002008 Tesi 3D - $136,995.002008 DB6 - $129,400.002012 BBX 300 - $135,395.00
2012 BBX 509 - $136,485.00
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OUTLOOK
According to the recent prognosesthe European and the AmericanMarket will further show a decline or
even stagnate in 2012. Bimota made a further step towards
implementing a global product
strategy and expanding on the Asianmarket
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Research & Development
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R&D
Hub-center steering
Acoustic Testing Cell
Riding Test
Aluminum frame Zero emission motorcycle
Develop new street model
Range
Concept development of a new
EMS system for future emission
Regulations
Carbon fiber and glass fiber body
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R&D In the business year 2011 Bimota has employed 121 employees on average
in our R&D Dept(25.8% of the total work force)
In operative term and without the effects from the activation anddepreciation of development expenses, they have invested 6.3% of our totalsales revenue in R&D
In the business year 2011 they have completed following R&D project: Start of production of the DB5E Desiderio
Start of production of new DB10B MOTARD
Start of production of the re-engineered DB5RE
Start of production of DB7 ORONERO(only for Italy)10th anniversary afterbankruptcy.
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Marketing
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Summary of R&D AND MARKETING STRATEGY INBIMOTA
THE GROWTH STRATEGY BUILDING A GLOBAL BRAND
A BETTER MOTORCYCLE BALANCING PERFORMANCE, RANGE,WEIGHT, AFFORDABILITY & AVAILABILITY
VOLUME PRODUCTION GLOBAL AVAILABILITY OF ADVANCED
TECHNOLOGY TODAY COMMITMENT TO QUALITY APPLYING PROCESS TO INNOVATION
AND PRODUCTION
FULL PRODUCT LINE MOTORCYCLES TO MEET TODAYS NEEDS
INNOVATIVE TECHNOLOGY RUGGED, ROBUST, PATENTED &DELIVERED
INNOVATIVE SALES AND SUPPORT MODEL LEAN, PERSONAL &STREAMLINED
WHATS NEXT CONSTANT INNOVATION / STRATEGIC
ANNOUNCEMENTS
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SWOT ANALYSISBEST Chassis in the
worldRenowned designAlways LimitededitionPart of the racingfamily
Strong R&D set upPassion
Can come into theAsian MarketCan adapt a globalstrategy
Dependent on
DUCATI enginesRigid sales strategyHigh costWeak marketing
Acquisition bybigger companiesProblem ofinvestors
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CONCULSION: Philosophy ofExclusiveness