Caracterização E Evolução Dos Serviços Na Indústria Automobilística: Uma Análise a Partir Das Trajetórias Das Montadoras (1998-2004) ______159 3.1

Total Page:16

File Type:pdf, Size:1020Kb

Caracterização E Evolução Dos Serviços Na Indústria Automobilística: Uma Análise a Partir Das Trajetórias Das Montadoras (1998-2004) ______159 3.1 SÉRGIO TADEU GONÇALVES MUNIZ ATIVIDADES DE SERVIÇOS NAS MONTADORAS: DIMENSÃO, ESTRATÉGIAS E TRAJETÓRIAS (1998-2004) Tese apresentada à Escola Politécnica da Universidade de São Paulo como requisito à obtenção do Título de Doutor em Engenharia. (Volume 1) São Paulo 2005 SÉRGIO TADEU GONÇALVES MUNIZ ATIVIDADES DE SERVIÇOS NAS MONTADORAS: DIMENSÃO, ESTRATÉGIAS E TRAJETÓRIAS (1998-2004) Tese apresentada à Escola Politécnica da Universidade de São Paulo como requisito à obtenção do Título de Doutor em Engenharia. Área de Concentração: Engenharia de Produção Orientador: Prof. Livre Docente Mario Sergio Salerno (Volume 1) São Paulo 2005 AGRADECIMENTOS Aos meus pais, pelo apoio incondicional. Ao meu orientador, Prof. Mario Salerno, pela habitual presteza, colaboração e paciência. Ao Prof. Bruno Jetin, do Centre des Sciences Économiques et de Gestion, da Universidade Paris XIII, pelo apoio e orientações durante a minha permanência na França. Aos professores do TTO (Tecnologia, Trabalho e Organização), da Poli-USP, pela atmosfera intelectual e científica que pude desfrutar durante minha estada em São Paulo. Aos colegas do Departamento de Economia da Universidade Estadual do Centro-Oeste (Unicentro) e do Departamento de Gestão e Economia do Centro Federal de Educação Tecnológica do Paraná (CEFET-PR), pelo inestimável apoio. Ao CNPq, pelo financiamento dos estudos de doutorado, fundamental no desenvolvimento da pesquisa. À CAPES, pela concessão da bolsa de doutoramento sanduíche, que viabilizou minha estada em Paris e o desenvolvimento de parte da pesquisa. À Ju Jurach, pela simpatia e ajuda. À Cris, pelos dias e noites roubados. Aos meus colegas da sala de pós da Produção-Poli, principalmente Anaval, Alexandra, Claudinha, Flávia, Gabriela, Juan, Luciana, Neida, Pledson, Simone, Susana, responsáveis diretos pelos agradáveis momentos que passei em São Paulo. Aos amigos que fiz em Paris, pelos ótimos momentos vividos, que tornaram minha estada particularmente memorável. Meu agradecimento especial para Amar Charara, André, Charlotte Krenk, Clio, Danielo, Della-Sávia, Isabelle Cassel, Jaqueline, Mariana Deperon, Mariléia, Kristi Heggli, Letícia, Massao, Mailis Benazet, Miriam Latarjet, Mona Fahan, Patrícia Saceanu, Pedroso, Sawsan Mohsen, Sophie Thomsom, Viola Baradari e aos demais aqui não nominados. ii RESUMO O presente trabalho tem por objetivo avaliar a proporção que assumem as atividades de serviços nas montadoras, as estratégias e trajetórias recentes em torno destas atividades, bem como analisar as implicações do desenvolvimento destas atividades no interior da indústria. Para este propósito, foram analisados os dados de desempenho financeiro de doze montadoras, as mais expressivas da indústria automobilística, bem como acompanhadas suas estratégias de serviços, ao longo do período 1998-2004. A partir dos dados financeiros das montadoras pesquisadas, extraídos dos relatórios anuais destas companhias, a pesquisa procurou avaliar a real dimensão das atividades de serviços entre as montadoras. Através da proporção que assumem os serviços nas contas do Balanço Patrimonial e nas contas de resultado, foi possível estabelecer, simultaneamente, o peso que assumem nos negócios totais das companhias e sua importância enquanto fonte geradora de lucros. Observa-se em geral um forte peso dos serviços nas companhias pesquisadas, motivado pelo movimento das montadoras em direção a estas atividades nos últimos anos, determinando conseqüências para a competitividade e para a estrutura industrial do setor. Por outro lado, a partir do acompanhamento das estratégias das companhias no período, principalmente através de notícias da imprensa especializada mundial, foi possível estabelecer suas trajetórias recentes em serviços e apontar algumas perspectivas. Foram acompanhadas não só as estratégias em serviços financeiros tradicionalmente fornecidos pelas montadoras, mas também o movimento recente de engajamento nos serviços baseados na telemática e internet. Os resultados obtidos neste trabalho permitem identificar os diferentes posicionamentos quanto às atividades de serviços pelas montadoras e algumas tendências recentes. iii ABSTRACT This work aims to assess the ratio taken by the car assembly companies’ service activities, their strategies and the recent trajectories surrounding these activities, as well as to evaluate the implications of the development of these activities within the industry. For this, twelve assembling companies – the most significant in the automotive industry - had their financial performance data analyzed and their service strategies were followed up within the period 1998-2004. As from the financial data of the assembling companies researched, taken from these companies’ annual reports, the research sought to evaluate the real magnitude of the service activities among the assembling companies. As from the ratio taken by services in the Balance Sheet accounts and in the result accounts, it was possible to simultaneously establish the weight they assume in the companies’ total business and their importance while a profit-generating source. The significant weight of services can generally be observed in the companies researched, motivated by the movement of the assembling companies towards these activities in the last years, determining consequences for the competitiveness and for the sector industrial structure. On the other hand, from following the companies’ strategies in the period, mainly by means of news in the specialized world press, it was possible to establish their recent trajectories in services and to point out some perspectives. Not only the strategies in financial services traditionally provided by the assembling companies, but also the recent movement of engagement in services based on telematics and the internet were followed. The results obtained from this work allow identifying the different positioning as to the service activities by the assembling companies and some recent tendencies. iv RESUMÉ Le sujet de ce travail est évaluer la proportion prise par les activités de services à les constructeurs automobiles, les stratégies et les trajectoires récentes autour de ces activités, aussi que évaluer les implications de le dévélopement de ces activités dedans l’industrie. Pour ça, les données de peformance financier de douze constructeurs automobiles - les plus importantes de l’industrie d’automobile – ont été analysées et ses stratégies de services ont été acompagnés, entre 1998 et 2004. Dès les données financiers des constructeurs recherchés, extraits des comptes-rendus annuels de ces entreprises, la recherche a essayé d’évaluer la réel dimension des activités de services entre les constructeurs automobiles. À travers de la proportion assumée par les services dans les comptes du Bilan Patrimonial et dans les comptes de résultat, il était possible d’établir, simultanément, le poids assumé dans les négoces totaux des entreprises et son importance comme source générateur de gains. De manière général, on peut observer un fort poids des services dans les entreprises recherchées, motivé par le mouvement des entreprises de montage vers ces activités pendant les années récentes, qui ont déterminé conséquences pour la compétitivité et pour la structure industrielle du secteur. D’autre part, après suivre les stratégies des entreprises dans le période, principalement à travers des nouvelles de la presse spécialisée mondial, il était possible d’établir ses trajectoires récentes des services et indiquer quelques perspectives. Aussi que les stratégies en services financiers traditionnellement fournis par les constructeurs automobiles, le récent mouvement de engagement dans les services basés sur la télématique et sur l’internet ont été suivis. Les résultats obtenus avec ce travail permettent d’identifier les différents positionnements concernant les activités de services par les constructeurs et quelques tendances récentes. v SUMÁRIO RESUMO ________________________________________________________ III ABSTRACT_______________________________________________________IV RESUMÉ _________________________________________________________ V LISTA DE GRÁFICOS _____________________________________________IX LISTA DE QUADROS E FIGURAS __________________________________ X LISTA DE TABELAS ______________________________________________XI LISTA DE ABREVIATURAS E SIGLAS ____________________________ XVI INTRODUÇÃO_____________________________________________________ 1 CONTEXTUALIZAÇÃO E PROBLEMA _____________________________________ 1 PLANO DA OBRA ___________________________________________________ 9 CAPÍTULO 1: A “FINANCEIRIZAÇÃO” E O PAPEL DOS SERVIÇOS NA INDÚSTRIA AUTOMOBILÍSTICA __________________________________ 12 1.1. DA RETÓRICA AO “MODELO”_____________________________________ 12 1.2. DO “PRODUCIONISMO” À “FINANCEIRIZAÇÃO”: UM NOVO “MODELO” DE NEGÓCIO?________________________________________________________ 16 1.3. “CORPORATE GOVERNANCE”, “SHAREHOLDER VALUE”, “FINANCEIRIZAÇÃO”, “NOVA ECONOMIA”, “COUPON POOL”: MORFOGÊNESE DE UM MODELO? _______ 26 1.4. SHAREHOLDER VALUE E O “PROBLEMA DE AGÊNCIA” __________________ 34 1.5. A MÉTRICA DA FINANCEIRIZAÇÃO E O “CURTO-PRAZISMO” _____________ 43 1.6. “FINANCEIRIZAÇÃO”, MOVIMENTO AO LONGO DA MATRIZ E DESENVOLVIMENTO DOS SERVIÇOS ____________________________________ 52 1.7. “FINANCEIRIZAÇÃO”, MOVIMENTO AO LONGO DA MATRIZ E DESENVOLVIMENTO DOS SERVIÇOS NA INDÚSTRIA AUTOMOBILÍSTICA _________ 65 1.8. FINANCEIRIZAÇÃO, SERVIÇOS E PERFORMANCE FINANCEIRA NA INDÚSTRIA AUTOMOBILÍSTICA_________________________________________________
Recommended publications
  • Der Neue Bmw X5
    DER NEUE BMW X5. MIT DEM BESTEN xDRIVE ALLER ZEITEN. Freude am Fahren HERZLICH WILLKOMMEN ZUR PREMIERE BEI ENTENMANN AM 24. NOVEMBER, 10 – 16 UHR. Kraftstoffverbrauch (in l/100 km) der neuen BMW X5 Modelle kombiniert: 8,7 – 6,0; CO2-Emission (in g/km) kombiniert: 197 – 158. Abbildung zeigt Sonderausstattung. DIE STADT STEHT IHNEN OFFEN. BMW FÖRDERT DEN UMSTIEG. BIS ZU 6.000,– EURO MIT DEN BMW UND MINI UMWELTPRÄMIEN. Freude am Fahren Individuelle Mobilität sicherstellen und die Luftqualität in belaste- betroffene Stadt angrenzenden Landkreis haben. Auch Pendler, ten Städten verbessern – das sind die Ziele der BMW UMWELT- die ihren Arbeitsplatz in einer betroffenen Stadt haben, können die PRÄMIE+. BMW UMWELTPRÄMIE+ erhalten.*** Diese gilt für Halter von BMW und MINI Dieselmodellen mit der Der Kaufvertrag muss zwischen dem 01.10.2018 und dem 31.12.2019 Abgasnorm Euro 5 und Euro 4 in Städten, die von Stickstoffdioxid- abgeschlossen werden. Grenzwertüberschreitungen in besonderem Maße betroffen sind.* Ohne örtliche Begrenzung wird nach wie vor bundesweit für alle Bei Inzahlungnahme Ihres aktuellen BMW oder MINI Dieselmodells Dieselmodelle mit der Abgasnorm Euro 5 und älter bis 31.12.2018 erhalten Sie bei Kauf eines BMW oder MINI Neuwagens 6.000,– die BMW UMWELTPRÄMIE**** angeboten. Neu ist: Für Diesel- EUR und bei Kauf eines BMW oder MINI Vorführwagens oder eines modelle mit der Abgasnorm Euro 5 wird diese Prämie bis zum Jungen Gebrauchten BMW oder MINI 4.500,– EUR.** 31.12.2019 verlängert. Berechtigt sind Sie, wenn Sie Ihren Erstwohnsitz in einer der be- troffenen Städte, innerhalb eines Radius von 70 Kilometern um Die BMW UMWELTPRÄMIE und die BMW UMWELTPRÄMIE+ den Mittelpunkt einer der betroffenen Städte oder in einem an eine können nicht miteinander kombiniert werden.
    [Show full text]
  • BMW M4 GT4 Information Brochure
    Sheer Driving Pleasure SHEER RACING PLEASURE. THE BMW M4 GT4 IN DETAIL. Motorsport FOREWORD. BMW MOTORSPORT DIRECTOR JENS MARQUARDT. Dear BMW Motorsport customers, I am delighted to present the “Race Car of the Year 2018”* in detail: the BMW M4 GT4. Developing a classic customer racing car such as this, and making it available to private customer teams has always been one of BMW Motorsport’s core competencies. The BMW M4 Coupé production model is the perfect foundation for the development of our latest GT4 contender. Building upon it, our engineers have closed the gap between our entry-level car, the BMW M240i Racing, and our top model, the BMW M6 GT3. The BMW M4 GT4 is designed for use by private customer teams, and in 2018, for its debut season, already obtained considerable success around the world in the booming GT4 class. Using advanced technical solutions and characterized by its high build quality, the BMW M4 GT4 remains affordable, making it a compelling offer within the class. We are grateful to our customers around the world who, like us, believed in the car early on and chose to partner with us on the track. As a new racing season dawns, we believe the best is yet to come for the BMW M4 GT4 and the car has a lot more potential for success around the world. Interested? Look no further than this brochure for more information on the BMW M4 GT4. Kind regards, This is an interactive brochure. Click on the tabs below for example to choose a specific chapter.
    [Show full text]
  • Qualitative and Quantitative Analysis of Bmw Group
    QUALITATIVE AND QUANTITATIVE ANALYSIS OF BMW GROUP Authors (Universitat de Barcelona): Aitor Pozo Cardenal Ferran Carrió Garcia EDITOR: Jordi Marti Pidelaserra (Dpt. Comptabilitat, Universitat Barcelona) The BMW Group 2013 Investing in the BMW group What do we have to know? Aitor Pozo Cardenal Ferran Carrió Garcia 2 The BMW Group 2013 Summary 1. First Part (pages 4 to 28) 0. A little about the BMW group. 1. Its history. 2. Corporate responsibility. 3. Brands, main matrix and subsidiaries. 4. Targets. 5. BMW: Huge and profitable business (shareholders). 6. Financial services. 7. Innovation. 8. Internationalization. 9. Bibliography. 2. Second part (pages 29 to 44) 0. Introducing the topic 1. Market analysis 2. Market comparison 3. Short term risks 4. Long term analysis 5. The balance sheet’s evolution 6. Debts situation 7. Market risks 3 The BMW Group 2013 3. Third part (pages 45 to 68) 1. ROE 2. ROA 3. Value added 4. Cost of capital (K) 5. Optimal BMW situation 6. Profitability respect to the risk in a short term period 7. PER and Price x share 8. Conclusions 4. Bibliography (page 69) 4 The BMW Group 2013 1. First Part A little bit about the BMW Group 5 The BMW Group 2013 0. A little bit about the BMW group It’s not easy thinking about one interesting firm that allows us to work out with all the necessary information needed to develop some interesting lines, us we will do in this work. The BMW Group – one of Germany’s largest industrial companies – is one of the most successful car and motorcycle manufacturers in the world.
    [Show full text]
  • BMW Group Annual Report 2011 Awarded the Blue Angel Eco-Label
    ANNUAL REPORT 2011 CORPORATE GOVERNANCE REFINANCING EARNINGS PERFORMANCE CASH FLOW STATEMENTS KEY PERFORMANCE FIGURES COMPARISON INCOME STATEMENTS REFINANCING SEGMENT INFORMATION BALANCE SHEETS FINANCIAL POSITION NOTES TO THE GROUP FINANCIAL STATEMENTS NET ASSETS POSITION NOTES TO STATEMENT OF COMPREHENSIVE INCOME CORPORATE EARNINGS PERFORMANCE GOVERNANCE KEY PERFORMANCE FIGURES TEN-YEAR COMPARISON Contents 4 BMW GROUP IN FIGURES 6 REPORT OF THE SUPERVISORY BOARD 14 STATEMENT OF THE CHAIRMAN OF THE BOARD OF MANAGEMENT 18 COMBINED GROUP AND COMPANY MANAGEMENT REPORT 18 A Review of the Financial Year 20 General Economic Environment 24 Review of Operations 43 BMW Stock and Capital Market in 2011 46 Disclosures relevant for takeovers and explanatory comments 49 Financial Analysis 49 Group Internal Management System 51 Earnings Performance 53 Financial Position 56 Net Assets Position 59 Subsequent Events Report 59 Value Added Statement 61 Key Performance Figures 62 Comments on Financial Statements of BMW AG 66 Internal Control System and explanatory comments 67 Risk Management 73 Outlook 76 GROUP FINANCIAL STATEMENTS 76 Income Statements 76 Statement of Comprehensive Income 78 Balance Sheets 80 Cash Flow Statements 82 Group Statement of Changes in Equity 84 Notes to the Group Financial Statements 84 Accounting Principles and Policies 100 Notes to the Income Statement 107 Notes to the Statement of Comprehensive Income 108 Notes to the Balance Sheet 129 Other Disclosures 145 Segment Information 150 Responsibility Statement by the Company’s Legal
    [Show full text]
  • Bayerische Motoren Werke AG
    BMW Bayerische Motoren Werke AG Francia: Le plaisir de conduire España: ¿Te gusta conducir? Hispanoamérica: El placer de conducir Alemania: Freude am Fahren Tipo Sociedad anónima Industria Automóvil Fundación 1916 Sede Múnich, Alemania Ámbito Mundial Productos Automóviles, motocicletas,motores, bicicletas, banca,seguros Ingresos 76.380 millones de € (2013)1 Beneficio 5.210 millones de € (2013)2 neto Valor de la empresa: 113.290 millones de € (2013) Deuda de la empresa: 69.180 millones de € (2013) Director Dr. Norbert Reithofer ejecutivo Empleados (-3,80%) 96.230 (2009)3 Divisiones MINI BMW Motorrad M GmbH Filiales Rolls-Royce BMW Bank Sitio web www.bmw.es (España) www.bmw.com (Internacional) BMW (siglas en alemán de: Bayerische Motoren Werke, «Fábricas bávaras de motores») es un fabricante alemán de automóviles y motocicletas, cuya sede se encuentra en Múnich. Sus subsidiarias son Rolls-Royce y BMW Bank. BMW es el líder mundial de ventas dentro de los fabricantes de gama alta.4 Índice [ocultar] 1 Historia de BMW. o 1.1 Comienzos o 1.2 Logotipo o 1.3 Primera motocicleta BMW o 1.4 Primera producción de automóviles en Eisenach o 1.5 Durante la Segunda Guerra Mundial o 1.6 Posguerra o 1.7 Crisis de finales de los años 1950 o 1.8 Comienzo de la recuperación y compra de Glas o 1.9 Era Kuenheim o 1.10 La debacle de Rover o 1.11 Historia reciente o 1.12 Motocicletas Husqvarna o 1.13 Presidentes del consejo de administración de BMW o 1.14 Hechos cronológicos relevantes o 1.15 Cronología del lanzamiento de productos 2 Gama de productos o 2.1 Automóviles .
    [Show full text]
  • 11625 PDF COP SVR Engl.Indd
    Communication on Progress Report of the BMW Group 2010 I. Statement of continued support (Message from the CEO) p. 2 II. Global Compact Principles and Sources of Information on the BMW Group p. 3 III. Sustainability Objectives of the BMW Group in 2010 with regard to Global Compact Principles p. 5 2 I. Statement of continued support (Message from the CEO) Ladies and Gentlemen, The BMW Group has a clear vision to be the world’s leading provider of premium products and premium services for individual mobility. Premium is, and will remain, our business – and premium has many facets. We believe sus- tainability is one of them. With premium comes an obligation to accept economic, ecological and social responsibility. The BMW Group has been a signatory to the United Nations Global Compact since 2001 and is committed to implementing its ten principles. Every day we work on making progress in all of the relevant areas – within the BMW Group, in our cooperation with business partners and also in our dealings with all of our other stakeholder groups worldwide. Our new Global Compact progress report outlines what we see as the present challenges for the ten principles. We also describe our achievements over the past year. A particular highlight for the BMW Group was the intensive dialogue with our employees. In 2010, around 13,000 managers worldwide received special training on the strategic challenges the company faces. One of the four focus topics was corporate sustainability. In small groups, the managers worked on tasks that included defining what corporate sus- tainability means for their area of responsibility.
    [Show full text]
  • Annual Report 2007
    Annual Report 2007 Facts and figures 2007 Contents 02 BMW Group in figures 04 Report of the Supervisory Board 10 Group Management Report 10 A Review of the Financial Year 13 General Economic Environment 17 Review of Operations 41 BMW Stock and Bonds in 2007 44 Disclosures relating to Takeover Regulations and Explanatory Report 47 Financial Analysis 47 – Group Internal Management System 49 – Earnings Performance 51 – Financial Position 52 – Net Assets Position 55 – Subsequent Events Report 55 – Value Added Statement 57 – Key Performance Figures 58 – Comments on Financial Statements of BMW AG 62 Risk Management 68 Outlook 73 Group Financial Statements 73 Group and Sub-group Income Statements 74 Group and Sub-group Balance Sheets 76 Group and Sub-group Cash Flow Statements 78 Group Statement of Changes in Equity 79 Statement of Income and Expenses recognised directly in Equity 80 Notes to the Group Financial Statements 80 – Accounting Principles and Policies 89 – Notes to the Income Statement 96 – Notes to the Balance Sheet 117 – Other Disclosures 131 – Segment Information 135 Responsibility Statement by Company’s Legal Representatives 136 Auditors’ Report 137 Corporate Governance 137 Members of the Supervisory Board 140 Members of the Board of Management 141 Corporate Governance at BMW Group 142 Compensation Report (Sub-section of Management Report) 146 Shareholdings of Members of the Board of Management and the Supervisory Board 147 Declaration of the Board of Management and of the Supervisory Board pursuant to §161 AktG 148 Other Information
    [Show full text]
  • December 2020 BMW Group Investor Presentation
    BMW GROUP INVESTOR PRESENTATION December 2020 BMW Group Investor Presentation, December 2020 Page 1 DYNAMIC STRATEGY. AN ONGOING TASK. POSITION. WHAT do we stand for? DIRECTION. WHAT drives us? STRATEGIC APPROACH. WHERE do we want to go? COOPERATION HOW do we achieve our goals? BMW Group Investor Presentation, December 2020 Page 2 BMW GROUP STRATEGY. WHAT do we stand for? WHERE do we want to go? POSITION. STRATEGIC APPROACH. We take on business, environmental We focus on our customers and and societal challenges. fulfil their diverse needs worldwide. HOW do we achieve WHAT drives us? our goals? DIRECTION COOPERATION. We offer inspiring premium We deliver top performance. products for individual mobility. Each of us makes a contribution, Today and for future generations. based on our values. BMW Group Investor Presentation, December 2020 Page 3 POWER OF CHOICE. OUR CUSTOMERS DECIDE WHAT IS RIGHT FOR THEIR NEEDS. BMW X3. PETROL & DIESEL. BMW X3 xDRIVE 30e. PHEV. BMW iX3. BEV. VARIETY OF DRIVE TRAINS FOR THE BMW X3. BMW Group Investor Presentation, December 2020 Page 4 BMW i FROM “BORN ELECTRIC”. TO “ONE ARCHITECTURE SERVES ALL”. 2013 FROM ONE ARCHITECTURE “BORN ELECTRIC”. 2021 ON. FITS ALL POWERTRAIN DERIVATIVES COMBUSTION ENGINE. PLUG-IN HYBRID. PURE ELECTRIC. AFTER NEW BEV CENTRIC ARCHITECTURE. 2025. BMW Group Investor Presentation, December 2020 Schematic illustration. Page 5 OUR CLEAR ROADMAP. AT LEAST 25 ELECTRIFIED MODELS BY 2023 INCLUDING AT LEAST 13 FULLY ELECTRIC CARS. FULLY ELECTRIC. BMW i3 94 Ah/33 kWh BMW i4* BMW iX1** BMW iX3
    [Show full text]
  • BMW Group Annual Report 2019
    ANNUAL REPORT 2019 Power of Choice CONTENTS 1 3 TO OUR SHAREHOLDERS GROUP FINANCIAL Page 4 BMW Group in Figures STATEMENTS Page 8 Report of the Supervisory Board Page 108 Income Statement Page 18 Statement of the Chairman of the Page 108 Statement of Comprehensive Income Board of Management Page 110 Balance Sheet Page 22 BMW AG Stock and Capital Markets in 2019 Page 112 Cash Flow Statement Page 24 Financial Calendar Page 114 Statement of Changes in Equity Page 24 Contacts Page 116 Notes to the Group Financial Statements Page 116 Accounting Principles and Policies Page 133 Notes to the Income Statement Page 141 Notes to the Statement of Comprehensive Income 2 Page 142 Notes to the Balance Sheet COMBINED Page 164 Other Disclosures Page 184 Segment Information MANAGEMENT REPORT Page 190 List of Investments at 31 December 2019 Page 26 General Information and Group Profile Page 26 Organisation and Business Model Page 44 Management System 4 Page 48 Report on Economic Position Page 48 General and Sector-specific Environment CORPORATE Page 52 Overall Assessment by Management Page 53 Comparison of Forecasts for 2019 with Actual Results in 2019 GOVERNANCE Page 64 Review of Operations Page 200 Corporate Governance Page 76 Comments on Financial Statements of BMW AG (Part of the Combined Management Report) Page 82 Report on Outlook, Risks and Opportunities Page 200 Information on the Company’s Governing Constitution Page 82 Outlook Page 201 Board of Management Page 88 Risks and Opportunities Page 201 Supervisory Board Page 202 Shareholders and Annual
    [Show full text]
  • 10453 Umschlag Aussen Engl
    Annual Report 2006 Rolls-Royce Motor Cars Limited Facts and figures 2006 BMW Group in figures 02 Report of the Supervisory Board 04 Group Management Report 10 A Review of the Financial Year 10 General Economic Environment 12 Review of operations 15 BMW Stock and Bonds in 2006 38 Disclosures pursuant to §289 (4) and §315 (4) HGB 41 Financial Analysis 43 – Group Internal Management System 43 – Earnings performance 44 – Financial position 46 – Net assets position 48 – Subsequent events report 50 – Value added statement 50 – Key performance figures 53 – Comments on Financial Statements of BMW AG 54 Risk Management 58 Outlook 62 Group Financial Statements 65 Group and sub-group Income Statements 65 Group and sub-group Balance Sheets 66 Group and sub-group Cash Flow Statements 68 Group Statement of Changes in Equity 70 Statement of Income and Expenses recognised directly in Equity 71 Notes to the Group Financial Statements 72 – Accounting Principles and Policies 72 – Notes to the Income Statement 79 – Notes to the Balance Sheet 86 – Other Disclosures 104 – Segment Information 111 Auditors’ Report 115 Corporate Governance 116 Members of the Supervisory Board 116 Members of the Board of Management 119 Corporate Governance in the BMW Group 120 Compensation Report (Sub-section of Management Report) 121 Directors’ Dealings 124 Shareholdings of members of the Board of Management and the Supervisory Board 124 Declaration of the Board of Management and of the Supervisory Board pursuant to §161 AktG 125 Other Information 126 BMW AG Principal Subsidiaries
    [Show full text]
  • Research Report BMW Group WUTIS Student Research
    Research Report BMW Group WUTIS Student Research Consumer Discretionary– Automotive Frankfurt Stock Exchange BMW - Group Date: 06/15/2018 Current Price: EUR 84.15 Target Price: EUR 86.3 Ticker: FRA: BMW Headquarters: Munich, Germany Recommendation: HOLD Highlights Executive summary 200 Bayerische Motorenwerke AG (BMW) founded in 1916 is one of the most prestigious automobile and motorcycle manufacturers in the 150 world. Though the group cannot compete with the biggest players in the industry in terms of the number of units produced, this is mainly due to 100 BMWs choice to focus on the premium automotive segment. In 2017, around 2.46mn BMW, Rolls-Royce and MINI vehicles were sold. 50 Investment Recommendation 0 . We initiate coverage on BMW Group (BMW:GR) with a Hold F-13 F-14 F-15 F-16 F-17 F-18 recommendation based on a three months target price of EUR 86.3 BMW Group Dax offering 2.3% upside from its closing price of EUR 84.15 on June 15th 2018. Our recommendation is primarily driven by: . BMW might be negatively affected by any trade barriers. For instance, the Brexit caused 5.7% decline in cars sold in UK, whereas Market Profile Moody’s forecasts further fall by 5.5%. Similiar situation might Closing Price 84.15 happen soon at far bigger markets, since the US President Donald Target Price 86.33 Trump has proposed to raise the taxes on imported cars. 52-W High/Low 77.1/ 97.5 . China and recovery in Europe as drivers for global vehicle sales. 52-W Return 4.62% .
    [Show full text]
  • BMW Group Retiree Benefits
    BMW Group Memo To: All Employees of companies checked below: ☒ BMW of North America, LLC ☒ BMW Manufacturing Co., LLC ☒ BMW Financial Services NA, LLC ☒ DesignWorks, A BMW Group Company ☒ Rolls-Royce Motor Cars NA, LLC ☒ ReachNow ☒ BMW Bank of North America, Inc. ☒ BMW iVentures, Inc. ☒ BMW Technology Corporation ☒ BMW US Capital LLC From: Vehicle Administration (VA) Date: June 1, 2018 Re: Changes to All Employee Lease (AEL) and Retiree Lease Program Leasing Terms In 2017, the Company Car Program was expanded to allow eligible employees a 2nd All Employee Lease Vehicle (AEL2). AEL2 vehicles were exchanged based on mileage as with all other company car programs. This growth in the company car program successfully provided an estimated 500 drivers with access to a BWM or MINI! Despite challenging times with vehicle production availability, VA remains committed to providing all the benefits of a robust company car program. What’s New: 1. Time based lease for AEL2 and Retiree vehicles instead of mileage lease Effective June 1, 2018, all AEL2 and Retiree vehicles will be returned at 12 months from the date the vehicle is picked up, regardless of miles. E.g. vehicle picked up July 2018 will not be exchanged until July 2019. Each employee is obligated to keep the assigned vehicle in excellent condition by paying attention to the vehicle’s service indicator and completing all required service and maintenance including but not limited to oil services, yearly service, etc. As a result, as of June 1, 2018, all VA locations will no longer accept or process AEL2 vehicle exchange orders.
    [Show full text]