company presentation bmw

Your browser is not up to date and may not be compatible with our website.

Please switch to a different browser e.g. Chrome , Firefox or Safari .

Shop Online

• BMW Corporate Sales
• BMW Protection Vehicles
• BMW Premium Selection

View our current Special Sales today.

Service & Workshop

• BMW Service

Parts & Accessories

• Wheels & Tyres
• BMW M Performance Parts
• Original BMW Accessories: Spring and Summer
• BMW Lifestyle

Technology & Innovation

• Efficient driving
• Consumption, emissions and measuring methods
• Efficient technologies

User Manuals & Support

Brand & company.

• Story of Luxury

Business & Corporate

• Corporate Aftersales Overview

Concept Cars

• BMW Vision M NEXT
• BMW i Vision Dee
• BMW Vision Vehicle Circular Economy
• BMW Vision Neue Klasse

THE BMW GROUP – INTERNATIONALLY SUCCESSFUL.

With its brands BMW, MINI, Rolls-Royce and BMW Motorrad the BMW Group is the world's leading manufacturer of premium automobiles and motorcycles and provider of premium financial and mobility services. It has a workforce of approx. 125,000 employees worldwide.

• To BMW Group – Company
• Request a Test Drive
• BMW EfficientDynamics
• M Performance Automobiles
• BMW Individual: highlights
• Electromobility
• BMW Engine Analyzer

Investor Relations

BMW Group financial reports, other important dates and publications as well as current BMW share price, dividend and bond information can be found on the BMW Group Investor Relations website.

• To BMW Group – Investor Relations

Responsibility

The success of the BMW Group has always been based on long-term thinking and responsible action. The company has therefore established ecological and social sustainability throughout the value chain, comprehensive product responsibility and a clear commitment to conserving resources as an integral part of its strategy.

• To BMW Group – Responsibility

The passion for forging new paths, thinking ahead and breaking new ground is our common drive at the BMW Group. That is why we look for employees who bring team spirit and initiative – and the will to continuously learn. Do you want to share your passion and start your career with the BMW Group? Explore our current job offers and working environment worldwide on:

• To BMW Group – Jobs
• Mehr erfahren
• Cookies akzeptieren

Outdated browser version

• Get an up-to-date version of your Browser
• Request a test drive

Website currently not fully available

Our tool for managing your permission to our use of cookies is temporarily offline. Therefore some functionality is missing.

How BMW’s strategic pivot made it a global automotive giant

Table of contents, here’s what you’ll learn from bmw's strategy study:.

• How changing industries is not a straightforward endeavor, but staying true to your identity’s core traits will help you achieve it.
• How clarity of vision guides the transformation process and helps you fit in an evolving industry.

The BMW Group – Bayerische Motoren Werke – is a German manufacturer of automobiles that markets its products through the brands BMW, Mini, and Rolls-Royce. It’s among the top 10 biggest car manufacturers in the world by revenue.

The Quandt family owns 50% of the company, specifically Stefan Quandt and Susanne Klatten, while the remaining 50% is publicly traded. Chairman of the Board of Management is Oliver Zipse since 2019.

BMW's market share and key statistics:

• Brand value of $27.6 billion
• Net worth of $52.9 billion as of December 22, 2022
• Annual revenue of $131.6 billion for 2021
• Total number of employees: 118,909
• 2,521,514 deliveries in the automotive segment in 2021

{{cta('c41ad082-5fd1-49ee-99d8-76959ca7ec3f')}}

Humble beginnings: How did BMW start?

BMW was officially founded on March 7, 1916.

It was the result of a merger between Gustav Otto’s company,  Otto Flugmaschinenfabrik  and  Bayerische Flugzeugwerke.  However, the company was combined with Karl Friedrich Rapp’s company  Rapp Motorenwerke  in 1922 and was named  Bayerische Motoren-Werke AG (BMW AG).

Today, BMW is known for its iconic cars and powerful engines. But its first business was aviation.

Aviation: BMW’s first business had people flying

The early twentieth century was a period of constant technological innovation in aviation.

As such, the demand was high and although there were only a handful of manufacturers, the competition was fierce. In the dawn of highly specialized spaces, the competition between companies is essentially a competition between individual inventors and their teams.

BMW had Franz Joseph Popp and Max Friz on its side, two excellent and experienced inventors. However, what set BMW apart from its competitors was the solid financial footing that enabled it to focus on supreme performance and reliability in the design of its aero engines. Instead of focusing on cost reductions and short-term convenience, the company focused on sophisticated engineering solutions and novel manufacturing techniques.

For example, the six-cylinder Type IIIa engine that Friz developed was performing exceptionally well in higher altitudes. In fact, it was so powerful that it gave the German Fokker D.VII fighter such an edge in World War I that it urged the air ministry to make space for its production in the BMW facilities by giving the production of another BMW engine to Opel, a competitor. In addition, once the war was over, Armistice’s fourth clause required Germany to hand over all D.VIIs to the Allies. It was that powerful.

But the Armistice also forbade the production of aero engines, forcing BMW to a complete restructuring.

It’s important to mention that building aircraft technology imbued BMW’s culture with values of extreme performance and technical sophistication that remain today.

BMW’s strategic pivot: how it moved to car manufacturing

The post-war era was tough for manufacturers in Europe since the end of military contracts meant that manufacturers were left with excess capacity, inflation was increasing, and the only available contracts were small and not very profitable.

Frank Popp, who ascended to General Director at BMW, devised a long-term strategy to develop future stability while keeping the company alive. His  strategic plan  was focused on three main pillars:

• Taking smaller manufacturing contracts to keep the cash flowing, like producing railway brakes.
• Modifying BMW’s star Type IIIa engine to a four-cylinder model, which was more appropriate for industrial and agricultural applications. That would allow the further development of the aero engine, despite production restrictions.
• Entering the motorcycle arena and using it as a stepping stone to move into the car market.

The strategy had a twofold intention.

The first was a bet  on the removal of the aero engine production restrictions. Fritz was developing the next generation of the company’s star engine, so once the restrictions were lifted, BMW could resume its position as a pioneer in aircraft technology.

The second was a pivot  with a simultaneous approach to retaining revenue streams. The modified engine proved to be profitable, and Fritz’s ingenuity gave birth to the famous “boxer” engine configuration – a motorcycle engine with innovations for more effective cooling and a higher power output – that brought BMW great success in motorcycle races. 

The brilliance of the strategy was its clarity and its executable nature. It took advantage of the company’s current strengths in engineering knowledge, technological innovations, and credibility to move to adjacent manufacturing markets. A tactic that proved to be quite profitable.

In 1923, the bet paid off. The restrictions were lifted, commercial flying was on the rise, and demand was increasing. BMW faced some competition, but its engines proved superior, consistently breaking records of distance - and height - traveled and sustained the company until its entering the car market.

BMW’s challenges during World War II as a car manufacturer

In 1928, BMW entered the car market.

It was a long-standing belief that the company had the capabilities to design and manufacture a car, and its leadership believed that BMW’s long-term survival wasn’t aero engines, but cars.

Its approach was calculated and a few years in the making. The company chose to compete in a smaller, less crowded segment of the market: the small-car segment.

BMW acquired the struggling Automobilwerk Eisenach manufacturer and used its factory to produce the first-ever BMW car under the manufacturer’s brand name: the  Dixi DA1 . It was a variation of the British Austin Motor Company‘s model, the Austin 7. BMW’s engineers improved the model and launched the next generation the following year under the company’s brand name marking the first car designed and manufactured by BMW.

However, the company was far from a car manufacturer at the time.

Its main business was motorcycles. At the start of the 1930s, BMW was known for its powerful engines in the aero industry and its innovative motorcycle designs. The successes in the latter funded the company while honing its engineering capabilities. So, BMW continued developing all three of its business segments – aero engines, cars and motorcycles – with the third one keeping it alive.

But Germany’s austerity had driven all but five German car manufacturers out of business.

In 1933, Adolf Hitler came to power, and things changed.

He revived the industry by providing financial security and certainty, reducing taxation, and building the necessary infrastructures to allow the industry to boom, i.e. highways like the  Autobahn  network. Evidently, Hitler’s intentions behind this investment were the development of engineering capabilities for military superiority and an efficient transportation system. They were in line with his long-term plans that resulted in the horrors of WWII, but nobody could predict that.

So, until WWII started, BMW took advantage of the new market conditions to improve its car engines, expand its target market and develop its first signature car:  the sedan . The car achieved moderate success, capturing 6% of the car market share, beating its number 1 competitor, the Daimler-Benz. BMW managed to make a name as a fashionable car manufacturer.

Soon after that, Hitler’s plans created two challenges for BMW.

The first challenge  was the increased demand for aero engines that took most of BMW’s manufacturing capabilities. With only one car-producing factory, the company was leaving money on the table with its decreased output. Popp’s strategic decision at the time unknowingly saved the company from a certain demise. Instead of opening a new factory, Popp decided to upmarket and aim for the high-end of the market spectrum where margins were better, and the demand couldn’t get out of hand. All three of BMW’s business units were booming until 1940.

The second challenge  was a hostile takeover of the company by Berlin’s dictator. The war was just around the corner. There was no room for commercial manufacturing, only military. Whoever tried to oppose was driven out of the company, including the company’s co-founder Frank Popp. BMW was forcefully transformed into an arms manufacturer and a forced-labor employer.

Once the war ended, the scene was not looking good for BMW. It had multiple facilities bombed, was affected by impossible restrictions imposed by the Allies, and its car factory was left on the wrong side of the Wall.

How BMW survived post-WWII

Good connections between the US Forces and senior BMW managers saved the company from total obliteration and allowed it to remain in business making domestic pots, bicycles and agricultural machinery.

However, the company never completely shredded its previous identity. Old employees returned and the design for a new motorcycle was secretly being developed.

By 1952, BMW had resumed motorcycle and car production. However, none of its products achieved sufficient sales, and by the end of the decade, the company escaped from a near Mercedes-Benz acquisition with the investment of the Quandt brothers. Through a few well-timed and well-seized opportunities, BMW got a hold of great talent and found its breakthrough in the steering wheel of the  BMW 1500 .

Since then, the company has had a steady course to the top accumulating successes in engineering innovation and trend-setting designs that helped the company expand its businesses internationally.

Key Takeaway #1: Accept incoming change and take your expertise with you

When the world changes, clinging to the old status quo is suicide. On the contrary, embracing change without shedding the identity of your company is the best way to adapt.

This is how you can do this:

• Identify what makes your company unique. Do a  SWOT analysis  and a culture inventory (values and accepted behaviors).
• Have clear answers to the following questions: Which strengths and cultural traits can you transfer? What weaknesses and cultural traits must you shed?
• Retain high levels of agility with an iterative approach to execution. Treat your approach as a learning process.

BMW’s current corporate strategy: “We see the future as electric, digital and circular.”

BMW is over 100 years old. It wouldn’t be here today, if it hadn’t demonstrated a powerful  strategic instinct  and a strong,  adaptive  corporate  strategy .

And today, it needs these two more than anything. The landscape of the car industry is going through a transitional phase. The survival of legacy carmakers, like BMW, requires massive transformation and a focused strategy tailored to today’s complex and differentiated external conditions. BMW’s leadership recognizes this fact.

Here are the three conditions that outline BMW’s complex and demanding competitive landscape:

• Increased global competition, including emerging new players in China with potentially global reach.
• Industry-shaping megatrends that take the focus away from traditional car manufacturing traits. Electromobility, connectivity and digitalization have become the new competitive arenas.
• Increased prioritization of sustainability and environmental impact from both buyers and regulatory forces. Followed closely by societal impact.

“BMW Group strategy” is a transformational bet on the future of the industry.

We see the future as electric, digital and circular.

BMW separates its operations into three segments:

• The Automotive segment
• The Motorcycles segment
• The Financial Services segment

And manufactures vehicles under three brands:

• Rolls-Royce

With a quick glance, it’s obvious the company targets the high-end of the market with its offerings ranging from premium to ultra-luxury products. Rolls-Royce is solely ultra-luxury, MINI is premium and BMW products range from premium to ultra-luxury. The company has a unified vision, but each brand will adapt to the company’s vision at a different cadence.

Let’s see how BMW’s corporate strategy tackles the company’s transformation.

Electric Mobility: the competitive landscape and BMW’s strategy

Electric Vehicles (EVs) have been a massively trending category in the last few years, driven by two powerful forces: demand and regulatory requirements. And BMW is committed to becoming one of its major players.

Its goals are to:

• Achieve >30% share of electrified cars in total deliveries by 2025
• Achieve >50% share of electrified cars in total deliveries by 2030

These are ambitious goals and reveal a significant shift in its business focus that requires a massive internal transformation. Success isn’t guaranteed because the space is already crowded and the competition fierce:

• TESLA , the category queen of EVs, defends its top place remarkably well by maintaining its edge in battery engineering and chip design with its in-house expertise.
• Honda partnered with Sony to enter the EV category and Xiaomi announced its plans to build an electric car plant.
• General Motors and Nissan have set their own ambitious goals and brought strong propositions to the market. Ford saw unexpected demand for its F150 all-electric lightning pickup truck, and Toyota promised to offer 30 EV models by 2030.
• Mercedes-Benz made an aggressive move to luxury EVs with its Mercedes-EQ range.
• Alternative, eco-friendly and healthy alternatives are drawing more and more demand.
• China’s investment in infrastructure lowers the barrier of entry for new players and Chinese brands increase their competitiveness.

Not all of these players are direct threats to BMW, but the combined presence shapes the market and the competitive landscape in ways that cannot be ignored. If BMW is to survive and achieve its ambitious goals, it needs to address all of these points with a cohesive and focused strategy.

And so it does.

The company’s strategy in the Electric Vehicles category is aggressive, structured, and developed early. BMW’s approach to its electromobility transformation has three distinct phases:

In the initial phase,  the BMW Group launched the fully electric BMW i3 in 2013, introducing electrification into standard production. The next year came out the BMW i8 with innovative technology and a futuristic design.

In the second and current phase,  the MINI Cooper SE* and BMW iX3* lead the EV offensive. The company aims to have at least one fully electric model in virtually all key model series by 2023. The transformation is supported by developing its in-house competencies and restructuring all of its factories, especially in Germany, to develop the capability of manufacturing EVs. It also incorporates plans for developing a charging ecosystem.

In the third phase,  BMW will launch its fully electric product line-up, the  Neue Klasse . This new line of EVs will be characterized by a complete technology redesign, including redefined tech stack for autonomous driving, a high-performance electric drivetrain generation, and a New Cluster Architecture (NCAR) geared exclusively towards battery electric vehicles. The Neue Klasse line will focus on the concept of circularity (more on this later). Rolls-Royce and BMW’s motorcycle segment will also evolve in the direction of electromobility.

The company’s transition to electric mobility isn’t developed in silos. It’s tied to its digitalization and sustainability initiatives making it cohesive and interdependent.

Tackling digitalization: BMW’s initiatives and transformation

According to BMW’s view, the future of automobiles is highly digitized with increased connectivity.

The company is moving decisively in that direction by focusing its digital transformation strategy on two pillars:

• Initiatives that improve its operations.
• Initiatives for further digitization of its products.

In its operations,  for example, the company implements a  predictive maintenance strategy  to prevent unnecessary production downtimes. It includes the use of sensors, cloud-based data analysis and Artificial Intelligence (AI) to assess the condition of its equipment before they present any flaws. It has also developed a complete online sales process and digital tools to aid customer experience inside the stores.

In its products,  the company is developing appropriate software for all of the engineering aspects of its vehicles and for additional services for its customers. It offers, for example, remote software upgrades and “functions of demand.” Since 2020, the company has been offering the  My BMW  and  MINI  apps. BMW also aims to develop technologies for autonomous driving, i.e.  technologies for automated driving beyond level 3 .

The future of driving is autonomous, and it causes premium and luxury brands, like BMW, to take their attention away from designing the perfect driving experience and directing towards designing a cabin for the perfect cruising experience.

Car mobility turns into a pleasant and sustainable cruise.

Circularity: BMW’s sustainability strategy

The introduction of stringent legislation and regulations regarding environmental impact and responsible governance forces corporations to incorporate sustainability and responsibility into their  strategic planning .

The more prudent companies have developed capabilities to address matters or, at the very least, develop the capacity to adapt to immediate additional regulatory changes rapidly.

So, BMW has set up impressive sustainable goals and mobilizes significant resources to accomplish them. Here are the company’s most important sustainability initiatives:

• Systematic integration of sustainability issues in decision-making. The Board of Management evaluates every topic submitted from the point of view of sustainability.
• Sustainability is built into individual market strategies. A holistic program is developed with centralized measures but combined with local activities in the markets. Best practices are shared within an established international sustainability network.
• Decarbonize the BMW Group’s vehicle fleet by an average of 40% over the entire life cycle (Scopes 1-3) by 2030 compared to 2019.
• Achieve net zero emissions across the entire value chain by 2050.

To achieve these goals, the Group integrates its electric mobility transition with its sustainability strategy. In other words, it changes its entire operational capabilities from product design to product development to product recycling in order to meet its sustainability targets.

But besides demand and regulatory requirements, there is a third force that shapes BMW’s transformation:

The limited availability of high-quality secondary raw materials.

A challenge that heavily impacted the industry in 2021 and is still present. BMW’s answer to that challenge is the concept of  circularity.

The circular economy concept requires a holistic strategic approach and is based on four principles:  Re:think, Re:duce, Re:use and Re:cycle . Its main objective is to create closed material loops that will give the company an alternative source of secondary material. Some highlights of the circularity concept are: 

• The preference for secondary materials by reducing the use of primary raw materials in the automotive value chain. For example, closing material loops in the production chain.
• The implementation of the  Secondary First  approach which stipulates specifications for products, materials, and suppliers.
• Investments in resource-friendly technologies through funding of startups like Lilac Solutions, Boston Metal, and H2 Green Steel that offer materials from total green or eco-friendly production processes.
• Effective resource management, including the reduction of water used in production processes, the reduction of waste generated in its facilities, and the reduction of its emissions of volatile organic compounds (VOC3).

The Group also implements various initiatives to increase its energy efficiency and the amount of energy drawn from renewable sources. However, challenges always occur, and in 2021, the scarcity of semiconductors increased the energy consumption at some of its plants, increasing the YoY absolute consumption of the company.

But the company expects to improve its progress in the following years.

As a testament to its circularity approach, BMW has announced the design of a concept car called  BMW i Vision Circular  that will be made entirely out of recycled material and will be 100% recyclable.

The last part of BMW’s transformation concerns employees and society.

BMW’s employee development, attractiveness, and corporate responsibility

Attracting, retaining and developing talent is crucial for the success of BMW’s transformation.

To become an attractive employer, the company offers the following:

• Above average remuneration packages.
• A variable component dependent on the BMW Group’s overall performance.
• Additional benefits such as Company pension schemes and an attractive range of mobility benefits.
• A diverse range of options for working conditions like flexible working hours, remote working, sabbaticals and additional holidays (with a corresponding reduction in salary)

Its favorable working conditions have earned the company a number of awards and rankings, claiming the top spot against its fellow car manufacturers in multiple prestigious surveys.

To retain the great talent it attracts, the company:

• Conducts an internal employee survey every two years to assess the organization’s performance from within. The last one was in 2021 and demonstrated significant progress in all areas surveyed, and, most importantly, it demonstrated employees' support for integrating sustainability with strategy.
• Encourages employees to submit ideas on matters out of their normal remit and rewards those that generate a positive financial effect for the company with a bonus. In 2021, the company paid € 30.4 million in bonuses.
• Trains its employees. In 2021, BMW launched the largest training initiative in its history that increases the expertise of its workforce in electrics and electronics, data analysis, innovative production technologies, and new working methods.

To further support its transformation needs, the company has also developed internal processes that promote the desired personalities and skills to management positions.

BMW views diversity as a strength and makes considerable effort to embed it into its culture.

• It implements group-wide initiatives to raise awareness throughout the organization, like its annual Diversity Week and the internal communications campaign called  Driven by Diversity .
• It encourages employees to engage and propose their own initiatives while it supports local internal networks and the BMW Group PRIDE group promoting the interests of the LGBT+ community.
• It takes a holistic approach by developing initiatives on five key diversity dimensions: cultural background, age and experience, sexual orientation and identity, physical and mental ability, and gender.
• It has set targets to increase the percentage of women in management positions and in the total workforce of the BMW Group.

The company has a set of KPIs to measure its progress on these fronts and is evaluated externally on the effectiveness of its initiatives.

When it comes to its corporate responsibility, BMW aspires to address concrete needs and achieve a long-term impact by means of its corporate citizenship activities. These activities leverage the company’s expertise and include crisis assistance – e.g. funded rescue services during the 2021 flood disaster in Germany – and developing local educational programs for younger people.

Key Takeaway #2: Bet on a clear and educated vision of the future

There are no strategies that are future-proof. At least, not good ones. When your industry evolves, make sure you’re prepared for the new way of things:

• Increase your sensitivity to market changes and industry trends. Have processes to gather the data, process it and evaluate it.
• Form a hypothesis for the future state of your industry and write it down as clearly as possible. 
• What changes in a fundamental way? For example, the transition from a driving to a cruising experience requires prioritizing different principles.
• Decide who you want to be in that future and what capabilities you need to build today to achieve that.

Why is BMW so successful?

The success of BMW is due to its innovative engineering and design, as well as its demonstrated ability to make sound strategic decisions that help it adapt quickly to market changes.

The company has a long history of innovation that has helped it stand out in the automotive industry, and it is consistently focused on making sure its customers are satisfied with the cars they purchase. Over the years, BMW has evolved into a relationship brand building a loyal – and, dare we say, sometimes hardcore – customer base.

What is BMW’s mission statement?

BMW’s mission statement is “ to become the world's leading provider of premium products and premium services for individual mobility. ”

This vision encompasses the company’s goal of providing the best experience possible in the automotive industry, from the design and engineering of its products to its customer service.

Growth by numbers

Your browser is not up to date and may not be compatible with our website.

Please switch to a different browser e.g. Chrome , Firefox or Safari .

Shop Online

• New Vehicles
• Configure Your Own
• Current Offers

Financial Services

• BMW 360º Finance Plan
• Extended Warranty
• EMI Calculator
• Special Offers

Digital Services & Apps

• BMW ConnectedDrive

Service & Maintenance

• BMW Service
• Smart Video
• Request for Service
• Warranty Policy
• Service Inclusive
• BMW Service Cost Estimator
• Package Status Check
• Recall Information
• Original BMW Engine Oil
• BMW Joy Rewards
• Workshop Offers
• Accident Management

Technology & Innovation

• BMW Next 100

Business & Corporate

• Corporate Advantage Programme
• Corporate Sales
• Diplomatic Sales
• Hotel Fleet
• BMW Premium Selection

Electromobility

• The Joy of Electric Driving
• BMW Vision M NEXT

Brand & Company

• BMW Excellence Club
• BMW India Foundation
• Corporate Policies
• Book a Test Drive
• Find a Dealer

Lifestyle & Accessories

• BMW Lifestyle
• BMW Accessories Configurator
• BMW Accessories Overview
• Universal Accessories
• Travel and Comfort Accessories
• M Performance Parts
• BMW Joyfest
• BMW Golf Cup

Concept Cars

• BMW Neue Klasse: Overview
• BMW Vision Neue Klasse X
• BMW Vision Neue Klasse

EXPLORING THE BMW GROUP: A GLOBAL SUCCESS STORY

The bmw group – internationally successful..

With its brands BMW, MINI, Rolls-Royce and BMW Motorrad the BMW Group is the world's leading manufacturer of premium automobiles and motorcycles and provider of premium financial and mobility services. It has a workforce of approx. 125,000 employees worldwide

• To BMW Group – Company
• BMW Luxury Class
• BMW Concept vehicle
• BMW 8 Series Concept
• Technology and Innovation
• The Corporation
• BMW Engine Sound
• Consumptions & Emissions
• 50 Years Of BMW M

Investor Relations

BMW Group financial reports, other important dates and publications as well as current BMW share price, dividend and bond information can be found on the BMW Group Investor Relations website.

• To BMW Group – Investor Relations

Responsibility

The success of the BMW Group has always been based on long-term thinking and responsible action. The company has therefore established ecological and social sustainability throughout the value chain, comprehensive product responsibility and a clear commitment to conserving resources as an integral part of its strategy.

• To BMW Group – Responsibility

The passion for forging new paths, thinking ahead and breaking new ground is our common drive at the BMW Group. That is why we look for employees who bring team spirit and initiative – and the will to continuously learn. Do you want to share your passion and start your career with the BMW Group? Explore our current job offers and working environment worldwide on:

• To BMW Group – Jobs

Website currently not fully available

Our tool for managing your permission to our use of cookies is temporarily offline. Therefore some functionality is missing.

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

How to Make a “Good” Presentation “Great”

• Guy Kawasaki

Remember: Less is more.

A strong presentation is so much more than information pasted onto a series of slides with fancy backgrounds. Whether you’re pitching an idea, reporting market research, or sharing something else, a great presentation can give you a competitive advantage, and be a powerful tool when aiming to persuade, educate, or inspire others. Here are some unique elements that make a presentation stand out.

• Fonts: Sans Serif fonts such as Helvetica or Arial are preferred for their clean lines, which make them easy to digest at various sizes and distances. Limit the number of font styles to two: one for headings and another for body text, to avoid visual confusion or distractions.
• Colors: Colors can evoke emotions and highlight critical points, but their overuse can lead to a cluttered and confusing presentation. A limited palette of two to three main colors, complemented by a simple background, can help you draw attention to key elements without overwhelming the audience.
• Pictures: Pictures can communicate complex ideas quickly and memorably but choosing the right images is key. Images or pictures should be big (perhaps 20-25% of the page), bold, and have a clear purpose that complements the slide’s text.
• Layout: Don’t overcrowd your slides with too much information. When in doubt, adhere to the principle of simplicity, and aim for a clean and uncluttered layout with plenty of white space around text and images. Think phrases and bullets, not sentences.

As an intern or early career professional, chances are that you’ll be tasked with making or giving a presentation in the near future. Whether you’re pitching an idea, reporting market research, or sharing something else, a great presentation can give you a competitive advantage, and be a powerful tool when aiming to persuade, educate, or inspire others.

• Guy Kawasaki is the chief evangelist at Canva and was the former chief evangelist at Apple. Guy is the author of 16 books including Think Remarkable : 9 Paths to Transform Your Life and Make a Difference.

Partner Center

• Attractions
• Photos & Videos
• Privacy policy
• Terms & Conditions

Wedding Palace

The foundations for Wedding Palace was executed by BAUER Technologie the Russian branch company of BAUER Spezialtiefbau GmbH. Scope of works was 163 pieces of D1500mm piles, each 30m deep. Cementation under each pile, and two Osterberg cell tests. The foundation was successfully completed between July-December 2008. For more information visit: BAUER Technologie

Imperia Tower is a multipurpose complex located on plot 4 of the Moscow International Business Center. It will consist of 2 buildings, the mixed-use Building A and the water park entertainment complex in Building B.

Building A, totaling 60 floors, will incorporate over 70,110 square meters (750,000 sq ft) of office space, 45,000 m2 (480,000 sq ft) of apartments, a 280 room hotel (30,000 m2/320,000 sq ft), and assorted retail outlets.

Building B will incorporate the water park and will be a focus of entertainment for the MIBC Complex. It will also house a shopping mall, restaurants and cafés, and will be open year-round.

Eurasia Tower

The Eurasia Tower, located on plot 12, is an office/recreational space with a total area of 207542 square meters. It will be situated on a three-tier podium in which will be placed a fitness center, entertainment, restaurants, and shops. Other areas will be distributed as follows: 106 231 square meters will be reserved for office space, and residential apartments will occupy 21185 square meters. On the bottom, there will be parking for more than 1000 cars. The external design of the building is a combination of classical and modernist style. On the outside of the building, a scenic elevator will run up and down for views of the entire city.

• Number of Floors: 67
• Height: 305 meters
• Total Investment: $250 million
• Total Area: 207,542 square meters
• The area of office premises: 106 231 m
• The area of premises: 21 185 m
• Parking capacity: 1000 places
• Developer: Mos City Group
• Eurasia Tower site
• Official site TechInvest

Federation Tower

Federation Tower will be Europe's first supertall tower, and the second tallest tower in Europe after Russia Tower.

• Tower A: 93 floors - 360 metres tall
• Tower B: 62 floors - 243 metres tall
• Tower C: Spire - 506 metres tall

The unique construction combines architectural elegance, comfort and ergonomics. Upon completion, this will be the tallest building in Europe, at the height of 506 metres.

Office complex "Federation" is on plot 13 MIBC "Moscow-city". The structure represents a design of two tri-hedral towers with height of 360 and 243 metres above the ground, located on a common base of 10 floors. Between them the spike, with a height of 506 metres. In the towers a restaurant is planned, along with office psuites and residential apartments divided by technical floors. In the spike elevators with panoramic views and an evacuation stairway will be placed. In the base of the towers a full complex of retail and household services is planned. The underground part includes parking places, technical premises, and the walkway connecting the complex with the central part of a Business Centre, northern departure and a complex 12 site.

• Developer: ZAO Mirax-City, Russia
• Employer: ZAO Mirax-City, Russia
• Architect: Prof. P. Schweger and S. Tchoban (Germany)
• Total Investment: $500 million
• Total Area: 425,000 square metres;
• Total area of a plot: 1,07 hectares
• Height: over 506 metres
• Construction began: 2004
• Official site

Mercury City Tower

Multipurpose building with housing and open space, premises of trading and cultural appointment «Mercury City Tower» on plot 14 MIBC "Moscow-city". The structure's height is 322 metres (with a spike bringing it to 380) above the surface of the ground, with five underground floors. In a building office premises, apartments, the trading areas, and also restaurants will be located. The underground part, consisting of 5 floors, includes parking places, technical, and retail space.

• Architect: M.M. Posohin, Frank Williams (USA), G.L. Sirota
• Total area of a plot: 0,4975 Hectares
• Total Area: 158,000 square metres;
• Height: 380 metres
• Amount of floors: 70
• The area of offices: 86 000 square metres
• The area of Apartments: 24 000 square metres
• The area of Fitness centre: 5 000 square metres
• The area of Restaurants: 3 500 square metres
• Trading premises: 6 200 square metres
• Those a premise: 16 900 square metres
• Parking place: 18 000 square metres

Russia Tower

Construction began in September, 2007, and is planned to be completed in 2011. Upon reaching its final height of 612.2 metres (2,009 ft), it will be the tallest building in Europe and the second tallest in the world.

The total area of the structure will cover 520,000 m² (5,597,233.4 sq ft), of which 38% (200,000 m² (2,152,782.1 sq ft)) will be located underground. The tower will contain 118 floors, 101 lifts, and underground parking to accommodate 3,680 cars. Commercial retail shops will be located at the base of the building. The maximum capacity of the building is projected to be around 30,000.

The first ten floors will be occupied with the common part in which the parking will be placed. In the bottom part of a tower of office premises, a hotel will be located, the top floors will be occupied by apartments. In a business part of the project is expected to house a large congress centre, hotel, an entertainment zone, and a casino and park of attractions. Construction is planned on a plots 17-18 MIBC "Moscow-City". The developer of the project is the Moscow company (MDC), in cooperation with the city government and CT-Towers is the affiliated structure STT Group created for realization of projects in MIBC "Moscow-City". The final project of a tower has been presented by architect Norman Foster on March 15th, 2006 at exhibition MIPIM-2006 in Cannes. After completion, Russia Tower will become the tallest tower in Europe.

• Total area of a plot: 2,19 hectares
• Total Area: 520,800 square metres
• Amount of floors: 118
• Height: 612 m
• Cost of the project: $1,5-1,7 billion
• Spaciousness of the built in parking: 3680 place
• Amount of lifts: 101
• Construction began: on September, 18th, 2007
• Construction completed: 2012
• The status of the project is currently preparation for construction
• Russia Tower forum-site

External links

• All about Moscow-City
• Moscow-City English-Speaking Forum
• Skyscrapercity Forum Thread
• http://www.moscowcity.ru/
• http://www.citynext.ru/
• http://www.a-s-r.ru/tabid/247/Default.aspx
• http://www.icube3d.ru/portfolio/vis/ani/mmdc/

+7 495 664-89-89

novotel-moscow-city.com

Novotel Moscow City on Foursquare

Moscow International Business Centre on Facebook

Hotels nearby

starting $256

starting $293

starting $1950

starting $755

starting $102

starting $10

Similar tourist attractions

Ministry of Foreign Affairs of Russia is the central government

The Aon Center (200 East Randolph Street, formerly Amoco Building) is

Almas Tower (Arabic: برج الماس‎ Diamond Tower) is a supertall

One Beacon Court (also called the Bloomberg Tower), is a skyscraper on

7 World Trade Center is a building in New York City located across

• Change your filters
• Zoom out on the map

Registration

Moscow - City Map PowerPoint Template

City map of Moscow with administrative districts and numerous design examples

Instant Download:

• 100% Editable Powerpoint Slides / Graphics
• Outstanding Customer Support
• SSL Secure Payment
• Made in Germany
• Information
• Template (4:3)

High quality city map "Moscow" for PowerPoint

This detailed citymap of "Moscow" you can present in Microsoft PowerPoint. The vector graphic enables you to easily edit and scale your map as much as you need to. Change the colour and edit the separate districts. The map comes in different design-variations.

Infographics Bundle

Flat design – presentation people bundle, change management bundle, 150 strategy & management models, agile management bundle, gearwheel bundle, project charter, growth mindset, project canvas, artificial intelligence, gdpr: data protection powerpoint template, digital transformation, corporate services.

We’ll optimize your existing PowerPoint presentation and create slides in your corporate design.

New PowerPoint Templates

We are continually bringing you new PowerPoint templates on current business topics and in modern designs.

We've detected unusual activity from your computer network

To continue, please click the box below to let us know you're not a robot.

Why did this happen?

Please make sure your browser supports JavaScript and cookies and that you are not blocking them from loading. For more information you can review our Terms of Service and Cookie Policy .

For inquiries related to this message please contact our support team and provide the reference ID below.

Cookies on GOV.UK

We use some essential cookies to make this website work.

We’d like to set additional cookies to understand how you use GOV.UK, remember your settings and improve government services.

We also use cookies set by other sites to help us deliver content from their services.

You have accepted additional cookies. You can change your cookie settings at any time.

You have rejected additional cookies. You can change your cookie settings at any time.

• Business and industry
• Running a business
• Limited companies and partnerships
• Company names

Company Names Tribunal decision: BMW Property Maintenance Ltd

Decision for applicant Bayerische Motoren Werke AG ('BMW') against registration number 15243033, applicant successful

Decision on BMW Property Maintenance Ltd

Ref: O/0343/24

Application number 4664

Applicant Bayerische Motoren Werke AG (‘BMW’) objected to the name used by BMW Property Maintenance Ltd under the Companies Act 2006.

This decision was undefended. ‘Undefended’ refers to decisions where there has been no defence in response to the application to the Company Names Tribunal.

Is this page useful?

• Yes this page is useful
• No this page is not useful

Help us improve GOV.UK

Don’t include personal or financial information like your National Insurance number or credit card details.

To help us improve GOV.UK, we’d like to know more about your visit today. We’ll send you a link to a feedback form. It will take only 2 minutes to fill in. Don’t worry we won’t send you spam or share your email address with anyone.

Got any suggestions?

We want to hear from you! Send us a message and help improve Slidesgo

Top searches

Trending searches

suicide prevention

8 templates

computer network

75 templates

spring season

28 templates

cybersecurity

6 templates

46 templates

18 templates

Travel Guide: Moscow

Travel guide: moscow presentation, free google slides theme and powerpoint template.

Do you know some acquaintances that want to travel to Russia, the biggest country in this planet? Now you can be their own tour guide with this template. Include as much information as possible about tourist attractions, monuments and things to do in Moscow. Let the simplicity of these slides and their cool illustrations speak in favor too!

Features of this template

• 100% editable and easy to modify
• 25 different slides to impress your audience
• Contains easy-to-edit graphics such as graphs, maps, tables, timelines and mockups
• Includes 500+ icons and Flaticon’s extension for customizing your slides
• Designed to be used in Google Slides and Microsoft PowerPoint
• 16:9 widescreen format suitable for all types of screens
• Includes information about fonts, colors, and credits of the free resources used

How can I use the template?

Am I free to use the templates?

How to attribute?

Attribution required If you are a free user, you must attribute Slidesgo by keeping the slide where the credits appear. How to attribute?

Related posts on our blog.

How to Add, Duplicate, Move, Delete or Hide Slides in Google Slides

How to Change Layouts in PowerPoint

How to Change the Slide Size in Google Slides

Related presentations.

Premium template

Unlock this template and gain unlimited access

PressClub Global · Article.

Bmw group report 2020, 17.03.2021 press release, report on the bmw group’s economic performance and its ecological and social contributions., press contact..

Christian Finkenzeller BMW Group Tel: +49-89-382-20472 send an e-mail

Related Links.

This article in other pressclubs.

Attached please find the BMW Group Report 2020.

The Media Day of the BMW Group Annual Conference will be held on 17 March 2021 at 09:00 a.m., the Analyst and Investor Day on 18 March at 11:00 a.m. Both events will be broadcast on our website.

Article Offline Attachments.

• BMW Group Report 2020 PDF, EN, 6.67 MB

BMW Group Streaming

Auto china 2024..

Beijing. 24/25 April 2024.

Here you can see the Webcasts of the BMW Group Night and Press Conference at the Auto China 2024; with the World Premieres of the new MINI Aceman and the new BMW i4.

CO2 emission information.

Latest facts & figures., further news for: finance, facts, figures · corporate, related videos., add your filter tags..