Bayerische Motoren Werke A - Slide-Show-Presentation-Resultats PDF

INVESTOR PRESENTATION
STRATEGY NUMBER ONE > NEXT
FINANCIAL RESULTS 2015 &

OUTLOOK 2016
Strategy Number One > NEXT
Page 2
BMW GROUP SALES FIGURES FOR THE BUSINESS YEAR 2015.
2,247,485
+ 6.1 %
1,905,234
+ 5.2 %
338,466
+ 12.0 %
3,785
- 6.8 %
136,963
+ 10.9 %
Page 3
BMW GROUP AUTOMOTIVE: BALANCED SALES DISTRIBUTION AND SOLID

FY 2015 GROWTH OF +6.1%.
Americas
Europe
Mainland China
Asia (w/o) China

& Rest of World
+9.4%
+2.8%
22%
495,897 units
+1.6%
45%
1,000,427 units
21%
464,086 units
+8.8%
12%
283,290 units
Page 4
BMW GROUP KEY FINANCIALS FOR THE BUSINESS YEAR 2015.
in m
92,175
+ 14.6 %
Group profit before tax
9,224
+ 5.9 %
Group net profit
6,396
+ 10.0 %
EBIT margin Automotive segment
9.2 %
Group revenues
Page 5
BMW GROUP 2015 FINANCIAL YEAR:

POSITIVE BUSINESS DEVELOPMENT WITHIN A VOLATILE ENVIRONMENT.
2015
2014
Change in %
2,247,485
2,117,965
+ 6.1
92,175
80,401
+ 14.6
Earnings before tax Group
9,224
8,707
+ 5.9
EBT margin (in %) Group
10.0
10.8
6,396
5,817
+ 10.0
In m
Automotive sales (units)
Revenues Group
Net profit Group
Page 6
FOURTH QUARTER 2015 BEST-EVER FOR RETAIL SALES AND STRONG

EARNINGS.
In m
Q4 2015
Q4 2014
Change in %
Automotive sales (units)
602,675
588,085
+2.5
24,978
22,661
+ 10.2
2,110
1,888
+ 11.8
EBT margin (in %)
8.4
8.3
Net profit Group
1,552
1,282
+ 21.1
9.6
8.2
Revenues Group
Earnings before tax Group
EBIT margin
Automotive segment (in %)
Page 7
AUTOMOTIVE SEGMENT: EBIT MARGIN OF 9.2%.

EBIT OF 7.8 BN, SOLID INCREASE OVER LAST YEAR.
In m
Sales (units)
Revenues
Earnings before interest and tax
(EBIT)
EBIT margin (in %)
Earnings before tax (EBT)
2015
2014
Change in %
2,247,485
2,117,965
+ 7.9
85,536
75,173
+ 13.8
7,836
7,244
+ 8.2
9.2
9.6
7,523
6,886
+ 9.3
Page 8
AUTOMOTIVE SEGMENT:
2014 TO 2015 EBIT DEVELOPMENT.
In m
+526
+456
-479
+108
-19
7,836
7,244
EBIT
2014
EBIT margin
9.6%
Net expense
from exchange
rates/
commodities
Other
operating
income and
expenses
Volume/
Mix/
Market
Depreciation
Other changes
EBIT
2015
EBIT margin
9.2%
Page 9
FINANCIAL SERVICES SEGMENT: SIGNIFICANT INCREASE IN EBT.

ROE TARGET OF >18% ACHIEVED.
2015
2014
Change in %
1,655,961
1,509,113
+ 2.6
50,606
41,318
+ 22.5
1,975
1,723
+ 14.6
Return on equity (in %)
20.2
19.4
Penetration rate (in %)
46.3
41.7
In m
New customer contracts (units)
Total volume of new customer
contracts
Page 10
ANOTHER YEAR OF DYNAMIC GROWTH FOR BMW MOTORRAD.

SIGNIFICANT INCREASE IN DELIVERIES, SALES AND EARNINGS.
2015
2014
Change in %
136,963
123,495
+ 10.9
1,990
1,679
+ 18.5
Earnings before interest and tax

(EBIT)
182
112
+ 62.5
EBIT margin (in %)
9.1
6.7
179
107
+ 67.3
In m
Sales (units)
Revenues
Page 11
OUTLOOK FOR 2016

POSITIVE BUSINESS DEVELOPMENT EXPECTED DESPITE CHALLENGES.
BMW Group
Slight increase in EBT compared with previous year
Automotive Segment
Slight increase in deliveries and revenues compared with the previous year
EBIT margin in the target range of 8-10%
Financial Services Segment

Return on equity of at least 18%, on par with previous year
Motorcycles Segment
Slight increase in deliveries compared with the previous year
Page 12
SOLID START INTO THE NEW BUSINESS YEAR.

BMW GROUP SALES FIGURES YTD FEBRUARY 2016.
316,846
+ 7.7 %
277,304
+ 8.3 %
39,237
+ 4.1 %
305
- 32.7 %
17,323
+ 12.1 %
Page 13
BMW GROUP AUTOMOTIVE: BALANCED SALES DISTRIBUTION AND SOLID

YTD FEBRUARY 2016 GROWTH OF +7.7%.
Americas
Europe
Mainland China
Asia (w/o) China

& Rest of World
+11.4%
+12.7%
-6.4%
+10.1%
42%
19%
58,174 units
134,140 units
25%
14%
80,215 units
Source: Data for individual regions include BMW and MINI vehicles only, YTD February 2016 (figures may not add to 100% due to rounding)
44,012 units
Page 14
STRATEGY NUMBER ONE > NEXT
Page 15
FORWARD-LOOKING STRATEGIES LEADING TO A SUCCESSFUL

CORPORATE DEVELOPMENT SINCE 2001.
2016
2001/
2003
Premium brand strategy
Strategy Number ONE
2007
SUCCESSFUL STRATEGY IMPLEMENTATION SINCE 2007:

STRATEGIC MILESTONES.
LAUNCH
X5 xDrive40e
PLANT SAN LUIS POTOSI,
MEXICO
DRIVE NOW
EXPANSION PLANT
SPARTANBURG, USA
LIFE-DRIVE
ARCHITECTURE
PLANT CHENNAI,
INDIA
ESTABLISHMENT
PROJECT i
MINI E
2007
2009
2013
2011
BMW MOTORRAD,
BRAZIL
BRAND BMW i
BMW VISION
EFFICIENT
DYNAMICS
Strategy Number ONE
PLANT ARAQUARI,
BRAZIL
PLANT TIEXI,
CHINA
FIRST HYBRID MODELS

IN SERIES PRODUCTION
2015
BMW C EVOLUTION
LAUNCH
BMW i8
LAUNCH
BMW i3
BMW ACTIVE E
CARBON PRODUCTION
MOSES LAKE, USA
ADAPTING OUR STRATEGY TO A CHANGING ENVIRONMENT.

ADDRESSING NEW TRENDS.
Digitalization
Economy
Product and
Technology
Customer
and Mobility
Modified Customer Requirements

Automotive Sector
TREND
ANALYSIS
2015
Market and Competitive Environment
TOP TRENDS
New Technologies and Services
Society,
Politics and
Legislation
Tightening of Regulatory Requirements

Volatility
Ecology
Digitalization
VISION
COMPETITIVE
ADVANTAGE
STRATEGIC
APPROACH
CORPORATE
CULTURE
Page 19
WE INSPIRE PEOPLE ON THE MOVE.
VISION
We are Number ONE.
We inspire people on the move:
We shape tomorrows individual premium mobility.
Seite 20
VISION
We are Number ONE.
We inspire people on the move:
We shape tomorrows individual
premium mobility.
COMPETITIVE
ADVANTAGE
We unite excitement, responsibility and
success: We have the most emotional
products and attractive
services.
STRATEGIC APPROACH
We are leading the BMW Group into a new era:
We leverage innovative technologies, digitalization
and sustainability to deliver unique customer experiences.
> Brands & Design
> Products
> Technologies
> Customer Experience & Services
> Digitalization
> Profitability
CORPORATE CULTURE
We create the future:
We combine operational
excellence and fresh
thinking.
Page 21
NUMBER ONE > NEXT

STRATEGIC APPROACH.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> CUSTOMER EXPERIENCE & SERVICES
STRATEGIC APPROACH
> DIGITALIZATION
We are leading the BMW Group into a new era:

We leverage innovative technologies, digitalization
and sustainability to deliver unique customer experiences.
Page 22
PROFITABILITY.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> DIGITALIZATION
Page 23
FINANCIAL TARGETS 2020: SUSTAINABLE GROWTH AND SOLID

PROFITABILITY DESPITE CHALLENGES.
BMW Group
2015
2020
EBT margin (from 2017)
10.0%
>10%
Investment ratio*
4.2%
<5.0%
Research and development ratio
5.6%
5.0 - 5.5%
Payout ratio
32.9%
30 - 40%
9.2%
8 -10%
5.4 bn
>3 bn
136,963 units
> 200,000 units
9.1%
8 -10%
20.2%
>18%
PROFITABILITY
Automotive Segment
EBIT margin
Free Cashflow
Motorcycles Segment
Sales volume
EBIT margin (from 2017)
Return on Equity
* Investments in property, plant and equipment and other intangible assets (without capitalized development costs).
Page 24
BRANDS & DESIGN.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
We have the
> DIGITALIZATION
MOST ASPIRATIONAL BRANDS.

We continuously grow the value of our brands
through focused brand management and outstanding design.
Page 25
LEADERSHIP DRIVEN BY ASPIRATIONAL BRAND PORTFOLIO

AND HIGHLY EMOTIONAL PRODUCTS.
Premium Brands
BRANDS & DESIGN
Design
Luxury
Compact/Small
Now
Dynamic
Target group
Efficient
Page 26
ATTRACTIVE PREMIUM BRANDS PROVIDE THE BASIS

FOR A FURTHER EXPANSION OF THE PRODUCT PORTFOLIO.
BRANDS & DESIGN
Page 27
TOMORROWS LANGUAGE OF DESIGN AND TECHNOLOGY:

BMW i VISION FUTURE INTERACTION.
BRANDS & DESIGN
Page 28
BMW VISION NEXT 100.

A GLIMPSE INTO THE FUTURE OF MOBILITY.
BRANDS & DESIGN
Page 29
PRODUCTS.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> DIGITALIZATION
Page 30
SIXTH GENERATION OF BMW 7 SERIES:

THE NEW BENCHMARK IN THE LUXURY SEGMENT.
PRODUCTS
Page 31
KEEPING THE LEAD FURTHER EXPANSION OF THE

X-PORTFOLIO PLANNED UNTIL 2020.
BMW X1
BMW X3
BMW X5
BMW X6
PRODUCTS
BMW X4
BMW X7
Page 32
STRONG PERFORMANCE OF M PRODUCTS SERVES AS A

STARTING POINT FOR FURTHER GROWTH.
62,368
Sales Volume BMW M and M Performance Automobiles

M Performance Automobiles
PRODUCTS
44,872
27,881
M Automobiles
31,276
26,873
16,967
2010
19,118
14,242
34,487
6,211
20,662
2011
23,943
2012
17,034
2013
20,929
2014
2015
Page 33
EVERY FIFTH BMW COMES WITH AN M SPORT PACKAGE.

ADDITIONAL EQUIPMENT AS A STRONG PROFIT POOL.
PRODUCTS
Production volume M Sport packages

418,942
358,172
292,680
201,172
209,964
138,774
2010
2011
2012
2013
2014
2015
Page 34
BMW M AUTOMOBILES ARE THE VERY SPORTY

AND DYNAMIC END OF OUR MODEL RANGE.
PRODUCTS
AN EXAMPLE:
BRAND SHAPER
BMW M4 GTS
M AUTOMOBILES
BMW M2 Coup
M PERFORMANCE
AUTOMOBILES
TOP MODEL
CORE BRAND
BMW M235i Coup
BMW 228i Coup
Page 35
BMW M.
NEW PRODUCTS 2016.
PRODUCTS
BMW M2 Coup, from 04/16
M4 Competition Package, from 03/16
BMW M4 GTS, from 03/16
BMW X4 M40i, from 02/16
BMW M760Li xDrive, end of 2016
M760Li xDrive V12 Excellence, end of 2016
Page 36
BMW M2 COUP.
PRODUCTS
Page 37
iPERFORMANCE AND BMW i

BALANCING THE PRODUCT PORTFOLIO .
PRODUCTS
DYNAMIC
EFFICIENT
BMW brand framework for product portfolio
M Core Models
M Performance
High
Performance
Performance
Champions
Core Models
PHEVs
BEVs
Electrified
Efficiency
Champions
Visionary
Mobility
The interplay of BMW M and BMW i enhances competitive differentiation

(representation of the scope of the BMW brand).
Page 38
FURTHER EXPANSION OF THE BMW i PORTFOLIO.

PRODUCTS
2013
2014
2016
2018
Beginning of the next decade
Continuous development of the BMW i3 with regard to range and design

Page 39
SEVEN ELECTRIFIED BMW MODELS:

FURTHER MODELS TO COME.
PRODUCTS
BMW i3
BMW 225xe
iPerformance
BMW X5 xDrive40e
iPerformance
BMW 330e
iPerformance
BMW 530Le
BMW 740e
iPerformance
BMW i8
STRONG iPERFORMANCE PORTFOLIO WITH THREE NEW MODELS

IN 2016.
PRODUCTS
MINI STRENGTHENING THE PORTFOLIO.

OPTIMIZATION FROM 8 TO 5 CORE MODELS.
PRODUCTS
Page 42
ROLLS ROYCE REWRITING LUXURY.

EXPANSION INTO THE LUXURY SUV AREA.
PRODUCTS
Page 43
BMW MOTORRAD.
WIDER RANGE THAN EVER BEFORE.
ADVENTURE
TOUR
SPORT
PRODUCTS
ROADSTER
HERITAGE
URBAN
MOBILITY
Page 44
STRONG BMW MOTORRAD RETAIL SALES 1990 TO 2015

AND NEW SALES TARGET 2020.
Retail BMW Motorrad

[in 1,000 units]
PRODUCTS
200.0
137.0
123.5
84.7
92.6 93.0 92.3
102.5 101.7
97.5 100.1
98.0
104.3 106.4
115.2
87.3
74.6
50.2
31.3
1990
1995
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
2020
Page 45
MOST IMPORTANT MARKETS FOR

BMW MOTORCYCLES IN 2015.
PRODUCTS
Retail BMW Motorrad by regions

[in %]
17.4 Germany
Other markets 36.1
12.0 United States
Spain 5.8
United Kingdom 5.8
9.2 France
5.6
Brazil
8.1 Italy
Page 46
BMW MOTORRAD NEW STRATEGY SUPPORTS

SUSTAINABLE AND PROFITABLE GROWTH.
PRODUCTS
BRAND VALUE AND

PREMIUM POSITIONING
BRAND MANAGEMENT
CORE
PRODUCTS
<500cc
HERITAGE
URBAN
MOBILITY
E-MOBILITY
Page 47
BMW MOTORRAD EXPANSION OFFERS HUGE MARKET POTENTIAL

IN SEGMENTS BELOW 500 CC.
PRODUCTS
Market >500cc in 2015:

894,000 units
Market Potential 125cc & 500cc until 2020:

2,000,000 units
Market Volume Powered Two-Wheelers

114 million p.a.
Page 48
PRODUCT EXPANSION INTO SEGMENTS <500CC WITH

A NEW PRODUCTION PARTNERSHIP IN INDIA.
PRODUCTS
New Model 2016

BMW G 310 R
INDIA / BANGALORE
Page 49
CUSTOMIZING BMW MOTORRAD ALLOWS CUSTOMERS TO

EXPRESS MORE INDIVIDUALITY.
PRODUCTS
Page 50
NEW MODEL 2016.

BMW R nineT SCRAMBLER.
PRODUCTS
Page 51
TECHNOLOGIES.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> DIGITALIZATION
We shape FUTURE TECHNOLOGIES.

We develop innovative technologies
for tomorrows products and services.
Page 52
ENSURING OUR POSITION AS TECHNOLOGY LEADER.

TECHNOLOGIES
Technology and innovation leader
Future focus:
Powertrain technologies
Efficient
Dynamics
NEXT
Hydrogen
Future focus:
Digitalization
Connectivity
Artificial
Intelligence
Autonomous
driving
DRIVING EXPERIENCE REDEFINED.

CUSTOMER BENEFIT AS THE FOCAL POINT.
TECHNOLOGIES
Delegation
Ability
Safety
Driver unchallenged
FLOW
Driver overchallenged
Need for automation of driving tasks

Page 54
THE NEW BMW 7 SERIES ALREADY OFFERS A COMPREHENSIVE

RANGE OF DRIVING ASSISTANCE: SCANNING THE SURROUNDINGS.
Side-Range Radar
TECHNOLOGIES
Rearview Camera
Stereo Front Camera

Surround View
Camera
Side-Range
Radar
Park Distance
Control
Side-Range
Radar
Surround View
Camera
Side-View
Camera
ADAS ECU
DSC
Night Vision
Full-Range
Radar
Side-Range Radar
Page 55
THE NEW BMW 7 SERIES DRIVER ASSISTANCE PROVIDES

COMFORT AND SAFETY AT THE HIGHEST LEVEL.
TECHNOLOGIES
Crossing traffic warning rear / front
Lane control assistant with active side collision protection

Active cruise control with Stop&Go function
Rear collision prevention
Lateral parking aid
Night Vision
Manual speed limiter
Lane departure warning
Steering and lane control assistant

Panorama View
Speed limit and

No Pass information
3D View
Speed Limit Assist
Top View
Parking assistant
Approach control warning with braking function
Active Park Distance Control

BMW Selective Beam
Remote Control Parking

Page 56
PURE TRAVEL COMFORT.

STEERING & LANE CONTROL ASSISTANT.
Active Lane Control
TECHNOLOGIES
The Steering and Lane Control Assistant actively assists in

steering the vehicle towards the center of a lane, relieving the driver
from a monotonous driving task.
Vehicle speed, km/h
Characteristics:
Available up to speeds of 210 km/h.
Combination of various information sources for detailed analysis
of driving situation and drivers status.
Following leading vehicle with lane orientation
Features capacitive hands-on detection integrated in the steering

wheel.
Provides visual feedback of operation mode and lane detection.

Cooperative application results in excellent travel comfort,
independent from Active Cruise Control.
Page 57
A NEW DIMENSION IN SAFETY.

ACTIVE SIDE COLLISION PROTECTION.
TECHNOLOGIES
Active Side Collision Protection avoids lateral hazards. In the

event of an imminent collision, the system guides the vehicle away
from the parallel converging car.
Characteristics:
Warning via steering vibration.
Active steering intervention above 70 km/h.
Enhancement of Lane Departure and Lane Change
Warning by active steering torque.
Side collision
Lane departure
Lane change warning
Active
steering torque
Page 58
PURE TRAVEL COMFORT.

SPEED LIMIT ASSIST.
TECHNOLOGIES
Speed Limit Assist is the fusion of Active Cruise Control and

Speed Limit Information.
Characteristics:
Preview of upcoming speed limits using navigation data and
camera inputs.
Convenient speed setting through simple confirmation.
Speed adjustment based on the driving mode.
Page 59
THE FUTURE OF PARKING.

REMOTE CONTROLLED PARKING.
TECHNOLOGIES
Remote Control Parking allows the driver to

comfortably initiate the automated parking
procedure from outside the vehicle when the car
must be parked in a narrow space or garage.
Characteristics:
Acceleration, braking and steering is

supervised by Park Distance Control,
Parking Assistant and Surround View
sensors.
The parking process, engine start/stop,
locking and unlocking functions are all
controlled by the BMW Display Key.
Page 60
THE NEXT STEPS ARE HIGHLY AND FULLY AUTONOMOUS

DRIVING.
Human
Transition of responsibility
TECHNOLOGIES
Machine
TODAY
Early
warning systems
such as cruise
control/ speed
assistant
No active
assistance system
(Feet-off)
0 Driver Only
1 Assistance
Traffic control
(e.g. congestion
assistant)
(Hands-off)
2 Semi-Automation
Awareness for
take over
Take over request

(Eyes-off)
3 High-Automation
General awareness
No take over request

(Mind-off)
No driver
4 Full-Automation
5 Autonomous
Page 61
MASTERING THE BASIC TECHNOLOGIES IS THE

FIRST STEP FOR HIGHLY AUTOMATED DRIVING.
Sensor systems
TECHNOLOGIES
Artificial Intelligence
Regulatory
requirements
Intelligent
autonomous vehicle
Digital maps / HERE

Digital reality model

Page 62
HIGHLY ACCURATE MAPS AND BACKEND CONNECTIVITY

TWO CORNERSTONES FOR HIGHLY AUTOMATED DRIVING.
EN-ROUTE
APPROVAL
VARIABLE
TRAFFIC SIGNS
TRAFFIC
CONDITIONS
ROAD
WORKS
HIGHPRECISION
DIGITAL MAPS
WEATHER
CONDITIONS
TECHNOLOGIES
Foresight by Backend
> 200 m
Far Range Sensors

~ 200 m
Short/ Mid- Range

Sensors ~ 70 m
Page 63
HIGH-DEFINITION MAPS FOR FUTURE MOBILITY.

ACQUISITION OF MAPPING AND LOCATION SERVICE HERE.
TECHNOLOGIES
HERE provides high-definition maps and thus the basis for new
driving assistance systems up to highly-automated driving.
The combination with real-time vehicle data optimizes traffic
security and the offer of individual services.
BMW, Audi and Daimler each hold one third of HERE.
HERE remains an open and independent platform for
cloud-based maps and mobility services.
Page 64
PROJECT i:
A PIONEER IN SUSTAINABLE MOBILITY.
TECHNOLOGIES
Sustainability
Lightweight
construction
New sportiness
Purpose-built
Electrification
Page 65
PROJECT i 2.0:
THE BMW i NEXT IS THE FUTURE OF MOBILITY.
TECHNOLOGIES
Connectivity
Sustainability
Lightweight
construction
Purpose-built
Autonomous
driving
Interior of the future
New sportiness
Highly automated driving

Electrification
Artificial Intelligence
Page 66
CUSTOMER EXPERIENCE & SERVICES.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> DIGITALIZATION
We offer the
BEST CUSTOMER EXPERIENCE.
Page 67
DELIVERING UNIQUE CUSTOMER EXPERIENCES:

INDIVIDUAL SOLUTIONS IN REAL TIME.
CUSTOMER EXPERIENCE & SERVICES
24/7 and along the

customer lifecycle
Individual customer experiences
Omni-channel
360 customer knowledge
Next Best Offer
Business lines
New cars
Consistent customer experience at all

physical and digital points of contact
Pre-owned
cars
Financial
services
Data analytics
Aftersales
Mobility
services
OUR PORTFOLIO OF DIGITAL SERVICES WILL ADDRESS

THE WHOLE CUSTOMER JOURNEY.
Customer lifetime within the BMW ecosystem
Intermodal navigation
Wake-up function based on
fleet and weather data
Automatic charging of the vehicle

at optimal energy costs &
over-the-air software updates
Local danger warnings via fleet data

Preheating the home via smart home integrations
Vehicle pre-conditioned according to personal preferences,

and fully charged
New appointment restaurant recommendations
and automatic adjustment of mobility agenda
Reservation of parking lots;

including possibilities for charging
Lunch in
the city
Sunroof automatically closes

based on location-specific weather forecast
Avoidance of red traffic lights,
through traffic light assistance and
car-to-car-communication
Page 69
ON-DEMAND ECONOMY OFFERING ADDITIONAL

POTENTIAL FOR GROWTH.
Business Potential
On-demand Economy
Financing Economy
Owning Economy
Time
Page 70
EXPANSION OF MOBILITY AND DIGITAL SERVICES IN AN

INTELLIGENT AND INDIVIDUAL WAY.
We offer the most attractive services.
On-Demand Mobility
Rollout car sharing

Expanding service portfolio
Parking / Charging
Offering flexible, customer-oriented

parking and charging solutions
Integration in the BMW Ecosystem
Digital Services
Expanding digital services to

improve the customer experience
Strengthening BMW Ecosystem
Page 71
WE CREATE THE INDIVIDUAL PREMIUM MOBILITY

PORTFOLIO OF THE FUTURE FOR OUR CUSTOMERS .
BMW M
BMW
Financial
Services
Charging
Infrastructure
BMW i
Carsharing
MINI
Rolls-Royce
Digital
Services
BMW
Motorrad
Parking
services
Page 72
LEVERAGING POTENTIAL OF DIGITALIZATION AND

CONNECTIVITY.
BMW Connected
Mobility Cloud
Page 73
DRIVENOW AND MOBILITY SERVICES ON GROWTH TRACK.

ALMOST 580,000 DRIVENOW USERS BY THE END OF 2015.
COPENHAGEN
STOCKHOLM
VIENNA
LONDON
BERLIN
COLOGNE
DUESSELDORF
HAMBURG
MUNICH
DIGITALIZATION.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> DIGITALIZATION
Page 75
INTELLIGENT AND INNOVATIVE PRODUCTION DIGITIZATION CREATES NEW POTENTIAL.

Data and Analytics
DIGITALIZATION
Smart Logistics
Innovative Automation
Additive Manufacturing
Internet-of-Things
Architecture
Autonomous Transport Systems
Collaborative Robot Systems
Laminate or Metal
Data Management for Planning

and Control
Global Supply Chain

Visibility and Control
Context-sensitive Worker
Support Systems
Serial Production
and Rapid Prototyping
Cyber Security
Integrated Supplier Networks
Reorganization of Work
New Individualization
16
14
12
10
8
6
4
2
0
140
6
135
10
12
14
130
16
18
125
Page 76
CONNECTING THE REAL WORLD WITH THE DIGITAL WORLD

FACILITATES PLANNING OF ROBUST PRODUCTION LAUNCHES.
DIGITALIZATION
Simulation und Factory

digitization.
BMW Group
Plant Goodwood.
Digitization of the assembly.
Early simulation of planned production processes through

virtual reality tools well before the start of production avoids
elaborate loops and unnecessary expense in the construction
of production facilities.
Page 77
BIG DATA TECHNOLOGIES INCREASE TRANSPARENCY IN

THE INTERNATIONAL SUPPLY NETWORK.
Smart Logistics.
Global
Transparency.
Continuous
Tracking.
Real-Time
Alarm.
DIGITALIZATION
Ad-hoc
Decision.
BMW Group
Oversee supply network
High Performance Data Base
Suppliers
Packing companies
Transport
Oversee plants
Big Data helps to increase supply security and to reduce high transport costs which would be
incurred through bottlenecks.
Optimizing inbound logistics by better use of existing data has resulted in a benefit of
EUR 200 million with an expense of EUR 1 million.
Page 78
COLLABORATIVE LIGHTWEIGHT ROBOTS TAKE OVER

PHYSICALLY DEMANDING ACTIVITIES.
DIGITALIZATION
Innovative Robot
systems.
BMW Group
Plant Dingolfing.
Fixing the door insulation.
Page 79
PROFITABILITY.
> PROFITABILITY
> BRANDS & DESIGN

> PRODUCTS
> TECHNOLOGIES
> DIGITALIZATION
As a consequence, we consistently generate
EXCELLENT RESULTS.
Page 80
FINANCIAL TARGETS 2020: SUSTAINABLE GROWTH AND SOLID

PROFITABILITY DESPITE CHALLENGES.
BMW Group
2015
2020
EBT margin (from 2017)
10.0%
>10%
Investment ratio*
4.2%
<5.0%
Research and development ratio
5.6%
5.0 - 5.5%
Payout ratio
32.9%
30 - 40%
9.2%
8 -10%
5.4 bn
>3 bn
136,963 units
> 200,000 units
9.1%
8 -10%
20.2%
>18%
PROFITABILITY
Automotive Segment
EBIT margin
Free Cashflow
Motorcycles Segment
Sales volume
EBIT margin (from 2017)
Return on Equity
* Investments in property, plant and equipment and other intangible assets (without capitalized development costs).
Page 81
MAINTAINING THE AUTOMOTIVE EBIT MARGIN IN THE CORRIDOR

OF 8-10% DESPITE ONGOING CHALLENGES.
Future costs
Regulatory
requirements
Market and
competitive
environment
PROFITABILITY
Volatility
10 %
Ongoing efficiency
measures to compensate
the cost burden
8%
Expansion & optimization Retail sales growth

product portfolio
Auto und Motorcycle
New technologies/
equipment options
Reduction of
material costs
Benefits from
digitalization
Efficiency
measures
STRENGTHENING PROFITABILITY BY
SALES GROWTH AND PRODUCT EXPANSION.
High Performance Cars
Luxury Segment
PROFITABILITY
BMW i
Page 83
MANAGING THE SUPPLY CHAIN AND COMPONENT

PRODUCTION IS A KEY SUCCESS FACTOR.
36 bn.
direct 1)
PROFITABILITY
16 bn.
Indirect 2)
+
ca. 2,000 Employees 3)
6 locations
The integration of purchasing,

component production and Parts
Quality Management is the basis for
a sustainable supply chain.
4,500 1st-tier
Production
locations
28 Mio.
Parts per
day
ca. 1,400
Employees 3)
ca. 8,800
Employees 3)
1) 2015; Europe: 28 bn. , NAFTA: 6 bn. , Asia/Other: 2 bn.
+
2) 2015; Europe: 11,5 bn. , NAFTA: 1,5 bn. , Asia/Other: 3 bn.
3) 31.12.2015
Page 84
COST ANALYSIS IS THE STARTING POINT FOR

COST OPTIMIZATION MEASURES IN PURCHASING.
Cost analysis creates transparency
PROFITABILITY
Strategic measures
Examples:
Better understanding of the cost components and drivers.
Target
Generate input for purchasing strategies and negotiations.
Definition of measures to implement a best-cost approach.

Best Practice
Supplier
offers
Price after
negotiation and
implementation of
measures
Further costs
Manufacturing process
Rohmaterial
Purchased parts
Page 85
PROJECT SIMPLIFY: REDUCTION OF COMPLEXITY BY

OPTIMIZATION AND VERIFICATION OF OFFER VARIETY.
Variants pyramid
PROFITABILITY
Sublevel
Derivatives
e.g. MINI Portfolio from 8 to 5 models
Power train
e.g. Elimination of approximately 80 power train variants
Options
Colors
Equipment
variants
Seats
Analysis of offer variety and streamlining the portfolio

Reduction of one-time expense and complexity by 40%
Wheels
Trims
Page 86
EBIT MARGIN DEVELOPMENT AUTOMOTIVE SEGMENT.

TARGET PROFITABILITY OF 8-10%.
PROFITABILITY
EBIT margin development automotive segment

[in %]
11.8
10.8
9.4
9.6
9.2
8.0
2010
2011
*) 2012
2012*
2013
2014
Target corridor
8-10 %
2015
figures have been adjusted in accordance with the revised version of IAS 19, see note 7 on page 106 of the annual report 2012.
Page 87
FREE CASH FLOW AUTOMOTIVE SEGMENT.

TARGET OF >3BN EURO ANNUALLY.
PROFITABILITY
Free Cash Flow before net investments in securities

[in m]
5,404
4,471
3,809
3,481
3,166
3,003
Minimum target
3,000
2010
2011
2012
2013
2014
2015
* 2013 figures have been adjusted.
Page 88
CAPITAL EXPENDITURE BMW GROUP.

TARGET RATIO BELOW 5% OF GROUP REVENUES.
PROFITABILITY
BMW Group*
[in m]
Ratio**
[in %]
4,967
4,160
2,312
3.8%
2010
2,720
4,601
3,826
6.5%
5.4%
<5%
4.2%
4.0%
2011
Target
5.7%
2012
2013
2014
2015
* CAPEX includes additions to property, plant and equipment and other intangible assets
** CAPEX Ratio BMW Group
Page 89
RESEARCH & DEVELOPMENT COSTS.

STRATEGIC TARGET R&D RATIO: 5%-5.5%.
PROFITABILITY
R&D Costs
[in m, HGB]
R&D Ratio
[in %, HGB]
6.3%
4.6%
2,773
4.9%
5.1%
5.7%
5.6%
Target
5-5.5 %
3,373
3,952
4,792
4,566
5,169
2010
2011
2012
2013
2014
2015
34.3%
28.8%
27.6%
63.4%
32.8%
39.9%
in m
Capitalization Ratio
Page 90
DIVIDEND DEVELOPMENT & PAYOUT RATIO.

STRATEGIC TARGET PAYOUT RATIO: 30-40%.
PROFITABILITY
Total payout
[in m, LHS]
Payout ratio*
[in %, RHS]
30,7%
32,1%
26,3%
1.508
1.640
32,0%
1.707
32,7%
1.904
32,9%
Target corridor
30 - 40 %
2.102
852
2010
2011
2012
2013
2014
2015
Ordinary share
1.30
2.30
2.50
2.60
2.90
3.20
Preferred share
1.32
2.32
2.52
2.62
2.92
3.22
*Payout ratio based on Group net income before minority interest.
Dividend per share [in ]
Page 91
PROFIT BEFORE TAX (PBT) FINANCIAL SERVICES.

PROFITABILITY
Profit before tax (PBT)

Financial Services
[in m]
1,790
1,975
2)
1,561
124
1,437
1,619
2012
2013
3)
439
1,214 1)
122
1,092
2010
1,351
2011
4)
1,723
2014
2015
1) FY-10
EBT includes a positive effect of EUR 122 million from better than expected off-lease business.
EBT includes a positive effect of EUR 439 million from adjustment of residual value and credit risk provisions and a better than expected off-lease business.
3) FY-12 EBT includes a positive effect of EUR 124 million from better than expected off-lease business.
4) FY-13 figures adjusted in compliance with IAS 8.
2) FY-11
Page 92
SHIFTING CUSTOMER BEHAVIOR FROM OUTRIGHT

PURCHASE TOWARDS FLEXIBLE USAGE OFFERINGS.
PROFITABILITY
Past (1950)
Status Quo (2010)
Future (2050)
Outright Purchase
Loan & Lease Packages
Usage Offerings
29%
51%
69%
Urbanization
The Ultimate Drive
Connected &
Intermodal Mobility
Flexible Solutions
BMW / MINI
Financial Services
Fleet Management Solutions

Loan & Full Service Lease Packages
Financial Services Product & Service Offerings

Source:
Gtz & Partners;
UNO Revision Population Database 2009
Page 93
RETURN ON EQUITY (ROE) FINANCIAL SERVICES.

TARGET ROE OF >18%.
Return on equity (ROE)
Financial Services
[in %]
29.4%
26.1%
2.6%
PROFITABILITY
2)
1)
7.2%
21.2%
1.7%
3)
20.0%
4)
19.4%
20.2%
Target
>18 %
2010
2011
2012
2013
2014
2015
1) FY-10
RoE includes a positive PBT effect of EUR 122 million from better than expected off-lease business.
RoE includes a positive PBT effect of EUR 439 million from adjustment of residual value and credit risk provisions and a better than expected off-lease business.
3) FY-12 RoE includes a positive PBT effect of EUR 124 million from better than expected off-lease business.
4) FY-13 figures adjusted in compliance with IAS 8.
2) FY-11
Page 94
BMW GROUP FINANCIAL SERVICES

PENETRATION RATE RETAIL BUSINESS.
PROFITABILITY
Penetration rate Retail business

[in %]
48.2%
41.1%
44.0%
40.4%
24.1%
21.5%
46.3%
41.7%
22.1%
20.9%
21.1%
19.7%
20.0%
20.7%
22.5%
20.8%
2011*
2012
2013
2014
Leasing
Financing
24.1%
2010
* The penetration rate dropped significantly due to the consolidation of BMW Group Financial Services China as of January
24.2%
2015
1 st, 2011.
Page 95
BMW GROUP FINANCIAL SERVICES

DEVELOPMENT OF CREDIT LOSS RATIO.
PROFITABILITY
Credit loss ratio

[in %]
0.67%
0.49%
0.48%
0.50%
0.46%
0.37%
2010
2011
2012
2013
2014
2015
Page 96
SUCCESSFUL FY 2015 FOR BMW MOTORRAD WITH STRONG

INCREASE IN EBIT MARGIN. TARGET PROFITABILITY 8-10%.
PROFITABILITY
EBIT margin development BMW Motorrad

[in %]
9.1
Target corridor
8 - 10%
6.7
5.4
5.3
3.1
0.6
2010
2011
2012
2013
2014
2015
Page 97
WE HAVE THE MOST EMOTIONAL

PRODUCTS AND ATTRACTIVE SERVICES.
COMPETITIVE ADVANTAGE
We unite excitement,
responsibility and success:
We have the most emotional
products and attractive services.
Page 98
CULTURE
We create the future:
We combine operational excellence and
fresh thinking.
RESPONSIBILITY
APPRECIATION
TRANSPARENCY
TRUST
OPENNESS
Page 99
BMW GROUP INVESTOR RELATIONS

CONTACTS
Torsten Schssler
Head of Investor Relations
Bernd Daser
Debt & Equity IR
Patrick Neumayer
Equity IR
+49-89-382-25387
torsten.schuessler@bmw.de
+49-89-382-31684
bernd.daser@bmw.de
+49-89-382-24272
patrick.neumayer@bmw.de
Tanja Seiler
Equity & SRI IR
Andreas Stffler
Equity IR
Ziye Zhou
Debt & Equity IR
+49-89-382-75161
tanja.seiler@bmw.de
+49-89-382-17944
andreas.stoeffler@bmw.de
+49-89-382-16190
ziye.zhou@bmw.de
http://www.bmwgroup.com/ir
BMW Group
Investor Relations App for the iPad
Page 100
BMW GROUP INVESTOR RELATIONS.

FINANCIAL CALENDAR 2016.
16.03.2016
Annual Account Press Conference 2016
16.03.2016
Annual Report 2015
17.03.2016
Analyst and Investor Conference 2016
03.05.2016
Quarterly Report to March 2016
12.05.2016
Annual General Meeting 2016
02.08.2016
Quarterly Report to June 2016
04.11.2016
Quarterly Report to September 2016
http://www.bmwgroup.com/ir
BMW Group
Investor Relations App for the iPad
Page 101
BMW GROUP INVESTOR RELATIONS.

ON THE ROAD H1 2016.
18.03.2016
Management Roadshow London
21.03.2016
Management Roadshow Frankfurt
22.03.2016
Management Roadshow New York
23.03.2016
Management Roadshow Boston
07.06.2016
JPM European Automotive Conference London
08./09.06.2016
Unicredit Auto Credit Conference London
08./09.06.2016
db Access German, Swiss & Austrian

Conference Berlin
Page 102
DISCLAIMER.
This document contains forward-looking statements that reflect BMW Groups current views about future events. The words
anticipate, assume, believe, estimate, expect, intend, may, can, could, plan, project, should and
similar expressions are used to identify forward-looking statements.
These statements are subject to many risks and uncertainties or may be affected by factors outside BMW Groups control,
including adverse developments in global economic conditions resulting in a decline in demand in BMW Groups key
markets, including China, North America and Europe; a deterioration in credit and financial markets; a shift in consumer
preferences affecting demand for BMW Groups products; changes in the prices of fuel or raw materials; disruption of
production due to shortages of materials, labor strikes or supplier insolvencies; the effective implementation of BMW
Groups strategic goals and targets; changes in laws, regulations and government policies, particularly those relating to
vehicle emissions, fuel economy and safety; and other risks and uncertainties, including those described under the heading
Report on Risks and Opportunities in BMW Groups most recent Annual Report.
If any of these risks and uncertainties materializes or if the assumptions underlying any of BMW Groups forward-looking
statements prove to be incorrect, actual results may be materially different from those BMW Group expresses or implies by
such statements. BMW Group does not intend or assume any obligation to update these forward-looking statements.
Page 103

Bayerische Motoren Werke A - Slide-Show-Presentation-Resultats PDF

Transféré par

Informations du document

Description originale:

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Bayerische Motoren Werke A - Slide-Show-Presentation-Resultats PDF

Transféré par

Droits d'auteur :

Formats disponibles

INVESTOR PRESENTATION

STRATEGY NUMBER ONE > NEXT

FINANCIAL RESULTS 2015 &

Strategy Number One > NEXT

BMW GROUP SALES FIGURES FOR THE BUSINESS YEAR 2015.

Strategy Number One > NEXT

BMW GROUP AUTOMOTIVE: BALANCED SALES DISTRIBUTION AND SOLID

Asia (w/o) China

BMW GROUP KEY FINANCIALS FOR THE BUSINESS YEAR 2015.

Group profit before tax

Group net profit

EBIT margin Automotive segment

Strategy Number One > NEXT

BMW GROUP 2015 FINANCIAL YEAR:

Earnings before tax Group

EBT margin (in %) Group

Net profit Group

Strategy Number One > NEXT

FOURTH QUARTER 2015 BEST-EVER FOR RETAIL SALES AND STRONG

Automotive sales (units)

EBT margin (in %)

Net profit Group

AUTOMOTIVE SEGMENT: EBIT MARGIN OF 9.2%.

Strategy Number One > NEXT

FINANCIAL SERVICES SEGMENT: SIGNIFICANT INCREASE IN EBT.

Return on equity (in %)

Penetration rate (in %)

Strategy Number One > NEXT

ANOTHER YEAR OF DYNAMIC GROWTH FOR BMW MOTORRAD.

Earnings before interest and tax

EBIT margin (in %)

Earnings before tax (EBT)

Strategy Number One > NEXT

OUTLOOK FOR 2016

Financial Services Segment

SOLID START INTO THE NEW BUSINESS YEAR.

Strategy Number One > NEXT

BMW GROUP AUTOMOTIVE: BALANCED SALES DISTRIBUTION AND SOLID

Asia (w/o) China

STRATEGY NUMBER ONE > NEXT

Strategy Number One > NEXT

FORWARD-LOOKING STRATEGIES LEADING TO A SUCCESSFUL

Premium brand strategy

Strategy Number ONE

SUCCESSFUL STRATEGY IMPLEMENTATION SINCE 2007:

Strategy Number ONE

FIRST HYBRID MODELS

ADAPTING OUR STRATEGY TO A CHANGING ENVIRONMENT.

Modified Customer Requirements

Market and Competitive Environment

Tightening of Regulatory Requirements

WE INSPIRE PEOPLE ON THE MOVE.

Strategy Number One > NEXT

Strategy Number One > NEXT

NUMBER ONE > NEXT

> BRANDS & DESIGN

Strategy Number One > NEXT

We are leading the BMW Group into a new era:

> BRANDS & DESIGN

Strategy Number One > NEXT

FINANCIAL TARGETS 2020: SUSTAINABLE GROWTH AND SOLID

EBT margin (from 2017)