BMW Premium Car Strategic Management In China

BMW Premium Car Strategic Management In China

Executive Summary

China’s automotive market has the most growth potential in the world. It forecasts that the Chinese automobile market will be surging to 30 million cars a year by 2020 (Ruters, 2012). Currently, China’s premium segment also has the highest growth rate of 11% from 2010 (Global Insight Data, 2010).  Global automotive manufacturers such as Daimler, General Motor, VW and BMW are counting on China to maintain their premium offerings. The rising per capita income and growing upper-middle class in China created a brilliant premium automobile market for the world main car markers.  As one of the most successful motorcycle and car manufacture worldwide, BMW achieved great success in the Chinese premium car market. BMW Group sold 1,668,982 cars all over the word in 2011 (BMW annual report, 2011).  The Chinese market became the third-largest market of BMW in the world in 2010, which increased by 87%. (BMW, 2011) What is the secret for BMW’s rapid growth in China? What type of strategies leads BMW to be the number one premium car sellers in China? This report will analyze the BMW Chinese premium car market strategy in the following parts.

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The reports find that BMW stands to benefit from the large Chinese premium car market which is buoyed by growth in consumer income especially among the middle-class population as well as the large population. However, the company is at a disadvantage from the punitive legislative climate and bureaucracy that prevails China. BMW’s innovative strategy has helped it to remain competitive in a market characterized by high buyer power, moderate supplier power, immense competition, high substitute products, and moderate barrier of the entrance. Nevertheless, the company stands to expand its market share in China courtesy of its cutting edge innovation and its capability to spread innovation across the value chain. This is a feat its major rivals will struggle to match in the long run.

Table of Contents

Executive Summary. 2

1.0 Introduction. 4

2.0 Fundamentals of Strategic Management 5

3 External Environmental Analysis of BMW in China. 6

3.1 PESTEL Analysis. 6

3.1.2 Economic. 6

3.1.4 Technological 7

3.1.5 Environmental 7

3.1.6 Legal 7

3.2 Five Forces Analysis. 7

4.0 Internal Environmental Analysis of BMW in China. 8

4.1 BMW Value Chain Analysis. 8

4.1 Primary Activities. 8

4.2 Supporting Activities. 9

4.2 BMW Resource Analysis. 10

5.0 SWOT Analysis of BMW Group in China. 11

5.2 Weaknesses. 12

5.3 Opportunities. 12

5.4 Threats. 12

6.0 BMW Competitive Strategy Analysis. 13

6.1 BMW’s Innovation Strategy. 13

6.2 BMW’s Strong Premium Band Strategic. 13

7.0 Conclusion. 13

8.0 References. 14

Appendices. 17

Appendix 1: PESTLE analysis for China. 17

Appendix 2: Analysis of BMW Value Chain Infrastructure. 19

Appendix 3:  SWOT Analysis of BMW in China. 21

1.0 Introduction

After almost a century of development, BMW succeeded in becoming the world’s leading manufacturer of premium cars. As of 2011, the company sold 1.67 million cars, record sales volume in the company’s history. Under the BMW brand, the company runs various model series, from BMW 1 series to BMW 7 series. Currently, the BMW 3 series leads in popularity in terms of overall annual sales.  The company set up its first office in China in 1994, and by the end of 2010, it had around 150 4S centre and over 300 service centre all over China (Yang, 2011). This report aims to explore the secret behind BMW’s success in China’s premium car market. Specifically, the report will seek to establish the type of strategies BMW employed in becoming the number one premium car sellers in China. The report will be structured into the following parts: fundamentals of strategic management, BMW external environment analysis, BMW five forces analysis, BMW internal environment analysis, and BMW competitive strategy analysis.

2.0 Fundamentals of Strategic Management

It is difficult to make a universal definition of strategic management. Different researches have different viewpoints of strategic management. However, this report will adopt Hunger and Wheelen (1996) definition that strategic management is a “set of managerial decision and action that determines the long run performance of a corporation” (p.3).  Analytically, this definition captures two main ideas:  The first idea revolves around making decisions based on accurate analysis of a situation and taking the appropriate actions as the situation may demand. The second idea revolves around developing a course of a broad approach that helps an organization to achieve sustainable competitive advantage over its rivals.

The dominant fundamentals of strategic management in a specific market are based on the adaptation of popular strategic management theories (Piktys & Zaldokas, 2005). Industrial Organization theories, Resource-Based theories and Contingency theory are the most well-known prominent perspectives. Industrial organization theory is based on micro economic theory which states that firm profit is most closely related to industry structure (Morden, 2007). According to the industrial Organization theory, BMW set China as its key market is the sign that the strategic managers of BMW understand the nature of the industry and formulate strategies that suit to the industry characteristics.

On the opposite of the Industrial Organization theory is the resource based theory. This theory posits that firm’s performance is largely determined by its ability to leverage its resources.  In their opinion the unique resources of the firm create the distinctive competitive advantage.  BMW innovation ability is their key competitive advantage. In Burkhard Goschel (2004) opinion, the company’s present success has been as a result of its ability to leverage its resources through hedged innovation.   The company has achieved many innovation awards within Germany and also in the world. This has buoyed the company’s resolve to revolutionise the automobile industry through premium cars targeted for the upper-end market.

Contingency theory is the combination of industry organization theory and resourced based theory. According to contingency theory, a strategy is most likely to be successful when it is consistent with mission of organization, competition environment and its resources (Morden, 2007). One of the most important reasons behind the success of BMW was their changing management strategies from time to time. They were keen to towards their number one premium car maker mission. However, they alternate the management strategy for different country, changing policies, new techniques.

3 External Environmental Analysis of BMW in China

There are many factors in the macro-environment that will affect the strategy of an organization. The external audit consists of an analysis of the opportunities and threats that exist in the external environment of an organization, which including political, economic, culture, technological, educational and legal (PESTEL).

3.1 PESTEL Analysis

With nearly 5000 years of uninterrupted history, China is today among the world’s strategically positioned economies. It is therefore not a surprise that the country has registered a robust economic growth starting 1980s. Consequently, this growth has attracted the attention of the world’s leading multinational corporations.  With a population of more than 1.3 billion people and an annually GDP growth rate of 9.8%, China is the world’s third largest economy (IMF, 2009). More and more international companies form joint adventures with local Chinese companies or set sub-companies in China. However, due to constitutional system in China, there are also certain threats in the Chinese market as shown in the following sections and appendix 1.

3.1.1 Political

China adopts a socialist political system that is aligned towards the communist ideology. The country is a single party state – the Communist Party has been in power since the country consolidated itself from a loose conglomerate of territories to a unitary nation (Tian, 2009). This makes China a relatively stable country to do business in.

The Chinese government provides a range of incentives which attracts investors to the country. Such incentives involve tax holidays for certain businesses operating in certain regions of the country. In addition, the relative security which prevails in the country provides a sense of certainty to international investors (Mcmanus, Li & Moitra, 2007).

3.1.2 Economic

China has a large population (1.3 billion people) which provides a large market for consumer products (IMF, 2009). The country has robust industrial and agricultural sectors which provide a host of investment opportunities for both international and local investors.

The country has a huge GDP which has been growing at a rate of more than 10% per year starting early 2000s. Currently, the country is has joined the leading economies such as Germany and the US in terms of the value of international trade (IMF, 2009).

3.1.3 Social

China is currently experiencing population boom. This is taking place at a time when the government has laid down plans to reduce population growth through birth control measures. Currently, the country experiences 0.5 % population growth rate, about 71% of the population falls within 15-64 years age bracket (National Bureau of Statistics of China, 2012). This is the main population target for international manufacturers of consumer goods.

3.1.4 Technological

China has joined the world’s most technology savvy countries such as the US, Japan and the European Union countries. The country a high number of internet users – about 360 million people. It also has a high internet hosts – 15.3 million hosts. In addition, the country has a large number of telephone and mobile phone users – about 313.7 million telephone lines and about 747 million mobile phone users (Torrens, 2010).

3.1.5 Environmental

The Chinese government is very keen in implementing environmental protection laws. Specifically, the country puts much emphasis on reduction of industrial pollution as well as making urban centres pollution free. The country is home to many environmentally friendly NGOs (Mcmanus, Li & Moitra, 2007).

3.1.6 Legal

As an emerging economy, China has retrogressive labor legislations that make employability and productivity hard. Firms are forced to provide employees with large non-monetary incentives, for example, dismissing an employee attracts length consultations with local authorities and labor unions (Torrens, 2010).

3.2 Five Forces Analysis

Porters five forces model is the dominant analytical model for evaluating the nature of competition in an industry. In peter’s view, there are five forces that influence the attractiveness of an industry and the long-run profitability. They are the threat of entry of new competitors,  the threat of substitutes, the bargaining power of buyer, the bargaining power of suppliers and the degree of rivalry between existing competitors  (Jobber & Lancaster, 2006) Figure one shows the different forces to be faced by BMW in the Chinese automobile industry.

Figure one: The five forces analysis of the automobile industry in China

Figure one above indicates the high competition in the Chinese car market faced by BMW. There are more than 100 car manufactures in China. Nearly all the major international car manufacturers have established joint ventures factories in China (APOC, 2010) in the premium car market, BMW mainly compete with other German premium car brand like Daimler and VW. Some Japanese and American brands like Ford and Toyota also share large percent of the premium car market in China. The rising income and growing middle classes showers the great power of customer because of many Available options. BMW is a world-known brand with a footprint all over the world, therefore, it shows the great potential entrance in the economy. The threat of new entrants are low since establishing a car manufacturing company needed hung amount of capital, high technologies, and well management skills. Moreover, the threat for the bargaining power of suppliers is moderate. Some of the suppliers need to maintain well relationship with big OEMs, like BMW.

4.0 Internal Environmental Analysis of BMW in China

The internal environment analysis is to evaluate the organization’s strong point and weak point within the internal environment. It involves of identifying capabilities and resources which in the form of value chain and finding organization’s competitive advantages.

4.1 BMW Value Chain Analysis

The Value Chain was first developed by Porter (1985) in his book competitive advantage. It is a strategic tool to measure an organization’s competitive advantage. By enabling organizations to define the strategic disadvantages and advantages of activities and value-creating processes, value chain analysis becomes crucial for evaluating competitive advantage.

4.1 Primary Activities

BMW value chain primary activities include infrastructure, HRM, technology development, and procurement. Infrastructure activities include finance and financial services, accounting, and corporate strategies (Maguire, 2004).

On the other hand, HRM activities include recruiting, training, motivating, rewarding and nurturing. The company understands that its innovation leadership strategy can only be kept alive through the identification of talent, nurturing of talent and retaining of talent (Klein, 2007).

Technology development activities include a technological innovation center that scouts and nurtures talent. The company has also put in place a vibrant innovation network across its value chain. In addition, the company has a science club that encourages employees to share ideas. Moreover, the company hosts a regular publication hub that encourages employees to express their ideas through publishing (Maguire, 2004).

The company’s large product development and manufacturing units rely on suppliers of critical raw materials such as steel, rubber, and wood. To minimize operation costs, BMW has entered into long term partnerships with suppliers (Klein, 2007).

4.2 Supporting Activities

BMW value chain support activities include inbound logistics, outbound logistics, operations, services, and marketing activities. While inbound logistics receiving and storing and managing inventory within the company’s premises. On the other hand, outbound logistics involves selling finished cars to the end users. Operations, on the other hand, involve the production of new cars as well as the accompanying support services offered to customers. Marketing activities product placement, advertising, sales and promotion, and distribution channels across the world. Lastly, services include customer care services as well as other forms of after-sale services (Maguire, 2004).

Table 3: BMW Revenues by Activity

Source: BMW, (2011) BMW Annual Report.

Table 4: BMW Cost of Sales

Source: BMW, (2011) BMW Annual Report.

From table 3 we can see that the revenues from sales of cars and related goods increased from 44,838 million euro to 52,331 million euro which is 16% more than 2010. And in the year of 2009, BMW sold 36.126 million cars and related goods.  Its strong band reputation and highly welcome new car sections are one of the main reasons for BMW’s increasing sales revenues. On the other hand, except for the manufacturing cost, the financial service and research and development cost are the core spending. Beginning 1990s, BMW transitioned into innovation management to explore and exploit various technological paths and that could guarantee a continuous stream of new products and brands. Then, from the 1990s until now, the innovation is always being the driving force for new product development process and the key reason for its outstanding performance.

Furthermore, concerning technology development, BMW uses many information systems. Some of the information systems provide great values. E-business solution is one of those information systems. The E-business solutions rang from strategy and process consulting to the development of new systems (BMW, 2010). It helped to strengthen BMW’s sales channel and also improve the infrastructure for the suppliers to enhance the production process. Combined with more information systems are used at the same with the E-business solutions, like ASP solution and XML technology.

4.2 BMW Resource Analysis

As we mentioned before the resource-based theory emphasizes the internal capabilities of the organization in framing strategy to achieve competitive advantage in its market. (Barry & Vinh, 2010) The internal resource and capabilities will determine the strategic choice which competing in its external environment. The resource-based theory of competition draws upon the capabilities and resources that reside within the company.

Table 5: Resource/Competence Framework

  Same as competitors/easy to imitate Unique/Difficult to imitate



·         Physical resources (factory, machinery, materials)

·         Financial resources





·         Brand loyality

·         Brand awareness

·         Leading position in eatablished market

·         Leading position in growing market

·         Human resource




·         Ability to enter new market

·         strong capabilities in engineering



·         Innovation ability

·         Forcus on premium car market

·         Brand high reputation


BMW’s sustainable competitive advantages are in the areas of Innovative capability, branding and the focus on the premium car market. BMW is the unique car manufacture only makes premium cars. With its three strong premium brand, BMW brand is not possible for competitors to imitate. The reputation of BMW is created through many factors. However, one thing, which is most important, is their ability to be innovative. As one of the world’s most innovative companies, BMW was awarded the “outstanding Corporate Innovator” title by PDMA in 2001 and “Germany’s most innovative company” in 2004 (Goschel, 2004).  Possessing a work environment and workforce, which creates a huge amount of innovative solutions, it is hard for competitor to imitate. Through this type of excellent innovation capabilities will shape BMW brand for the future.

5.0 SWOT Analysis of BMW Group in China

At the last point of the strategic analysis, the factors from the internal and external environment analysis were brought together in BMW SWOT analysis. Moreover, the SWOT analysis will be used to influence the strategic findings in order to identify which parts is exact interests for the BMW in China.

The main issues for BMW are how to use its strength against the threats effectively, how to improve its weakness for a more favorable situation and where to explore the opportunity. China is ruled by a single communist party, there are many barriers concerning the operation of foreign company in China. However, recently the Chinese government carries out many policy and regulations to support the new energy vehicles. BMW should use their advantage on the “green” solutions through their leading innovation capabilities. As a globalized company, currency risk is a core concern. The Chinese Yuan is getting stronger and stronger. Cheap labor force advantage in China is not makeable anymore. BMW need to establish their expertise in the area of financing through their in house financial department (Johnson, 2005).

Europe and US economic recession are serious threats for the BMW Group. Because of it is highly dependent on those two markets. So enter the emerging market like China is the solution. However, the Chinese market not only for established manufactures as BMW but also for other OEM’s. So the competition in Chinese market is fierce. BMW need to have good Chinese market knowledge and establish complete distribution channels especially in Tier 3 or Tier 4 cities in China.

5.1 Strengths

BMW’s strengths include a strong and popular brand that is widely accepted by global car lovers. The company is also aware of the importance of premium car brands and brand reputation. It achieves this through strong innovation strategies that are focused on the premium car market. The company also boasts of highly qualified human resources. Lastly, BMW has a strong presence in the global market (Klein, 2007).

5.2 Weaknesses

The company incurs high costs when shipping its range of finished cars to the global market. This is experienced on its Rolls Royce brand of cars. Manufacturing premium cars requires the company to invest large sums of money since the premium car market is less flexible (Maguire, 2004).

5.3 Opportunities

The company stands to benefit from the Chinese market since the Chinese government supports innovation in the manufacture of automobile products. There is a high demand for premium cars in China due to the growth of disposable income from the middle class population (Cremer & Klayman, 2012).

5.4 Threats

Large capital intensive manufacturers such as BMW face threats emanating from oil and gas price fluctuations as well as increase in prices of key raw materials. International companies operating in China have to undergo length bureaucratic procedures to assess key services and facilities (Maguire, 2004).

6.0 BMW Competitive Strategy Analysis

6.1 BMW’s Innovation Strategy

In BMW the innovation strategy entails a holistic approach that incorporates all the core company processes. These processes include production, marketing, and human resources. Basically, the strategic is broken into three facets, “must innovation”, “top innovation”, and “breakthrough innovation”. The first facet is a must for the company and covers the company strategic direction; the second facet concentrates on product quality while the third facet seeks to add value to customer experiences (Supplierbusiness, 2004). The company has taken innovation to the next step by opening an internet portal which allows virtual innovators to share their ideas as well as to capture incoming ideas. The company is committed to launching breakthrough innovations annually. This has helped the company to remain relevant in a high competitive market that is highly vulnerable to market shocks.

6.2 BMW’s Strong Premium Band Strategic

BMW’s premium car segment is a world’s popular brand. . Currently, the company enjoys market leadership in the global premium car market – its range of premium cars have an upper edge in almost all premium car concepts ever to be packaged in an automobile (BMW, 2010). This has given the company the opportunity to only concentrate on specific premium care segments and hence free its resources for pursuing economy of scale and scope.

7.0 Conclusion

The aim of strategic management is to help the organization achieve sustainable competitive advantages. With a population over 1.3 billion and an annual GDP growth rate of 9.8%, China is the third largest economy in the world. The rising income and growing middle class make China’s premium automotive market has the most growth potential in the world. BMW is ranking the number one premium manufacture in China. However, the competition in the Chinese premium car industry is intensive. The threat of substitutes and the bargaining power of buyer for BMW in China are high. The threat of new entrants are low since establishing a car manufacturing company needed a hung amount of capital, high technologies, and well management skills. Moreover, threat for the bargaining power of suppliers is moderate. The internal environment shows that BMW’s sustainable competitive advantages are in the areas of Innovative capability, branding and the focus on premium car market. After the SWOT analysis, it shows that BMW should use their advantage on the “green” solutions through their leading innovation capabilities and also establish their expertise in the area of financing through their in house financial department. Furthermore, BMW needs to have good Chinese market knowledge and establish complete distribution channels especially in Tier 3 or Tier 4 cities in China. Finally, the overall strategy of BMW is Called Strategy number one. In order to enhance long term value in times of change and to be profitable, BMW set innovation strategy and strong premium brand strategy to be successful in China.

8.0 References

APCO, (2010) Market analysis report china’s automotive industry. Available at: 25/07 2012)

Barry, J. &Vinh, S. (2010) Strategic Management: Principle and practice, Mason, OH: South-Western – Cengage.

BMW (2010) 25 years of BMW TechnikGmbh, (online) Available at 26/07 2012).

BMW (2011) Investor presentation, Available at: (Accessed 24/07 2012).

BMW (2011) Press release, BMW Group UK sales outperform the market in 2011, Available at 27/07 2012).

BMW (2012) History, from 1970, Available at (Accessed 27/07 2012).

BMW Drives, (2012) BMW history, BMW in the 1910s-the beginning, Available at

BMW Drives, (2012) BMW history, BMW in the 1910s-the beginning, Available at (Accessed 25/07 2012).

BMW, (2011) BMW annual report 2011, Available at (Accessed 23/07 2012).

BMW, (2012) Company portrait, business segments, [Online], Available at (Accessed 23/07 2012).

BMW, (2012), Company portrait, Strategy, (online) Available at 26/07 2012).

BMW, 2010, BMW Group financial services continues to embrace cutting edge technology for dealers, Press Release, Available at: 27/07 2012).

Cremer, A. & Klayman, B. (2012) China premium car sector remains bright spot, Reuters, Available at 26/07 2012).

Giebler, S (2004) Analyzing and comparing of visions of BMW, AUDI, and Daimler-Chrysler, seminar paper, (online) Available at 25/07 2012).

Goschel, B. (2005) BMW on innovation, (online) Available at;col1(Accessed 28/07 2012).

HIS Global Insight (2010) German car exports rise 44% in H1 thanks to strong premium market recovery, Available at 23/07 2012).

Hunger, D. & Wheelen, T. (1996) Essential of strategic management, first edition, London: Addison Wesley.

IMF – International Monetary Fund, 2009. World Economic Outlook Database ( (Accessed 25/07 2012).

Jobber, D. & Lancaster, G. (2006) Selling and sales management, 7th edition, prentice hall

Johnson, .G. et al. (2005).BMW AUTOMOBILES Case study in Exploring Corporate Strategy, Text, and Cases (7th Ed), Essex: FT Prentice Hall.

Klein, A. (2007), Marketing Plan – BMW 1-series in Germany, Munich, GRIN Publishing GmbH.

Lynch, R. (2003), Corporate Strategy, 3rd ed., Essex: Prentice Hall Financial Times.

Maguire, M. (2004), BMW Value Chain Analysis, Munich, GRIN Publishing GmbH.

Mcmanus, J., Li, M., & Moitra, D. (2007) China and India: opportunities and threats for the global software industry,  Oxford, Chandos.

National Bureau of Statistics of China, population, and population growth rate. [Online]  Available at: 25/07 2012).

Porter, M, (1996) what is strategy, Harvard business review, November-December, Available from  (Accessed 22/07 2012).

Porter, M. E. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, New York: Free Press.

SupplierBusiness, (2004) UK: BMW looks to innovation, just-Auto (online) Available at (Accessed 24/07 2012).

The Central People’s Government of People’s Republic of China, the twelfth five years plan, Available at 25/07 2012).

Tian, X. (2007) Managing international business in China, Cambridge, Cambridge University Press.

Tong, N, (2011) Localized marketing strategy boots BMW’s China sales. Available at: (Accessed 27 07 2012).

Torrens, C. (2010) Doing business in China: a guide to the risks and the rewards, London, Profile Books.

Tyndall, G, Cameron, J & Taggart R (1990) Strategic planning and management guidelines for transportation, National cooperative highway research program report 331.

Vuskane, L. (2010) BMW Business Strategy – An Overview, München, GRIN Verlag GmbH.

Yang, W, Q. (2011) the seven-year itch of BMW in China. [Online] Available at: 23/ 07 2012)Appendices

Appendix 1: PESTLE analysis for China




·         Rruled by single communist party

·         Hhigh stability of government

·         Llimited business freedom

·         Ttax is key economic player for regulation

·         Mmember of WTO with trade freedom

·         Hhigh income tax rate

·         Llow corporate tax rate







·         Over 10% GDP growth rates

·         High domestic market demand

·         Rising incomes and growing middle class

·         Government controls bank and financial institution

·         Cheap labour force

·         Moderate inflation rate




·         Urbanization

·         1.3 billion population

·         Big gap between rich and poor people

·         0.66% population growth rate (2010)



·         Llack of technological znd innovation capability Weak engineering capability

Transfer from a manufacturing based economy to an innovation based economy

Government encourage the development of research and development



Increasing environmental stress

Strong urban environmental policy

Many regulations and laws in protecting industry pollution




·         Employment regulations

·         Control the rate of inflation

·         Improve the legal and regulation system



Appendix 2: Analysis of BMW Value Chain Infrastructure


·         Finance and finance service

·         Accounting

·         Corporate Number One strategy



·         BMW China career centre (recruiting, training, rewarding and motivating)


Technology Development


·         Technological innovation centre

·         Innovation network

·         Science Club

·         Publications (research and development network)




·         Purchasing materials


Inbound Logistics



·         Receiving

·         Storing

·         Handing within the firm








·         Production of car

·         Assistant service


Outbound Logistics


·         Send cars to sale centre.

Marketing & Sales



·         Advertising

·         Sales promotions


·         Building distribution channel




·         Product service

·         After sale service



Appendix 3:  SWOT Analysis of BMW in China


·         Brand loyality

·         Brand awareness

·         Brand high reputation

·         Strong Innovation ability

·         Forcus on premium car market

·         High qulified human resource

·         Globalized company




·         High shipping cost for Mini and Rolls Royce

·         Having relatively higher cost

·         Less flexibility for a broader market scope

·         Opportunities


·         Chinese Government support for new energy vehicles

·         Chinese Government support for company innovation and high technology

·         High premium car market demand in China

·         Rising incomes and growing middle class


·         Threats


·         High oil and gas price

·         High competition

·         Chinese government legislations

·         The rising raw materials price

·         Currency risk



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You determine when you get the paper by setting the deadline when placing the order. All papers are delivered within the deadline. We are well aware that we operate in a time-sensitive industry. As such, we have laid out strategies to ensure that the client receives the paper on time and they never miss the deadline. We understand that papers that are submitted late have some points deducted. We do not want you to miss any points due to late submission. We work on beating deadlines by huge margins in order to ensure that you have ample time to review the paper before you submit it.

Will anyone find out that I used your services?

We have a privacy and confidentiality policy that guides our work. We NEVER share any customer information with third parties. Noone will ever know that you used our assignment help services. It’s only between you and us. We are bound by our policies to protect the customer’s identity and information. All your information, such as your names, phone number, email, order information, and so on, are protected. We have robust security systems that ensure that your data is protected. Hacking our systems is close to impossible, and it has never happened.

How our Assignment  Help Service Works

1.      Place an order

You fill all the paper instructions in the order form. Make sure you include all the helpful materials so that our academic writers can deliver the perfect paper. It will also help to eliminate unnecessary revisions.

2.      Pay for the order

Proceed to pay for the paper so that it can be assigned to one of our expert academic writers. The paper subject is matched with the writer’s area of specialization.

3.      Track the progress

You communicate with the writer and know about the progress of the paper. The client can ask the writer for drafts of the paper. The client can upload extra material and include additional instructions from the lecturer. Receive a paper.

4.      Download the paper

The paper is sent to your email and uploaded to your personal account. You also get a plagiarism report attached to your paper.

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