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Caso Fiat

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CASO FIAT

Durante toda la década de los 90 la compañía ha sufrido una pérdida de cuota de mercado, pasando de un 7% a un 3,5%, debido a que una competencia en precios bajos suponía una mala percepción de la marca por parte de los consumidores españoles. El producir coches pequeños y frágiles, una imagen genérica plasmada en su gama de productos. Coches de escaso diseño y calidad, que convenía por su precio.
Fiat Stilo, suponía el viraje de acontecimientos necesarios para cambiar la imagen de la marca, con un modelo de gran equipamiento y tecnología superior a los competidores del tradicionales del segmento.
Con relación al mercado, se observa una clara tendencia a aumentar el consumo en el segmento C siendo el de mayor volumen, aquí se consolida la imagen de marca, frente a una disminución en el A y B donde se encuentran los modelos de mayor peso en Fiat.
Después de realizar una retrospectiva de los productos pasados, se entiende una mala utilización del marketing-mix: el producto no llegaba a los target deseados.
El segmento C es el más competitivo, liderado por Citröen Xsara y Opel Astra en 3 puertas y Citröen Xsara y Renault Megane en 5 puertas. Siendo sus principales motivos de compra precio, diseño y equipamiento.
El cliente de este segmento esta divido en tres sub-segmentos:
Tres puertas: Joven, soltero y con nivel socioeconómico polar.
Cuatro puertas: Mayoritariamente varón, mayor que el anterior, nivel medio-alto y con dos o más coches en la familia.
Cinco puertas: Edad intermedia, casado con hijos, nivel medio-bajo. Un coche en la familia.
Cliente del Stilo:
Tres puertas: Jóvenes, soltero, sin fidelidad de marca, nivel medio-alto.
Cinco puertas: Edad intermedia, casado, nivel medio.
Las alternativas discutidas:
Dpto. Comercial: Orientada a mantener al cliente actual defendiendo la cuota y lanzar gamas superiores en busca de rentabilidad.
Dpto. Marketing : Dirigir Stilo a clientes que no optaban en un principio por Fiat, priorizando la rentabilidad y ganar cuota de manera paulatina con la imagen de Stilo.
Estudiadas las dos, aconsejamos elegir la alternativa de Marketing basándonos en una necesidad imperiosa de mejorar la imagen de la marca, ya que Marketing ha realizado una análisis exhaustivo del segmento y tendencias de los nuevos consumidores. Basándonos en la Matriz Boston, observamos la necesidad de implementar un producto estrella, que no existía anteriormente, posición que se pretende ocupar con Fiat Stilo compitiendo en el Segmento C.
Eligiendo esta alternativa, se retrasará el aumento de cuota que buscaba en un principio comercial, también es posible que nuestros anteriores clientes se sientan descuidados, al estar acostumbrados a recibir nuevos modelos acorde a su perfil y nivel adquisitivo, al no lanzar una gama básica nos volvemos restrictivos a los perfiles más bajos.
Sabiendo este por menor, se entiende que el aumento de la rentabilidad es prioritaria para el futuro de la marca y siguiendo con la fabricación continuada de los modelos anteriores, conseguiremos el mantenimiento de sus targets y dando una imagen de up-grade a estos públicos objetivos.
Lanzar un Fiat Stilo, sin gama básica y sin descuento permitirá distanciar el modelo de sus predecesores, en cuanto a calidad y equipamiento, siendo comparable con Golf y 307, por un precio no tan elevado.
Se busca ofrecer un producto nuevo y de mejor imagen, para llegar a un público más rentable y satisfacer de alguna manera a los clientes tradicionales mostrándoles un up-grade de marca.
Una buena definición del cliente potencial del fiat stilo, ayudará a configurar el lanzamiento y posicionamiento del nuevo modelo. Se define ajustándolo al sector como, principalmente hombre, en 3 puertas valoran diseño, precio y equipamiento, con una renta media, media-alta; mientras que el 5 puertas es valorado además por su consumo, con una renta media, media-baja.

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