...Introduction The target market of Generation Y is not easy to reach in method or message. “This group is technologically, socially and environmentally different from older generations” (Olson, 2007). Messages have to appeal to them at multiple levels invoking them to want to know more about the brands and prompting them to engage in online research and peer input to solidify their thoughts and opinions. A unique blend of media vehicles – both traditional and alternative – must be utilized to reach the targeted audience through the clutter to optimize engagement. This brief will discuss the appropriate appeals, message themes and media vehicles necessary to reach Gen Y and propel the Chevrolet brand above its competitors. Appeal Engaging Gen Y’s attention will require a combination of appeals to resonate brand messaging as they have collectively begun to tune out traditional advertising (Carter, 2010). Successful brands have strategically used humor, emotion and music to appeal to Gen Y’s individuality thus allowing the brand to grow (Carter, 2010). Chevrolet’s goal is to establish a following with members of Gen Y and build upon this following via peer referrals (word of mouth). Humor will engage and capture their attention allowing for better recall of the message and brand (Clow, 2012). The ads will contain quirky, ironic humor and have a sense of truth to make them believable. Humor will relay the Chevrolet brand as fun and entertaining and Gen Y’ers will respond...
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...to target the Generation Y consumer for many reasons. They have found that high priced gas guzzlers are not so popular anymore. Gas has not been at an affordable standstill for years. What does this mean to Asian automakers? They have the opportunity to target young US consumers that are looking for small reliable and fuel efficient vehicles. Asian automakers understand that America is in a crunch so people are looking for more but for less. Their aim is to introduce lines of vehicles that are not only fuel friendly but are pocket friendly as well. As stated by consumer affairs “There are 64 million Gen Y buyers coming into the marketplace," stated by Jim Lentz, Toyota's group vice president and general manager. "We know when they come to market to buy a vehicle, new or used, they will spend on average about $15,000." So Asia figured why not offer a brand new affordable vehicle with added perks for the same price as a used car? I myself feel that this thinking is genius in itself! (Japan's Big Three Take Aim at Gens X and...
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...General Motors Ricardo Villacis 2012 Ricardo Villacis Toshiba 1/1/2012 General Motors Ricardo Villacis 2012 Ricardo Villacis Toshiba 1/1/2012 "GM’s vision is to be the world leader in transportation products and related services. We will earn our customers’ enthusiasm through continuous improvement driven by the integrity, teamwork, and innovation of GM people." "G.M. is a multinational corporation engaged in socially responsible operations, worldwide. It is dedicated to provide products and services of such quality that our customers will receive superior value while our employees and business partners will share in our success and our stock-holders will receive a sustained superior return on their investment." "It is awfully important to know what is and what is not your business." —Gertrude Stein I quote this phrase from Gertrude Stein because reading, talking, analyzing and explaining a big company vision and mission makes you understand what this company create not only for their costumers but what they can share with their employees and families. But why is important for a company have a vision and mission? A vibrant Vision of the company clearly and precisely affords an understanding of what your business is all about. Establishing the elementary principles of how you are going to accomplish your Vision defines the Values of the organization. Without Values in place, the company is unable to induce clear and directional decisions...
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...FIM ASSIGNMENT General Motors Prepared by: CharuSingla, CFM Roll #07 AnkitSrivastava, IM Roll #05 Aniket Singh, CFM Roll #04 RakeshJha, CFM Roll #14 Vishal Suri, CFM Roll #22 AbhishekGoel, CFM Roll #02 General Motors 2013 Acknowledgment The project would not have been possible without the kind support and help of many individuals. We would like to extend my sincere thanks to all of them. We are highly indebted to Mr. D.C.Singhal for his guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project. We would like to express my special gratitude and thanks to industry persons for giving us valuable information and insight. Our thanks and appreciations also go to our colleague in developing the project and people who have willingly helped us out with their abilities. IIFT 2015 Page 2 General Motors 2013 Table of Contents Acknowledgment........................................................................................................................... 2 Introduction .................................................................................................................................. 4 Products or Services delivered and annual output ......................................................................... 6 Countries the company is present in ............................................................................................ 10 Problems...
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...Up until the past decade, GM was enjoying rapidly growing sales and revenues. However, with the recent economic downturn, the challenge has been to capture and sustain their market share while adding to their bottom line. During the global economic crisis, management is left no choice but to make critical decisions that will enable their corporations to endure. Widespread change is necessary and was needed to all functions of GM’s business, including management style, structure, wages, branding, marketing, and technology. The automobile industry employs nearly ten percent, or one out of ten, of the nation’s labor force. GM is one of the largest purchasers of U.S. steel, iron, aluminum, copper, plastics, rubber, electronics, and computer chips. So, in essence, the survival of many other American businesses relies on the survival of GM. If GM doesn’t make some essential changes to start realizing profits, many of their suppliers will suffer the same inevitable fate. According to the Auto Interiors Conference, U.S. auto sales for all foreign and domestic manufacturers have declined by more than 30%, which is the largest decline in over 50 years. (Mayne, 2010) One of today’s top concerns in the business/political environment is the necessity of changing our energy dependencies and become more “green.” GM needed to be more proactive and implement changes in the company that would make them more environmentally friendly. Their ideas were to offer a more streamlined brand...
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...they have produced nearly 450 million vehicles globally. The goliath corporation operates in virtually every country in the world. Up until the past decade GM was enjoying rapidly growing sales and revenues across the board. However, with the current economic meltdown the ability to capture and sustain marketshare while add to their bottom line has shown to be more than challenging. Through this global economic crisis business leaders are left no choice but to make critical decisions that will enable their corporations to survive. Change is prevalent and management has no choice but to face the fact that they have got to change in order to survive. I think changes will have to be made in all functions of business such as structure, wages, marketing, branding, logistics, management style, and technology. The auto industry today employs about ten percent of the workforce. This means that 1 out of every 10 Americans are tied to the auto industry in some function whether they are suppliers, dealers, consultants, accountants, auditors etc. GM is also one of the largest purchasers of U.S. steel, aluminum, iron, copper, plastics, rubber, electronics, and computer chips. The reality is that if GM can’t make a turn around and start posting profits the other businesses that thrive by supplying services to support GM’s operations or sell their products will also fail to survive, it’s like a domino effect, when one falls the rest follow assuming their economy of scope is limited to that particular...
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...they have produced nearly 450 million vehicles globally. The goliath corporation operates in virtually every country in the world. Up until the past decade GM was enjoying rapidly growing sales and revenues across the board. However, with the current economic meltdown the ability to capture and sustain marketshare while add to their bottom line has shown to be more than challenging. Through this global economic crisis business leaders are left no choice but to make critical decisions that will enable their corporations to survive. Change is prevalent and management has no choice but to face the fact that they have got to change in order to survive. I think changes will have to be made in all functions of business such as structure, wages, marketing, branding, logistics, management style, and technology. The auto industry today employs about ten percent of the workforce. This means that 1 out of every 10 Americans are tied to the auto industry in some function whether they are suppliers, dealers, consultants, accountants, auditors etc. GM is also one of the largest purchasers of U.S. steel, aluminum, iron, copper, plastics, rubber, electronics, and computer chips. The reality is that if GM can’t make a turn around and start posting profits the other businesses that thrive by supplying services to support GM’s operations or sell their products will also fail to survive, it’s like a domino effect, when one falls the rest follow assuming their economy of scope is limited to that particular...
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...its India operations, it had captured a 3.6% market share – something the Detroit giants had not been able to do after more than a decade in the country (Exhibit 1). VW was the flagship brand of the Volkswagen group, which also owned Audi, Bentley, Bugatti, Lamborghini, Porsche, SEAT, and Skoda. In India, the group was present with Skoda, Audi, and VW. 1 Maik Stephan, Managing Director, Volkswagen Group Sales India said: While three brands give us the collective power, we have to be careful to market them uniquely so that we are not chasing the same customer. i In 2011, the group’s worldwide revenues and net profit were Euro 159 billion and 15.8 billion, respectively. Headquartered in Wolfsburg, Germany, the group operated more than 60 plants around the world. It was the second largest automaker behind General Motors. It had a market share of 12.3% in 2011. Its core markets were Germany and China. It was the market leader in Europe with a 20% market share. It aimed to become the world’s largest automaker by 2018. With a growth of 30% in the Indian automobile industry, India was to play an important role in realizing the group’s global ambitions. ii VW targeted to increase the market share of its flagship brand in India from 3.6% to 5% by 2015. Neeraj Garg, Director, VW Group Sales India said: We have to transition from launch stage to growth stage of the life cycle. To meet our ambitious growth plans, we need to evolve our marketing strategy. Perhaps, we should review it. Are our...
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...Macro analysis of Indian Automobile Sector 3 1. PESTEL Analysis 3 I. Political and Legal Factors 3 II. Economic Factors: 4 III. Social Factors: 5 IV. Technological Factors 6 V. Environmental Factors 6 2. Key Drivers of Growth and Change 6 3. Porter’s Diamond 7 I. Factor Conditions 7 II. Demand Conditions 7 III. Related and Supporting Industries 8 IV. Firm Strategy, structure and rivalry 8 B. Micro-analysis of Automobile Industry 9 1. Porter’s 5 Force Framework 9 2. Dynamics of Competition 9 C. Competitors & Markets 10 1. Strategic Groups 10 2. Market Segments 13 3. Identifying Strategic Customer 16 D. Strategic Gaps 17 E. Tata Motors 19 1. Introduction 19 Mission Statement 19 Vision Statement 19 Goal 19 Core Values 19 Market share 19 Revenue and profits 20 Domestic growth 20 2. SWOT Analysis 22 3. Strategies 24 4. Projection of Revenue/Market Share for next five years 25 5. Implications of the Strategies 27 6. Conclusion 28 F. References 29 Indian Automobile Industry: An Overview A Nations economy is well known from its transport system. For instant and rapid growth in economy, a...
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...Strategic Marketing and Its Environment art 1 introduces the field of marketing and offers a broad perspective from which to explore and analyze various components of the marketing discipline. Chapter 1 defines marketing and explores some key concepts, including customers and target markets, the marketing mix, relationship marketing, the marketing concept, and value. Chapter 2 provides an overview of strategic marketing issues, such as the effect of organizational resources and opportunities on the planning process; the role of the mission statement; corporate, business-unit, and marketing strategies; and the creation of the marketing plan. These issues are profoundly affected by competitive, economic, political, legal and regulatory, technological, and sociocultural forces in the marketing environment. Chapter 3 deals with these environmental forces and with the role of social responsibility and ethics in marketing decisions. ONE PART P Economic forces Competitive forces Political forces Product Promotion Customer Price Sociocultural forces Distribution Legal and regulatory forces Technological forces 1 1 OBJECTIVES 1 Define marketing. 2 Understand several important marketing terms, including target market, marketing mix, marketing exchanges, and marketing environment. 3 Be aware of the marketing concept and marketing orientation. 4 Understand the importance of building customer relationships. 5 Explain the major marketing functions...
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...Ford Motor Company (Case Analysis) Group #6- TGAA TTH 1:00 Member 1- Taylor O’Neill Member 2- Knyra Ratcliff Member 3- Alex Perkins Member 4- Xu Han Member 5- Kevin Carter Member 6- Alex Dundon/ Nick Tran Presentation Date: 11/17/15 Introduction Our group has chosen Ford Motor Company as our case analysis subject. Ford is an American multinational automaker and was founded by Henry Ford in 1903. Ford Motor Company is the second largest automaker in the United States and is also the fifth largest automaker in the world. Throughout the paper we will be sharing background information of the company such as the vision statement, mission statement, company history, the industry, and our company’s strategy. We will also be sharing the elements of Ford’s internal and external environment (includes historical and competitor financial information), problem statements, possible alternative solutions to those problems, and our recommendations as to which alternative solutions would be best used in response to the problems at hand. Towards the end of our case analysis on Ford Motor Company there is a visual present for both the SWOT analysis and the grand strategy matrix. We have provided appropriate and significant content in completion of this case analysis. Background Vision Statement “To become the world's leading Consumer Company for automotive products and services. (Homepage, 2015)” Mission Statement “One Team. People working together as a lean, global enterprise...
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...1. Executive Summary India is the sixth largest passenger vehicle manufacturer in the world (Wikipedia Automobile industry). With a population of over 1.2 billion people, India has a huge market potential for automobiles. In the Indian Automobile Industry, India has become a leading center in producing small cars. In the year 2006, Ratan Tata of Tata Motors conceived the idea of a tiny car at an extremely cheap price to capture the potential of the rapidly growing middle class segment. The outcome was the Tata Nano, the world’s cheapest car priced at one lakh INR. Rolled out from Tata Motors as the world’s cheapest car in the year 2009, the indigenous Tata Nano achieved immediate success, fulfilling its promises of a complete car at an affordable price for the middle class masses. The Tata’s had relied rather heavily on the publicity of their product. But rather than leveraging this publicity, Tata became complacent about the communication strategy. The USP of the product, the “cheapest” price tag, had backfired miserably, and actually shunned its sales. The status conscious customer obviously did not want to get associated with the tag of “Poor man’s car”, and would rather opt for slightly pricier rival options. Hence, instead of being perceived as a functional step above the motorcycle as it was intended to be, the Tata Nano started being largely perceived as a cut-price car. The Tata Nano was initially conceived as a safe personal mobility alternative to the huge section...
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...as Maruti Suzuki India Limited . (17 Sept. 2007,) The company's headquarters are located at “Plot no.1 Nelson Mandela Road, Vasant Kunj, New Delhi-110070. It has two plants for Manufacturing facility:- Gurgaon Manufacturing facility Manesar Manufacturing facility 4. GURGAON PLANT Three fully integrated manufacturing plants Area: 300 Acres Manufacturing Capacity: 7,00,000 Vehicle annually (each 3 plant) Cars manufacturing : 800, Alto, WagonR, Estilo, Omni, Gypsy and Eeco. 5. MANESAR PLANT Area: 6oo Acres Manufacturing Capacity: 5,50,000 Vehicle annually Cars Manufacturing: A-star, Swift, Swift Dzire, Ritz andSX4 6. MARUTI SUZUKI INDIA LTD. Maruti Suzuki is India and Nepal’s leading automobile manufacturing company and the market leader in the car segment both in terms of volume of vehicles sold and revenue earned. Until recently, 18.28% of the company was owned by the Indian government and 54.2% by Suzuki of Japan. The BJP led government held an initial public offering of 25% of the company in June 2003. As of 10 May 2007 Govt. of India sold its complete share to Indian financial institutions. The Govt. of India no longer has stake in Maruti Udyog. 7. JOINT VENTURE Relationship between the Government of India under the United Front (India) coalition and Suzuki Motor Corporation over the joint venture was a point of heated debate in the Indian media till Suzuki Motor Corporation gained the controlling stake. The success of the joint venture led Suzuki to increase...
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...Telling Tales: how to sell an electric car in a petrol market The story of the G-Wiz Keith Johnston, October 2011 Table of Contents Gentlemen, start your motors P2 October 2011 P4 How it all started P5 A new approach to car retailing P9 Right people, right places P13 A remarkable community P16 Spreading the word P17 The power of storytelling P25 Accolades P28 Introducing the concept of Verbal Identity P31 Taking the high – and highly visible – ground P34 Polarising opinion P36 The bully in the playground P38 What the media said P42 G-Wiz customers have their say P50 The future P54 Appendix: A brief history of electric vehicles P57 The truth about electric vehicles: - The emissions debate P60 -Why we need electric vehicles P62 The people behind the brand P67 Final thoughts P70 “Keith has given us a unique insight into the creation of an iconic brand which became a household name in record time. What is particularly pleasing is that unlike some others, this was no accident or even timing bubble, it was very well thought through, planned and executed. Not many can claim to have earned a whole chapter in the future text books of their chosen profession. Keith Johnston, his backers and the whole G-Wiz team have done just that and a great deal more.” Iain Sanderson, founder and chairman, Lightning Electric car Company. “GoinGreen redefined the concept of investing in a car. These guys have put their heart and soul into these cars. In everything they write and every...
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...enrolled in a principles of marketing course. This publication is intended to supplement your lecture materials. As you read through the text, note that it is keyed to illustrations used in class. The course is divided into three sections. Section one covers introduction to marketing, consumer behavior, industrial buyer behavior, the marketing environment, where marketing fits into the organization, market segmentation, and product differentiation. Section two covers product and pricing. Section three covers promotion (sales) and distribution. As you read the book, consider that it is organized as follows: marketing and its environment (consumer behavior, industrial buyer behavior, marketing environment), product, pricing, promotion, and distribution. So, coverage begins with introductory concepts and proceeds into the marketing mix elements (product, price, promotion and place). You may wonder whether this book covers all aspects of marketing. No, it does not cover all aspects of marketing. You will find only basic concepts herein. If you seek specific, contemporary examples of marketing concepts, check out a traditional textbook from the library or purchase a recent edition from a used book store. Try the Perreault and McCarthy textbook (14th edition) or the Kotler and Armstrong textbook. Section I: Concepts of Marketing A. Who is a Marketer? Consider first that marketing is driven by people and their needs. It is people driven. Contrast marketing, a people driven discipline...
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