...Based Segmentation 11 Entry Level 11 Mid Segment 11 Premium Segment 11 Luxury 11 Price Wise Segmentation for Indian SUVs 12 Usage Based Segmentation 13 Off Roading: 13 Soft Roading: 13 Consumer Behavior noticed in Buying SUVs 13 Psychological factors 13 Personal Factors 14 Social Factors 14 Positioning of different brands in SUV market in India 15 Entry Level SUVs: 15 Renault Duster 15 Mahindra Scorpio 15 Tata Safari 16 Mid Segment: 16 Tata Aria 16 Force One 17 MAHINDRA XUV 500 18 Skoda Yeti 18 Ford Endevour 19 CHEVROLET Captiva 19 HONDA CRV 19 TOYOTA Fortuner 20 Key Advertising and Promotion campaigns adopted by leading brands 21 Mahindra XUV 500 21 Digital Marketing – FAce Book & Twitter 21 Launch Campaign 21 Force One 21 Big B as the Brand Ambassador 21 Toyota FORTUNER 23 Campaign Tag: “The Art of Power” 23 Toyota Fortuner Marketing Campaign: Experience the Power of Art on your Mobile 23 Results and achievements 24 RENAULT DUSTER 26 Big, Beautiful, Efficient 26 Campaign Tag Line- Drive the Change 26 What was GOOD? 27 Short commings 27 Production Constrains - All other campaigns were DELAYED: 27 Tata Aria 28 Physical Display 28 Online Campaign 28 Marketing Strategies adopted by two key players 29 Mahindra XUV 500 29 Metaphor Cheetah 29 Secrecy 29 Shortage 29 Tata Aria 30...
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...Marketing Plan Group Assignment (Phase Three) 10% MRK 200 XX [pic] Ford Motor Company Hybrid Ford Escape Group Memebers: Yasmine Kustec Ramon Pinto Bowang Zhou Zang Yue Brett O'connell Yoon Joon Table of Content Cover Page Table of Content 1 The Executive Summary 2 Company Backgrounder 3 Company Mission Statement 3 ➢ Vision 4 ➢ Values 4 Situational Analysis ➢ Internal Environment 5 ➢ Competition Environment 6 ➢ Economic Environment 6 ➢ Cultural/ Social Environment 7 ➢ Government Environment 8 ➢ Technology Environment 9 Company Objectives 9 Target Segment(s) Profile 11 Market Strategies 13 ➢ Figure 1.1 21 Resources 25 Marketing Plan Group Assignment The Executive Summary Ford Motors, through the past five years or so, have been experiencing difficulties with their significantly present decline market share. Being a dominate player in the auto business for over a century, Ford Motors have been reluctant to keep up with current trends and evolving competitors from growing economies. Considering the company’s external and internal opportunities, and directing their resources towards a more skillfully R& D (research and development)...
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...presence, high ground clearance or the space of an SUV. “We believe that the compact SUV is the best of both worlds, it allows the user to get the feel of both the worlds. It is compact from the outside, easy to manoeuvre in the city, and at the same time spacious from the inside,” adds Nayer. Change to compact Umang kumar, Co-Founder and CEO Gaadi.com affirms that the segment has gained popularity, but only over the past few years in India. “People in India now indulge in more outdoor activities compared to the past. This is the result of growing disposable income. For an average Indian family, a compact SUV makes sense because for its optimal proportions, practicality, usability, fuel economy and cost of ownership,” he adds. But why are home grown brands coming out with compact SUVs now? Auto makers like Tata Motors and Mahindra & Mahindra have been making entry-level SUVs in the past....
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...Toyota in Europe Kaizen “Continuous improvement. As no process can ever be declared perfect, there is always room for improvement.” From Looms to Cars: Toyota’s History Global Toyota Toyota in Europe The Toyota Production System 30 5. Customer First 34 6. Sustainability: Economic, Environmental and Social Stewardship 38 7. The Vehicle Line-Up 46 8. Motorsport & Formula One 58 9. The Toyota Work Experience 60 4 | Toyota’s European Network March 2008 edition | 3 Foreword Dear Reader, Since the early 1960’s, Toyota’s presence in Europe has grown and changed, keeping pace with the changing vehicle tastes and requirements of the European public. Since 1992, when the first of our European production facilities was opened in the UK, Toyota has invested almost €7 billion throughout Europe. We now employ approximately 80,000 people and have nine European manufacturing facilities. But the construction of vehicle and engine assembly plants is only part of the story. In 2007, we also expanded our technical centre in Belgium, investing an additional €75 million to ensure that Toyota and Lexus vehicles continue to meet the high engineering and design standards of European customers. Another major investment was the new European Global Production Centre in the UK, established for the training of production staff and supervisors from all over Europe. Toyota also continues to invest heavily in the training...
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...CAR TYRES | AN Industry Overview | This project looks at the Car Tyre industry in India and how the Distribution channel helps this industry to grow and serve the needs of the End consumer. | PROJECT DONE BY:VIKRAM FALOR : DM14157RAMYAA RAMESH : DM14266AMIT SHUKLA : DM14104 | Introduction:- The Indian Tyre Industry is a critical part of the Auto Sector and there is a huge interdependent on those of the Automobile players. The Indian tyre industry accounts for approximately 5.0% of the Global tyredemandgeneratingrevenuesofapproximately`30,000cr for FY2011. Out of which 90-95% has come from the domestic market. There are around 40 tyre manufacturers in India and the top 10 tyre player’s account for approximately 90-95% of the total tyre production in India. The growth in domestic tyre industry was negatively impacted by the global slowdown in2009.Nevertheless,the industry experienced are mark able recovery in 2010. This growth was primarily driven by strong revival in automobile demand on the back of improvement in macro economy and easing of interest rates. The Indian Tyre Industry produced 119.2 mn units of tyres (1.5mntonnes) in 2010‐11. On an average, In Indian early 60.0% of the production is for replacement market, followed by 25.0% sold to OEMs directly and the balance is exported. Globally, the OEM segment constitutes 30.0% of the tyre market, exports 10.0% and the balance from replacement market. Exports turnover for India during 2010‐11 stood at `3,600cr...
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...Renault/Nissan: The Making of a Global Alliance Prepared By: Jason Park & Isaac Hattem Why is Renault seeking a strategic partner? What are Renault’s strengths and weaknesses in seeking a partner? The most successful strategic alliances are between companies with complementary strengths and weaknesses. Renault has been building cars since it was started under the name Socié Renault Frè té res. Louis Renault, his brothers Marcel and Fernand, and his friends Thomas Evert and Julian Wyer founded it in 1899. Since the beginning they have been an industry leader in small car designs, combining functionality with style. In 1998 Renault was the world‟s ninth-largest car manufacturer with 4.3% of the market. During the 90‟s globalization was occurring in all industries including the automobile industry. Major manufactures were seeking strategic alliances and mergers as ways to increase market share, reduce costs, and improve productivity. Renault has been an established French automaker since it started producing cars in 1897. Like many other companies Renault has been looking to expand into the Asia for its large potential market. They felt that the best way to do this was through a strategic alliance. Renault has been looking for another automobile manufacturer to peruse a possible alliance with since the early 90‟s. From February 1990 to December 1993 Renault attempted a merger with Swedish car manufacturer, Volvo. It was expected that the merger would go through, than in December...
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...I am very Grateful to Almighty ALLAH Who Gave me a Power to research and write on this report. After that I am very Grateful to My respected elder Khawaja Saleem Warsi who made me able to enter in MBA Program, than my guardian, my kind Instructor of Final Project (MKT-619) Whose Guidance and instruction Helped and encouraged me at every Stage of this Project. I will ever memorize this Great personality. I am also Grateful to my honest and sincere friends who provided me suggestions when ever I needed iii EXECUTIVE SUMMERY The background of the project is to analyze Brand loyalty of Toyota Corolla and Honda City Cars that success in the Car Market. I will find out the reasons and factors those make them strengthen and Strong position in the market for that I decided to work on it. For that we must need to very closely and detailed overview of the company. Common perception about Toyota Corolla and Honda City is that both companies have been fulfilling the perceive value of the customer, the price paid is much reliable against the value, in my research work; I will identify how much strong these arguments? What the reason are behind to successfully fulfill the perceived...
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...1.0 INTRODUCTION Just a few years after independence from the United Kingdom in 1957, had the World Bank’s country‐classification system been in place, Malaysia would have qualified as a middle‐income country. Since then, it has continued to enjoy relative prosperity, initially as a commodity exporter of rubber, tin, then palm oil and petroleum, with total income rising at 6 to 7 percent each year from 1970 until 2000. As a result, industrial sector in Malaysia has been rapidly grow over the past few dacades. Industrial sector can be define as a category of stocks that relate to producing goods used in construction and manufacturing. This sector includes companies involved with aerospace and defense, industrial machinery, tools, lumber production, construction, cement and metal fabrication. Performance in the industrial goods sector is largely driven by supply and demand for building construction residential, commercial and industrial as well as the demand for manufactured products. When the economy contracts and consumers save more and spend less, activity in this sector drops because companies will postpone expansion and produce fewer goods. The industrial sectors are drawn for each contain a mixture of international corporations, national companies, entrepreneurial smaller and medium-size enterprises (SMEs) and informal local businesses. Each part of a sector may have different impacts and dependence on economics activity. In many of the examples, the...
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...38 3 The global context of business Chris Britton Businesses of all sizes operate in international markets – products are sold across borders; the resources used in production can come from anywhere in the world; communication is instantaneous; and financial markets are inextricably linked, as the events of 2008 demonstrate. Individual businesses operate across borders in a variety of ways – they can do this directly, through the formation of strategic alliances or through merger and takeover. It is clear then that businesses need to be aware of the global context of their markets. Having read this chapter you should be able to: G G G G Learning outcomes understand the difference between globalisation and internationalisation outline the main elements of globalisation illustrate the role of the multinational enterprise introduce the implications of globalisation for business Key terms Capital market flows Consortium Cross-subsidisation Customs union Emerging economies Foreign direct investment (FDI) Franchising Free trade area Globalisation Hyperglobalisation Internationalisation International trade Joint venture Licensing Multinational enterprise (MNE) Regionalism Regional trade agreements (RTAs) Strategic alliance Transfer pricing Transformationalism Globalisation versus internationalisation 39 Introduction Businesses operate in a global context: even if they do not trade directly with other countries, they might be affected by a domestic...
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...“un-traditional” way to advertise its products. Only $20 million was spent on traditional media in 2012 such as television, compared to $80 million spent by its competitors Fiat. Under direction of BMW group, beside TV and Magazine advertising, an extensive amount around @20.7 million euro was spent on E-marketing to bring people awareness about the product. As it is a technology world today, the Yo ungers would prefer accessing the internet to search for wanted information, rather than sitting at home and watch television. In addition, customers can access and see the cars in a fancy, fashion events like in Paris with appearance of young celebrities and various guests to explain and communicate the exclusive function of products. The reason why Mini is so impressive and attractive due to the success in positioning its image as global premium brand. It is not just something small and beautiful, it is about status of individuals. Generally, under the direction of BMW, a...
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...Levels of Product Differentiation in the Global Mobile Phones Market The sixth product level called compliant product is a connecting element between the physical product characteristics and the strategy of the producer company Stanimir Andonov* The article discusses the differentiation among the product offers of companies working in the global markets, as well as the strategies which they use and could use in that respect. The main idea of the paper is that the principle “differentiate or die” (Jack Trout) has died. Today the global brands don’t strive to differ from their competitors in everything and at any cost. As an example, let’s have a global look at the business of mobile phones. In June 1998 Ericsson, Nokia, Motorola and Psion established their own International Strategic Alliance, a private independent company called “Symbian”. Symbian Ltd. is an independent, for-profit company whose mission is to establish Symbian OS as the world standard for mobile digital data systems, primarily for use in cellular telecoms. So, the three biggest mobile phone companies at that time and Psion, a mobile PC company, created a new way for competing and differentiating. Today Symbian Ltd. is owned by Ericsson, Nokia, Panasonic, Samsung, Siemens and Sony Ericsson. Figure 1 shows the percentage of shares of each shareholding company: Figure 1 Shareholding companies of Symbian and their percentage of shares Source: Symbian Ltd. – Company Ownership, http://www.symbian.com/about/ownership...
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...2010 Pg 2 THE YOUTH RULE! Pg 9 KNOWLEDGE IS POWER Pg 17 NIKE BOUNCES BACK 2. GENERATION NEXT 30 May 2010 MASTERS OF THEIR UNIVERSE: MEET THE GROUP THAT ACCOUNTS FOR MOST OF OUR POPULATION WHETHER YOU LIKE IT OR NOT ... Today’s youth rule! Picture: JEREMY GLYN HOW AND WHY THE STUDY WORKS ● Their annual direct spend, as per the study, is over the R95bn mark ● They are the key household inf luencers — to the tune of more than 60% ● They are the future consumers of all brands “They are mavens who give a good sense of the ‘next big thing’. They provide strong indicators of where the market is going” JASON LEVIN, MD OF HDI YOUTH MARKETEERS W HY should the world care if nine-year-olds prefer Milo cereal to Coco Pops? So what if teens want to watch Trace this year when they were hooked on MTV last year? And if youngsters’ primary device is a cellphone, is that really going to change the world? Although less often than before, we are still confronted by “youth cynics” after the Sunday Times Generation Next study is published every year. Their concern, generally, is that youth are still a relatively marginal market segment, so why do a brand preference study? South Africa, like most developing countries, has a very young population — more of our citizens are 22 — the age limit of the study — or younger than those who are older. So, with a sample set aged between eight and 22, the study tracks the consumer behaviour and preferences...
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...Industrial Strategy: government and industry in partnership Driving success – a strategy for growth and sustainability in the UK automotive sector July 2013 Contents | 3 Contents Foreword Executive summary Challenges and opportunities Investing in innovation and technology Enhancing supply chain competitiveness and growth Investing in people – ensuring the right skills A business environment that enables a competitive automotive industry 1 The UK automotive industry Overview of the sector Competitiveness – a high productivity sector Enhancing UK competitiveness: strengths and weaknesses Vision for the UK automotive sector Investing in innovation and technology Success through collaboration Developing more detailed technology roadmaps Maintaining the UK’s strength in propulsion systems Hydrogen and fuel cells Enhanced links with motorsport Enhancing collaboration with the research base Better engagement with EU funding Delivering intelligent mobility Future technologies Enhancing supply chain competitiveness and growth Key challenges for the supply chain Quantifying and capitalising on the business opportunity for the UK supply chain Improving long-term supply chain competitiveness Encouraging inward investment in the UK supply chain and creating export opportunities Access to finance Innovative processes for premium manufacturers 3 5 6 6 7 8 8 9 9 10 12 16 18 21 24 26 31 31 32 32 32 33 34 37 38 40 44 47 48 2 3 4 | Driving success – a strategy for growth...
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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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...UNIT 1- CAR BODY DETAILS Cars can come in a large variety of different body styles. Some are still in production, while others are of historical interest only. These styles are largely (though not completely) independent of a car's classification in terms of price, size and intended broad market; the same car model might be available in multiple body styles (or model ranges). For some of the following terms, especially relating to four-wheel drive / SUV models and minivan / MPV models, the distinction between body style and classification is particularly narrow. Please note that while each body style has a historical and technical definition, in common usage such definitions are often blurred. Over time, the common usage of each term evolves. For example, people often call 4-passenger sport coupés a "sports car", while purists will insist that a sports car by definition is limited to two-place vehicles. Body work In automotive engineering, the bodywork of an automobile is the structure which protects: ⦁ The occupants ⦁ Any other payload ⦁ The mechanical components. In vehicles with a separate frame or chassis, the term bodywork is normally applied to only the non-structural panels, including doors and other movable panels, but it may also be used more generally to include the structural components which support the mechanical components. Construction There are three main types of automotive bodywork: ⦁ The first automobiles were designs...
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