Summary
This case study describes the 2012 official launch of the Mercedes-Benz marque, the smart, in the Ukrainian car market. Ukrainian drivers typically valued masculine and prestige cars over smaller, compact models such as the smart. The brand's challenges were to connect with prospective smart owners, encourage test drives and stimulate sales leads. It also had a relatively modest budget for paid for media advertising. Its solution was to bring test drives to the consumer, using Foursquare, the geo location-based social network, to find the whereabouts of consumers. It communicated this offer via a variety of outdoor, digital, print, ambient and event elements. As evidence of the success of this campaign, this case study cites the number of test drives generated and increases in social media followers for the brand.

Summary
This case describes the UK launch of the Audi A1, which represented the first time a prestige car brand had produced a small car. Although an opportunity for growth, Audi risked sacrificing the prestige of its “Vorsprung Durch Technik” positioning. But by understanding that Audi is as much a technology brand as a car marque, the launch campaign was able to turn the A1’s small size from a weakness into a benefit. Communications were spread across the biggest media formats available – including double-page magazine spreads, huge billboards, cinema screens and large digital formats – representing 'small' as a hallmark of superiority and modernity. The campaign attracted new customers and helped the A1 exceed its sales targets, returning £4.40 for every £1 spent.

Summary
Despite strong performance attributes, the Kia Rio model - part of the Hyundai group's stable of cars - lacked a strong brand image that could help it connect with consumers in their 30s. This case study outlines how the brand developed a strategy to appeal to a young audience via a variety of TV and social media platforms, as well as strengthen the model's credibility with its trade channels. A series of TV executions created a humorous twist on the use of the small Kia Rio as a getaway car, and continued these with alternative story endings offered online. Results cited in this paper include the above-benchmark tracking results for this campaign which aired in Germany, Italy, France, Spain and the UK.

Summary
Nissan, the automotive brand owner, wanted to grow in the small car segment with a new model, the Juke, whilst simultaneously maintaining sales of its Qashqai and Micra brands. Its strategy was to target young urban males by marketing the Juke as a "younger brother" to the Qashqai, and then present it as a high-energy option in itself. These values were communicated via a variety of TV, print, newspapers and other media to markets across europe. As evidence of the success of this approach, this case study cites above-target sales volumes achieved in France, the UK and Italy, and the appropriate young and male profile of Juke owners.

Summary
This document, featuring two different US case studies from the MINI, as well as the Nissan Micra (UK) and Audi A1 (Europe), is a collection of Warc's best case studies on gaining customers in the supermini car category.

Summary
This document, featuring case studies from the Mercedes-Benz smart (China), Nissan Sentra (Canada), Audi A1 (Europe) and BMW MINI (USA), summarises the pick of Warc's case studies on increasing sales in the supermini category.

Summary
Volkswagen was a relatively unknown automotive brand in India with awareness of only 22%. But for the launch of its flagship Polo supermini model into the highly competitive hatchback segment, it was seeking an awareness of 40% and an ambitious sales target of 14,000 units. The challenge was to make Polo stand out in its market and become India's most talked-about car among its target audience of young males. The resulting campaign took an innovative approach across multiple touchpoints, including a car-shaped hole in a newspaper, a reality show on MTV shot inside a car and stunt drive events at malls. Sales exceeded 18,000 and awareness targets were met.

Summary
Mercedes-Benz in China faced a challenge in selling its Smart car. Several campaigns had resulted in high awareness and customer inquiries but these did not convert to sales. The inherent nature of a 'small' car has limited appeal to the Chinese consumer and, coupled with Smart's premium price tag, potential customers wavered in their final decision. Mercedes decided that e-commerce was the ideal solution as it is a platform that encourages impulse buying. Smart used the power of social herding by putting the car up for 'Group Buy' on Taobao.com, China's largest e-commerce platform. Initiatives, such as 'one-second buy' opportunities increased the buzz. This case study highlights the learnings and planning principles that can be drawn from campaigns like this.

Summary
The goal for the Tata Nano was to sell the world's cheapest car (without compromising on safety, quality and environment) to the lower- and middle-income segments in India. Launched in 2009, the small car from Tata Motors made headlines all over the world but less than three years later, the Tata Nano continues to under-perform in terms of sales, and in late 2011 underwent its second brand overhaul. A much celebrated 'Nanovations' campaign sought to emphasise the compact nature of the product and the innovation that had gone into it. However, it looks increasingly like the failure of Tata Nano was that the company's positioning was wrong and the marketing plan meant that many of the target audience didn't hear about the car, and those who did and wanted to purchase could not always do so. Additionally, the marketing was focused too heavily on low price - which was not as low as promoted - and cheapness was attached to social stigma. At the end of 2010, Tata tried to revive the business and it appears positive, if still far off target.

Summary
The Audi A1 was launched in Ireland in October 2010, with the motor industry still struggling in the economic downturn. This was the first time Audi had a presence in the super mini segment. Campaign targets were spread between awareness, customer demands and building a brand and a niche in a category dominated by strong personality brands and skewing towards a younger audience (20-35 years old) than Audi were used to. To reach this market, the main channel used by Audi was a social media game, The A1 Chase, with this activity supported by traditional ATL communications. The gameplay lasted two weeks and culminated in a brand activation event: a live Chase, held in Dublin city centre.