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John Deere Gator: Gator Versus
Effie Worldwide, Bronze, North America Effies 2013
This US campaign aimed to make John Deere, a utility terrain vehicle brand, more relevant in a highly competitive sector via a launch of a new high-performance model.
This US campaign aimed to make John Deere, a utility terrain vehicle brand, more relevant in a highly competitive sector via a launch of a new high-performance model. The insight was that consumers wanted more than utilitarian vehicles - but instead wanted adrenaline-charged, high-performance equipment. But John Deere was considered a tough workhorse, rather than a desirable brand. Campaigns leveraged this toughness by featuring the vehicles in exceptionally rugged environments like deserts and mountain trails. Media used included in-store, events, digital display and national and local TV. The campaign moved the brand from fifth to second in market share and grew unit sales.
Nissan Frontier: Damn ponies
Jay Chiat Strategic Excellence Awards, Gold, 2012
The Frontier pick-up truck was one of Nissan's most popular vehicles in Brazil, but was facing increasing competition from rival manufacturers offering more "urbanised" alternatives led by design, interior comfort and technology.
The Frontier pick-up truck was one of Nissan's most popular vehicles in Brazil, but was facing increasing competition from rival manufacturers offering more "urbanised" alternatives led by design, interior comfort and technology. With no near-term plans to revise the model, Nissan chose to compete in the one remaining area where it led - engine horsepower - and positioned the Frontier as the bastion of traditional pick-up-truck values: power, strength, attitude and courage. The creative idea compared horses (denoting the Frontier's engine) with ponies (denoting rival models), and was embodied in a viral film that became the most watched Brazilian commercial in YouTube's history (14m views). This and other earned media coverage was estimated to be worth US$3m. Sales of the Frontier increased 110% over the previous year.
The Communication Agencies Association of New Zealand, Silver, New Zealand Effies Awards, 2012
To crack the New Zealand market, Volkswagen had to break into the ute (pick-up truck) category which accounts for 16% of all car sales.
To crack the New Zealand market, Volkswagen had to break into the ute (pick-up truck) category which accounts for 16% of all car sales. It was hampered, however, by coming from a zero base and without a brand image built on outdoor ruggedness. By finding a fresh connection with the core audience, the VW Amarok was positioned as the ute for the next generation of New Zealand working people: the thinking man's ute. In addition to TV and website creative, a PR campaign targeted New Zealand's most influential automotive writers. In little over a year, the Amarok became a credible contender with market share of 4.7% and unit sales of 688 (worth NZ$36m).
Chevrolet Silverado: There’s Life to be Done
ARF Ogilvy Awards, Research Innovation and Gold, Automotive, 2012
US sales of Chevrolet's best-selling Silverado pick-up truck had been falling for several years, hit by a segment-wide decline, a lack of distinctiveness and tight financial contraints on its parent company, GM.
US sales of Chevrolet's best-selling Silverado pick-up truck had been falling for several years, hit by a segment-wide decline, a lack of distinctiveness and tight financial contraints on its parent company, GM. A comprehensive, three-phase research program sought to understand and reconnect the brand with truck drivers. This led to the "There's life to be done" campaign, which gave the Silverado an emotional and aspirational dimension beyond its historical role as a hard working truck for hard workers. The TV-led campaign was supported by digital, print, OOH and radio, and reversed the Silverado's decline, delivering the best sales and share gains in many years.
Citroën Denmark: Ready to Work
Direct Marketing Association - US, Leader, ECHO Awards, 2009
In the latter part of 2008, Citroën Denmark set out to market fully equipped, ready to use vans to workmen who would normally buy a basic van and furnish it themselves.
In the latter part of 2008, Citroën Denmark set out to market fully equipped, ready to use vans to workmen who would normally buy a basic van and furnish it themselves. The strategy was to drive their custom towards dealerships which could demonstrate the advantages and options available. TV, print and direct mail drove traffic to a website with an SMS feature, enabling them to book an appointment by phone. The campaign produced 2,765 meetings, 54% better than expected.
Toyota - Tundra Launch
Effie Worldwide, Gold, Automotive, Vehicles, Effie Awards 2008
Toyota's 'The Truck That's Changing It All' campaign aimed to establish the redesigned 2007 Toyota Tundra as the pick-up truck of choice among American truckers.
Toyota's 'The Truck That's Changing It All' campaign aimed to establish the redesigned 2007 Toyota Tundra as the pick-up truck of choice among American truckers. It also aimed to give 'True Truckers' ammunition to engage in and win the all-important bar stool debate. Being authentic, speaking truckers' language, connecting with them at a local level, and providing dramatic evidence of the Tundra's capabilities would be integral to the campaign's success. A series of TV second spots showed that the new Tundra was bigger and more capable than most of its competitors; three spectacular, death-defying demonstrations of Tundra's superior performance followed - all done without the 'magic of Hollywood'. Print in targeted publications mirrored the overall campaign approach of focusing on the sum of the parts of the truck, while outdoor and online provided further functional information. As a result, the Tundra was seen as authentic and powerful, tripled the number of domestic full-size pick-up replacers, and reduced the monthly sales gap to overtake Dodge as the third-highest pick-up by sales.
Toyota - Tundrazo
Effie Worldwide, Silver, Hispanic, Effie Awards 2008
The full size pickup sector is one of the highest volume segments in the Hispanic market. It is also traditionally dominated by domestic brands.
The full size pickup sector is one of the highest volume segments in the Hispanic market. It is also traditionally dominated by domestic brands. As such, while Toyota leads the Hispanic market in terms of overall sales, its Toyota Tundra pickup model was just fifth in its category, with a nine percent share. Research revealed this was because the Tundra was considered to a 'wanna be' truck - not a pickup for 'real men.' Set for launch in January 2007, the news Tundra was bigger and more powerful. The integrated campaign targeted men who worked hard, never give up, lived by example, and placed a strong value on their cultural roots. The tagline 'Tundra, as strong as the man who drives it' connected all pieces of the campaign, with communications based around both engagement marketing in core markets, backed up by TV as a support medium. As a result, market share grew by 4%, with 42% growth in registrations against an overall category decline. Growth was particularly impressive in the target markets of Houston, Chicago and Dallas, with sales doubling.
Toyota Tundra Re-Launch
Institute of Communication Agencies, Gold, Canadian Advertising Success Stories, 2008
The re-launch of the Tundra in Canada in early 2007 aimed to give Toyota a credible entry into the full-sized pickup category.
The re-launch of the Tundra in Canada in early 2007 aimed to give Toyota a credible entry into the full-sized pickup category. But in order to meet the long term goal of turning the “big three” into the “big four,” Toyota had to overcome its image as a lightweight player with the brand loyal and conservative competitive customer. The launch ad campaign used an emotional appeal, rather than the attribute-laden pitch typical for the category, to establish Tundra as a brand that knew and delivered what a pickup truck should be and do, but with the technological smarts and reliability missing in some of its established competitors. Pre- and post-campaign attitudinal research showed immediate positive shifts, especially in “overall opinion” and “purchase intention”, indicating that the advertising has caused target consumers to see Tundra as having legitimate truck credentials, on par with the industry leaders.
Toyota Trucks – Prairies
Institute of Communication Agencies, Silver, Canadian Advertising Success Stories, 2008
This paper demonstrates how between 2003 and 2008 the Toyota Prairie Dealers Association made Toyota’s QDR (Quality, Dependability, Reliability) strategy relevant to Prairie truck buyers - building Toyota’s Truck equity, as opposed to relying on price and promotion.
This paper demonstrates how between 2003 and 2008 the Toyota Prairie Dealers Association made Toyota’s QDR (Quality, Dependability, Reliability) strategy relevant to Prairie truck buyers - building Toyota’s Truck equity, as opposed to relying on price and promotion. It discusses how the increased market share against Detroit’s Big 3, and outperformed other Toyota regions in Canada. The challenge was to build Toyota’s QDR positioning in the Prairies and build credibility in this highly competitive truck market. During 2003 – 2008 Toyota Truck sales in the Prairies have increased on average at 28.1% per year.
Nissan North America, Inc.: Nissan Quest Minivan Launch campaign
Guy Cunningham, Encyclopedia of Major Marketing Campaigns, Volume 2, 2007, pp. 1171-1180
In 2004 Nissan North America, the North American subsidiary of Japanese automaker Nissan Motor Co., Ltd., introduced a redesign of its Quest minivan.
In 2004 Nissan North America, the North American subsidiary of Japanese automaker Nissan Motor Co., Ltd., introduced a redesign of its Quest minivan. Originally a joint project with the Ford Motor Company, the Quest was selling only about 30,000 units per year by that time, and it was felt that the vehicle needed to be radically reconceived in order to compete with other minivans. Imports had risen to 34 percent of all minivan sales, meaning there was a solid market for the Quest to tap into. In an effort to make gains in this market, Nissan introduced the redesigned Quest in 2003 and 2004. Since the new Quest was a bold, sleek-looking minivan, it was decided to market the vehicle as the minivan of choice for what Nissan termed "Sexy Moms"—younger, hipper, financially successful suburban mothers and families that wanted the interior space of a minivan but were uncomfortable with the segment's dowdy image. The ad agency TBWA\Chiat\Day Los Angeles was brought in to handle the $20 million campaign, which featured a major television spot, print ads, and billboards. The TV spot featured young, hip women going out at night in the city or loading musical instruments and surfboards into their Quests. It closed with the tagline "Moms have changed, shouldn't the minivan?" The message was that the Quest was a car for independent, image-conscious drivers. Nissan also sponsored events, such as a fashion show during New York's fashion week, in an effort to reach an audience that might not have been familiar with the earlier version of the Quest. The campaign succeeded in attracting a younger, wealthier consumer than the original Quest and received a 2005 Gold EFFIE Award from the New York American Marketing Association. The median age for Quest drivers during the relaunch was 47, the youngest in the minivan segment, and the typical Quest buyer had an income of approximately $98,000. Sales of the new Quest were, however, below expectations overall. This was blamed more on the minivan's radical design than on the marketing strategy.
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