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Vespa: Once upon a Vespa
Direct Marketing Association - US, Bronze, DMA International ECHO Awards, 2013
This case study describes a campaign by Piaggio, the scooter manufacturer, to launch its Vespa brand in India, by targeting 25-35 year old men.
This case study describes a campaign by Piaggio, the scooter manufacturer, to launch its Vespa brand in India, by targeting 25-35 year old men. The scooter market in India had been growing rapidly, creating an opportunity for Vespa. Research found that the target consumer was likely to seek information about purchases online and so the campaign focused on Facebook. A Facebook profile for Vespa was created which included a timeline from 1946, explaining the brand's story, and a microsite included engaging challenges.
Hero Splendor: When a motorcycle became a family member
Siddhant Lahiri, Shubhrojyoti Roy and Pinaki Bhattacharya, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes how MotoCorp repositioned Splendor, the motorcycle brand, in the Indian market.
This case study describes how MotoCorp repositioned Splendor, the motorcycle brand, in the Indian market. Splendor was an established motorcycle brand in the Indian market, but had recently been suffering from competitors offering a broader range of product features. This campaign, based on research of current Splendor owners, repositioned the brand as a 'member of the family' to generate emotional purchase. The main advertising channels were television and print, with print advertising adapted for each region of India. As a result sales increased by 22% in one month, at the same time as the motorcycle market size was decreasing.
Brand measurement scales and underlying cognitive dimensions
Marco Visentin, Mariachiara Colucci and Gian Luca Marzocchi, International Journal of Market Research, Vol. 55, No. 1, 2013, pp. 43-57
The aim of this exploratory research is to compare a well-known scale, the Aaker brand personality scale, with an empirical scale based on individuals’ relevant attributes, in order to analyse why they can lead to similar brand positioning maps.
The aim of this exploratory research is to compare a well-known scale, the Aaker brand personality scale, with an empirical scale based on individuals’ relevant attributes, in order to analyse why they can lead to similar brand positioning maps. We provide empirical evidence of how a bias can overwrite the ability of a measurement scale to actually measure its underlying construct. In order to do so, we first find that the two sets of attributes – one derived from the brand personality scale, the other reflecting attributes obtained through a focus group – span common cognitive representations when translated into perceptual maps. We then prove that this outcome is caused by a bias stemming from a more holistic view of the brand, which forces the two cognitive structures towards a common perceptual representation. We conclude discussing the challenges for current theory implicit in our findings, and the implications for managerial practice.
Hero MotoCorp: Bringing to life a billion heroes
Debarjyo Nandi, Rahul Nangia and Ketaki Rituraj, Warc Prize for Asian Strategy, Entrant, 2012
Hero Motocorp, an Indian motorbike firm, decided to go independent, breaking a long-term association with Honda.
Hero Motocorp, an Indian motorbike firm, decided to go independent, breaking a long-term association with Honda. To maintain brand equity through this transition, it launched a marketing campaign that leveraged patriotism. Hero set out to become the first-ever 'nation brand' for India. Ads were inspirational, telling the audience that the power to overcome obstacles was within them, thereby capturing the national mood. It also created an inspiring anthem, encouraged Indians to shoot a video of themselves singing the anthem, and upload it onto the brand's microsite. Some of these videos were used in subsequent TV commercials, which were released on January 26 - India's Republic Day. Social media and brand activation elements were also employed. Hero's sales grew by 19% following the campaign.
Splendor NXG: Selling The Dad's Bike to The Young Dude
Shubhrojyoti Roy, Siddhant Lahiri and Pinaki Bhattacharya, Warc Prize for Asian Strategy, Shortlisted, 2012
Indian heritage motorcycle brand Splendor was considered by the young Indian male to be a ‘middle-aged family man’s bike’, thereby losing any connection with India’s youth.
Indian heritage motorcycle brand Splendor was considered by the young Indian male to be a ‘middle-aged family man’s bike’, thereby losing any connection with India’s youth. Its parent brand Hero had launched a more stylish variant, Splendor NXG, to appeal to young people, but this did not shake off Splendor’s middle-age image. To rise above its competitors that were offering stylish and feature-loaded bikes, Splendor NXG sought to position itself as a bike that helped friends have a great time together – thus it became ‘The Friendship Bike’. The subsequent marketing campaign achieved 387% growth for the brand and tripled its market share.
Hero Pleasure: Question Marks
Nikita Kohli, Warc Prize for Asian Strategy, Shortlisted, 2012
Despite being the undisputed leader in the motorcycle category in India, Hero was a late entrant into the scooter market.
Despite being the undisputed leader in the motorcycle category in India, Hero was a late entrant into the scooter market. When it announced it was to launch a new product into the category and it was assumed it would be a bike that with universal appeal – but instead it launched Pleasure, a scooter targeted at women. The brand proposition of the scooter was: ‘Why should boys have all the fun?’ – a thought provoked by the deep-rooted gender bias in Indian society. The campaign was promoted primarily on TV and supplemented by print and outdoor activity. As a result, the sales for the Pleasure model grew sales faster than the market and it became the leading scooter model for women.
Rebranding Hero: Building an Indian brand out of a foreign joint venture
Preeti Chaturvedi, Warc Exclusive, May 2012
In 2011, Hero Honda underwent a demerger to separate the previous venture between Japan's Honda Motors and India's Hero Group.
In 2011, Hero Honda underwent a demerger to separate the previous venture between Japan's Honda Motors and India's Hero Group. Prior to the end of the tie-up, Hero Honda was selling more two wheelers than the second, third and fourth players put together. In an interview with Warc, Anil Dua, Hero's Senior Vice President, Marketing and Sales explained how Hero relaunched under its own brand in the Indian two-wheeler market. The new name - Hero Moto Corp - and brand were expected to highlight the technological capabilities of the new company along with its expanding horizons across countries and categories. The strategy focused on high visibility platforms and dealer communication was a pivotal part of the exercise. The early signs are that the end of the Honda association and the launch of a new brand have not dented demand for the company's motorcycles.
BMW S 1000 RR: S 1000 RR Tabletrick
Cannes Creative Lions, Creative Effectiveness Lions, 2011
The German launch campaign of BMW's first superbike, S 1000 RR, broadened the company's image: adding boldness to comfort.
The German launch campaign of BMW's first superbike, S 1000 RR, broadened the company's image: adding boldness to comfort. The campaign was based around an internet film highlighting the S 1000 RR's power; it triggered the tantalizing question of whether the feats shown in the ad were "Real or fake?" The campaign reached almost 20 million people, earning free media coverage in excess of €1,700,000 from a production budget of less than €10,000. With 9,071 internationally sold units the S 1000 RR reached a market share of 22% in its first year. As part of this global success it became Germanys top selling superbike for 2010.
Motorcycles, Bicycles and Parts (American Industry Overview)
Gale American Industry Overviews, 2011
This paper provides an overview of the motorcycles, bicycles and parts industry in the United States.
This paper provides an overview of the motorcycles, bicycles and parts industry in the United States. It gives a snapshot summary of the industry, with additional sections on its development, organisation and structure, current conditions and leading companies. It contains a list of further information sources and reading.
Bajaj Auto: Pulsar & Stunting - Creating India's best selling sports bike
Rohit Balan, Warc Prize for Asian Strategy, Shortlisted, 2011
This is a story of how an Indian scooter company with an indigenous motorbike and an indigenous proposition took on the global giants.
This is a story of how an Indian scooter company with an indigenous motorbike and an indigenous proposition took on the global giants. Bajaj Pulsar, the sports motorcycle from Bajaj Auto, faced competition in the performance motorcycles segment from Honda, the leader in the commuter segment, and Yamaha. But five years of consistent advertising on a distinctive proposition - based around the popularity of 'stunting' - ensured that the Pulsar didn't just survive the Japanese onslaught, but instead grew the market by rephrasing performance and grew faster than the competition.
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