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BMW 7 Series and You
Direct Marketing Association - US, Bronze, DMA International ECHO Awards, 2013
This case study describes a campaign by BMW, the car manufacturer, to launch the BMW 7 model in the Czech Republic.
This case study describes a campaign by BMW, the car manufacturer, to launch the BMW 7 model in the Czech Republic. Potential customers were invited via email to visit a personalised microsite which featured a video telling the beginning of a story. The video finishes with a package showing the customer's name. This teaser was followed by a direct mail piece that contained a personalised novel that introduced the new car model, creating a personal link between potential customers and BMW and response rates have exceeded 25%.
Audi: The first email test drive
Direct Marketing Association - US, Gold, DMA International ECHO Awards, 2013
This case study describes a campaign for Audi, the automotive brand, which invited consumers in Spain to take an 'email test drive', in order to emphasise the brand's technological innovation.
This case study describes a campaign for Audi, the automotive brand, which invited consumers in Spain to take an 'email test drive', in order to emphasise the brand's technological innovation. A previous global campaign had failed to have the same effect in Spain as elsewhere, and when combined with the country's economic crisis had led to a decrease in sales. Audi decided to market a broad message of being technologically surprising by 'creating' a new vehicle: 'Santa's sleigh is now an Audi'. Consumers received emails which highlighted the benefits of this new flying vehicle, with innovations highlighted that reflected Audi's real product benefits. Each unique email featured satellite images from Google Earth to show the journey of the sleigh from Lapland to the consumer's home. This campaign was the most effective email out of the 150 sent by the brand in 2012, and it was also the most cost effective and efficient action out of the entire model launch plan.
BMW Canada: 2012 Conquest Program
Direct Marketing Association - US, Bronze, DMA International ECHO Awards, 2013
This case study describes how BMW, the car manufacturer, partnered with two luxury loyalty programs to target affluent consumers in Canada.
This case study describes how BMW, the car manufacturer, partnered with two luxury loyalty programs to target affluent consumers in Canada. The campaign sought to persuade these people to take a test drive through eye-catching emails and personalised direct mail. High value consumers received premium communications. All communications led to a website where a custom test drive experience could be built, combined with a reward package for doing so. Further emails were sent in the build-up to a booked test drive and luxury rewards provided for people who completed a purchase. The direct mail response rate, test drives booked, and eventual sales all exceeded target.
BMW: All-New 3 Series Launch
Kanwaldeep Sethi, Vidhu Sagar and Kartik Iyer, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes how BMW, the car manufacturer, protected its status as the top luxury car brand in India.
This case study describes how BMW, the car manufacturer, protected its status as the top luxury car brand in India. BMW was facing aggressive competition from challenger brands. Timing was important in this campaign as the new BMW car launch was later than competitor product launches, and so the campaign needed to maintain interest in BMW whilst the product was not available to buy. The first campaign phase used print ads featuring QR codes and outdoor ads to encourage consumers to 'wait and see' what the new BMW was like before buying a competitor model. The launch phase used print and online ads, social media and a three part television programme to promote the new BMW. As a result of the campaign BMW achieved a strong online presence including website views and Facebook likes and, increased its 'trusted brands' ranking by 20 points.
MMA Smarties, Gold, MMA Smarties, 2013
This case study describes how Mercedes, the car manufacturer, marketed its new A-class car to a younger-than-usual age demographic in the UK, with a strategy that took advantage of multi-screening behaviour.
This case study describes how Mercedes, the car manufacturer, marketed its new A-class car to a younger-than-usual age demographic in the UK, with a strategy that took advantage of multi-screening behaviour. The average Mercedes owner is 47, but in this campaign the company targeted people aged 35. A real time audience-driven television ad was created, whereby the development of a series of three ads shown during one program was decided by the audience through Twitter. The campaign led to an average enquirer age 10 years younger than the brand's usual, a 140% increase in brochure requests and the generation of 77,000 leads.
Mercedes-Benz: Invisible Drive
European Association of Communications Agencies, Silver, Euro Effies, 2013
This case study describes a campaign in France and Germany from Daimler, the car manufacturer, which emphasised the environmentally sustainable features of Mercedes-Benz F-Cell by making an invisible car.
This case study describes a campaign in France and Germany from Daimler, the car manufacturer, which emphasised the environmentally sustainable features of Mercedes-Benz F-Cell by making an invisible car. This stunt involved covering one side of a car with LEDs while a camera on the other side transmitted an image onto the LEDs. This allowed the car to become 'invisible'. The campaign used social media and online advertising to reach the target younger market. As a result awareness of the technology in the car was raised and the brand gained 78% share of voice.
Cadillac ATS vs The World
Effie Worldwide, Bronze, North America Effies 2013
When Cadillac, the automaker, decided to enter the compact luxury car segment in the US with its new Cadillac ATS, it adopted a challenger brand positioning to target a young, image-driven audience and take on the BMW 3-Series, the established market leader.
When Cadillac, the automaker, decided to enter the compact luxury car segment in the US with its new Cadillac ATS, it adopted a challenger brand positioning to target a young, image-driven audience and take on the BMW 3-Series, the established market leader. For its 'Cadillac ATS vs The World' campaign, Cadillac took the ATS to four exotic locations around the world to challenge the car – and the perceptions of the press and consumers, who knew the company as a manufacturer of large, traditional vehicles. Ahead of its 2012 Olympics-timed launch, a series of short documentary films tracked the development and testing of the car, with additional information on Facebook. During the Games, a series of TV spots were employed, directing viewers to a website for a longer story. The ATS received favourable press reviews and the campaign achieved a 20% 'breakthrough' score (Nielsen's luxury advertising metric), against a target of 18%. Consideration scores grew 40% and pre-shopping activity during the TV campaign increased 351%.
Jaguar: Our time to roar
Andy Parker, Warc Exclusive, MAP: Measuring Advertising Performance, March 2013
This presentation looks at how Jaguar, the British car maker, has rebuilt its brand image since its purchase by Tata in 2008.
This presentation looks at how Jaguar, the British car maker, has rebuilt its brand image since its purchase by Tata in 2008. By examining its existing brand image in several global markets and its competition with the dominant German luxury brands, Jaguar recognised that changes were required for the whole organisation. It developed a new brand idea of being "alive", and connected with consumers via this platform.
Marketing cars: A prestige marque for the young
David Edwards and Ollie Gilmore, Admap, February 2013, pp. 26-29
Prestige car brands are eager to attract younger drivers as cheaper 'entry-level' models have proved to be a success in recent years.
Prestige car brands are eager to attract younger drivers as cheaper 'entry-level' models have proved to be a success in recent years. The BMW 1 Series now contributes to around one quarter of BMW's annual passenger car sales and Audi's A1 demonstrated the public's appetite for Audi engineering in 'concentrated' form. Mercedes-Benz will launch its A-Class in 2013 but the brand has an age perception problem, with research showing that the perceived age of a Mercedes driver was at least a decade older than that of an Audi or BMW. It is a brand at odds with the dynamism and energy of youth. This article shows how recent campaigns for Mercedes-Benz have started to tackle the issue, using active interaction and cross-platform populist storytelling.
Marketing cars: When a Porsche is not a Porsche
Toby Southgate, Admap, February 2013, pp. 24-25
The large majority of the new car market has become so commoditised that models are increasingly difficult to tell apart.
The large majority of the new car market has become so commoditised that models are increasingly difficult to tell apart. In a bid to appeal to as broad an audience as possible, some brands are losing touch with their heritage, often losing some of the soul that made them special. This is a particular problem for premium car brands, such as Porsche, where the decision to buy is controlled by the heart over the head yet few car marques have set the heart racing of late. The same can be said for car marketing communications. While the industry has moved on from the shots of mountain drives too many brands have created campaigns that convey 'trendy Dad'. This article outlines three main issues that the automotive world needs to tackle to bring the magic and passion back to the sector. These are hold onto the roots, resist broadening a portfolio to the point that the brand DNA is lost and embrace a distinctive style to stand out from all other cars.
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