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Marketing sustainable cars: what might hybrids learn from the myths and storytelling behind the success of SUVs?
Richard Brookes and Richard Starr, ESOMAR, Automotive Conference, Lausanne, March 2008
Encouraging more responsible and sustainable consumption is fast becoming an important public policy goal.
Encouraging more responsible and sustainable consumption is fast becoming an important public policy goal. Global automotive marketing has traditionally encouraged purchase and consumption choices that are optimal for particular individuals. Many of these choices, however, have social and environmental externalities which extend beyond the individual consumer. This paper studies a generalisable question: what leads people to make a purchase decision that may be individually fulfilling, but could be construed by others as harmful in economic, social, environmental, ethical, and/or personal safety terms? It also explores the converse, exploring what leads some people to make a purchase decision that may be construed as beneficial in social, environmental, and/or ethical terms, but not necessarily sensible in individual economic terms? The automotive context offers a useful case study with two very different by successful product classes: the SUV (often criticised as an ‘irresponsible’ choice) and the small hybrid cars such as the Prius (which many praise as a ‘responsible’ purchase).
Retaining after sales business at the branded automotive dealership
Jürgen Verlee and Dick Hage, ESOMAR, Automotive Conference, Lausanne, March 2008
In many national economies, the automotive business plays a major role - in Germany, for instance, 10% of the working population is in some way connected to the automotive industry.
In many national economies, the automotive business plays a major role - in Germany, for instance, 10% of the working population is in some way connected to the automotive industry. In automotive retailing the impressive turnover of automotive dealerships makes them one of the most important players in local economic areas. In the Netherlands, the top 50 automotive dealers sell more than 40% of all the 500,000 new cars entering the market in a year. Although the turnover on selling new cars is high, the profit margin is quite low, 1 or 2% at the most, comparable to food retailing. Continuous investments need to be done to keep automotive dealerships modern and up to date, thus somewhere money has to be made. In general 65% of the revenue in automotive retailing at Toyota dealerships in the Netherlands comes from the After Sales business.
Closing the offline/online gap: interacting with your customer
Marc Drüner and Hendric Halley, ESOMAR, Automotive Conference, Lausanne, March 2008
Understanding the customer is one of the biggest challenges a marketer faces in his/her daily work life.
Understanding the customer is one of the biggest challenges a marketer faces in his/her daily work life. A thorough understanding of the customer is the basis for a positive interaction. The starting points for the project approach described in this paper were questions that the Volkswagen organisation needed to answer in order to allow for sustainable internal change: where and how can marketers really get the information to understand what kind of needs and wants result from the everyday life of our customers? How can findings be transferred from model development to communications throughout an entire organisation? How can marketers turn insights into action faster and with better results across organisational functions?
Subaru: The Emotional Myths Behind the Brand’s Growth
Sal Randazzo, Journal of Advertising Research, Vol. 46, No. 1, Mar 2006, pp. 11-17
Savvy marketers understand that they are not in the business of selling products or services. They are in the business of building and maintaining strong, enduring brands that sell and sell and sell.
Savvy marketers understand that they are not in the business of selling products or services. They are in the business of building and maintaining strong, enduring brands that sell and sell and sell. The key to building and maintaining strong, enduring brands is advertising with a compelling story and a strategic focus (“strategic storied advertising”). Advertising with a compelling story and a strategic focus works to create meaning for the brand and give it an appealing identity and personality that in turn work to create an emotional connection with the consumer. We are storied creatures. Our life is a story. We communicate through telling and listening to stories. Strong, enduring brands use the power of story and/or mythic images to create (or represent) mytho-symbolic brand building worlds. These mytho-symbolic worlds are often drawn from archetypal (universal) stories, characters, beliefs, etc. that exist within our culture . . . and our collective psyche. Storied brands come to represent appealing mytho-symbolic worlds, with their own mythology, symbolism, and values, that work to maintain and reinforce the brand’s identity, personality, and emotional connection with the consumer.
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