Land Rover Amérique du Nord

Étude de cas Entreprises & gestion Stratégie

Date de publication :

05/11/2002

Langue :

Anglais

Format :

.doc

Nombre de pages :

12 pages

Niveau :

avancé

Consulté :

37 fois

Avis client :

non évalué

Validé par :

le comité Oboulo.com

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Sommaire :

Sommaire

Recommendations
Key Issues
Positioning
1. What positioning should Land Rover adopt to differentiate itself from its competitors in the United States?
2. How would you manage the Land Rover line?
3. Target groups
Advertising
1. Budget allocation
Sponsorship
1. Driving schools
2. Dealers
3. Love of products
4. Promotional and direct mails
Retail Strategy
1. Should LRNA open new Land Rover Concept Center?

Résumé :

What positioning should land rover adopt to differentiate itself from its competitors in the United States? How would you manage the land rover line? Advertising. Sponsorship. Experience marketing programs. Retail Strategy. SWOT analysis of land rover.

Recommendations :

I would recommend to land rover North America:
To position the Corporate Brand in the United States as authentic, high-performance, prestigious and adventurous.
To set up three different positionings for specific target groups for its three products: Discovery, Defender and Range rover.
To allocate 70% (i.e $18 000 000) of the total marketing budget on advertising, while communicating separately on the three products of the brand.
To sponsor the events that reinforce the corporate identity :the Camel Trophy, la Ruta Maya, Mt Washington, Virginia Cup Tennis Challenge and the equestrian trials and polo matches ( at a cost of $705000).
To go on with the land rover Driving academy program, to develop independent-run off shoot program through the dealers, and to maintain the "Love of product" seminars ( at a cost of $1828000).
To set up the "Champagne invitational preview", the introductory Discovery promotion and the 800-number programs (cost $110 000).
To build a land rover Centre in the most important city in sales to help in brand awareness, show land rover lifestyle, while keeping distribution with dealers specialized in premium cars ($ 2 500 000).

Key Issues :

Range rover of North America subsidiary opened its doors in 1987. In seven years, the firm had grown from a distributorship selling only one land rover model to a multi-product firm with three vehicles under the corporate umbrella. In 1992, the firm changed its name to land rover North America (LRNA).
In 1994, Charles Hughes president and CEO of LRNA has to make decisions which will be pivotal to the future trajectory of the firm.
The first issue that Hughes faces is the lack of awareness of the brand and consumers's confusion with the brand name "land rover" and its product "Range rover". One of the consequences is the very low market share of LRNA in the US SUV market.
Another important issue for LRNA is the lack of meanings, values and purposes of the brand. The firm should set a positioning for the corporate brand and then communicate about it.
The company did not set clearly different positionings for its three SUVs : the Range rover, the Discovery and the Defender. The three SUVs of the line got specifics characteristics, the company should communicate on each cars benefits and positionings them with different target groups.
As the final component of LRNA's new strategy, Charles Hughes wants to redesign the dealer network converting franchises into exclusive partners called land rover Centres. The brand should decide which distribution strategy is the more effective: maintain this actual retail strategy, open exclusive retailers or develop the land rover Centre Concept.