Marketing report.docx
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Marketing report.docx
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Marketingreport
Marketingreport
HowGeelyEmgrandEC7four-doorsaloonshouldbepositionedinmarketintheUK
Writtenby:
XIEPEIYIN
For:
theboardofthecompanymanyofwhomarenotfamiliarwithmarketingintheUK.
Date:
14/12/2012
Beyondvalue
Introduction
Chinaistheworld’slargestautomarketandthereforemanyoftheautogiantshopetohaveapieceofshareintheChinesemarket,and,therefore,inChina,theautonomousvehiclebrandstrugglingindomesticdevelopment,marketshareisdeclining,exploreawaymarkethasbecomeoneoftheChineseautomobilebranddevelopmentpath.WhileGeelyitisalsonotexceptional.ThisreportanalysestheGeelyEC7intotheUKmarketenvironmentandautomarketanalysisinUKinaddition,thisreportareincludingSWOTanalysis,marketsegmentation,markettargetingandpositioningfortheEC7intheUKmarket.ItalsoincludedthemarketingmixofEC7intheUKautomarket.ThepurposeistomakedetailedmarketingreportfortheboardofthecompanymanyofwhomarenotfamiliarwithmarketinginUK.
Findings
1.SWOTanalysis
Strength
∙Moreandmoreinvestorstoinvestin
∙FreeR&Dandpowerfulcreativity
∙Moreservice,competitiveprices,morecost-effective
∙Developingmarketplaces
∙Policysupport
∙Enteringintothenewenergyautomotivemarket
Weakness
∙Culturesdifference
∙Legalconflict
∙Theinadequacyofcapital
∙Technicalproblems
∙Brandawareness
∙Smallproductmix
∙Chinafocusorganization
∙Lackofpublicity
∙Aftersaleserviceisnotenoughperfect
Opportunity
∙Appearedtoothergeographicalexpansion,opportunitytoexpandmarketshare(asin2009,19AfricaofficialvisittoChinaGeely,lookingforcommondevelopmentopportunities
∙Customersandenlargeatrendorproductsegment.(withaseriesoflow-endcarrollout,increaseitslow-endmarketcompetitivenessatthesametime,withgreaterimpetustowardstheendmarket)
∙Obtainmergerrivalability,enhanceitsbrandawarenessandaccesstechniques.(AcquisitionVolvoisitsbrandimagefromthelowend,theimplementationstrategyofusinganimportantopportunity)
∙Marketdemandgrowth,rapidexpansion.
∙AcquisitionofAustralianDSI,withitsprofessionaltechnicaltransmission
∙AcquisitionofManganeseBronzecompany'sequity,andtheuseofthetechnicaldevelopmentofmediumandlargevehicles,forthedevelopmentofthemarketsofdevelopedcountries
Threat
∙facingthesamemarketpositioningofthestrongcompetitors,suchasChery,hippocampusandsoon
∙Mainproductmarketgrowthratedecreased
∙People'sincomelevel,socialchangesintheconsumptionpatternsofadverse
∙Peopleinthecar'sperceptionsofchange,suchasthegreenenvironmentalprotectionproblem
∙Isvulnerabletoeconomicdepressionandfuelprices,nationaltaximpact
∙Becauseoftheirownhistoryandtechnologycondition,innewtechnologyresearchanddevelopmentthanotherbrands(Geely,2012).
2.Marketsegmentation,targetingandpositioningfortheEC7
2.1Marketsegmentation
a)Demographicprofile:
∙Age:
Oneofthemajordifferenceswithintheconsumermarketisthepreferencesofolderandyoungerconsumerswhenitcomestobuyingacar.Olderdriversaremoreinclinedtobelessinterestedinfeaturessuchasbrandimage,styling/designandspeed/powerandmoreinterestedinmorepracticalfeatures.Inparticularolderdrivers,namelythose55+,arestronglyinclinedtolookforsafetyfeaturesaswellasreliability,warranties,fuelconsumptionandcomfort.Youngdrivers,andespeciallythoseaged16-24,haveanespeciallystronginterestinstyling,somightbemoreinclinedthananyotheragegrouptolookatthevisualsideofacar(Mintela,2011).
∙Gender:
Menandwomenlookfordifferentfactorswhenpurchasingthecar.Menandwomenhavedifferentpreferencestowardsparticularcarfeatures.Womenaremoreinclinedtolookatpracticalfeatures,whilemenatmorenebulousfeaturessuchasbranding.Women,inparticular,aremoreinclinedtoseekoutfeaturesrelatedtothepurchaseandrunningofavehiclesuchasitsprice,safetyaspectsandthecostofinsurance.Men,bycontrastaremorelikelytolookatmoregeneralqualitiesofacarsuchasitbuildquality,speed/powerandbrandorimage(Mintelb,2012).
b)Socio-economic:
“Themuch-expectedrecoveryofthenewcarmarketfollowingtherecentrecessionhasfailedtomaterialise.Cautiousconsumershaveinmanycasesoptedtodelaythepurchaseofavehicleorbuyused.Formanufacturersanddealers,theresultisevermoreintensepressuretoensurethattheyfullyunderstandtheneedsanddesiresofbuyers.”SaidbyNeilMason,HeadofRetailResearch.‘TheSocietyofMotorManufacturersandTraders(SMMT)reportsshowthatnewcarregistrationsfell24.8%inMay2009to134,858units.However,thisfallmarksanimprovementonearliermonthsoftheyear.Todate,theUKnewcarmarketin2009is27.9%smallerthanlastyear–asignificantshrinkageofsome289,598cars’(carmagazine,2009).Inaddition,TheBritishcarmanufacturersandDealersAssociation(SMMT)datashows,NovemberUKregistrationsof149191,annual11.3%,themainbenefitfromprivatemarketdemandincreases,increasesslightlylowerthaninOctober12.1%.Thefirst11monthsofthenewcaraccumulativetotalsalesvolume1921052,annual5.4%litre(finance,2012).Therefore,asthelowestsocio-economicgroupsmaywantdifferentproductsthanthehigherclassesanymaynotbewillingtopaymore.
c)Geographic:
asthechartshows,2011totalnewcarregistrationsacrosstheUK,wecanseethattheUnevendistributioninIsleofMan,NorthWestandNorthernIreland,therewaslessnewcarregistrationsin2011,whichwas-17.1%,-14.4%and-11.7%.WhileintheWestMidlands,therewere10.8%ofnewcarregistrations,and249.396newcarregistrationsacrosstheWestMidlandsinUKin2011.ItmeansthatWestMidlandshasmorepeoplepurchasingcarsthantheotherplaceintheUK.
Source:
SMMT
Source:
SMMT
2.2Markettargeting:
∙Beginner
∙Youngmen30-39yearsoldaccountedfor50%ormore
∙Occupation:
self-employedowner/smallbusinessowners,organsection-levelcadres,corporatemiddlemanagersandseniortechnicalstaff
∙Maritalstatus:
Mostmarriedwithchildren.
∙Function:
balancebetweenworkandlife
EC7isstableintheBMBSand6airbagsandothersafetyfeatures,afullrangeofcare,whichissuitableforthebeginnertodrive.Inaddition,ithigh-lightthedoctrineofthedesignconcept,theaestheticneedsofthetargetgroupthatEC7bringtheinterestsoftheconsumer’scommitmenttohelpconsumerstocontinuetoahighergoal,newheightsofsuccessinlife.Italsosuitableforthoseweremature,steadyandconfidenceconsumers,whichistoshowtheEC7consumersuccessfulprofessionalsheroicbearingandthegloryaftersuccess,causingemotionalresonance.
2.3Marketpositioning
∙Competitiveadvantage:
Appearance(i.e.thefirstimpression)haveobviousadvantages,inall5racecar"thehighestproportionofpreferred/endchoosethelowestpercentage".Function&configurationhavegoodperformance,insuccessionproduceproportionandrisingslightly.
∙Competitivedisadvantage:
EC718keyweaknessisthebrand;Secondaryshortboardisinterior.
Japanese,GermanandU.S.Departmentofbrandinthescienceandtechnology,forgeaheadortrendy,extremevalueareawithstrongcompetitionfromcompetition,andthedifferencebetweenbrandpositioning,Geelytoestablisha"quality"and"service"onthebasisofvalue,itcanbe"affinity"and"style"valueorientationdifferentiation.Formationofbrandvalueset,andphaseddeduction,atlast,itwillbeultimaterealizationof‘Valueformoney’forthebrandpositioning.
3.MarketingMix(4P)
3.1.Product:
Fromtheviewofcompetitivebrandpositioning,thebrandofJapan,German,Americanwhichintechnology,keepforgingaheadorinfashionthathavestrongcompetitiveness.Inthebrandlevel,Honda’scontinuationofthecorevalueofbrandisthequality,technologyandreliable.AndToyotaisoneprinciplerunsthroughitall,whicharequality,serviceandtechnology.WhileBuick’scorevaluealwaysaroundtheAmericanspiritandeliteculturetocreateintimateservice.However,withcompetitionfromthedifferencebetweenbrandpositioning,GeelyEC7onthebasisofa‘quality’and‘service’,istoestablishan‘affinity’and‘fashionstyle’ofvalueformandmakedifferentiation.
3.2.Price:
Fromthesurveys(Mintel,2009)showthattheconsumers’choiceofcarbrandsbeginswiththeeconomicfundamentals:
price,reliabilityandfuelconsumption.Therefore,thepriceshouldbepositioninginmostpeoplecanacceptandarewillingtopaytheamountoftheleveltobuyacar,nolongerwilltakeupmostoftheirincomelevelsabove.So,Geelypricingshouldbenotmorethan10000pounds.
3.3.Place:
GeelyAutomobileCompany'sBritishheadquarterswillbelocatedinCoventryCity,andwithMBHsubsidiaryLondonTaxiCompany(TheLondonTaxiCompany)sharedtheheadquartersbase.GeelyinBritainwillbeinaccordancewiththeroverdealerRoverroutinesbeforeestablishedsalesandserviceoutlets,andotherbrandstoresandsmallregionalgroupsshareddistributionshop.
3.4.Promotion:
Canmakeuseofadvertisingintelevisionorbrochureonadvertising
∙Publicopinionwarfare-preheatingperiod,brandsandproductline,focusedoncreatingbrandawareness.
∙Psychologicalwarfare–onthemarketperiod,focusondisseminationofproductinformation,opensalessituation.
∙Marketing-salesperiod,motionintegrationofcommunication,promoteproductsales.
4.Capabilitiesofmarket-drivenorganisations
∙Marketingmixmusthavesufficientresilience:
Marketingmixastheenterp
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