Marketing Intelligence for Touareg Hybrid in the UK

MARKETING INTELLIGENCEChristian Beck, Difan Zhang, Kai Liu, Sumeet Khilnani, Yihan Chen,Yi Xu, Qian Wang, Weiwei Chen

Car manufacturing market

Source: Devineni et al, 2011

Car manufacturing market

Source: Devineni et al, 2011

Source: Mintel, Car Brands UK, 2009

People’s perceptions and attitudes towards VW in the UK

United KingdomHybrid Car Volkswagen SUV

Overstressed macro analysisOversimplified industry value chainsFails to link possible management actionsCooperation between rivals

Limitation

Entrants

Buyers

Substitutes

SuppliersIndustry Rivalry

Porter’s five forces model

Porter, 1979

Source: Grundy, 2006

Competitive climate model

INDUSTRY LIFE CYCLE

GROWTH

DRIVERS

FIVE

FORCES

COMPETITIVEADVANTAGE

Politicalfactors

Economicfactors

Socialfactors

Technologicalfactors

Environmentfactors

Legalfactors

Grundy, 2006

INDUSTRY LIFE CYCLE

Politicalfactors

Economicfactors

Socialfactors

Technologicalfactors

Environmentfactors

Legalfactors

Grundy, 2006

PESTEL factors analysis


Political factors: Discount policy encourages motorists to buy hybrid and electric cars.

Economic factors: Implementation of a wide-ranging policy program is underway, aiding the post-crisis repair of the economy.

Social factors:Statistics shows older people in Europe tend to take action to protect environment more and the population in the UK is aging.

Technological factors: The technology of hybrid and electric vehicles is growing significantly due to the huge investments.

Environmental factors:The CO2 emissions generated by cars in 2009 accounted for 14% of all the CO2 emissions in the UK.

Legal factors:legislation committing vehicle manufacturers to specific CO2 emission targets for new car registrations was passed.

Souce: Eurobarometer, Attitudes of European citizens towards the environment, 2008

Source: SMMT Motor Industry 2011 Facts

Source: SMMT Motor Industry 2011 Facts Source: SMMT Motor Industry 2011 Facts

Source: SMMT Motor Industry 2011 FactsSouce: Commission of the European communities, 2009

Political factors: Discount policy encourages motorists to buy hybrid and electric cars.


“ On 1 January 2011, the UK government announced that motorists will be entitled to 25% (up to £5,000) off the list price of an electric, plug-in hybrid or hydrogen fuel cell car, providing it emits less than 75g/km of CO2 and meets safety, reliability, performance and warranty standards set by the Office for Low Emissions Vehicles (OLEV) in consultation with industry.”



Economic factors: Implementation of a wide-ranging policy program is underway, aiding the post-crisis repair of the economy.

Source: Mintel 2011, Alternative Fuel Vehicles


Social factors:Statistics shows older people in Europe tend to take action to protect environment more.

Souce: Eurobarometer, Attitudes of European citizens towards the environment, 2008


Social factors:The left graph from UK parliament indicates that the population in the UK is aging.

Source: The ageing population, Parliament


Technological factors: The technology of hybrid and electric vehicles is growing significantly due to the huge investments.

Source: Commission of the European communities, 2009

European automotive industry is investing €24 billion in R&D, which represents around 30% of whole European industrial R&D. Significant amount is invested in battery-powered hybrid vehicles, electric vehicles and hydrogen.


Environmental factors:The CO2 emissions generated by cars in 2009 accounted for 14% of all the CO2 emissions in the UK.



Legal factors:legislation committing vehicle manufacturers to specific CO2 emission targets for new car registrations was passed in 2008.

Subject to their individual targets, vehicle manufacturers will have to comply with new car average CO2 emission targets of 130g/km CO2 by 2015 and 95g/km CO2 by 2020. The legislation sets out an exacting programme for car manufacturers with 65% of new cars averaging the 130g/ km target by 2012, 75% by 2013, 85% by 2014 and 100% by 2015.


Growth drivers analysis

INDUSTRY LIFE CYCLE

GROWTH

DRIVERS

Grundy, 2006

Growthdrivers

Growthbrakes

Today’s new lifestyle

Battery costs at mass production

A fundamental system change

Inexpensive infrastructure

Electricity cost

Source: Matthies et al 2010; Crane et al, 2008

Growth drivers analysis

Five forces analysis

INDUSTRY LIFE CYCLE

FIVE

FORCES

Grundy, 2006


Threats of New Entrants

High costs of R&D and other technological advances

Require high capital

Strong customer network

Unequal access to distribution channels

Plug-In Car Grant

Verdict – overall threats of new entrants is very high.

Source: Pasternack, 2009, Department of Transport, 2011; Datamonitor, 2011.


The Power of Suppliers

Low differentiation of raw materials

Little to distinguish between suppliers

Increasing power of suppliers when demand for better quality

Short-term supply disruptions

Verdict – overall suppliers have high power

Source: Department of Energy, 2010; Datamonitor, 2011.


The Power of the Buyer

Contractual agreements with a particular manufacturer

Relatively weak power of buyers

Buyers are generally less price-sensitive

Verdict – overall buyers have little power

Source: Datamonitor, 2011; Matthies et al, 2010


The Treat of Substitutes

Main substitute: public transport/bicycle

Customer has a certain predisposition of buying a hybrid car

Verdict – overall little threats of substitutes

Source: Datamonitor, 2011; Matthies et al, 2010


Rivalry among existing competitors

Market is showing signs of recovery

Utilizing different brands and model

Huge operating cost to cover

Competitors: Lexus RX 450h and Mercedes ML 450 Hybrid (not yet released in the UK)

Verdict – Overall rivalry is high

Source: Datamonitor, 2011

Sustainable Competitive advantage analysis

INDUSTRY LIFE CYCLE

Grundy, 2006

COMPETITIVEADVANTAGE


Definition of RBV

Explain‘ WHY some firms enjoy a competitive advantage over rivals’ (Barney, 1991)

Resources those are heterogeneous and imperfectly mobile, dynamic capabilities are able to sustain SCA (Barney, 1991)


Four characteristics of RBV

Valuable

RareNon-substitutable

Inimitable

Barney, 1991


Limitations of Resource based view (RBV)

Alternative elements of achieving sustainable competitive advantage

Issues associated with the RBV model


Alternative elements of achieving SCA

Information technology (Mata, Fuerst, & Barney, 1995; Powell, 1997 cited in Hooley, 2012)

Strategic planning (Michalisin et al., 1997; Powell,1992a cited in Hooley, 2012)

Organizational alignment (Powell, 1992b cited in Hooley, 2012)

Human resources management (Flood, Smith, &Derfus, 1996; Wright & Mc-Mahan, 1992 cited in Hooley, 2012)

Organizational culture (Fiol, 1991;Oliver, 1997 cited in Hooley, 2012)

Top-management skills (Castanias & Helfat, 1991 cited in Hooley, 2012)

Administrative skills (Powell, 1993 cited in Hooley, 2012)



Barriers to apply imitation

Isolating mechanisms ,include casual ambiguity (difficulty to identify how an advantage was created )

Complexity (arising from interplay of multiple resources)

Tacitness (intangible skills and knowledge resulting from learning and doing )

Path dependency (need to pass through critical time dependencies to create advantage )

Economics (Cost of imitation)

Legal barriers (Property rights and patents)

Source: Hooley, 2012



Source: Priem and Butler,2001;Wang and Ahmed,2007;Lippman and Rumelt,1982;Dierickx and Cool,1989;Reed and DeFillippi,1990;Hooley et la.,2008

Neglects the influence of market dynamism


Insights from the resource-based view (RBV)

Emphasis on dynamic capabilities, marketing assets and marketing capability

Hooley, 2012

Application



Marketing AssetsCustomer-based Reputational Assets

Brand Volkswagen Lexus

Brand Value 47th Not in Top 100

Best Global Green 6th Not in Top 50

Most considered buying by UK consumers

3rd Not in Top 29

Source: Interbrand 2011; GMI/Mintel



7066

6343

3831

2620

1413

121111

65

3

Price

Reliability

Fuel consumption

Comfort

Safety

Insurance premiums

Style/design

Build quality

Brand image

Servicing costs

Speed/power

Environmentally friendly

Company reputation

Warranty period

Resale value

Credit facilities

% consumers

Consumer purchase influence

Source: Mintel, 2011



Brand Volkswagen Toyota group(lexus)

Brand Perception Reliable but high servicing costs A reliable but uninspiring brand

Country of origin Germany Japan(Consumers rated the quality of Japanese cars to be the highest and Australian cars to be the lowest )

Superior products and services

Product:8 gears, four wheel drive, turbo charged;

Services :3 year warranty+3 year paint warranty

Product: continuous variable, front wheel drive , automatic transmission 2 years basic warranty +lots of restrictions towards the warranty

Market Dominance

8.6% 0.31%

Source: Elliott and Cameron, 1994; Mintel, 2009; Car Magazine, 2010



Hybrid market dominance



Marketing AssetsSupply Chain Assets

E.g. B2B Platform: www.vwgroupsupply.com

Supplier Programme “Priority A”

Volkswagen: Over 250 retailers in UKLexus: 56 retails in UK

http://www.vwgroupsupply.com/


Marketing AssetsInternal Marketing Support Assets

2010 Volkswagen Group Toyota Group

Investment in R&D € 6.9 B ¥ 725.3 B ≈ € 6.63 B

Account for Revenue 6.1% 3.8%

2010 Volkswagen Lexus

UK Sales 174,655 6202

Market Share 8.6% 0.31%

Existing Customer Base:

Technological Skills:

e.g. Eco-friendly Mobility helps significantly reduce fuel consumption and CO2 emissions by 15% in five years

Source: Car Magazine, 2010



Expanding our product portfolio and improving the functionality, quality, safety and environmental compatibility of our Group products.

Source: Factbook, 2011



Partnerships

VolkswagenAudi, Bentley, Bugatti, Lamborghini, SEAT, Skoda, Scania and Volkswagen Commercial Vehicles

ToyotaLexus, Daihatsu and Hino Motors (the rest are not automotive

Source: VW, 2012; Toyota, 2012


Marketing AssetsAlliance-based Marketing Assets

a) Cooperation arrangements with Porsche AG, Daimler AG and the Chrysler Group on the development and production of vehicles.

b) Joint Venture with VARTA Microbattery GmbH, Ellwangen for researching and developing battery cells for hybrid drivers.

c) Cooperation with many universities e.g. the Institute of Physical Chemistry at the University of Münster (expertise in the field of electric traction)

d) Alliance breaking up with Suzuki Motor Corporation, which mainly focus on the diesel motor

Source: VW Annual Report, 2011


Marketing CapabilitiesProduct and Price

Lexus RX 450h 3.5 litre V6 TSI 333 PS

Price £48,405 (Official website of Lexus)CO2 Combined (g/km) 145Combined mpg (l/100km) 44.8 (6.3)Acceleration 0-62 mph (s) 7.8Maximum Speed mph (km/h) 124 (200)Engine type: six cylinderDisplacement:3.5 liters(211 cubic inches)Total system horsepower:295 hp EPA fuel economy ratings: 30/28/29 mg

Price: £55985 (Official website of VW)CO2 Combined (g/km) 193Combined mpg (l/100km) 34.4 / 8.2Acceleration 0-62 mph (s) 6.5Maximum Speed mph (km/h) 149 (200)Engine type :Six cylinderCubic capacity, ltrs/cc :3.0/2995 Max. output, PS (01)/kW at rpm :333/245 5500 Max. torque, lbs.ft/Nm at rpm :325/440 3000 Gearbox :8 speed auto triptronic

Touareg Hybrid. 3.0 litre V6 TSI 333 PS

Source: Volkswagen, 2012; Lexus 2012


Marketing CapabilitiesPromotion

-60.0%

-40.0%

-20.0%

+0.0%

+20.0%

+40.0%

+60.0%

+80.0%

+100.0%

Tota

l

Ford

Vau

xhal

l

Ren

ault

Vo

lksw

agen

Peug

eot

Cit

roen

Toyo

ta

Nis

san

Au

di

BM

W

Fiat Kia

Vo

lvo

Land

Ro

ver

Mer

ced

es B

enz

Maz

da

Cars

Hyu

nda

i Car

Cit

roen

Hon

da

Lexu

s

Skod

a

Lexus reduced their expenditure eon promotion by 55% where as Volkswagen reduced by approximately 25%

% CHANGE IN ADVERTISING ON CARS, BY LEADING ADVERTISER, 2006-10



Marketing CapabilitiesDistribution

Lexus RX 450hTouareg Hybrid

Retailer in UK: 250Franchised dealer: 216


Retailer in UK: 56Franchised dealer (Toyota): 185


Absorptive Capability

Worldwide demand for light hybrid electric vehicles (HEV) and battery electric vehicles (BEV) is estimated to reach 5.2 million units by 2020.

Volkswagen’s hybrid electric vehicles‘Zero-emission Milan Taxi concept vehicle 2010’; ‘Audi A8 hybrid concept vehicle 2010’; ‘Audi A1 e-tron concept vehicle’



Adaptive marketing capabilities

Strong global presence key markets: Western Europe, China, Brazil, the US, Russia and Mexico.

Volkswagen's market share increased despite the automotive industry crisis in 2008-2010.


Particulars Volkswagen Toyota (Lexus)

Brand Value ✓ ✗Brand Perception ✓ ✗Country of origin ✗ ✓Superior products and services ✓ ✗Market Dominance ✓ ✗Hybrid market dominance ✗ ✓Supplier chain assets ✓ ✗Existing customer base ✓ ✗Technological skills ✓ ✗Partnerships ✓ ✗Product ✓ ✗Price ✗ ✓Promotion ✓ ✗Distribution ✓ ✗Absorptive capabilities - -

Adaptive capabilities - -

Volkswagen merger with Porsche to achieve greater market share

‘Think Blue. Factory’ plan to cut down 25% of costs by 2018

Investment of more than 8billion yours per annum to optimize engines and gear boxes

Developing TSI technology on both natural gas and hybrid engines

Microsoft deal with Volkswagen internal suppliers


Potential Sustainable Competitive Advantage

Source: Cremer and Matussek, 2011; Landler, 2007; Autocar Magazine, 2011; Microsoft News Center, 2011; VW Sustainability Report, 2010

Other intelligence

Customer Intelligence

‘Ask not what your customer can do for you, but what can you do for your customer’ ----John F Kennedy

“Customer intelligence (CI) is information derived from customer data that an organization collects from both internal and external sources. The purpose of CI is to understand customer motivations better in order to drive future growth.”

CI include:Customer profitabilityAwareness, Attitudes and UsageCustomer SatisfactionCustomer Loyalty

Source: TechTarget, 2010


The role of CI in CRM

Source: Information Management, 2001


The role of CI in CRM

Source: Goldman, 2004


What should VW do?

Build a particular customer intelligence center for Hybrid SUV!


Key dimensions marketers should focus on in CI centre

Source: Frankland, 2009


The structure of CI center

CI centre management

team

User liaison cell

Collection teamExternal sources

Collection teamInternal sources

Current intelligence cell

Early warning cell

Analysis Cell

Customer Intelligence review board

IT support group

Counter intelligence cell

Decision-makersCustomersRequiring customer intelligence

FSI Support Functions

Information Sources

Source: Ackerman & Wickens, 2001

BCG Matrix Model

A method to classify portfolio offering

Source: ACCA Global, 2010

Source: Coyne, 2008

GE-McKinsey Matrix

An advanced model based on BCG matrix

Wight criteria of market attractiveness Weight criteria for competitive strengths

Sauce: H. Siemann, 2009

Market SizeMarket GrowthMarket ProfitabilityPricing TrendsOpportunity to Differentiate Products and ServicesEntry BarriersCompetitive Intensity / RivalryDistribution Structure RequirementsNecessary Company InvestmentsOverall Risk of Returns in the Industry (PEST Factors)

Company ImageMarket ShareStrength of Assets and Core CompetenciesRecord of Technological or Other InnovationDistribution Strength and Production CapacityAccess to Financial and other Investment ResourcesProduct QualityRelative Cost PositionDelivery TimeSales Force

GE Mckinsey matrix

Weight criteria of market attractiveness and competitive strengths

GrowStrong business units in attractive industriesAverage business units in attractive industriesStrong units in average industries

Hold Average business units in average industriesStrong units in weak industriesWeak units in attractive industries

HarvestWeak units in unattractive industriesAverage units in unattractive industriesWeak units in average industries

GE Mckinsey matrix

Recommended strategies

Source: H. Siemann, 2009

Lack of primary research

Difficult to access information specifically for Lexus

Neglect indirect competitors such as normal petrol cars

lack of sophisticated sources specifically for the UK market

Other limitations of our studies

Thank you

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http://360.datamonitor.com.ezphost.dur.ac.uk/Product?pid=FAF2A5E5-A9E8-49F5-B7F9-D373976F6824

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http://www.volkswagen.com/vwcms/master_public/virtualmaster/en2/unternehmen/konzern.html

Marketing Intelligence for Touareg Hybrid in the UK

Business

factslegal factors

pestel factors analysissource

uk source

facts environmental

facts source

smmt motor industry

rivals source

car manufacturers