Land Rover North America Case Analysis Essay

3. mathematical intersection Differentiation What is the typical SUV consumer?An SUV consumer is typically a male between the ages of 35-49. He is likely married but does not have children yet. His has probably realized part of college, or is a college graduate. He typically has an occupation sore(prenominal) than cosmos self-employed or a professional/managerial job. The nursing home income of an SUV consumer is just below $50,000 a year up to $74,999 a year. Their or so classic reason for selecting an SUV is its four-wheel drive capability. They mostly use their SUV for streak daily errands and transportation to/from work. They also use their SUV for pleasure driving. Research showed that SUV consumers in the 1990s wanted both real and fantastical experiences, instead of being concerned close to status symbols or the collection of possessions that showed wealth and prestige. agree to Yankelovich Monitor survey about retail obtain satisfaction, consumers dislike shoppi ng for cars the most. Car shopping was ranked the most anxiety provoking and least(prenominal) satisfying of any of the retail experiences studied.5. Brand Positioning What are the trey tick off arrangement alternatives from the case? What are the pros and cons associated with each alternative?The starting time disfigurement position that was briefly considered for the find was the position of being The more(prenominal) Affordable clip spider. The benefits of this stance were that they could use the established Range wanderer brand that SUV consumers in America understood and trusted, but for a more affordable price. They decided against this brand positioning because of the experience they had with the Range bird of passage Hunter. In focus groups that they conducted, it seemed that there was a merchandise place for a less(prenominal) appointed vehicle so they created the Range spider Hunter. But afterwards the Hunter was introduced to the market in 1989, they re alized that consumers viewed the Hunter as a cheaper stripped down Range bird of passage and it ended up being a failure.The second brand-positioning alternative that was considered was positioning the Discovery as The authoritative Family 44. Positioning the Discovery this way would stress the credentials it had and introduce it as a versatile family vehicle with top of the line natural rubber qualities and 1990s style. The benefits of positioning the Discovery this way was that it foc utilise on the market segment that was looking for a vehicle for their family, which was differentfrom how they positioned the Range Rover, so they were reaching a total new audience. The negative aspects of this brand positioning was that they might be alienating the consumer base that they had already created with the Range Rover because that audience was looking for more of the rugged off-roading brand.The third brand-positioning alternative that was considered for the Discovery was the positi on as A Logical developing of the Legendary land Rover. Positioning the Discovery this way would coif it look like the a la mode(p) generation of the authentic 44 brand, and stressed ruggedness, off-roading credentials, and brand inheritance in the advertising. This positioning would make the Discovery the all-purpose centerpiece of the product line. The benefits of positioning the Discovery this way was that it still had the same feel as the rest of the drop Rover vehicles, but was more versatile in its uses. The negative aspects of this alternative was that it was a lot like the brand positioning of all knowledge base Rovers other vehicles and different offer any new versatility to the brand and was marketing to the same audience that they had been with all the other vehicles.6. Strategies for process of a Niche Brand What strategical considerations are involved in moving this brand anterior? HINT Your exhortations for moving the brand forward (and allocating funds, retai l strategy) must be consistent with your positioning strategy. Think about how you want your target market to perceive your product.After considering the different options of strategic plans discussed in the case, we have decided on several strategies that we would recommend as the high hat way to keep the brand moving forward. We intrust that the best brand-positioning option is positioning the Discovery as A Logical Evolution of the Legendary Range Rover because advertising the Discovery this way would make it the latest generation of the 44 brand and would be targeted towards the market segment looking for ruggedness and off-road capability, while maintaining the familiar brand inheritance and reputation (pg. 8).We have several recommendations for allocating funds across marketing mingleelements. We recommend that advertising for the Land Rover brand should be around 30% of the marketing budget and the advertisements themselves should be focused more on individual models in th e Land Rover line, with an equally distributed level of aliment for each of the vehicles in the line. Advertising this way ordain support our brand position because it will show the evolution of the vehicles within the Land Rover brand. Our recommendations for corporate sponsorships and public relation programs is to continue the Camel Trophy Sponsorship and showcase the Range Rover at the counterbalancet to showcase the most popular vehicle within the models available under the Land Rover brand.The La genus Ruta Maya Expedition is the only other major public relation operate that we would recommend continuing with because it is different from the campaigns that have been used in the past, which will help support, the new evolved branding position. When it comes to experience marketing programs, we recommend that Land Rover decrease the amount of spending used on these programs because the programs exactly break-even and often are operating below capacity (pg. 12). We would, ho wever, recommend expanding these experiential marketing programs beyond the driving schools and focus more on newsletters and creating a site on the World Wide Web. We believe that the funding used on auto shows, dealer and employee training programs, and consumer research activities should be go along because these are fundamental parts of marketing and are still important moving forward with the new brand positioning (pg. 11).Although we do believe that the concept of the Land Rover Centre could be a peachy move for the Land Rover brand in the future, we wouldnt recommend implementing this concept at this time for several reasons. First, creating a new brand imagine should be the main focus of every decision that we make, and even though the Land Rover Centre could support the new brand image there are less expensive and less defective ways of supporting the new evolved brand image. Second, many dealers feel that Land Rovers sale levels are not high liberal to justify the $2 million investment risk (pg.13). Lastly, the Land Rover Centre concepts requires that the dealer network would have to be significantly increased, which would dribble the many benefits that they have by having exclusivity in the marketplace (pg. 13).