I had the opportunity to visit with the Cadillac folks at a Pre-New York Auto Show Reception in West Village. It was a tasty cocktail gig with a trio of V-series models (CTS Sedan, Wagon and Coupe) available for closer inspection. Though nobody actually sat in them. But that’s not the point: marketing and re-branding the product was the topic of conversation.
Buick’s LaCrosse is dropping its little-loved 3.0 V6 base engine in favor GM’s direct-injected 2.4 liter four-banger, probably so it can use the magic term “3o MPG highway” in forthcoming marketing. The downsides? You mean, besides having to move over 4,000 lbs with a 182 hp, 172 lb-ft engine (compared to the 3.0’s 255 hp, 217 lb-ft)? (Read More…)
In America, certain European cars ostensibly set their drivers apart as willfully unique characters. Cars like the Volvo C30, or just about any Saab indicate that the driver’s desire to be seen as quirky iconoclasts outweighs any of the more rational metrics that might guide the car-buying process. And while in the US, compact size and European pedigree are the keys to stepping out of the automotive mainstream, making an automotive statement in Europe requires the opposite approach. Pickup trucks, muscle cars and American SUVs are the signifiers of choice for the Europeans who find themselves marching out of step with their efficient hatchback-driving fellow citizens. As a result, European advertisements for motorized guilty pleasures, like the one above, play on the perception that big V8s are downright antisocial. By refined European standards, no one should drive a brutish Camaro… but what’s more fun than blowing a supercharged raspberry at social niceties? And though the marketing for American muscle cars in Europe practically writes itself, global brands like Chevrolet don’t necessarily want the Ameri-barbarian associations… which might explain why Chevrolet has canceled plans to build a right hand drive Camaro.
I was having a look on YouTube for car adverts and came across this belter from Toyota. Which got me wondering: what are your favourite adverts or advertising campaigns from the auto world? Chevrolet’s “An American Revolution”? VW’s “Unpimp your Ride”? Or maybe it’s a foreign spot you’ve seen on the internet, like Volvo UK’s famous SIPS advert. My favorite’s the one above, which features what I think is one of the best taglines ever. What’s yours?
Please put a link to a picture or video in to the comments, and have your name immortalized in this weekend’s TTAC’s History Of Whackiest Car Ads.
PS: If your suggestions don’t come up immediately, that’s because they have to be approved due to links or whatever. Don’t despair, BS will approve them the minute he’s back from his Chinese pub crawl …
Let’s face it: it’s not the best time to be launching any new automotive brand just now, let alone a brand built in Formula 1 and offering only a single, $250,000 product. Throughout the industry, OEMs are abandoning or distancing themselves from motorsport, as the old “win on Sunday, sell on Monday” logic proves to be an ever-fading anachronism. And yet here is McLaren Automotive, launching its first new road-going supercar in over ten years, with the the help of two F1 champs. Can an automotive brand survive selling high-priced symbols of racing prowess, at a time when racing (particularly Formula 1 racing) is becoming ever-more divorced from road car realities? More importantly, can it take on the lions of the supercar world with mere techno-wonkery?
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The biggest storyline right now for America’s bailed-out automakers is how little they’ve been able to capitalize on Toyota’s stumbles. While Ford and Hyundai made hefty sales gains last month, both GM and Chrysler’s performances were distinctly unimproved by Toyota’s woes. And now that Toyota is launching major incentive packages to recover lost sales momentum, Detroit has no remaining incentive to not revert to the bad old practices of incentive dependence. With GM and Ford diving into the zero-percent war, Global Insight’s George Magliano tells Automotive News [sub]:
Incentives are going to be here into the third quarter. We’re not going to wean consumers off incentives any time soon. We’re stuck with it. They’re all jockeying for position… After clunkers everybody backed off incentives. Now they’re going to the whip again
We still own the Ralliart name, and we still intend to brand our cars with it. The biggest change for us is that we won’t have to pay royalties to use the name anymore,
Mitsubishi North America spokesman Maurice Durand explains to Automotive News [sub] why the death of Mitsu-owned racing firm Ralliart is actually kind of a good thing. After all, how many Americans really watch rallying often enough to know or care whether Mitsubishi’s erstwhile rallying partner has anything to do with the cars that bear its name? The fact that the Lancer Ralliart has a two-liter turbocharged engine and AWD is what consumers will notice; using a brand name that leaves no doubt as to the inspiration for the trim level does everything it needs to from a marketing perspective. Whether a team named Ralliart actually races similar vehicles is, in the modern marketing context, almost completely irrelevant. After all, Subaru isn’t even competing in the World Rally Championship at all anymore… the old “win on Sunday, sell on Monday” adage couldn’t be more dead.
Remember Maybach? With eight years and untold millions now spent in a futile attempt to dethrone Rolls-Royce at the tope of the automotive pecking order, it seems that the monument to Daimler’s arrogance and greed will be going the way of Pontiac and HUMMER. Auto Express reports that
The firm plans to launch mildly facelifted versions of its three-model line-up – with new grilles and LED lights likely to be the only changes – before the marque is allowed to slip away.
Bosses have now privately admitted plans to wind down the brand – resurrected in 2002 – due to disappointing sales. The Maybach decision is part of Mercedes’ wider plans to take the next-generation S-Class upmarket.
Will there be any tears for the world’s most pimped-out S-Class? Of course not. Despite actively courting celebrities, and later, actually marketing the brand, Daimler was never able to break its super-luxe brand into the stratosphere of household-name luxury. At least not for more than a few months during relatively go-go economic times. As we recently noted, the experiment has conclusively failed. Maybach has nowhere to go but the ash heap of history. If we ever miss it too much, we’ll be sure to buy a brand-new, fully-loaded S-Class and take it to the least-tasteful tuner we can find.
In a recent Fastlane livechat, GM’s North American boss Mark Reuss revealed that:
Chevrolet re vamp in ads is well under way with Susan Docherty–you will like it a lot–shows the car, and uses “excellence for everyone”….you will really like it.
When asked if he was saying that “Excellence For Everyone” would be the new Chevrolet tagline, Reuss replied in the negative. Which makes it… a pickup line? Just a line? With “May The Best Car Win” having failed to make much headway, and “American Revolution” a pre-bankruptcy artifact, it wouldn’t be surprising to see this “Excellence for Everyone” briefly become Chevy’s main tagline. If only to give Reuss and Whitacre an excuse to fire Docherty when the campaign collapses under the weight of its own vacuity.
Sales recently began in India for Ford’s “all new” Figo. The launch of the Figo, a five-door sedan/hatchback, was a supposed to be a big deal. It is Ford’s first car designed specifically for the Indian market, and it was introduced by Mullaly himself in India last September. It’s built in Ford’s refurbished Chennai plant, where production started up in early February after a $500 million investment. In addition to producing cars for the local market, where sales are booming and compact cars, the so-called Sub B segment, make up 70% of the sales volume, Ford intends for the Chennai plant to be a supply hub for their Asia, Pacific and Africa operations.
In 1989, Toyota launched a new luxury brand that would go on to largely replace Cadillac as a vernacular term for excellence in luxury. Known as Lexus, this brand has spent the last 20 years making headway in the US market without ever publicly associating itself with its parent brand. Could this strategy have contained a lesson for the brand managers at GM who have spent the same 20 years fretting (or not) about declining Cadillac sales? Apparently so, as BusinessWeek reports that Cadillac is distancing itself from the corporate mothership in hopes of improving Cadillac’s aspirational appeal. And yet, strangely, it’s still not clear that the lesson has actually been learned.
Cadillac relaunched [release in PDF format here] its perennially disappointing European effort last week, revealing that a new sales and import firm, Cadillac Europe, had been formed. Why would Cadillac double down on a market that it until recently blighted with its ill-advised Opel Vectra-based BLS (which bizarrely still appears at the cadillaceurope.com website)? Caddy boss Brian Nesbitt explains:
Europe is an important market for Cadillac. Re-establishing distribution of our premium offerings is good news for those who seek import exclusiveness
Except that Europe and America are fundamentally different markets, with different tastes in luxury. Unless the Cadillac boffins have some kind of alternate explanation for why Lexus sells like hotcakes in the US, but can barely move the needle in Europe and is resorting to Euro-specific models to make headway. But apparently success in the US luxury market is just a few European sales away. Really.
Shortly after emerging from bankruptcy last July, when GM’s sales were still showing few signs of recovery, then-Sales and Marketing boss Mark LaNeve had his marketing responsibilities stripped about a week before monthly sales came out. In a matter of months, LaNeve was out the door. Sales and marketing were rolled together again when Susan Docherty took over for LaNeve, but over the weekend it was once again stripped away, in one of the first signs that Docherty’s star is no longer rising at GM. And lets go ahead and start assuming that February sales must be looking fairly grim, because the only real explanation given to Automotive News [sub] is that
The shakeup shows that Chairman and CEO Ed Whitacre is impatient to boost sales and for consumers to appreciate what he believes is the high quality of GM vehicles. When he became chief executive in December, Whitacre said his sales and marketing team would need to show results quickly.
The perception gap claims another victim! But Docherty’s downgrade is Mark Reuss’s gain. The former Holden boss, now GM’s President of North American operations, will assume the sales responsibilities, leaving Docherty time to focus on the marketing side and polish up her resumé.
[Editor’s note: Please join us today at 3pm Eastern (noon Pacific) for a livechat with the authors of Carjacked: The Culture Of The Automobile And Its Effects On Our Lives]
Over the last several weeks, the Toyota recall scandal has reopened the national discussion about car ownership, raising new questions about the role of personal responsibility in our relationships with automobiles. Here at TTAC, we’ve argued passionately that a major lesson of the Toyota recall is that consumers can not rely on brand reputation or the assumption that cars will always work as we expect them to in order to protect ourselves and our families. But responsible car ownership doesn’t end there. To maintain a functioning relationship with our cars, it’s important that motorists understand that the vehicles we cherish come with high costs. And anyone who thinks that the awesome power of the private automobile doesn’t come with great responsibilities would do well to read through the relentless documentation of these costs that makes up the book Carjacked: The Culture of the Automobile and Its Effect On Our Lives.
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GM and Chrysler were already culling dealers before their bankruptcies, which hastened the process. Many of those dealerships were profitable businesses, often family owned, whether or not they were ultimately an asset to the parent automakers. Dealers have established regional brand equity, being major advertisers in their markets. The dealers losing their franchises have explored what few options they have. There are lobbying efforts at the state and national levels to protect the affected dealers with some kind of legislation. Some have signed up with Hyundai & Kia, as the low priced Korean automakers thrive in the recession. Others, recognizing that new car sales are often a wash, and that repair service and used car sales are profit centers, have stayed in business as used car dealerships or automotive service centers.
Now Sears Roebuck & Co. has offered some of those culled dealers another lifeline. Banking on the reputation of its DieHard battery brand as well as being one of the country’s leader tire retailers, Sears is launching the Independent Sears Auto Center franchise program, starting with a former Chrysler dealer in New Jersey, the Coleman Auto Group. Participating stores will offer Sears’ full automotive product line of batteries, tire, accesories as well as repair services and replacement parts.
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