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Carmakers have had a rough ride over the past few years. Sales are sluggish, growth is slow and margins are tighter than ever. If there was ever a time when the industry needed to find new ways to sell, this is it.
BMW has certainly embraced the idea of innovative advertising. Its move onto the silver screen in a series of Hollywood-directed short films made headlines around the globe. The company also ran the highly successful “It's a mini adventure” series of commercials for the relaunch of the Mini.
Nevertheless, most manufacturers still prefer to stick to tried and tested methods. Just look at the billboards and TV commercials: the formula for car advertising (fast new car, breathtaking views) has become as standardized as commercials for washing detergents (ooh, so white) or antacids (ah, such relief).
In the online world, however, presentation changes dramatically. Here marketers seem to be more than willing to try something new. “The success of online advertising has never been great and it continues to go down,” says Denise Garcia, principal analyst, media and advertising at GartnerG2. “Marketers are looking out of the box for solutions.”
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“Manufacturers first saw the web as an opportunity to sell vehicles direct to consumers and [bypass] the dealers,” says Rebecca Lindland, an analyst at Global Insight. “It is now apparent that this doesn't work—people still prefer to buy from a dealer. Instead consumers use the web to gain knowledge about their purchases, and they feel confident about going into a dealership and bargaining prices down.”
So if the ads and direct sales don't work, what else can carmakers do in the virtual world?
“The web is great for branding strategies,” claims Lindland. “Big Brother technology can build up a detailed profile of the characteristics of your audience. You can track the demographics of who is hitting your site and tailor content to appeal to them.”
Several manufacturers now include entertainment on their websites to appeal to core customers. Toyota ran the 303 Caliber series on its Scion site, and BMW's X3 site has a snowboarding/kayaking/biking game. Though little more than gimmicks, at least these features use the interactivity of the web to extend the brands. (At publication the BMW site games were not working.)
In these examples, however, the manufacturers rely on target customers coming to their sites. Consumers have to be sufficiently interested in these cars to either click on an online ad or type in URLs they have seen advertised elsewhere.
Lexus has taken a different approach to broaden its reach: co-branding. “Some 18 months ago Lexus and their advertising agency Team One came to us at MSN,” says Gayle Troberman, director of customer solutions at MSN. “They really wanted to connect with an audience around the idea of luxury. They asked what we could do to provide a site of added value, but one that in the end people would take away the message that Lexus equals luxury living.”
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“Lexus.msn.com started as a small experiment,” Troberman continues. “Now it is in its second generation, with millions of unique user sessions per month. The site has even become the leading online luxury lifestyle publication.”
Part of the website's success is that it captures the interest of MSN readers and doesn't try the hard sell. “The site's primary objective is around the Lexus brand and brand associations. It is aimed at people who may move into the market months, even years from now,” Troberman explains. “Since launching the site we have seen an impressive lift in awareness of the Lexus brand and that the brand means luxury.”
“I think there is great synergy between the two brands,” says Troberman. “Lexus is about luxury for affluent consumers. MSN is more of a mass-market brand for educated, more affluent, technically savvy online consumers. Lexus has a huge appeal for a large segment of the MSN audience.”
Hitching up with an existing web brand is also a good idea, according to Lindland. Manufacturers can piggyback on a large, loyal and extremely well profiled audience, even if they only appeal to a small sub-segment. “Co-branding is a good way to differentiate a product, and is nothing new for automakers. Ford produces the Eddie Bauer range of cars, for instance, and Subaru teamed up with L.L. Bean to produce the Subaru Gear range of outdoor apparel. Co-branding helps to reinforce the lifestyle image of cars, linking in to an existing group of customers with similar tastes, lifestyle, or age.”
As with any alliance, there are always risks, but Lindland argues that tie-ups with content providers like MSN are far safer than other methods like celebrity endorsements, such as Chrysler's deal with Martha Stewart.
Of course, MSN also has to weigh the risks. Would other car advertisers be put off from advertising on the network because of its close links with Lexus? And could it maintain its content objectivity?
“A lot of businesses face this question,” says Lindland. “I guess there's always a risk that some objectivity is lost, but you can't alienate all manufacturers by supporting just one.”
So far it appears that visitors to lexus.msn.com are content. The relationship allows Lexus to appear to be sponsoring the site, not conducting a full on commercial assault. And MSN has found a winning formula. Since joining up with Lexus it has developed 15 similar deals with top consumer brands, including sites for the Honda Accord and the relaunch of the Toyota Prius. Everyone wants a slice of the MSN pie.
But it is not the web brands that the carmakers want to access; it is their audiences. “Marketing dollars are at a premium,” says GartnerG2’s Garcia. “The knowledge to target a particular demographic is very important, and that is possible online. MSN has a large audience and technology enables the site to direct the right people to the co-branded sites.”
“Automotive marketers were among the first to embrace the web,” she continues, “and now they know that the web is best for effective lead generation and developing their brands with their target audiences. The manufacturers are using the web to get out of the trap of promotions and rebates. Developing their brands among potential buyers—even those that aren't in the market today—will help them to charge higher prices and get away from the price wars.”
And hopefully get away from those mundane offline ads too. [10-Jan-2005]
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Edwin Colyer is a science and technology writer based in Manchester, UK.
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Oct 24, 2005
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Branding, a Job Well Done -- Dale Buss
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How do major brands like Costco and Ritz-Carlton become household names without relying on traditional advertising? By tapping into their greatest resource: Employees.
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Aug 8, 2005
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Hotel Brands Break the Chain -- Rob Mitchell
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After decades of perfecting the known experience at chains around the world, hotel brands are now trying to create boutique hotels as guests go on a quest for the one-off experience.
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Jul 25, 2005
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Best Global Brands: Focus on UBS -- Robin Rusch
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Among the top five fastest growing brands on the list of 100 Best Global Brands 2005, Swiss financial services company UBS reflects the work in progress of growing and sustaining a global brand.
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Jun 20, 2005
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Growing Pains Small Brands -- Alicia Clegg
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How can a brand remain true while broadening its reach? Popular but small brands like Innocent Drinks, Tyrrells and Hill Station risk losing their original fans in their quest to grow bigger.
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Apr 18, 2005
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Dove Gets Real -- Alicia Clegg
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Unilever’s Dove is the latest beauty brand to use "real" women to sell product. But can this campaign turn ugly?
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Mar 7, 2005
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Should Global Brands Trash Local Favorites? -- Randall Frost
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When P&G, Unilever and Nestlé clean house, they risk losing local markets for beloved brands. Companies like Henkel, on the other hand, retain a portfolio of national and international brands to satisfy both global and local tastes.
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