punch book

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  • 1. punch advertising
  • 2. Emily KufnEr..................................................rEsEarch DirEctor amy marEK..........................................................account managEr JEssica frEnchman.......................................crEativE DirEctor Kaitlyn somErs.....................................................mEDia DirEctor courtnEy sohn.............................Public rElations DirEctor
  • 3. contEnts situation analysis.........................................................................................4 campaign strategy......................................................................................15 creative Execution......................................................................................27 media Plan..................................................................................................42 Public relations Plan.................................................................................52
  • 4. punch situation analysis industry trends: Where are we going? as consumers purchase fewer and fewer new cars, gm and hummEr face the growing obstacles of foreign competition as well as a drastic shift from large suvs and trucks to smaller or hybrid vehicles. in 2007, vehicle sales diminished by 2 million with no projected recovery in 2009. increased foreign competition claims market share that previously be- longed to the big 3 u.s. auto manufacturers.1 the light truck and sport utility segments confront pricing challenges and lower sales volumes. this change may be attributed to higher gas prices and consumer economic pressures. additionally, as the presence of the big 3 weakens, crossover utility vehicles and sedans secure market share formerly claimed by suvs. the luxury vehicle segment also falls victim to these challenges.1 these changes, both in the industry and inherent in the environment, force u.s. automakers to distinguish their products through branding,2 styling, quality, and innovating upgrades.1 company analysis: Who is gm? general motors corporation is one of three major players in the u.s. automobile manufacturing industry (the other two are ford and Daimler Chrysler). GM provides automotive and financial services to consumers and stakeholders. it also develops, produces and distributes cars, trucks and related parts around the world. Domestically marketed products of gm include chevrolet, buick, hummEr and saturn. GM operates financial services such as consumer vehicle and commercial financing, private mortgages, automobile service contracts and auto in- surance. gm also specializes in after-sale maintenance, collision repair, and accessory services. gm markets all products through dealerships and retailers.1 Product history: Evolution of h3 the high mobility multipurpose Wheeled vehicle (hmmWv), better known as Humvee first premiered among the military ranks in 1985. Quickly earning the nickname, Jeeps on steroids, they transported troops to command centers. half a decade later, the media cameras covering Desert storm introduced hummEr to the american public, re- sulting in demand for a civilian model. throughout the 1990s, the hum- 4
  • 5. punch situation analysis MERs one-of-a-kind styling exemplified American opulence.3 in 1999, gm bought the marketing rights to hummEr and introduced the h2 three years later. the h2 is a smaller version of hummEr for half the price. in 2006, gm terminated h1 production as sales dimin- ished.3 our competition: the big rivals Within a competitive mid-size suv market including the Jeep grand cherokee, toyota highlander and land rover lr3, hummEr does not stand out in any distinguishing criterion. With mid-level pricing and 13-mPg city, the h3 maintains a low affordability rating. highlander leads the industry in reliability, while h3, Jeep, and lr3 ranked equally mediocre. The H3s safety rating is significantly below the Jeep and highlander. in performance and styling, the h3 competes with the other models but doesnt dominate. h3s most direct competitor, Jeep grand cherokee, along with other lux- ury suvs, has suffered in sales in the past few years. the grand chero- kee has a softer appeal; its design aims to attract the family, but also has off-road capability.14 hummEr must depend on its unique look and image to distinguish it- self from competitors that consistently rank higher in consumer satisfac- tion research. brand analysis as a premium niche brand, hummEr upholds this position with the h3 model. the h3 is geared towards a special group of people who will always have demand for a vehicle with hummErs unique design and off-road capabilities regardless of the fuel economy.17 The iconic HUMMER brand is manifested in the smaller, more fuel-effi- cient h3s boxy exterior and luxurious interior. starting around $30,000 and lower gas mileage of 13 city/18 hwy MPG, the H3 makes the HUM- mEr brand more accessible than ever before.18 as the h3 slogan like nothing Else indicates, the h3 has the tradition- al hummEr design that catches both positive and negative attention. the polarizing hummEr brand attracts loyal fans and harsh critics, who see the hummEr as a symbol of american excess consumption.19 after dropping hummEr market share for the h1 and h2 due to high 5
  • 6. punch situation analysis gas prices, the h3 increased hummEr brand sales by approximately 4-5 thousand per month and accounted for two-thirds of hummEr sales in 2006 and three-fourths in 2007.20 although the h3 ranks below competitors in both off-road suvs and affordable mid-size suvs, it has a loyal fan-base and originality un- matched by competitors. the h3s uniqueness is, in part, represented by its placement in both of the aforementioned suv category rankings.18 Public perception of hummEr as a gas-guzzling environmental villain is the brands primary weakness. however, the h3 gets comparable gas mileage to the mid-size Jeep and land rover models. the h3 does not lead of the feature rankings, meaning the brand strength resides in its novelty factor. hummErs consistent strengths are comfort, personal safety and status.21 hummErs niche market maintains demand for the big and capable suv.22 our consumers: the h3 Driver how We found the h3 Driver because there is no explicit data on hummEr owners in the simmons data, the simmons data we compiled was a synthesis of mid-size suv and Jeep grand cherokee owners. this is, in fact, more ideal than data on hummEr owners because the hummEr h3 models lower price, smaller size and better mileage move the h3 to the mid-size suv cate- gory. We also used Jeep grand cherokee owner data because it is a mid- size suv competitor. We plan to shift our target to mid-size suv users and rein market share from competitors, such as Jeep grand cherokee, making analysis of these groups most valuable and insightful. if percentages of mid-size suv owners as well as Jeep grand cherokee owners were high, we aver- aged the two. for the purposes of this analysis, we will refer to the target consumer as mid-size suv users. the h3 target consumers: mid-size suv Drivers the simmons data revealed a fairly even ratio of men to women among mid-size suv consumers. the most common age groups are 30-34 and 65-69. geographic location * midwest and West 6
  • 7. punch situation analysis Ethnic composition * most mid-size suv consumers are white * However, there is a significant number of consumers who fall under the other/non-white racial category. similarly, latin rock ranked above average for mid-size suv users musical tastes.5 Employment and salary * mid-size suv consumers employed by a fortune 500 company ex- ceed average. * many consumers are chairmen of boards or general managers. * the most common salaries were $250,000 or more and $100,000- 149,999.5 * there are a notably high number of full-time students who own mid-size suvs. Perhaps these users do not show up as a common age group because their parents have purchased their vehicle for them.5 this high-income, business demographic could be matched by the above- average participation in high-income leisure activities or memberships among consumers. for example, many mid-size suv consumers have membership in business clubs and country clubs. additionally, mid-size suv consumers enjoy golf and tennis more than average.5 the higher-than-average index of Pta membership shows the family status of many consumers with younger children. moreover, many mid- size suv consumers are married. the fact that the married index is not higher, combined with the semi-high level of unemployment among mid-size SUV consumers, further indica