Search icone
Search and publish your papers
Our Guarantee
We guarantee quality.
Find out more!

Brand management - Land Rover North America

Or download with : a doc exchange

About the author

 
Level
Advanced

About the document

Acepublisher .
Published date
Language
documents in English
Format
Word
Type
case study
Pages
12 pages
Level
Advanced
Accessed
1 times
Validated by
Committee Oboolo.com
0 Comment
Rate this document
  1. Recommendations
  2. Key Issues
  3. Positioning
    1. What positioning should Land Rover adopt to differentiate itself from its competitors in the United States?
    2. How would you manage the Land Rover line?
    3. Target groups
  4. Advertising
    1. Budget allocation
  5. Sponsorship
    1. Driving schools
    2. Dealers
    3. Love of products
    4. Promotional and direct mails
  6. Retail Strategy
    1. Should LRNA open new Land Rover Concept Center?

Range Rover of North America subsidiary opened its doors in 1987. In seven years, the firm had grown from a distributorship selling only one Land Rover model to a multi-product firm with three vehicles under the corporate brand. In 1992, the firm changed its name to Land Rover North America (LRNA).

In 1994, Charles Hughes, President and CEO of LRNA had to make decisions which were to be pivotal to the future trajectory of the firm.

The first issue that Hughes faced is the lack of awareness of the brand and consumers' confusion with the brand name ?Land Rover' and its product ?Range Rover'. One of the consequences was the very low market shares of LRNA in the US SUV market.

[...] How would you manage the Land Rover line? I would recommend that LRNA should focus its communication in differentiating its three SUVs. Each of the Land Rover's SUVs has certain benefits for a specific target, so the company should maintain three different positioning in the SUV market: I would recommend LRNA to position the new Range Rover as alternative'. That is to say, the alternative to traditional luxurious car, as BMW and Mercedes, which offers the same comfort, high quality, on-road performance with higher off-road capabilities. [...]


[...] Before 1993, the retail strategy of Land Rover North America was to work with a limited network of premium-car dealerships. This selection of prestigious dealer network contributed to the perceived exclusivity of the brand. As the final component of LRNA's new strategy, Charles Hughes wants to redesign the dealer network, converting franchises into exclusive partners called Land Rover Centres. The Land Rover Centres Concept is interesting for LRNA because it would allow reinforcing the Core Identity and differentiating LRNA from its main competitors. [...]


[...] EXHIBITS Exhibit 1 A Land Rover Brand Identity Core identity Off-road capabilities, performance Authenticity Adventure Prestige Extended identity Comfort Safety Elegance, design Luxury Nice and fun to drive Individualism Freedom A Jeep Brand Identity Core identity Strong heritage from the army and the WWII Military style Off-road qualities Extended identity Reliable Roomy Comfort Luxury The most car-like of all SUVs Sportive Adventure Aesthetics A Ford Brand Identity Core identity Comfort Luxury Good value for money Extended identity Aesthetics Quality Safety A Chevrolet Brand Identity Core identity Quality Style Comfort Extended identity Safety Aesthetics Off-road capabilities Exhibit 2 Competition Jeep In the US market, Jeep is the best-selling SUV brand with 403,655 sales. [...]

Top sold for business strategy

Carlton Polish Co.

 Business & market   |  Business strategy   |  Market study   |  11/18/2011   |   .pdf   |   9 pages

Does competition affect social preferences in the context of a bargaining game? Discuss

 Business & market   |  Business strategy   |  Case study   |  05/21/2012   |   .doc   |   3 pages

Most rated for business strategy

Bank of America

 Business & market   |  Business strategy   |  Presentation   |  07/07/2008   |   .doc   |   17 pages

Benchmarking Vestas against Gamesa wind turbines

 Business & market   |  Business strategy   |  Case study   |  11/15/2012   |   .doc   |   8 pages