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Dacia Logan in Morocco (2008)

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  1. Introduction
  2. Changes in the luxury sector
  3. The luxury of exclusive and accessibility
  4. Origin and history - Luxury
    1. History of luxury
    2. Product specifications of Luxury
    3. A perfect product
    4. Attractive packaging
    5. A strategic price
    6. A distribution study
  5. An elitist voluntary communication
  6. The causes of this change include the following - democratization of the sector
    1. The financial causes
    2. The sociological causes
    3. The causes related to innovation
  7. The paradoxes through the 4Ps
    1. Price Paradox
    2. Product Paradox
    3. Paradox of distribution
    4. communication paradox
  8. Luxury in the 21st Century
  9. The exclusive luxury of the People
  10. The new luxury
  11. Focus on the brand
    1. Presentation
    2. All attributes
    3. All benefits
    4. The set of values
    5. A culture
    6. A personality
    7. A user profile
  12. The luxury brand
  13. The dangers
    1. The first danger comes from consumer products
    2. The second danger comes from the proximity between the management of luxury and the mass distribution
    3. The third and last danger for the overexposure and trivialization of luxury
  14. The evolution of marketing strategies of luxury
  15. Tools
    1. The extension of the range, the variation
    2. The line extension, diversification
    3. From co-branding to masstige
    4. The accessorization of luxury
  16. Marketing Mix
    1. The product
    2. The price
    3. Distribution
    4. Communication
  17. Internet and luxury
  18. Investing networks of influence
    1. internet: luxury and affinity
  19. Consumer expectations
  20. The Internet media at a glance
    1. Internet is
  21. Investments of luxury growing on the web
  22. Internet users in the high income group
  23. Luxury and the internet
  24. Rules to follow
  25. Understanding social media
  26. Differences in methods of traditional Media
  27. Writing for social media
  28. According to the Social Media Guide, to be forceful with social media, you must
  29. Types of Social Media
    1. Social networks
  30. The value of social networks for luxury brands
  31. Major social networks
    1. Facebook
    2. LinkedIn
    3. Service
    4. MySpace
  32. Facebook, the first social network
  33. Attracting fans on my Facebook page
  34. Communities of content
  35. The main communities
    1. Sharing
    2. Share videos and photos
    3. Document sharing
  36. YouTube, one of the most visited of the world
    1. Example Campaign
    2. The microblogs
  37. A few statistics
  38. Here are some examples of what he can do on Twitter
  39. Luxury brands increasingly present on twitter
  40. Blogs, the new mouthpiece of luxury
  41. Which blogs are targeted?
  42. Blogs: often the source of a buzz
  43. What is the buzz
  44. What is the trash attitude?
    1. The trash today
    2. Trash and luxury
  45. A new approach, glam trash
  46. The example of the glam-trash of the Louis Vuitton
  47. Measure the effectiveness of its campaign
  48. Follow the buzz
  49. How to measure the phenomenon of buzz?
    1. Google Alerts
    2. Google Blogsearch
    3. Google trends
    4. Wikio
    5. Technorati
    7. MonitorThis
    8. Samepoint
  50. Social Mention (Alerts and Social Mention)
    2. TweetScan (and email alerts Twitter)
    3. Tweetbeep
  51. Twitrratr
    1. Twitter Search
  52. ROI measurement of the commitment of my brand in social media
  53. The measure of progress
  54. Application on Twitter
  55. Measurement tools from the Social Media Guide
  56. Measurement tools of engagement
  57. Illustration: Louis Vuitton BITCH
  58. Analyze
  59. The perfume market
  60. Competition
  61. SWOT
  62. Aims
  63. Targets
  64. Positioning
  65. The 4 Ps
  66. Budget Analysis
  67. Conclusion

Cars are North America's top-rated item in terms of production and exports. The same holds good for the United States, Canada, France, and Morocco and the countries of the Central and Eastern Europe (CEE) as well. The automotive industry in Morocco was born in 1962 in response to a vow of industrialization.

Since then, it has been suffering because of the structural changes, technological and industrial evolution. They initiated the legislations, and had to meet different objectives. The deviations from the targets had guided the government and business to make regulatory and structural adaptations.

These goals were to have: a positive impact on the economy through savings of foreign exchange with the substitution of imported vehicles by components (CKD) assembled locally, a ripple effect on the industrial structure, and by the gradual establishment of a components industry.

Since its commercial launch, July 7, 2005, Dacia Logan, made in Morocco did not disappoint. So much so that its petrol version launch has attracted individuals who wanted to use diesel and ensure that they have this new vehicle, then they would have had to wait until January to buy the diesel 1.5 dCi version.

Completely original Renault Logan is particularly well suited to the characteristics of the Moroccan market. Its modernity, its price and load capacities are very important assets. Building on its strengths, the distribution strategy of Logan in Morocco is based on experience and recognition of the existing Renault network.

Indeed, Renault Morocco has decided to use the network for the marketing of Renault Logan. Specifications is expected to network bi-Renault-Dacia Logan in which is shown in a separate showroom Renault showroom and sold by dedicated sales force. 30 Dacia sales were trained for eight weeks in the School of Sale Dacia and graduated July 6, 2005.

The arrival of Logan on the Moroccan market has placed a challenge before Renault Morocco in quality and quantity. The goal to sell 15 000 Logan a year in the domestic market in the coming years is more than double the current volumes of Morocco and Renault's network.

The commercial building strategy of the brand through an upgrade of the commercial network of the Group and the modernization and optimization tools for the delivery of vehicles to the network.

Renault Morocco has made a new Delivery Man Centre has been operational since late 2005. Renault network in Morocco has deployed an extensive program of investments to be quantitatively accommodate Logan, and quality for sale as well as Logan and maintain all vehicles registered in the group.

The Renault Group has a target of 4 million vehicles sold worldwide in 2010. To achieve this, Renault is based on the strength and originality of its brand, quality and attractiveness of its products andits international presence.

Priority is given to products and quality with an enlargement and a reduction in the diversity of the range. 26 new models will be placed on the market in four years, mostly from 2007. Half corresponds to renewals and the other half of new 4X4 or other recreational vehicles.

Tags: Renault Group, launch of Dacia Logan, Renault in Morocco

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