Skoda Stretegy Essay

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MD.CS/skoda/feb01 26/11/02 4:56 pm Page 33 Marketing Direct February 2002 The British love their cars. They love their curves, their mph and their 0-60. The trouble is they also know what car they wouldn’t be seen dead in. For Skoda this has always been a problem. NonSkoda drivers see Skoda drivers as practical people who don’t worry about image or street-cred. Skoda drivers, on the other hand, know they are driving a reliable car. As far as they’re concerned, the fewer people that share this secret, the better. Basically, everyone’s happy. Except of course, the VW-owned car manufacturer itself. With its new Octavia and Fabia models launched and targets to increase sales by £2.8 million, 2001 saw a very real brand challenge beyond the good work it had already started to address when it hired Chris Hawkin as head of marketing at the start of 1999. Formerly at Ford and Peugeot, Hawkin heads a position he admits Skoda “hasn’t had for a while.” “When I arrived, the marketing function was very unstructured,” he says. “It was mostly exposure work; physically getting the car out for people to see it.” Hawken’s main criticism though was the lack of time devoted to non-Skoda owners. “Research told us that there was 60 per cent brand rejection,” he says, “while ‘consideration’ of the brand Skoda case study 33 managing partner Stuart Archibald, who has been working with Hawken since winning the account. “The Octavia and Fabia mailings had to positively address people’s negative opinions,” he adds. “This means addressing the emotional level first before even starting to elicit a response.” But, with high impact TV advertising already under way (the latest feature customers running away in horror after the sudden realisation they are viewing a Skoda) the public was ready, believed Hawken, to receive quality

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