Built in entertainment
Seating for seven
Dual fold down DVD screens
Dual sliding power doors
Rearview back camera
Large cargo capacity
Aggressive Front and Rear Styling, Power Sliding Doors, Alloy Wheels, Bluetooth® Hands Free Link®, Honda Satellite-Linked Navigation System ™ with Voice Recognition and Rearview Camera and Tri-Zone Climate Control
Alloy Wheels, Auto Light Control System, Navigation System, Bluetooth with voice recognition, Rear seat DVD entertainment system
Alloy Wheels, Dual Sliding Doors, Star Safety System, Tire Pressure Monitor System
Based on psychographic and demographic segmentation, a direct marketing campaign would be the best way to approach the marketing of the Volkswagen Routan Minivan. The goal is going to be to reach families that want to use technology to help them decide the type of vehicle that they want to purchase. The Volkswagen Routan is distributed exclusively through Volkswagen dealerships. This usually entails limiting distribution to a single channel. Products that are distributed this way are usually highly priced, and require the intermediary to place a lot of detail in its sell. Most vehicles are distributed this way due to the nature of the type of product that it is.
Marginal safety rating in a rear-end crash
Increased safety features
Downward pricing pressure
Inflated gasoline prices
First Year Objectives and Issues for achieving it
Volkswagen (VW) is a famous international brand name that has traditionally been associated with the mass market. The best strategy for product positioning of the Volkswagen Routan Minivan...
This is the most commonly used positioning strategy for most products. Their goal should be highlighting their amenities over their competitors and what benefits that these bring to the consumer.
The product classification of the Routan should be one of enhanced customer experience that will be especially appealing not only to the targeted segment but to the general population, which in turn may result in purchases by untargeted consumers. The product is thought to be secondary as modern minivan perception has remained on the outer edge of observed consumption and has remained firmly in the realm of satisfying useful needs. This is all about differentiation through experience. The branding strategy needs to be one of national campaign that highlights the differences that this minivan has over its competitors.
The pricing strategy for the Routan needs to be slightly below the competitors which all run about $25,000. The strategy needs to highlight the better features of the Routan over the competitors but with a slightly lower price. Pricing and VW's positioning firmly places the Routan in the low to middle premium minivan category.
The current distribution strategy of direct marketing is what needs to continue. This is the best way to market vehicles as vehicles are large purchases that often appeal to specific groups depending on the type of vehicle being sold.
Marketing Communications Strategy
The communication objective is a combination of push this minivan to those consumers who are families that have a need for a vehicle that has contains the features that the Routan has. It also has a pull objective because they want to try and capture their current customers who currently own one of their sportier vehicles. The idea is to convince this group of people that the Routan is the next logical choice of vehicle purchases for them.
2010 Volkswagen Routan. (2010). Retrieved August 2, 2010, from U.S. News and World Report
Web site: http://usnews.rankingsandreviews.com/cars-trucks/Volkswagen_Routan/
Routan. (2010). Retreived August 2, 2010, from Volkswagen Website:
The 2009 Volkswagen Routan. (2008). Retrieved July 28, 2010, from Daily News Web site:
The Product Life Cycle (PLC). (2010). Retreived July 29, 2010, from Marketing Teacher Web
Three Levels of a Product. (2010). Retreived July 28, 2010, from Marketing Teacher Web site:
The company tried breakfast food with little success, and failed at branching out into music as well. Overall, there is little evidence that Starbucks can be anything other than a coffee company. Despite the weaknesses, there are a number of great opportunities in the market. The best is the opportunity that Starbucks is already pursuing in emerging markets. There is a strong focus on Asia and the Middle East. The
The difference in country's economic condition makes Coca Cola to fix difference prices for the same product across different countries. 3.2: Integrating Pricing strategy with branding strategy ATC will use a unique brand position to ensure that customer accept prices fixed for its product and services, and the company will use differentiation strategy to make customer accept the prices fixed for its product. By creating a strong brand position, ATC will
Marketing Plan for Coca-Cola Marketing Plan for Coca Cola Coca-Cola, the most valuable brand in the beverage industry has the largest customer base, the strongest brand image, and a huge supply chain and distribution network all over the world. The Coca-Cola Company formulates effective marketing strategies to present its Coca-Cola drink to its most potential target consumers in the local and international markets. Coca-Cola is widely available in more than 200 countries
Marketing Sports Drink In today's current marketplace, there is stiff competition among sports drink manufacturers. Our company has developed a product with an edge on the competition. The product is a sports drink that comes in a container that effectively keeps the drink cold for approximately six hours. In order for sales of this product to succeed in the marketplace, it is necessary for our company to devise effective strategies for
Programs is another element of the new four Ps. The company needs to have two programs. The first is that the launch program. The company needs a strategy to bring this product to market, and it needs to have a program that will allow it to gain exposure, build a brand quickly, and get the distribution it needs to compete. The second program needs to follow up the first one
Marketing Yue Sai; Assessing Potential Marketing Yue Sai, owned by L'Oreal, has not been performing as well as expected. Part of the issue may be related to the way that the brand has been managed and the current positioning, which maybe argued as ambiguous, there have been different approaches to marketing, and while L'Oreal have made investments in supporting the brand, they appear to have been unable to differentiate the brand sufficiently