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GLOBAL BRAND MANAGEMENT 2

Abstract

The paper studies how a global enterprise can introduce the same product in various world

regions and countries, and how brand building strategies can be standardized or altered to match

each target market and segment, and how far keeping brand identity and personality standardized

across these markets is necessary and challenging. As an example to build the research around,

the passenger compact car Astra by General Motors is chosen to elaborate the idea through

studying local website entries of; UK, Germany, South Africa, Brazil, China, Russia, Singapore,

Egypt, and Israel. The paper starts with a brief introduction about GM branding strategies and

the history and characteristics under different brand umbrellas of the Astra. The research moves

into covering the GM global and local websites key brand touch points that play different roles in

different consumer purchasing process steps. Astra brand personality, image, positioning and

targeting are studies and compared across different local websites. The way GM leveraged the

brand Astra from both focused and diversified approaches across global markets is also

elaborated. The paper then moves deeper into comparing consumer value propositions and

benefits provided for each local market through researching functional, process, and relationship

benefits.

Keywords: General Motors, GM, Branding Strategy, Global Brand Management, Global

Branding, Opel, Astra, Vauxhall, Chevrolet, Saturn, 3D Branding, Brand Leverage, Brand

Diversification, Online Branding, Auto Branding, Digital Branding, Strategic Brand

Management


Global Brand Management

Effective Brand Management – Assignment 3

Introduction

General Motors (GM) completed the acquisition of the German manufacturer, Opel in the

year 19311. Reasons behind choosing that specific brand concentrate primarily on having GM

introducing the Astra brand to different markets in Europe, the Middle East, Africa, North and

Latin America and Asia in various and interesting ways. In general, GM branding strategies do

not and shouldn’t position its wide and complex brand portfolios and divisions around one

specific personality in the consumers mind. Instead, GM follows separate branding strategies for

each brand division and market, to be able to compete in an effective way. GM globalizes Astra

under different brand names in various global markets. In Europe except for the UK, the Middle

East, most of Asia and Africa, the Astra brand is under the Opel umbrella leveraging the German

high quality brand awareness among consumers. In the UK market only, the brand name is

Vauxhall Astra. In the US, it was called Saturn Astra until the decision was taken to discontinue

the brand Saturn by GM in 2009.2 In Latin America the brand name is Chevrolet Astra. GM

however has managed to keep the model brand name consistent across all countries and only

differentiate the umbrella brand name and logo between Opel, Vauxhall, Saturn, and Chevrolet.

GM introduced a wide range of models within its Astra brand to suit different global consumer

needs. Models range from hatchback, sedan, mini-van, and sport.

GM Branding Strategy

Replacing its old model of treating key car models as separate brands which confused

shoppers having too many taglines and positioning messages, GM branding strategies evolved


around treating divisions as brands, and unifying taglines and positioning statements around

divisions.3 For Opel divisions, the websites look and feel, along with the recently made slogan

“Wir leben Autos” are standardized and consistent across all official local Opel websites and

mature local dealers. For other non-Opel brand websites and brochures that sell Astra under

different umbrellas such as Vauxhall, and Saturn, no taglines were found for the brand division.

In a way to have more control over brand consistency, Opel implements an electronic brand

identity management system that ensures consistency in all Opel brands applications across the

globe,4a practice that seems to be ineffective in many cases.

GM Websites as Brand Touch Points

In auto brand building the Internet as a customer, touch point proved to play the key role

in the loyalty phase of the buying process, being an ongoing source of communicating brand

values and building relationships with consumers. The Internet also has important roles in other

phases in the buying process. In the consideration phase, the Internet should provide potential

buyers with rich resources of information and brand experience. In the experience phase, the

Internet should encourage and eliminate final purchase barriers to convert purchase decisions to

final transactions.5 GM.com global website acts as a gateway to access GMs’ different brands

and access other global and local websites. Users can search for a specific model by both brand

name and geography. The sleek web page design directs Astra shoppers to another global

Opel.com website which leads to country local websites. Other shoppers know Astra as

Vauxhall, Chevrolet, or Saturn and are directly led to local websites that have Astra under these

different umbrellas. GM brand itself doesn’t exist in most of local websites interface and

contents such as in UK, US, Germany, South Africa, and Russia. However, in some less-mature


markets such as Egypt, Brazil, and India, dealers put Opel brands among other GM brands in the

same website. GM utilized all of its local websites to serve customer needs in the consideration

phase of their purchase process providing resources of information about different Astra models,

specifications and ways to experience the brand through virtual tours and videos. Information on

websites, in terms of amount and quality varies between leading country websites such as UK,

Germany, South Africa, and Brazil, to being fairly poor and limited in Egypt, China, and

Singapore. In the experience phase in the purchase funnel, GM utilized local websites trying to

avail an instant call-for-action in various ways. For example, in Germany, UK, and Russia, Astra

homepage included instant pricing for different models where shoppers could fill in an electronic

form and submit data in order to minimize and facilitate showroom procedures and paper work

during purchase. In other local websites such as in South Africa, China, and Israel a request for

quote buttons were available. Moving towards less-mature websites such as Egypt, only

telephone numbers and dealers addresses were available. Finally, the primary role of websites as

a way to serve the final step in the purchasing funnels is customer loyalty. GM has succeeded in

developing a wide range of channels to interact and connect with customers especially in the

European region through brand communities in social networks, electronic magazines,

downloads, and fan clubs. This is found to be at the minimum for regions outside Europe.

Screenshots for an Astra landing page in different websites, elaborating different entries

are available. (See Exhibit 1)

Astra Brand Positioning & Targeting

Astra re-launch campaign in Europe has positioned the Astra as a compact car with

affordable luxury. Except in its home country, the campaign in Germany positioned it around the


verve of the Astra driving experience in response to the competition by the Golf, targeting the

same youth segment that claims higher road manners.6 Targeting the youth drivers, Opel.de, the

German website highlights and positions the sport Astra GTC model with its variations around

dynamic and passionate driving experiences, as well as technical options and innovation.7

Similar positioning is found across other European websites and global markets such as South

Africa, Australia, and Israel. Saturn Astra in the US was also positioned around excitement and

joy of driving, yet additional positioning statements around German engineering and a powerful

1.8 litre performance, appealing to Americans’ passion for larger engines.8 In the UK, Vauxhall

introduced the New Astra and the New Astra Sports Tourer, which was positioned around being

a practical family car for a busy lifestyle, leveraging the wagon model’s large passenger space

and trunk.9 A positioning that has more leverage in Russia, putting the ‘Family” word in all Astra

models.10 The Singaporean and Egyptian websites however tried to be compliant with the main

brand positioning around fun and excitement, they failed to deliver a unique selling proposition

message that is clearly-communicated through the wide range of Astra models. Targeting a more

price-sensitive consumer, The Chevy Astra in Brazil positioned the older sedan model of Astra

as the leader in sales among its class, having all practical and most needed options at a

competitive price.11 Taking a closer look at the Chinese website as a major and complex market,

Chinese auto consumers found to be highly influenced by intangible and emotional brand aspects

rather than functional and technical aspects. While intangible benefits revolve around styling and

peers thinking of individual.12 Accordingly, GM successfully positioned the Astra hatchback

around confidence, and the GTC model around exposure and visibility. Besides targeting

individual consumers, GM also targeted corporations and businesses as potential mass buyers.

This can be found in the Corporate Sales section of the Russian website with targeted offers for


small and medium businesses and corporations,13 and the Small Business program for Vauxhall

Astra in the UK.14 Opel also targeted diplomatic, international sales, and military buyers with

special sections on the global website, Opel.com.15 Opel.de performed a strategic alliance with

REHA Group Automotive to customize and fully-equip cars with mobility aids, benefiting an

additional consumer segment in urgent need for special kinds of customization.16

Astra Brand Leverage

GM adopted both focused and diversified brand leverage strategies seeking to broaden

the scope of compact cars category and introduce close and related products and services to

consumers, also seeking to cross-sell other related products and services to loyal customers. For

organizations aiming to succeed in focused brand leverage, they should first own and broaden

the category through developing a distinct characteristic for their brands and change and redefine

how consumers think and perceive this category. Focused brand builders should then aim to

capture every possible market opportunity such as developing new geographies and related

products and services. As for key success factors to build diversified brands, companies need to;

find the golden thread that ties all different brand extensions and businesses with the original

brand personality, build high credibility and trust in consumers’ minds, and leverage their brands

aggressively in areas with low brand intensity where their brands can enjoy a competitive

advantage.17 GM focused brand leverage strategy is represented in leveraging Astra brand depth

to include; Astra GTC, New Astra, and the New Astra Sport18 appealing to a wide range of tastes

and consumer preferences, and redefining the concept of a hatch-back compact car to being a

family, or even sport vehicle. Older models of Astra are found in some emerging market

websites such as the Astra Sedan in Brazil,19 and Russia.20 In more developed markets such as


Singapore, the Astra TwinTop is the only Astra model sold.21 The company also leveraged

Vauxhall Astra in the UK more aggressively by introducing optional engine types being gas or

diesel, different gear options, and a wide range of engine liter capacities22 trying to capture every

possible demand. In the German market, the Opel leveraged Astra brand is a wide range of

models including; Astra GTC Selection, 3-door, Astra GTC Edition''111 years'', 3-door, Astra

GTC Innovation, 3-door and Astra GTC Sport 3-door.23 Less model leverage are found in

emerging markets such as Brazil and Egypt. GM also leveraged Astra brand to target additional

consumer types such as wholesalers and businesses offering fleet services with targeted

financing, promotions, after-sales service and positioning messages such as Astra Business

Packages in Germany,24 and Opel Fleet in South Africa.25 It is also worth noting focused brand

leverage the Opel Performance Center (OPC), which is a brand extension from Opel currently in

Europe and serving models under Opel and Vauxhall. The new brand is an independent

subsidiary of Opel, which is responsible for designing and coordinating all motor sport activities

in Europe, for Opel. GM created OPC brand name and a unique logo to distinguish special

versions or editions from Opel models that are custom-designed for racing, in terms of exterior

finishing and dynamics. Astra OPC models include; Astra G OPC, Astra H OPC and the current

Astra I/J OPC produced in the year 2011.26 Vauxhall website takes the lead in leveraging Opel

brands providing the special edition of Astra, New Astra Excite, which includes additional

exciting features such as Blue tooth connectivity and enhanced wheel designs.27 Opel also

extended a new brand for fuel-economy editions of its cars, the Astra ecoFLEX in Germany and

the UK.

Opel followed a diversified brand leverage strategy in some developed markets taking

advantage of strong brand awareness and customer loyalty to open new lines of business. In


Germany and Austria, Opel Rent brand is an extended Opel brand that provides end-to-end travel

services from car rental to flight deals.28 Opel offers driver-training services in Germany and the

UK. Opel Germany also performs a strategic alliance with GMAC Insurance Services selling

insurance products for buyers.29 Vauxhall offers its customers the Vauxhall Approved Body shop

service where specific workshops across the country are certified to repair or restore Vauxhall

cars in case of accidents. As well as the 24/7 emergency hotline, Vauxhall Accident Support, and

Vauxhall Insurance.30 Across all Opel’s diversified extended brands, the golden thread that ties

personality of all sub-brands in a way that is consistent with Opel brand image and personality

can be found in keeping the essence of Opel brand positioning around fun, exciting, and

dynamics. This can clearly be found in the German Opel Rent website. Having its own web

address as an Opel subsidiary, the website kept its homepage fun, youthful and exciting using

attractive and colorful graphics.31 The same goes for Ople.tv,32 and Opel Magazine,33 which

enforced Opel brand characteristics using young celebrities’ faces in its banners and positioning

messages. This brand consistency can also be found at the British Vauxhall Official Merchandise

website.34

Astra 3D Branding

Researches show consumers in general claim more process and relationship benefits from

their purchases and less functional benefits. However, in high-involvement purchases such as

automotive, consumers still demand an all-benefits bundle. Auto buyers put function and process

benefits first and relationship benefits last (See Exhibit 2). GM is one of the leading auto

manufacturers that offer extensive process and relationship benefits to its buyers. And this has

helped the company to succeed in achieving higher sales margins than competitors. These


benefits include minimizing price haggling, friendly welcoming showrooms, and availing

information easily through websites and brand communities.35 A GM strategy in prioritizing

benefits for its consumers put process benefits first, then functional benefits and finally

relationship benefits. This can be found across its leading websites such as Germany, UK, and

South Africa. The Opel website of Singapore puts functional benefits first, then process, then

relationship. However, the local website reflects poor local understanding of the brand image and

personality and the local consumers’ benefits claim. The Chinese website also puts functional

benefits in a very dominating way that made the already-limited process and relationship benefits

hardly seen in the Astra homepage.36 Local GM dealers in Egypt tried to follow the Opel website

navigation structure, but also followed the classic functional benefits display, neglecting the

process benefits and having no relationship benefits displayed what so ever. Chevrolet Astra

website in Brazil successfully tweaked the website to replicate the global Astra website template

in a way that understands benefit priorities, yet consolidated to the local market needs and

capabilities. The website homepage collected a good balance of practical and accessible

processes, and functional benefits. Limited relationship benefits were found however.37

The following table compares process, functional, and relationship benefits between

chosen local Astra websites. Screenshots from local websites are available (See Exhibit 1).


Germany UK South Africa

Russia Brazil Singapore China Israel Egypt

Process Benefits

Test Drive Request Dealer Locator Request for Quote Promotional Offers Financing Plans Call Center Model Comparison Brochure/Catalog Request

Virtual Tours Price Estimator Vehicle Configurator

Functional Benefits

Model Specifications Safety Equipment/Options Performance/Engine Appearance/Design Accessories

Relationship Benefits

Service & Repair Centers

Warranty Merchandise e-Stores

Customer Service Social Media Newsletter � � � � � � �e-Magazines � � � � � � � � �Galleries & Downloads

� � � � �

Manuals � � � � � � � � �Recycling � � � � � � � � �Driver’s Guide � � � � � � � � �Fan Clubs/Sites � � � � � �Accident/Emergency Support

� � � � � � �


Process Benefits

Opel differentiated some markets with advanced website features such as the online real-

time pricing and vehicle configuration and customization options available throughout some

local websites, such as Germany, UK, Brazil and Russia. Best example was at Vauxhall Astra

Tourer web page with accurate customization capabilities to choose desired engine

specifications, exterior and interior accessories and options, all through user-friendly web wizard

and real-time cost estimation.38 A practical model comparison feature was also found among

these advanced features. Online requests for quotes and price lists are available in other less-

mature websites such as China, Israel, Singapore, Egypt and South Africa. Promotional offers

are found primarily in Germany, UK, South Africa, Russia, and Brazil. Adding Israel to the

previous list, a wide range of financing and credit offers are available. Test drive requests and

virtual tours are available through almost all local websites.

Functional Benefits

Almost all local websites share the way functional benefits are displayed in terms of

listing basic functional benefits such as, technical specifications and engine performance.

However, more mature local websites in more developed markets such as in Germany, UK,

South Africa, and Russia have understood the increasing importance of leveraging intangible

benefits like exciting performance, safety, design, comfort and convenience. The leading Astra

GTC model design itself illustrates a joy and excitement of driving experienced through the

innovative panoramic windscreen, which extends the driver’s vision to the maximum. The Sport

Switch button transforms engines to a more dynamic and high-performance mode of driving.39 In

immature websites such as Singapore and Egypt, functional benefits are displayed poorly and in


a fact sheet-like way that lacks proper positioning and differentiation and undervalues true brand

value to consumers.

Relationship Benefits

Relationship benefits show huge gaps between developed markets and emerging ones due

to higher consumer awareness, open market, and competition. Basic relationship benefits such as

service centers information, and customer service exists across almost all countries. On the other

hand, Opel sharpens its competitive edge in the developed world such as the UK offering

branded merchandises to its loyal customers through an online store where they can search, buy,

and pay for their desired items. For the same markets, Opel also entered the new increasingly-

important marketing channel of social networks; having its own You Tube Channel, fan pages on

Facebook, and Twitter accounts. Also providing a range of images, video galleries and

downloads that keep the brands in a consumer’s everyday life. On top of that, few leading

websites have dedicated other innovative tools to be closer to consumers such as newsletter

subscription; accident support hotlines, stand-alone e-magazine websites, and even recycling

services for old car owners. The Brazilian website offers Chevrolet credit card options -

collecting points to provide discounts for their next Chevrolet purchase.40

Approaching the issue from a global perspective, it is clearly obvious that Opel takes its

relationship benefits with consumers seriously. Opel.com, the global website does its best to

connect and communicate with customers and fans worldwide through each and every possible

channel. Opel Mobile is a service that keeps subscribers updated around the clock with attractive

branded mobile downloads. Astra has its own mobile applications line that includes branded

mobile games and music specially-made for iPhone.41 Opel Magazine is another global brand

extension that offers through its website, www.opelmagazine.com a unique brand experience


through attractive readings, exclusive contents, and freebies. Matching the global trend, Opel

designed a special interactive version of the magazine for iPad.42 Opel Collection, the global

branded merchandise electronic store also reinforces loyalty by offering a full collection of outfit

and accessories for Opel fans including specific model brands such as Astra. The collection fits

perfectly with Opel brand characteristics being casual, fun, youthful, and energetic.43 GM

leveraged Opel owners and prospects in developed markets with two-way communication

channels and brand communities through social networks and blogs. Consumers can post

comments, suggestions, complaints, and even service requests through their accounts keeping

brands close to consumers in order to guarantee long-term relationships and loyalty.

Concluding Thoughts

GM branding strategy regarding its Opel/Vauxhall has clearly been a multinational one

having completely different strategies for each region and country, without a global brand

building thread that ties all these activities. GM introduced Astra under different brand

umbrellas, model mix, features, quality, and positioning to gain every possible market share in

every possible global market. This strategy although it achieved more penetration and sales

volume, it diluted the German brand in global markets especially outside Europe between having

too many product characteristics and positioning statements. In many emerging markets such as

Brazil and Egypt, GM traded off product quality and brand building activities for low prices.

This resulted in having Opel logos on vehicles that have in fact so little German and high-quality

components, and having these vehicles closer to Japanese and Korean competition in consumers’

minds, diminishing Opel’s strong country of origin effect in global markets, which is a key

differentiator in these markets. A strategy that wasn’t followed by a close competitor such as


Volkswagen Polo who kept more product quality constrains and consistent positioning across

global markets, resulted in more price premiums paid by customers. Repositioning the Opel

brand in these markets from affordable, locally assembled vehicles by GM to a premium

German-made compact car will require huge investments. The story is much different in Opel’s

homeland, Europe, where GM found to be moving successfully into more mature branding

strategies elaborated clearly in local websites. The European brand management approach is

evolving into a global brand management, having it closely followed by other global markets

such as Russia and South Africa. GM succeeded to develop a brand personality around driving

dynamics, youthfulness, and fun. GM needs to extend this main characteristic to more global

markets, but also localize when needed so as to communicate a unique selling proposition for

each market. The impressive focus on consumer relationships and process benefits clearly gives

a competitive edge to GM utilizing the Internet and social media to effectively facilitate the

purchasing process and staying connected to the brand. GM also succeeded in leveraging

Opel/Vauxhall brands into more focused and diversified products and services to related and new

segments, having these new brands close to the main brand characteristics and personality.

Extending these successful brand-building approaches from Europe to other markets can start by

enforcing the role of regional marketing and brand owners in each region then in each country.

GM also needs to undertake a serious reevaluation of its local dealers in emerging markets

focusing on their quality and ability to achieve the global branding strategy, instead of focusing

just on their sales performances. More restrictions and standards should be enforced on local

marketing and brand building activities such as local websites and advertising campaigns.

Connecting Opel brand to GM brand in consumer’s minds should not be an encouraged in

general practice terms. GM can benefit more from its Opel division if positioned outside the GM


umbrella in terms of having local Opel websites and not GM websites, Local Opel dealers and

service centers with German premium quality flavor and not GM ones. This is an argument that

is supported by the successful practice in European websites where no GM brand existing.

GLOBAL

Exhibit 1

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End Notes

1 Wikipedia. (2011, March 13). Retrieved from the Wikipedia: http://en.wikipedia.org/wiki/Opel

2 Wikipedia. (2011, March 13). Retrieved from the http://en.wikipedia.org/wiki/Opel_Astra

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Retrieved from EBSCOhost.

4 ELECTRONIC BRAND MANAGEMENT AT OPEL. (2003). Strategic Communication

Management, 7(2), 3. Retrieved from EBSCOhost.

5 Chatterjee, A., Jauchius, M. E., Kaas, H., & Satpathy, A. (2002). Revving up auto branding.

McKinsey Quarterly, (1), 134-143. Retrieved from EBSCOhost.

6 Garfield, B. (1998). Some Astra markets are more equal than others. Advertising Age

International, 4. Retrieved from EBSCOhost.

7 Opel.de. (2011, March 16). Retrieved from the

http://www.opel.de/fahrzeuge/modelle/personenwagen/astra-gtc/index.html#

8 Saturnfans.com. (2011, March 16). Retrieved from the

http://www.saturnfans.com/photos/showphoto.php/photo/48947/title/2009-saturn-astra-

brochure/cat/13053

9 Vauxhall.co.uk. (2011, March 16). Retrieved from the

http://www.vauxhall.co.uk/vehicles/vauxhall-range/cars/new-astra-range/index.html

10 Opel.ru. (2011, April 2). Retrieved from the

http://www.opel.ru/vehicles/opel_range/mashiny/astra-saloon/indeks.html


11 Opel.com.br. (2011, March 19). Retrieved from the

http://www.chevrolet.com.br/veiculos/carros/astra/index.shtml?s_icid=Institucional_Car

Home_BaseballCard_Astra

12 Hoffe, J., Lane, K., & Nam, V. (2003). Branding cars in China. McKinsey Quarterly, (4), 14-

17. Retrieved from EBSCOhost.

13 Opel.ru. (2011, March 23). Retrieved from the http://www.opel.ru/offers-

services/avtopark.html

14 vauxhall.co.uk. (2011, March 23). Retrieved from the

http://www.vauxhall.co.uk/fleet/business-sales/business_offers.html

15 Opel.com. (2011, March 26). Retrieved from the http://www.opel.com/vehicles-and-

services/international_diplomaticsales/index.html

16 Opel.de. (2011, March 22). Retrieved from

http://www.opel.de/fahrzeuge/mobilitaetshilfen/index.html

17 Court, D. C., Leiter, M. G., & Loch, M. A. (1999). BRAND LEVERAGE. McKinsey

Quarterly, (2), 100-110. Retrieved from EBSCOhost.

18 Opel.com. (2011, March 16). Retrieved from the http://www.opel.com/vehicles-and-

services/opel-range.html

19 Opel.br. (2011, March 16). Retrieved from the

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Home_BaseballCard_Astra

20 Opel.ru. (2011, March 16). Retrieved from the

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21 Opel.com.sg. (2011, March 16). Retrieved from the http://www.opelcars.com.sg/


http://www.opel.de/fahrzeuge/modelle/personenwagen/astra-gtc/daten/modelle.html

23 Opel.de. (2011, March 22). Retrieved from the

http://www.opel.de/fahrzeuge/modelle/personenwagen/astra-gtc/daten/modelle.html

24 Opel.de. (2011, March 22). Retrieved from the http://www.opel.de/selbststaendige-

grosskunden/grosskunden/angebote.html

25 Opel.co.za. (2011, March 22). Retrieved from the http://www.opel.co.za/offers-

services/fleet.html

26 Wikipedia.org. (2011, March 22). Retrieved from the

http://en.wikipedia.org/wiki/Opel_Performance_Center


http://www.vauxhall.co.uk/vehicles/special-editions.html

28 Opel.de. (2011, March 22). Retrieved from the http://www.opel.de/angebote-

services/autovermietung/index.html

29 Opel.de. (2011, March 22). Retrieved from http://www.opel.de/angebote-

services/versicherung.html

30 Vauxhall.co.uk. (2011, March 22). Retrieved from

http://www.vauxhall.co.uk/owners_services/bodyshops.html

31 Opelrent.de. (2011, March 26). Retrieved from http://www.opelrent.de/

32 Opel.tv. (2011, March 26). Retrieved from http://www.opel.tv/ http://www.opel.tv/

33 Opelmagazine.com. (2011, March 26). Retrieved from http://www.opelmagazine.com/en.html


34 Vauxhallmerchandise.co.uk. (2011, March 26). Retrieved from

http://www.vauxhallmerchandise.co.uk/Scripts/default.asp

35 Court, D., French, T. D., Moguire, T. I., & Partington, M. (1999). Marketing in 3-D. McKinsey

Quarterly, (4), 6-17. Retrieved from EBSCOhost.

36 Opel.com.cn. (2011, April 2). Retrieved from the http://www.opel.com.cn/astra/

37 Chevrolet.com.br. (2011, March 22). Retrieved from the

http://www.chevrolet.com.br/veiculos/carros/astra/astra-seda/index.shtml


http://www.vauxhall.co.uk/vehicles/vauxhall-range/cars/new-astra-sports-

tourer/configurator.html#/trim

39 Opel.de. (2011, April 2). Retrieved from the

http://www.opel.de/fahrzeuge/modelle/personenwagen/astra-gtc/highlights/design.html

40 .Bb.com.br. (2011, March 26). Retrieved from the

http://www.bb.com.br/portalbb/page67,2397,2403,0,1,1,1.bb?codigoNoticia=6211&codi

goMenu=5263

41 Opel.com. (2011, March 22). Retrieved from the

http://www.opel.com/experience_opel/mobile.html

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