Nissan Book FINAL

8/2/2019 Nissan Book FINAL

1/23

MINI CAMPAIGN_


2/23

TABLE OF CONTENT

_TABLE OF CONTENTSA FLIGHTPLAN PRODUCTION_

1 s i t ua t i on ana l

2 med i a s t r a t

3 c rea t i ve s t r a t

4 p romot ion s t r a t

5 campa ign eva l ua

MICHAELfulkerson LINDSEYduga CASEYkoll JODYandries CHELSEAcostanza

executive summary................ ................. .................. .................. ................. .................. .................. ......situation analysis........................... .................. .................. ................. .................. .................. .................. ..brand analysis...............................................................................................................................................competitor analysis............................. .................. ................. .................. .................. ................. ............marketing strategy................ ................. .................. .................. ................. .................. .................. ..........marketing objective................ .................. ................. .................. .................. .................. ................. ......target audience.............................. .................. .................. ................. .................. .................. .................. ..

media objectives......................................................................................................................................

media budget....................... .................. .................. ................. .................. .................. .................. .............target coverage..........................................................................................................................................regionality....................................................................................................................................................................scheduling.................................................................................................................................................................seasonality.................................................................................................................................................................media strategy and tactics............................................................................................................advertising objectives and flowchart................................................................................

what to say....................................................................................................................................................how to say................. .................. ................. .................. .................. .................. ................. .................. ........creative briefs................................................................................................................................................print and pandora ad........................................................................................................................contest ad.................. ................. .................. .................. .................. ................. .................. .................. .........tv spot storyboard...................... .................. .................. ................. .................. .................. ..................

IMC efforts......................................................................................................................................................

copy testing..................................................................................................................................................

6 appendadditional graphs......................................................................................................................................

7 re fe renreference list.................................................................................................................................................

FL IGHTPLAN


3/23

SITUATION ANALYSIS2

ATION ANALYSIS

EXECUTIVEsummary_

S ITUATION ANALYSI

SITUATIONanalysis_

tuation analysis

media objective

reative strategy

romotion and IMC ef forts

marke t i ng p robFor years Nissan has struggled in the competitive world of automobiles. Pinned against leading car companies such and Honda, Nissans greatest challenge is competing with car manufacturers from its homeland. In 2001, Honda s

Nissan as the 2nd largest Japanese automobile manufacturer. Ever since, Nissan has been running in third behin

and Honda in Multicultural consumers. Currently, their total Multicultural sales exceed the total market sales, howto a slack in specic marketing efforts there has been a signicant decline in the Multicultural market. Their curr

ticultural market share is 13.10%, while Toyota leads with 22%, closely followed by Honda with 16.6%. To incre

market share with Multiculturals, Nissan must combat certain issues with their brand to increase awareness and li

i ndus t r y ana lIn 2009, new car sales generated $151.6 billion, a number that is representative of an 8.7 percent decrease in compou

rate of change from 2005 to 2009.

Over the past century, the U.S. automotive industry has faced many challenges. The Great Depression, World Wars,

energy crisis, and most recently, a global recession that forced two domestic automakers into bankruptcy and nearsame for a third. The recession began in early 2008 and we are still feeling its effects in all industries, including autom

As grim as the outlook for the automotive industry in 2008 was, the industry has weathered the nancial crisis surpri

and is on the road to recovery, with sales up across most brands. Due to their failure to produce more economically-m

hicles for high-prot light trucks and SUVs in the early 2000s, domestic automakers were more heavily affected thaneign counterparts as consumers began trending toward smaller, more fuel efcient vehicles. Recently; however, Ma

earthquake and subsequent tsunami in Japan has affected both Japanese automakers and American companies that d

Japanese suppliers for parts due to the crippling of manufacturing and distribution facilities. This has helped boosdomestic compacts, as less foreign units are available. Domestic sales toped foreign sales in May for the rst time si

ampaign evaluation

he world of automobiles is a competitive one. With both foreign and domestic cars to contend with, it is difcult for oneand to dominate the market. Nissan is faced with two companies from its home country, Toyota and Honda. Besides overall

arket share, Nissan is behind these two companies in Multicultural market share. To gain more market share, we will target

frican American, Asian and Hispanic Millennials, ag es 18-29. This demographic along wi th a strategic and creative campaignill provide Nissan with its desired market share.

ased on our analysis and research, we propose to reach 70% of Multicultural Millennials an average of 5 times per month.

We will focus heavy reach weighting in the beginning of the campaign through spring and summer months, due to high salesr cars. Our campaign will pick up again heavily in the winter due to high sales and also because our campaign will be ending.

egionality weighting will be focused more heavily i n the West with the South close behind. The Northeast, due to its high BDI,

ill hold more of a defensive strategy. Finally, our budget will be allocated mostly towards TV, with Internet and digital advertis-g a secondary, yet critical, medium to target these Millennials.

he main strategy of our creative is to target people individually, appealing to them personally by mentioning their goals, their

eams and their a mbitions. We came up with the tagline: Because youre driven. We chose this phrase because ca rs are used

get to places that reect you, your personality and what you want to do with your life. The car represents you. We want toonvey that we understand why they get in a car and that they get in one for a purpose, because theyre driven.

ur main promotional effort will be a contest in which contestants will use social media to win a free Nissan car and a paidad trip to their destination of choice. We will use this contest as a way to get Millennials active in Ni ssans Earned and Owned

edia. Additionally, we will use other sponsorships and events to get more attention to this campaign.

e will test three different markets in California, before, during and after the campaign. A professional research company called

rand IQ, based out in Los Angeles, California, will conduct the different kinds of testing. The markets that are tested are

maller communities that are representative of our targ et audience. Using their research, we will evaluate what aspects of ourmpaign were effective.


4/23

Nissan is a multinational autheadquartered in Japan. The ny formerly marketed vehiclethe Datsun brand name and

rently one of the largest carfacturers in the world. As othe companys global headq

is located in Nishi-ku, YokNissan was formerly a memthe Nissan Group, one of Jap

most powerful business grobut has become more ind

ent after restructuring underCarlos Ghosn, President of

The current market share san, along with Honda and

in American auto sales represlargest of the automotive rm

in Asia that have been increncroaching on the historicallnant U.S.-based Big Three

ing of GM, Ford and Chryits home market of Japan,

became the second largest carfacturer in 2011, surpassing

but with Toyota still very mdominant rst. Along with its range of models, Nissan also

es a range of luxury modeltheir Innit

SITUATION ANALYSIS4

BRAND analysis_

S ITUATION ANALYSI

BRANDanalysis_n i ssan swot_ t he n i ssan b rand_

Nissans product image is fuel efcient and eco-friendly: With over nine

2012 models with fuel efciency ratings of 28 mpg or greater, Nissan

should look to capitalize on both the growing consumer trend of eco-

responsibility and the consumer preference of fuel efciency that hasdeveloped over the last few years with the economic downturn. The

eco-responsibility trend also provides outlets for growth among our

lines of hybrid models and the Leaf.

Healthy state among multicultural millennials: Nissan ranks third in

market share among multicultural millennials, behind Toyota andHonda, giving us a strong foundation for growth.

Lack of company image.

Rising cost of raw materials: Nissan faces the challenge of offering

reasonable prices with the costs of production and transportation of

raw materials for vehicle production constantly rising. Altima recalls: Our agship sedan which receives the bulk of our

advertising funds is facing a recall on 2011-12 models in the US. These

models were sold with a faulty suspension bolt that could hinder the

drivers control of the vehicle and lead to an accident.

Economy: While the recession has had an obvious negative impact on

the industry, we believe that its impact on consumer behavior can pro-

vide an advantageous opportunity for Nissan. In our current economicclimate, consumers are trying to save in anyway they can. With gas

prices approaching, and in some regions topping, $4 a gallon, Nissans

line of fuel efcient compacts can provide a means of saving money.

The Green Movement: Consumer purchases trending toward fuel

efcient vehicles. With our line of fuel efcient vehicles and the intro -duction of the worlds rst mass-produced 100% electric car, Nissan

has an opportunity to take advantage of the growing sense of eco-

responsibility among consumers. This also works to our advantage in

terms of our target audiences. Multicultural Millennials purchases areoften inuenced by the products impact on the environment.

Competitors: Nissan faces relentlessly rising competitive pressures,

primarily Toyota and Honda. Our main competitors are both leaders in

market share among Multicultural Millennials. Toyota leads total marketshare while Honda maintains a rm grip on four th place, leading Nis-

san by nearly 4 percent.

Financial Crisis: American automakers are recovering from the recent

nancial crisis. As they do, they pose an ever-increasing threat to Nissan

sales. In May, domestic automakers outsold their foreign counterpartsfor the rst time since 2006 with Chrysler in third, Ford in second and

GM leading the way.

Marchs earthquake and tsunami: One of the causes behind the poor

performance of the foreign automakers at the beginning of the secondquarter 2012 was the Japanese earthquake and subsequent tsunami in

March. Both production and distribution facilities were crippled, halting

production and destroying inventory for all four of the major Japanese

suppliers.

_STRENGTHS _WEAKNESSES

_OPPORTUNITIES _THREATS

i s s an swot ana l ys i s

ATION ANALYSIS


5/23

SITUATION ANALYSIS6

ATION ANALYSIS

COMPETITORanalysis_

S ITUATION ANALYSI

MARKETINGstrategy_

TO

YO

TA

H

O

NDA

CHEV

RO

LET

FO

RD

p r ima r y and seconda r y_

TheToyota Motor Corporation is a multina-tional automaker headquartered in Toyota City,Aichi, Japan. Kiichiro Toyoda founded the com-pany in 1936 as a spinoff of his fathers com-pany, Toyota Industries Co. Toyodas intention

with the company was to create automobiles andtheir rst passenger car created was the ToyotaAA in 1937. The Toyota Motor Corporation isnow part of the Toyota Group, one of the larg-

est conglomerates in the world. The companyalso owns other automobile brands such as Sci-on, Lexus, Daihatsu and Hino Motors. In 2010,TMC employed over 300,000 people worldwideand became the worlds largest automobile man-ufacturer by production. Also in 2010, the TMCranked rst on the list of automobile rank-ings with an 11.0% market share worldwide.

The Honda Motor Company is a Japanesepublic multinational corporation mostly knownas a manufacturer of automobiles and motor-cycles. Founded by Soichiro Honda on Sep-tember 24, 1948, the company has grown tobecome the largest motorcycle manufacturer

since 1959. Aside from their core automobileand motorcycle businesses, Honda also manu-factures garden equipment, marine engines

and personal watercraft, amongst others. Thecompany was also the rst Japanese automo-bile manufacturer to release a dedicated luxuryautomobile brand, Acura. The rst productionautomobile from Honda was the T360 pick-up truck, which went on sale from in August1963. Honda surpassed Nissan in 2001 to be-come the second-largest automobile manufac-turer in Japan. Currently, Honda is the sixthlargest automobile manufacturer in the world.

Chevrolet, also known as Chevy, is an auto-mobile brand under the multinational automo-tive umbrella of the General Motors Company.Founded by Detroit natives Louis Chevroletand William C. Durant on November 3, 1911,the company was eventually acquired by Gen-eral Motors in 1918 to directly compete againstHenry Fords Model T. In North America,Chevrolet sells and produces a comprehensivevariety of automobiles ranging from subcom-pact cars to medium-duty commercial trucks.GM currently holds the second highest au-tomobile market share globally with 10.9%.

The Ford Motor Company is an Americanmultinational automaker based out of Dear-born, Michigan, which is a suburb of Detroit.The automaker was founded by Henry Fordand incorporated on June 16, 1903. Ford wasknown for introducing methods for large-scalemanufacturing of cars and large-scale manage-ment of an industrial workforce with the useof the assembly line. In addition to the Fordand Lincoln brands, Ford also owns a stakes inMazda and Aston Martin. Ford is the second-largest automaker in the U.S. and fth largest i nthe world based on annual vehicle sales in 2010.Starting in 2007, the company received moreinitial quality survey awards from J.D. Pow-er and Associates than any other automaker.

swot ana lys i s_

T OYO T A H O N D A C H E V R O L E T F O R D

S

W

O

T

strengths

weaknesses

opportunities

threats

Largest vehicle manu-

facturer

Environmentallyfriendly

Reliable vehiclesStrong distribution

Marketing efforts

Global sales recall in

2008

Worldwide nancialcrisis

Japanese foreign im-porter

Higher quality fuel-

efcient vehiclesJoint ventures with

Peugeot and Citroen

Smaller automobiles toattract audience

Decreased consumer

wealthIncreased competition

Market saturation

Increasing maintenancecost of vehicles

Always-changing con-

sumer preference

Innovation with con-

sumers

Vehicles that balanceuniqueness with quality

Strong brand equityR & D department

High U.S. and global

market sharesRevolutionary engine

technology

High cost structure

Focused more on inter-

national deposits thandomestic deposits

High vehicle pricesWeak truck line

Inoffensive style and

quality

R & D department

Lower segment cateringHybrid technologies

Increases in the Asian

market

Increased competition

Market saturationIncreasing maintenance

cost of vehicles

Always-changing con-sumer preference

Tightening emission

standards

2nd largest US

manufacturer

Sustainability wcompany

2010 net incomest in over a dec

Community rel

Research and dment

Lacks luxury ca

Declining mark

Innovation

Fuel economy s

High competiti

EconomyOil prices

Name recognition

Product diversity

Electric car (volt)Part of GM

Lacks luxury cars

No standout designs

Less horsepower thancompetition

Fuel economy (electric

car)Technology

Oil prices

EconomyHigh competition


6/23

SITUATION ANALYSIS8

ATION ANALYSIS

MARKETINGobjectives_

S ITUATION ANALYSI

TARGETaudience_

-To increase market share from13.10%to15.5%

amongMulticultural Millennialsages

18-29 in the Western and Southern regions of the

United States during thescal year of 2013.

The goal of this campaign is based on the problem of declining market share

mong Multicultural Millennials. Nissan needs to increase their market sharemong these specic groups to combat our main competitors, Honda and Toyota.

When looking at our ta rget audience of African Americans, Asians and Hispanics ages 1829, one

nd many similarities as well as many differences:

More males than females are likely to purchase a vehicle.

Most of our target audience graduated college. African Americans and Hispanics were found to be more likely to have a full time job than Asian Asians are more likely to work a part-time job or be unemployed. More Asians than African Americans or Hispanics in our target age group are full-time students. Hispanics tend to make $35,000-$75,0000 a year. Asians income varies as a whole, ranging from good indexes at $30,000 at $75,000-$100,000, wi

indexes for the median incomes. African Americans maintain an average income between $30,000-$35,000, with the highest indexbers resting at $40,000-$45,000.

Marriages within this age group are most commonly found in the Hispanic culture, and least likebe found in the Asian demographic. However, most of our target audience is unmarried.

Of the three demographics, Asians have the highest numbers for most recently purchasing a veh Asians and African Americans are more concerned with safety features and vehicle ratings. Asians rmly believe foreign automobiles maintain a higher quality than domestic. African Americans place higher importance on the lasting value of a vehicle.

In light of these facts, we will gear our campaign accordingly. This research sheds light on the

many different walks of life, general attitudes and mindset of our target audience.We plan to capitalize on this information in our campaign so as to p roduce the

greatest rewards both in brand loyalty and in prots.

t a r ge t p ro f i l e_


7/23

MEDIA STRATEGY10

DIA STRATEGY

MEDIAobjectives_

MEDIA STRATEG

MEDIAbudget_

Our budget for this campaign is $100 million. Though this seems like a vast amount tospend, the money will go surprisingly quickly, which is why we must make sure to spenevery penny in pursuit of our marketing objective. To do this, we will allocate our budgbased on different factors, such as strong category and brand indexes, target preferenceseasonal sales.

Our budget will be properly dispersed through different regions while spending more hin some months than others. It will also be allocated through different mediums, settin

$2 million for contingency budget and campaign evaluation.

Further, we will separate our budget to estimate the appropriate amount of spending fNissan car that we are advertising. According to research, the Nissan Altima, Maxima, tra and Versa are the most popular among our targets. As we can see in the gure belowSouth has a strong index for all the Nissan Altima and Maxima. The Altima has the higindices, although the Sentra has decent indices across all regions, the Altimas numbers

the highest. Basthis information

want to make sto incorporate tfour cars into oads and commeMostly we will the Altima, so amore than a quof our budget s

have ads featuricar. The next hiwould be the Mthen Sentra andthe Versa will hthe least amounour budget.

Focus advertisements with intended brand theme and message towardsMulticultural Millennials. This includes African American, Hispanic andChinese people ages 18 to 29.

Ensure that they are exposed to an average of 5 ads in a month and the adsreach a minimum level of 70% of our targets.

Media weight will be distributed throughout the US with higher concentra-tion in Western and Southern states.

Concentrate most of our weighting in the spring and summer months, witha steady weighting increase through the winter.

.

2.

3.

4.


8/23

MEDIA STRATEGY12

DIA STRATEGY

TARGETcoverage_

ME DI A ST RA TE G

REGIONALITYweighting_

As found in our CDI and BDI analysis in the gure below, the Midwest has the lowest indices, inddying market. It would not be benecial to allocate a lot of our budget to a market with such a low

tial. Therefore, we will only spend 10% of our budget and use 20% reach with an average frequency

The other regions of the United States show a fairly high brand usage among our target markeNortheast, we have a high BDI with a low CDI, this indicates that we will want to use a defensive

in this region. Their low CDI is probably due to the high concentration of busy metropolises wherrely on public transportation more often. It also shows us that people ewho are buying cars are buy

san, so we need to defend our market with a reach of 50% and a frequency of four. Because our ad

wont be as heavily weighted in the Northeast, we will use only a four th of our budget.

When looking at the other two regions, we can see that the two are fairly simila r. In both markets

use an offensive strategy due to their high CDI, but because of the numbers are higher in the Wesfocus a little more efforts in that region. The South will receive 30% of our budget with an avequency of ve and a reach of 60%. We will allocate the rest of our budget, 35%, to the West and

the reach to 70% and the average frequency to six. By using a steady increase of reach, frequencbudget through the regions, we will run a cohesive and effective campaign across the United State

s we see in the gure above, Chinese has only 8.5% market share in Nissan sa les, while Hispanics andfrican Americans both have 13%. Though we want to increa se market share in all three of these groups,

e would like to increase our reach and frequency towards Chinese specically because their sha re is lower.ather than 5 advertisements, we would like them to see 6 ads, mostly through Internet and digital advertis -

g in order to reach them. We also want to reach at least 75% of Chinese Millennials.gure 10

rom our research we have found that African Americans can be reached through traditional media more

an Asians. That being said, we hope to reach at least 65% of this target, an average of 5 times through ouraditional media. Similarly, we hope to reach Hispanics an average of 5 times with a minimum level of 65%

ach. These goals reect a strong aim to obtain African American and Hispanic market share, but not quitestrong as Chinese, due to their already higher market share.

verall, we want to reach 70% of our targets with a

equency of 5 ads in the course of a month.his goal will help us increase multicultural

hare and achieve our marketingbjective.


9/23

MEDIA STRATEGY14

DIA STRATEGY

SCHEDULING strategy_

ME DI A ST RA TE G

SEASONALITYweighting_

S P R I N G S U M M E R A U T U M N W I N T E R

12% 27%30%31%

As explained in our pulsing schedule, we will be focusing our weighting on the months where the

the highest. Because we are implementing a brand new campaign, we will be emphasizing reach in tmonths. When establishing a new campaign, 70% is an effective reach. By looking at both sales antive reach, we have concluded that April will have the highest reach. Consequently, we will be al

10% of our budget to this rst month. This strategy should give our campaign a strong successful

As for average frequency, we feel that 5 is strong starting point for our campaign. We willue this number into the spring and summer months, where our sales are still good before t

dip in the fall. May, June, July and August will maintain a 60% reach because we are still in thening stages of our campaign and need to reach as many Multicultural Millennials as possible.

these months we will evenly disperse 40% of our budget to maintain our desired reach and fre

In the month of September, sales decrease substantially. As a result, we will decrease our frequthree, so as not to overpower the target audience. However, a frequency of three will still maintai

awareness throughout this time. Our goal reach for these low sales months, September through ber, lies at 45%. In light of this lower goal, only 12% of ou r budget will be allocated to these fall

Beginning in December, sales rise with holiday spending. With this sales increase in mind and our con

spending more, we nd a frequency of six and reach of 55% to be appropriate. From December towe will steadily increase our reach and frequency for one last push for sales. During these months, 27%

budget will be spent. However, the last 11% of our budget will be saved for March due to the high avernumbers. March is known for the highest s ales month due to consumers receiving tax returns. This extr

in the consumers pockets plays to our benet and we plan to capitaliz e on it by implementing an avequency of s ix and reach of 70%. In addition to high sales in March, it is our nal month of the camp

feel as though this schedule will maximize the amount of ta rget audience reached and their buying p

ars are used everyday, for errands, work, and school and for long road trips to visit family or go on vaca-ons. It is a high-involvement product that is used year-round, so the decision of buying a car is long process

at can last a year to a month.

ars are not just bought in one particular season or month. Therefore, a ighting schedule would be a poorrategy to utilize. However, although cars are bought and used year-round, a continuity schedule would not

e that effective either. Automotive seasonal sales have shown us that there are lower sales in the fall but peakthe winter and fare well in the spring and summer. The best two months to buy a car are in December,

uring holiday shopping and March, when people receive their tax refunds. Given the uctuating sales, aulsing schedule is the best option for Nissan. With this strategy, we can maximize the buying potential dur-

g the best sale months by advertising heavily during them. Using reach, frequency and budget allocation,e can vary our advertisements in accordance with the appropriate months that have high buying potential

r customers.of budget of budget of budget of budget


10/23

MEDIA STRATEGY16

DIA STRATEGY

MEDIA rationales & mix_

MEDIA STRATEG

MEDIAselection_

hrough our own Quintile analysis we have found that Internet, radio, TV and mag azines are the most pre-

ominate mediums used in our target. Specically, we have found that African Americans and Asians havegh indexes for magazines. Newspapers are also used with these two targets. Radio is most popular among

ispanics and African Americans. Asians have a very high index for Internet usage. African Americans watche most TV, followed by Asians. The lowest index across all three targets was Outdoor. Therefore, our

udget allocation will be signicantly smaller here.

ecause the generation Millennials is so tech-savvy and prefers text over any other form of communica-on, it is important to allocate a great deal of our budget to digital communication. This includes but is not

mited to, online advertising, social networks, apps and other forms of digital IMC efforts. However, ac-ording to the case study, the highest percentage usage of any medium for all three targets is still TV. That

eing said, a large portion of our budget will be allocated to TV ads, divided between Spot TV, cable TVnd Network TV. The other medium, besides digital and TV, that all three targets use is print. Magazines

nd print ads are by no means dead among this target. Therefore we should allocate our budget for print toostly magazines, closely followed by newspapers.

Our target group, Millennials, show a high index for channels that are catered specically to their i

and humor, such as VH1, Adult Swim, MTV and Comedy Central. To target each group individuallyrun commercials on channels like BET, G4 or Fuse. These channels have the highest indices accor

Choices III. Specically looking at each target individually, we see that African Americans and Hhave a decent index throughout the day, but Asians really only watch TV in the evenings. This tren

throughout the week, except for Saturdays when all three targets watch TV during the day and even

Four hundred out of the ve hundred top advertisers are running to the newest medium: Internet combines two mediums that have proved to be very successful in advertising. With so many users, a

to narrow down audience preference, advertisers can easily target their customers based on music taplan to run several Internet radio ads on Pandora. In addition to Internet radio websites, we also

display ads on social networking sites such as Facebook and commonly used sites such as InterneDatabase. For common spot and network radio, we plan to place ads during the weekday from 3-7

on the weekends from midnight to 6 AM, which, surprisingly, have good indexes for all three targets

Because print is still very much alive for Millennials, we need strong visual and captivating ads for thesen magazines.

Cosmopolitan Of cosmopolitan readers, 7% are Multicultural Milennials

The Source Of magazine readers, 39% read The Sou rce, and has a very high index of 39 Gamepro - Of magazine readers, 28% read The Source, and has a very high index of 382.

Seventeen Of Seventeen readers, 6.8% are Multicultural Milennials. Spin - Of magazine readers, 17.8% read Spin, and has a very high index of 242 . Vibe - Of magazine readers, 29.5% read Vibe, and has a very high index of 403. Also, 5.2%

Multicultural Milennials. Especially among Hispanics we nd indexes in the 300s and 400s with Latina Style and Ur

Latino.

To run more simplistic ads that could capture the attention of our newspaper readers, we could rcolor visual ads in the Wall Street Journal and New York Times. These two newspapers have the hig

dexes. It shows a need for culture, sophistication and opinion among our audience, unlike USA Todais very low among Multicultural Milennials.

Outdoor, our last medium and the lowest, will be distributed mostly in large metro areas as well

stretches of the Interstate throughout the Midwest. This is to target those without cars in metro arthose who take long drives over the moral rural areas of the country.


11/23

MEDIA STRATEGY18

DIA STRATEGY

ADVERTISING fowchart_

MEDIA STRATEG

adve r t i s i ng ob j ec

adve r t i s i ng ob j ec t i ves_

Nissan is a company that exists in a highly cmarket and is well established in most consum

Therefore the advertising objective is to petarget to choose Nissan over our competitor

ing brand recall will be necessary to ensure a nection between the category need and the

increasing recall, there will be a better brand among the target market. The advertising alscreate a better consumer understanding of b

ets and the qualities that represe

*Recognition is not as important because thatdisplaying the product, when by now, most pewhat Nissan is, what we need is the connectio

the brand and

To ensure better brand reca

Multicultural Millennia

18-29 in the Western and Southern regio

UnitedStates during thescal year o


12/23

CREATIVE STRATEGY20

ATIVE STRATEGY CREATIVE strategy_

CREATIVE STRATEG

what to say_

reative strategyheir decrease in market share and sales in the Multicultural markets are due to other problems within the Nissanrand. The current brand-positioning theme, Innovation, is a rather vague idea that needs to be better denedorder for customers to relate. While that is a good theme for automobiles, it must be more narrowly tailored for

pecic audiences. Customers may ask where the innovation is and what are they innovating? Furthermore, thismbrella-type theme represents the overall creative and positioning problem of Nissan. It simply lacks denitionnd clarity. Consumers do not have a distinct feeling or emotion when they picture the Nissan brand. Solving thisroblem is crucial, especially if we hope to gain more Multicultural consumers. Identication is key with this mar-

et; therefore they must be able to identify with the Nissan Brand.

o correct our marketing problem of declining market share, we rst have to establish a better positioning andentifying theme with Innovation to appeal to our key audience.

what to say

ut of multiple ideas revolving around key themes such as identication, family origins, the driving experience, anddventure, we found a few concepts to test with our target. We conducted thorough focus groups with four peopleat represented our target and discussed the ideas and themes, which we had brainstormed. Here are three major

oncepts that stood out during the testing:

Find what drives you. This particular campaign approach revolves around identication and nding out your passions through

riving. We wanted to communicate with this theme that Multiculturals could use Nissan vehicles to nd morebout themselves as individuals and create unique experiences to further differentiate themselves from the crowd.

ome negative thoughts from focus groups: Bland Neutral

Jordan (African American) asked us, How much can you believe from a commercial?

Some positive thoughts from focus groups:

Likeable Catchy Chris (Asian) answered, Reminds me of a luxurybrand.

Brought thoughts of attaining goals, such as g raduating and nding a job.

Because youre driven.We want this tagline to communicate to our audience that a car gets them to where they want to be

We want to stress that where they drive and the reason they get behind the wheel, denes them as individuaapproach focuses on their passions and goals in life. This campaign leaves room for interpretation in a collviewpoint tied to family as well as an individualist focus, both of which are proven to be important to multimillennials.

Some negative thoughts from focus groups:

This approach is too similar to the rst. Not particularly tailored to the target audience


Best of the three

Implies you are already motivated and have the ability to do something.

Determined

Same roots. Different you. We want this theme to focus specically on the targets cultural ties and family backgrounds, while

incorporating a sense of individualism. With this concept, our ads would focus on a series of pictures and scultural themes and intertwine them to form a tree with strong roots.

Some negative thoughts from focus groups:

Not really vehicle related Does not persuade them to purchase

Feels Multicultural related, but responses were indifferent towards this theme


Has a double meaning for the car and the audience. Where youre going and where you came from.

Just right.

Through focus groups we have determined that the brand message, Because youre driven will be used. T

seemed to be the most popular and well received of the concepts.

Most importantly, from the people we interviewed we found that the aspects that ass ociated with Millennialnated far more strongly than that of being a different ethnicity. They responded highly to feelings connectegeneration, such as adventure, experience and their future, rather than being targeted because of their race. discussions we found that they disliked being singled out because of their race.The ads should not narrowly target these individual races or we risk receiving anegative response. We reached the conclusion that we wanted to brand more ofour messages to the feelings and characteristics of being a Millennial.

conclusion


13/23

CREATIVE STRATEGY22

ATIVE STRATEGY CREATIVE selection_

CREATIVE STRATEG

how to say_

eople are always getting in cars, whether if its for something simple like going to the grocery store or getting to class.r it could be for a daylong road trip to go hiking i n the Rockies. The point is that cars are used to get to places thatect you, your personality and what you want to do with your life. The car represents you. We want to convey thate understand why they get in a car and that they get in one for a purpose, because theyre driven.

We will use common scenes in commercials and print ads, depicting events in their life, from big to small. These

enes, along with effective copy, will convince Millennials that we can provide the experiences they crave and theeans to fulll their goals.

how to say

creative briefs

Because youre driven.

he Objective Capture the audiences attention through relatable situations and emotional connections. We hopeis will establish strong brand recall as well as brand loyalty. Our goal with this campaign is to tap into the consum-s personal goals and aspirations as Multicultural Millennials and ass ociate the Nissan brand with those deep-seeded

mbitions.

arget Audience Based on our focus group, we found that Multicultural Millennials responded better to a campaignrgeted more heavily toward the attributes of Millennials over a campaign based on ethnicity. Some characteristics ofillennials that we chose to highlight are family values, motivation, and experience over cost.

essage Theme Because youre driven. This theme is focused on selling an experience, harvesting each individualsotivation and capitalizing on it. This message also depicts the persons goals being reached because we (Nissan) have

ovided the means to achieve them.

Support This TV spot shows several pivotal moments in an average individuals life, such as marriage. It alsodaily activities ranging from studying to grocery shopping. Lastly, it captures a sense of adventure through sand spontaneous road trips. The common thread between all of these events is the use of the vehicle to redestination. These instances touch on values expressed in our focus groups.

Where/When Consumers will mostly see our advertisements in the beginning of the campaign to achieve mreach. The campaign will be executed year-round with heavier weighting in the spring, summer and winteads will be placed in the Western and Southern regions of the United States and shown on vehicles that arspecically to their interest such as VH1, MTV, Adult Swim and Comedy Central.Constraints One of our constraints is budget as TV spots are expensive. Also, we will be competing for the TV shows on these channels because they air in the evening, where our highest viewership resides. With thHulu, Netix and DVR, our commercials may not reach the consumer.

Support This ad depicts friends on a road trip, stopping at the gas station to consult a map, fuel up and buWith this image, we showcase the adventure found during the excitement and spontaneity of travel. The sexpressed is that Nissan will give you the means to reach your adventure. Our research and focus groups foapproach successful.Where/When Our print vehicles will encompass a multitude of magazines specically targeted to MillennialGamepro, Cosmopolitan and Vibe. The intended creative message will be rightly represented in this type of mConstraints Though magazines still show to be an effective medium within our target, it may take some tim

message to reach our intended consumers. Additionally, our intended message could not be as clearly commbecause we are forced to show only one instance where the targets are driven.

Support The ads placed on Pandora/online radio are vocal as well as visual. The visual representation will bto the ad placed in magazines and print. The voiceover will mirror the one used in our television ad so as to consistency. The copy read in the radio ad will be slightly more targeted toward each ethnicity through diffetural scenarios. This will build brand recognition while utilizing a sense of adventure and family and cultural will also continue to shed light on Nissans ability to connect the individual to the values important to themWhere/When This ad will be found on Pandora and possibly other Internet radio sites.Constraints As with all commercials, consumers often get irritated with the ads that interrupt their shows or

No one wants to pause in the middle of a show, or hinder the ow of streaming music of radio. This factcreate an irritation for our ad and build a resistance against our message. Furthermore, because our ad is for aradio site where the listener is multitasking, their focus could be misdirected and miss the message.

tv spot

print ad

pandora ad


14/23

CREATIVE STRATEGY24

ATIVE STRATEGY CREATIVE executions_

CREATIVE STRATEG

p r i n t and pando ra ads_

print ad

andora adRUN TIME: 30 SEC

MUSIC: MIDNIGHT CITY BY M83WOMAN: You get in a car to drive. To visit your grandmother, who can

only speak Spanish, but always has something on the stove. To run to thebookstore and grab a book for your night class. To go to your parents

house and tell them theyll be grandparents. SFX: MUSIC STOPS

WOMAN: You get in a car because you want to. Because youre driven.


15/23

CREATIVE STRATEGY26

ATIVE STRATEGY CREATIVE executions_

CREATIVE STRATEG

con tes t ads_

contest ad

ternet browser example

CONTEST: Because youre Driven SomewhereWin a road trip to your destination of choice. This road trip includes a Nissan

Altima Sedan, with a gas and hotel budget. We will accommodate the win-ners chosen adventure, allowing them to plan the trip themselves. We just

give them the opportunity. The more times you get involved with our media,the higher your chance will be to win.

see more on page 26


16/23

CREATIVE STRATEGY28

ATIVE STRATEGY STORYBOARD executions_

C REAT IVE STRATEG

t v spo t_

1. 2.

3. 4.

You get in a car

to drive.

To go to thegrocery store,to buy food to

x your favorite

meal.


17/23

CREATIVE STRATEGY30

ATIVE STRATEGY STORYBOARD executions_con t i nued_

C REAT IVE STRATEG

5. 6.

7. 8.

To go to class soyou can be

whatever youwant to be.

To go to a skydiving lessonbecause youwant to know

what a cloudfeels like.

To go to class soyou can be

whatever youwant to be.

To go to a skydiving lessonbecause youwant to know

what a cloudfeels like.


18/23

CREATIVE STRATEGY32

ATIVE STRATEGY STORYBOARD executions_con t i nued_

C REAT IVE STRATEG

9. 10.

11. 12.

because youre driven

To get to yourwedding to marry

the love of yourlife.

To go on a roadtrip to nd

yourself.

You get in a carbecause you

want to. Becauseyoure driven.


19/23

PROMOTION STRATEGY34

OTION STRATEGYPROMOTION strategy_

PROMOTION STRATEG

IMC ef fo r ts_

owadays, simple advertising on TV and radio just wont cut it. People, especially Millennials, are used to being targeted and as a result,

e much more wary of advertisements. The fact of the matter is this: they trust their friends more than an ad. How can we reach peoplerough other people? The answer is more simple than the question: we get them talking about it. With the Internet and the world of digitaledia at our targets ngertips, the best way to do this is using social networking. Nearly everyone within this target age of 18-39 has a Face-

ook, Twitter or Tumblr, or some other social media login and so do most companies to reach him or her. Though this is technically ownededia, but with the right creative strategy implemented, we can help you gain earned media. What this means, essentially, is that people will

lk about the campaign and the consumers, themselves, will start the trend. There are a few ways in which to do this:

ur main promotion for this campaign will be a contest that utilizes social media.

ONTEST: Because youre Driven Somewhere

Banner ad for contest can be found on page 26-27)

Win a road trip to your destination of choice. This road trip includes a Nissan Altima Sedan, with a gas and hotel budget. We will accom-odate the winners chosen adventure, allowing them to plan the trip themselves. We just give them the opportunity. The more times you

et involved with our media, the higher your chance will be to win.

pportunities for contestants: Retweet this for a chance to win a new Nissan with a paid for road trip. Tweet us your favorite part about owning a Nissan.

Follow us on Facebook and Twitter. Tweet or send us pictures of you on a trip. Tweet or post on Facebook, your description of Nissan in 15 characters or less. Your description could also be displayed on

one of our digital outdoor advertisements.

ules of the constest: Must be 18 years or older to participate. Must have legal drivers license. No inappropriate photos should be sent; this will result in immediate disqualication and removal of your post.

ther promotional events: 0% APR in Black History Month or other random month. Continue with our sponsorship of the Heisman Trophy. Host a several sales conventions for Nissan employees to learn sales tactics and motivational tools to improve personal selling.

y providing discounts such as the 0% APR for a month, we are executing sales promotions to draw in consumers. It is our hope that suchdramatic sales opportunity will lure a large number of consumers to purchase during that particular month. In doing this promotion inebruary, the second to last month of our campaign, we succeed in creating one last push to generate revenue and increase sales.

he Nissan sponsorship of the Heisman Trophy is widely successful already, reaching a vast amount of our male audience.osting sales conventions will benet Nissan sales in the long r un. These sales conventions will teach the sales teams nationwide how to

etter interact with customers, how to persuade them without being pushy and how to motivate customers and each other. This will not onlyuild morale within the sales teams, it will also improve face-to-face selling. Most automotive sales are made face-to-face or involve someort of personal communication and by teaching the sales force how to improve their personal skills, we suspect that the sales will reect

at. The sales seminars will be held in large metropolitan areas across the nation and Nissan will y their sales members to the city closestthem. They will be held in the month of September, when our sales are the lowest.


20/23

CAMPAIGN EVALUATION36

AIGN EVALUATION

C AMPAIGN EVALUAT IO

CAMPAIGNevaluation_copy tes t i ng_

In order to measure whether this campaign can be considered effective and more importantly, if our objective was met, we have strateg

and integrated plan to implement before, during and after the campaign.

Our objective is to achieve a 2.4% increase in multicultural millennial market share. Therefore we will test markets in which there is a highof this demographic. Additionally, the markets tested should be small and segregated, to prevent any spill in effects from competitors.small cities to test:

San Gabriel, California: As of 2000, the racial makeup was 1% African American, 48.9% Asian and 30.7% Hispanic Perris, California: As of 2000, the racial makeup was 12.1% African American, 3.6% Asian and 71.8% Hispanic Marin City, California: As of 2000, the racial makeup was 38.1% African American, 10.8% Asian and 13.7% Hispanic

Because these cities are not within our range or within our capability to test ourselves, we propose to hire Brand IQ, a professional m

company based out in Los Angeles, California. They research and/or test brand, concept, positioning, strategic and tracking effectivenethey perform all the ser vices that we will need to properly evaluate our campaign, they are geographically close to the cities we want to

The point of our campaign is to increase market share. In other words, we need to see if there was an increase in purchases. We cantracking studies, to follow specic consumers and record their purchasing activity. However, because this is a high involvement product immediate results and the tracking studies may not prove as effective as hoped. This is where copy testing is important. To determine thof our ads in general, we will have Brand IQ conduct in-depth copy testing that will test affective, cognitive and behavioral impacts.

Another critical part of this campaign is establishing some connection to the brand within the target. To properly see whether this wneed in depth responses and feedback from our target. Therefore, we will use focus groups for in depth responses and for a more g eneraresponse, we will distribute surveys. Some types of questions our focus groups and surveys will implement to determine the effectiveness

Perception Affective Cognitive Behavior Persuasion

Association These types of questions are the most important because we want our target to be able to relate to our advertsociation questions will help us to learn if our target sees some kind of self- identication in our ads.

There are also several different types of research we will conduct throughout the campaign.

Developmental Brand IQ will conduct focus groups to discover how our target feels about our ideas and concepts. This wconducted before the campaign.

Concurrent We would like to see how our campaign is unfolding, and what sort of effects are taking place through trackintest marketing monitors.

Post testing Finally, we will evaluate the impact of our campaign and discover what elements were most effective.

Why are you driven?As a part of our campaign evaluation we would also like to implement a special line of personal interviews in direct relation to our campaThis sub campaign will be titled Why are you driven? and will start with general questions about that individuals life. The interviewer

the participant is comfortable and willing to engage in polite conversation about his or her life. In the interview we will ask why they getwhat is behind their motivation. We will then end interview with the showing of the creative ads and asking them if the ad depicts whattalking about, their ambitions and goals. Roughly $1 million dollars will be reserved for evaluation.


21/23


AIGN EVALUATION

APPENDICES & references_

CAMPAIGN EVALUATION


22/23


AIGN EVALUATION

APPENDICES & references_

CAMPAIGN EVALUATION

con t i nued_

REFERENCES

Alicia. (August 2, 2011). 2011-2012 Nissan Altima faces Faulty Suspension Bolts Problem. Retrieved from hwww.djapanesecars.com/nissan/2011-2012-nissan-altima-faces-faulty-suspension-bolts-problem.htm

Cholia, Ami. (March 11, 2011). Toyota, Honda, Nissan Plants Shut Down After Earthquake Hits Japan. Retfrom http://alttransport.com/2011/03/toyota-honda-nissan-plants-shut-down-after-earthquake-anmi-hit-japan/

http://www.nissanusa.com/about/corporate-info.htmln.p. Chevrolet. The Hitsory of Cars. Retrieved from http://www.cars-directory.net/history/chevrolet/n.p. Ford. The History of Cars. Retrieved from http://www.cars-directory.net/history/ford/n.p. Honda. The History of Cars. Retrieved from http://www.cars-directory.net/history/honda/n.p. Nissan. The History of Cars. Retrieved from http://www.cars-directory.net/history/nissan/

n.p. Toyota. The History of Cars. Retrieved from http://www.cars-directory.net/history/toyota/n.p. (July 27, 2011). Nissan Operating Prot At 150.4 Billion Yen. Retrieved from http://www.nissan-global

EN/NEWS/2011/_STORY/110727-01-e.htmln.p. (October 31, 2010). Ford Motor Company SWOT Analysis. Retrieved from http://mba-lectures.com/m

ing/swot-analysis-marketing/1073/ford-motor-company-swot-analysis.htmln.p. Chevrolet. Retrived from http://www.chevrolet.com/n.p. Chevy Culture. Retrieved from http://www.chevrolet.com/culture/n.p. Ford. Retrieved from http://www.ford.com/n.p. Honda. Retrieved from http://automobiles.honda.com/n.p. Nissan Global. Retrieved from http://www.nissan-global.com/EN/DOCUMENT/PDF/AR/2010/

AR2010_E_All.pdfn.p. Nissan USA. Retrieved from http://www.nissanusa.com/n.p. Toyota. Retrieved from http://www.toyota.com/Nissan Global. Retrieved from http://www.nissan-global.com/EN/IR/LIBRARY/FR/index.htmlRampell, Catherine. (November 17, 2008). How Many Jobs Depend on the Big Three? Retrieved from http:

economix.blogs.nytimes.com/2008/11/17/how-many-jobs-depend-on-the-big-three/Smith, Rachel. (June 2, 2011). The State of the Automotive Industry. Retrieved from http://usnews.ranking

dreviews.com/cars-trucks/best-cars-blog/2011/06/The_State_of_the_Automotive_Industry/Staff, Autoobserver. (November 1, 2011). October Auto Sales Settle Into Comfy Gait. Retrieved from http:

autoobserver.com/car-news/sales-results/Vlasic, Bill. (June 1, 2011). Detroit Auto Makers Topped Importers in Sales in May. Retreived from http://w

nytimes.com/2011/06/02/business/02auto.html?_r=1&partner=rss&emc=rssVlasic, Bill. Bunkley, Nick. (June 1, 2011). Detroit makers Topped Importers in Sales in May. Retrieved from

www.nytimes.com/2011/06/02/business/02auto.html?_r=1&partner=rss&emc=rss

Price Range of Vehicles


23/23

Nissan Book FINAL

Documents

Transcript of Nissan Book FINAL