Marketing Intelligence for Touareg Hybrid in the UK

1. MARKETING
INTELLIGENCE
Christian Beck, Difan Zhang, Kai Liu,
Sumeet Khilnani, Yihan Chen,
Yi Xu, Qian Wang, Weiwei Chen

2. Car manufacturing market
Source: Devineni et al, 2011

3. Car manufacturing market
Source: Devineni et al, 2011

4. People’s perceptions and attitudes towards VW in the UK
Source: Mintel, Car Brands UK, 2009

5. Hybrid Car Volkswagen SUV United Kingdom

6. Porter’s five forces model
Entrants
Industry
Suppliers Buyers
Rivalry
Substitutes
Porter, 1979
Limitation
Overstressed macro analysis
Oversimplified industry value chains
Fails to link possible management actions
Cooperation between rivals
Source: Grundy, 2006

7. Competitive climate model
Economic
factors
Political Social
factors GROWTH factors
FIVE
COMPETITIVE
ADVANTAGE
INDUSTRY LIFE CYCLE
FORCES
Legal DRIVERS Technological
factors factors
Environment
factors
Grundy, 2006

8. PESTEL factors analysis
Economic
factors
Political Social
factors factors
INDUSTRY LIFE CYCLE
Legal Technological
factors factors
Environment
factors
Grundy, 2006

9. PESTEL factors analysis
Political factors: Economic factors: Social factors:
Discount policy encourages Implementation of a wide- Statistics shows older people
motorists to buy hybrid and ranging policy program is in Europe tend to take action
electric cars. underway, aiding the post- to protect environment more
crisis repair of the economy. and the population in the UK
is aging.
Source: SMMT Motor Industry 2011 Facts Source: SMMT Motor Industry 2011 Facts Souce: Eurobarometer, Attitudes of European citizens
towards the environment, 2008
Technological factors: Environmental factors: Legal factors:
The technology of hybrid and The CO2 emissions generated legislation committing
electric vehicles is growing by cars in 2009 accounted for vehicle manufacturers to
significantly due to the huge 14% of all the CO2 emissions specific CO2 emission targets
investments. in the UK. for new car registrations was
passed.
Souce: Commission of the European Source: SMMT Motor Industry 2011 Facts Source: SMMT Motor Industry 2011 Facts
communities, 2009

10. PESTEL factors analysis
Political factors:
Discount policy encourages
motorists to buy hybrid and
electric cars.
“ On 1 January 2011, the UK government announced that motorists will be entitled to
25% (up to £5,000) off the list price of an electric, plug-in hybrid or hydrogen fuel cell
car, providing it emits less than 75g/km of CO2 and meets safety, reliability, performance
and warranty standards set by the Office for Low Emissions Vehicles (OLEV) in
consultation with industry.”
Source: SMMT Motor Industry 2011 Facts

11. PESTEL factors analysis
Economic factors:
Implementation of a wide-
ranging policy program is
underway, aiding the post-
crisis repair of the economy.
Source: Mintel
2011, Alternative Fuel Vehicles

12. PESTEL factors analysis
Social factors:
Statistics shows older people
in Europe tend to take action
to protect environment
more.
Souce: Eurobarometer,
Attitudes of European
citizens towards the
environment, 2008

13. PESTEL factors analysis
Social factors:
The left graph from UK
parliament indicates that the
population in the UK is aging.
Source: The ageing population,
Parliament

14. PESTEL factors analysis
European automotive industry is investing €24 billion in R&D, which represents around
30% of whole European industrial R&D. Significant amount is invested in battery-powered
hybrid vehicles, electric vehicles and hydrogen.
Source: Commission of the European communities, 2009
Technological factors:
The technology of hybrid and
electric vehicles is growing
significantly due to the huge
investments.

15. PESTEL factors analysis
Source: SMMT Motor Industry 2011 Facts
Environmental factors:
The CO2 emissions generated
by cars in 2009 accounted for
14% of all the CO2 emissions
in the UK.

16. PESTEL factors analysis
Subject to their individual targets, vehicle manufacturers will have to comply with new car
average CO2 emission targets of 130g/km CO2 by 2015 and 95g/km CO2 by 2020. The legislation
sets out an exacting programme for car manufacturers with 65% of new cars averaging the 130g/
km target by 2012, 75% by 2013, 85% by 2014 and 100% by 2015.
Source: SMMT Motor Industry 2011 Facts
Legal factors:
legislation committing
vehicle manufacturers to
specific CO2 emission targets
for new car registrations was
passed in 2008.

17. Growth drivers analysis
GROWTH
INDUSTRY LIFE CYCLE
DRIVERS
Grundy, 2006

18. Growth drivers analysis
Battery costs at
mass production Inexpensive
Today’s new infrastructure
lifestyle
A fundamental Growth
system change drivers
Electricity cost Growth
brakes
Source: Matthies et al 2010; Crane et al, 2008

19. Five forces analysis
FIVE
INDUSTRY LIFE CYCLE
FORCES
Grundy, 2006

20. Five forces analysis
Threats of New Entrants
High costs of R&D and other technological advances
Require high capital
Strong customer network
Unequal access to distribution channels
Plug-In Car Grant
Verdict – overall threats of new entrants is very high.
Source: Pasternack, 2009, Department of
Transport, 2011; Datamonitor, 2011.

21. Five forces analysis
The Power of Suppliers
Low differentiation of raw materials
Little to distinguish between suppliers
Increasing power of suppliers when demand for better quality
Short-term supply disruptions
Verdict – overall suppliers have high power
Source: Department of Energy, 2010;
Datamonitor, 2011.

22. Five forces analysis
The Power of the Buyer
Contractual agreements with a particular manufacturer
Relatively weak power of buyers
Buyers are generally less price-sensitive
Verdict – overall buyers have little power
Source: Datamonitor, 2011; Matthies et
al, 2010

23. Five forces analysis
The Treat of Substitutes
Main substitute: public transport/bicycle
Customer has a certain predisposition of buying a hybrid car
Verdict – overall little threats of substitutes
Source: Datamonitor, 2011; Matthies et
al, 2010

24. Five forces analysis
Rivalry among existing competitors
Market is showing signs of recovery
Utilizing different brands and model
Huge operating cost to cover
Competitors: Lexus RX 450h and Mercedes ML 450 Hybrid (not yet released in the UK)
Verdict – Overall rivalry is high
Source: Datamonitor, 2011

25. Sustainable Competitive advantage analysis
COMPETITIVE
ADVANTAGE
INDUSTRY LIFE CYCLE
Grundy, 2006

26. Sustainable Competitive advantage analysis
Definition of RBV
Explain‘ WHY some firms enjoy a competitive advantage over rivals’
(Barney, 1991)
Resources those are heterogeneous and imperfectly mobile, dynamic
capabilities are able to sustain SCA (Barney, 1991)

27. Sustainable Competitive advantage analysis
Valuable Rare
Four
characteristi
cs of RBV
Non-
Inimitable substituta
ble
Barney, 1991

28. Sustainable Competitive advantage analysis
Limitations of Resource based view (RBV)
Alternative elements of achieving Issues associated with
sustainable competitive advantage the RBV model

29. Sustainable Competitive advantage analysis
Alternative elements of achieving SCA
Information technology (Mata, Fuerst, & Barney, 1995; Powell, 1997 cited in Hooley, 2012)
Strategic planning (Michalisin et al., 1997; Powell,1992a cited in Hooley, 2012)
Organizational alignment (Powell, 1992b cited in Hooley, 2012)
Human resources management (Flood, Smith, &Derfus, 1996; Wright & Mc-Mahan, 1992 cited in Hooley, 2012)
Organizational culture (Fiol, 1991;Oliver, 1997 cited in Hooley, 2012)
Top-management skills (Castanias & Helfat, 1991 cited in Hooley, 2012)
Administrative skills (Powell, 1993 cited in Hooley, 2012)

30. Sustainable Competitive advantage analysis
Issues associated with the RBV model
Barriers to apply imitation
Isolating mechanisms ,include casual ambiguity (difficulty to identify how an advantage was created )
Complexity (arising from interplay of multiple resources)
Tacitness (intangible skills and knowledge resulting from learning and doing )
Path dependency (need to pass through critical time dependencies to create advantage )
Economics (Cost of imitation)
Legal barriers (Property rights and patents)
Source: Hooley, 2012

31. Sustainable Competitive advantage analysis
Issues associated with the RBV model
Neglects the influence of market dynamism
Source: Priem and Butler,2001;Wang and Ahmed,2007;Lippman and Rumelt,1982;Dierickx and
Cool,1989;Reed and DeFillippi,1990;Hooley et la.,2008

32. Sustainable Competitive advantage analysis
Insights from the resource-based view (RBV)
Emphasis on dynamic capabilities, marketing assets and marketing capability
Hooley, 2012

33. Sustainable Competitive advantage analysis
Application

34. Sustainable Competitive advantage analysis
Marketing Assets
Customer-based Reputational Assets
Brand Volkswagen Lexus
Brand Value 47th Not in Top 100
Best Global Green 6th Not in Top 50
Most considered buying 3rd Not in Top 29
by UK consumers
Source: Interbrand 2011; GMI/Mintel

35. Sustainable Competitive advantage analysis
Marketing Assets
Customer-based Reputational Assets
Consumer purchase influence
Price 70
Reliability 66
Fuel consumption 63
Comfort 43
Safety 38
Insurance premiums 31
Style/design 26
Build quality 20
Brand image 14
Servicing costs 13
Speed/power 12
Environmentally friendly 11
Company reputation 11
Warranty period 6
Resale value 5
Credit facilities 3
% consumers
Source: Mintel, 2011

36. Sustainable Competitive advantage analysis
Marketing Assets
Customer-based Reputational Assets
Brand Volkswagen Toyota group(lexus)
Brand Perception Reliable but high servicing A reliable but uninspiring brand
costs
Country of origin Germany Japan(Consumers rated the quality of
Japanese cars to be the highest and Australian
cars to be the lowest )
Superior products Product:8 gears, four wheel Product: continuous variable, front wheel
and services drive, turbo charged; drive , automatic transmission
Services :3 year warranty+3 2 years basic warranty +lots of restrictions
year paint warranty towards the warranty
Market 8.6% 0.31%
Dominance
Source: Elliott and Cameron, 1994; Mintel,
2009; Car Magazine, 2010

37. Sustainable Competitive advantage analysis
Marketing Assets
Customer-based Reputational Assets
Hybrid market dominance
Source: Mintel, 2009

38. Sustainable Competitive advantage analysis
Marketing Assets
Supply Chain Assets
E.g. B2B Platform: www.vwgroupsupply.com
Supplier Programme “Priority A”
Volkswagen: Over 250 retailers in UK
Lexus: 56 retails in UK

39. Sustainable Competitive advantage analysis
Marketing Assets
Internal Marketing Support Assets
Existing Customer Base:
2010 Volkswagen Lexus
UK Sales 174,655 6202
Market Share 8.6% 0.31%
Technological Skills:
2010 Volkswagen Group Toyota Group
Investment in R&D € 6.9 B ¥ 725.3 B ≈ € 6.63 B
Account for Revenue 6.1% 3.8%
e.g. Eco-friendly Mobility helps significantly reduce fuel consumption and CO2 emissions
by 15% in five years
Source: Car Magazine, 2010

40. Sustainable Competitive advantage analysis
Marketing Assets
Internal Marketing Support Assets
Expanding our product portfolio and improving the
functionality, quality, safety and environmental compatibility of our
Group products. Source: Factbook, 2011

41. Sustainable Competitive advantage analysis
Marketing Assets
Internal Marketing Support Assets
Partnerships
Volkswagen
Audi, Bentley, Bugatti, Lamborghini, SEAT, Skoda, Scania and Volkswagen
Commercial Vehicles
Toyota
Lexus, Daihatsu and Hino Motors (the rest are not automotive
Source: VW, 2012; Toyota, 2012

42. Sustainable Competitive advantage analysis
Marketing Assets
Alliance-based Marketing Assets
a) Cooperation arrangements with Porsche AG, Daimler AG and the Chrysler
Group on the development and production of vehicles.
b) Joint Venture with VARTA Microbattery GmbH, Ellwangen for researching
and developing battery cells for hybrid drivers.
c) Cooperation with many universities e.g. the Institute of Physical
Chemistry at the University of Münster (expertise in the field of electric
traction)
d) Alliance breaking up with Suzuki Motor Corporation, which mainly focus
on the diesel motor
Source: VW Annual Report, 2011

43. Sustainable Competitive advantage analysis
Marketing Capabilities
Product and Price
Touareg Hybrid. 3.0 litre V6 TSI 333 PS Lexus RX 450h 3.5 litre V6 TSI 333 PS
Price: £55985 (Official website of VW) Price £48,405 (Official website of Lexus)
CO2 Combined (g/km) 193 CO2 Combined (g/km) 145
Combined mpg (l/100km) 34.4 / 8.2 Combined mpg (l/100km) 44.8 (6.3)
Acceleration 0-62 mph (s) 6.5 Acceleration 0-62 mph (s) 7.8
Maximum Speed mph (km/h) 149 (200) Maximum Speed mph (km/h) 124 (200)
Engine type :Six cylinder Engine type: six cylinder
Cubic capacity, ltrs/cc :3.0/2995 Displacement:3.5 liters(211 cubic inches)
Max. output, PS (01)/kW at rpm :333/245 5500 Total system horsepower:295 hp
Max. torque, lbs.ft/Nm at rpm :325/440 3000 EPA fuel economy ratings: 30/28/29 mg
Gearbox :8 speed auto triptronic
Source: Volkswagen, 2012; Lexus 2012

44. Sustainable Competitive advantage analysis
Marketing Capabilities
Promotion
Lexus reduced their expenditure eon promotion by 55% where as Volkswagen
reduced by approximately 25%
+100.0%
+80.0%
+60.0%
+40.0%
+20.0%
+0.0%
-20.0%
-40.0%
-60.0%
Volvo
Lexus
Hyundai Car
Peugeot
Total
Mazda Cars
Volkswagen
Toyota
BMW
Audi
Ford
Vauxhall
Skoda
Land Rover
Fiat
Mercedes Benz
Renault
Citroen
Nissan
Kia
Citroen
Honda
% CHANGE IN ADVERTISING ON CARS, BY LEADING ADVERTISER, 2006-10 Source: Mintel, 2011

45. Sustainable Competitive advantage analysis
Marketing Capabilities
Distribution
Touareg Hybrid Lexus RX 450h
Retailer in UK: 250 Retailer in UK: 56
Franchised dealer: 216 Franchised dealer (Toyota): 185
Source: Mintel, 2010

46. Sustainable Competitive advantage analysis
Absorptive Capability
Worldwide demand for light hybrid electric vehicles (HEV) and battery
electric vehicles (BEV) is estimated to reach 5.2 million units by 2020.
Volkswagen’s hybrid electric vehicles
‘Zero-emission Milan Taxi concept vehicle 2010’;
 ‘Audi A8 hybrid concept vehicle 2010’;
 ‘Audi A1 e-tron concept vehicle’
Source: Datamonitor, 2010

47. Sustainable Competitive advantage analysis
Adaptive marketing capabilities
Strong global presence
key markets: Western Europe, China, Brazil, the US, Russia and Mexico.
Volkswagen's market share increased despite the automotive industry crisis
in 2008-2010.
Source: Datamonitor, 2011

48. Particulars Volkswagen Toyota (Lexus)
Brand Value ✓ ✗
Brand Perception ✓ ✗
Country of origin ✗ ✓
Superior products and services ✓ ✗
Market Dominance ✓ ✗
Hybrid market dominance ✗ ✓
Supplier chain assets ✓ ✗
Existing customer base ✓ ✗
Technological skills ✓ ✗
Partnerships ✓ ✗
Product ✓ ✗
Price ✗ ✓
Promotion ✓ ✗
Distribution ✓ ✗
Absorptive capabilities - -
Adaptive capabilities - -

49. Sustainable Competitive advantage analysis
Potential Sustainable Competitive Advantage
Volkswagen merger with Porsche to achieve greater market share
‘Think Blue. Factory’ plan to cut down 25% of costs by 2018
Investment of more than 8billion yours per annum to optimize engines and
gear boxes
Developing TSI technology on both natural gas and hybrid engines
Microsoft deal with Volkswagen internal suppliers
Source: Cremer and Matussek, 2011; Landler, 2007; Autocar
Magazine, 2011; Microsoft News Center, 2011; VW Sustainability
Report, 2010

50. Other intelligence

51. Customer Intelligence
‘Ask not what your customer can do for you, but what can you do for your customer’
----John F Kennedy
“Customer intelligence (CI) is information derived from customer data that an
organization collects from both internal and external sources. The purpose of CI
is to understand customer motivations better in order to drive future growth.”
Source: TechTarget, 2010
CI include:
Customer profitability
Awareness, Attitudes and Usage
Customer Satisfaction
Customer Loyalty

52. Customer Intelligence
The role of CI in CRM
Source: Information Management, 2001

53. Customer Intelligence
The role of CI in CRM
Source: Goldman, 2004

54. Customer Intelligence
What should VW do?
Build a particular customer
intelligence center for Hybrid SUV!

55. Customer Intelligence
Key dimensions marketers should focus on in CI centre
Source: Frankland, 2009

56. Customer Intelligence
The structure of CI center
Decision-makers Counter
Customers intelligence
Collection
cell
Requiring customer team
User liaison
intelligence cell External
sources Information Sources
Collection
FSI Support team
IT support
Functions group CI centre Internal
management sources
team
Customer
Intelligence Analysis Cell
review
board
Current Early
intelligence warning cell
cell
Source: Ackerman & Wickens, 2001

57. BCG Matrix Model
A method to classify portfolio offering
Source: ACCA Global, 2010

58. GE-McKinsey Matrix
An advanced model based on BCG matrix
Source: Coyne, 2008

59. GE Mckinsey matrix
Weight criteria of market attractiveness and competitive strengths
Wight criteria of market attractiveness Weight criteria for competitive strengths
Market Size Company Image
Market Growth Market Share
Market Profitability Strength of Assets and Core Competencies
Pricing Trends Record of Technological or Other Innovation
Opportunity to Differentiate Products and Services Distribution Strength and Production Capacity
Entry Barriers Access to Financial and other Investment Resources
Competitive Intensity / Rivalry Product Quality
Distribution Structure Requirements Relative Cost Position
Necessary Company Investments Delivery Time
Overall Risk of Returns in the Industry (PEST Factors) Sales Force
Sauce: H. Siemann, 2009

60. GE Mckinsey matrix
Recommended strategies
Strong business units in attractive industries
Grow Average business units in attractive industries
Strong units in average industries
Average business units in average industries
Hold Strong units in weak industries
Weak units in attractive industries
Weak units in unattractive industries
Harvest Average units in unattractive industries
Weak units in average industries
Source: H. Siemann, 2009

61. Other limitations of our studies
Lack of primary research
Difficult to access information specifically for Lexus
Neglect indirect competitors such as normal petrol cars
lack of sophisticated sources specifically for the UK market

62. Thank you

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