Nissan Book FINAL

MINI CAMPAIGN _
A FLIGHTPLAN PRODUCTION _
MICHAELfulkerson LINDSEYduga CASEY koll JODYandries CHELSEAcostanza
_ TABLE OF CONTENTS
1 situation analysis
executive summary......................................................................................................................................................... 2 situation analysis................................................................................................................................................................. 3 brand analysis...................................................................................................................................................................4-5 competitor analysis......................................................................................................................................................... 6 marketing strategy............................................................................................................................................................. 7 marketing objective......................................................................................................................................................... 8 target audience.................................................................................................................................................................... 9
2 media strate gy
media objectives................................................................................................................................................................10 media budget........................................................................................................................................................................ 11 target coverage....................................................................................................................................................................12 regionality................................................................................................................................................................................... 13 scheduling................................................................................................................................................................................ 14 seasonality................................................................................................................................................................................15 media strategy and tactics..............................................................................................................................16-17 advertising objectives and flowchart.................................................................................................18-19
3 creati ve strate gy
FLIGHTPLAN
what to say..................................................................................................................................................................20-21 how to say.......................................................................................................................................................................... 22 creative briefs........................................................................................................................................................................23 print and pandora ad.....................................................................................................................................24-25 contest ad................................................................................................................................................................... 26-27 tv spot storyboard............................................................................................................................................. 28-33
4 promotion strate gy
IMC efforts...................................................................................................................................................................34-35
5 campaign evaluation
copy testing................................................................................................................................................................36-37
6 appendices
additional graphs...................................................................................................................................................38-40
7 re fe re n c e s
reference list...........................................................................................................................................................................41
TABLE OF CONTENTS
SITUATION ANALYSIS MEDIA STRATEGY CREATIVE STRATEGY PROMOTION STRATEGY CAMPAIGN EVALUATION
EXECUTIVE summary _
SITUATION analysis _
mar keting prob lem
For years Nissan has struggled in the competitive world of automobiles. Pinned against leading car companies such as Toyota and Honda, Nissans greatest challenge is competing with car manufacturers from its homeland. In 2001, Honda surpassed Nissan as the 2nd largest Japanese automobile manufacturer. Ever since, Nissan has been running in third behind Toyota and Honda in Multicultural consumers. Currently, their total Multicultural sales exceed the total market sales, however, due to a slack in specific marketing efforts there has been a significant decline in the Multicultural market. Their current Multicultural market share is 13.10%, while Toyota leads with 22%, closely followed by Honda with 16.6%. To increase their market share with Multiculturals, Nissan must combat certain issues with their brand to increase awareness and likeability.
situation analysis
The world of automobiles is a competitive one. With both foreign and domestic cars to contend with, it is difficult for one brand to dominate the market. Nissan is faced with two companies from its home country, Toyota and Honda. Besides overall market share, Nissan is behind these two companies in Multicultural market share. To gain more market share, we will target African American, Asian and Hispanic Millennials, ages 18-29. This demographic along with a strategic and creative campaign will provide Nissan with its desired market share.
media objective
Based 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 sales for cars. Our campaign will pick up again heavily in the winter due to high sales and also because our campaign will be ending. Regionality weighting will be focused more heavily in the West with the South close behind. The Northeast, due to its high BDI, will hold more of a defensive strategy. Finally, our budget will be allocated mostly towards TV, with Internet and digital advertising a secondary, yet critical, medium to target these Millennials.
industr y analysis
In 2009, new car sales generated $151.6 billion, a number that is representative of an 8.7 percent decrease in compound annual 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, an oil and energy crisis, and most recently, a global recession that forced two domestic automakers into bankruptcy and nearly did the same for a third. The recession began in early 2008 and we are still feeling its effects in all industries, including automotive. As grim as the outlook for the automotive industry in 2008 was, the industry has weathered the financial crisis surprisingly well and is on the road to recovery, with sales up across most brands. Due to their failure to produce more economically-minded vehicles for high-profit light trucks and SUVs in the early 2000s, domestic automakers were more heavily affected than their foreign counterparts as consumers began trending toward smaller, more fuel efficient vehicles. Recently; however, March 2011s earthquake and subsequent tsunami in Japan has affected both Japanese automakers and American companies that depend on Japanese suppliers for parts due to the crippling of manufacturing and distribution facilities. This has helped boost sales of domestic compacts, as less foreign units are available. Domestic sales toped foreign sales in May for the first time since 2006.
creative strate gy
The main strategy of our creative is to target people individually, appealing to them personally by mentioning their goals, their dreams and their ambitions. We came up with the tagline: Because youre driven. We chose this phrase because cars are used to get to places that reflect you, your personality and what you want to do with your life. The car represents you. We want to convey that we understand why they get in a car and that they get in one for a purpose, because theyre driven.
promotion and IMC effor ts

Our main promotional effort will be a contest in which contestants will use social media to win a free Nissan car and a paid road trip to their destination of choice. We will use this contest as a way to get Millennials active in Nissans Earned and Owned Media. Additionally, we will use other sponsorships and events to get more attention to this campaign.
campaign evaluation
We will test three different markets in California, before, during and after the campaign. A professional research company called Brand IQ, based out in Los Angeles, California, will conduct the different kinds of testing. The markets that are tested are smaller communities that are representative of our target audience. Using their research, we will evaluate what aspects of our campaign were effective.
SITUATION ANALYSIS
SITUATION ANALYSIS
BRAND analysis _
n i s s a n s wo t _
BRAND analysis _
the nissan brand_
Nissan is a multinational automaker headquartered in Japan. The company formerly marketed vehicles under the Datsun brand name and is currently one of the largest car manufacturers in the world. As of 2011, the companys global headquarters is located in Nishi-ku, Yokohama. Nissan was formerly a member of the Nissan Group, one of Japans 15 most powerful business groupings, but has become more independent after restructuring under Carlos Carlos Ghosn, President of Nissan. The current market share of Nissan, along with Honda and Toyota, in American auto sales represent the largest of the automotive firms based in Asia that have been increasingly encroaching on the historically dominant U.S.-based Big Three consisting of GM, Ford and Chrysler. In its home market of Japan, Nissan became the second largest car manufacturer in 2011, surpassing Honda but with Toyota still very much the dominant first. Along with its normal range of models, Nissan also produces a range of luxury models under their Infiniti brand.
n i s s a n s wo t a n a l y s i s
_ STRENGTHS
_ WEAKNESSES
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 flagship 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.
Nissans product image is fuel efficient and eco-friendly: With over nine 2012 models with fuel efficiency ratings of 28 mpg or greater, Nissan should look to capitalize on both the growing consumer trend of ecoresponsibility and the consumer preference of fuel efficiency that has developed 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 and Honda, giving us a strong foundation for growth.
_ OPPORTUNITIES
_ THREATS
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 market share while Honda maintains a firm grip on fourth place, leading Nissan by nearly 4 percent. Financial Crisis: American automakers are recovering from the recent financial crisis. As they do, they pose an ever-increasing threat to Nissan sales. In May, domestic automakers outsold their foreign counterparts for the first 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 second quarter 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.
Economy: While the recession has had an obvious negative impact on the industry, we believe that its impact on consumer behavior can provide an advantageous opportunity for Nissan. In our current economic climate, 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 efficient compacts can provide a means of saving money. The Green Movement: Consumer purchases trending toward fuel efficient vehicles. With our line of fuel efficient vehicles and the introduction of the worlds first mass-produced 100% electric car, Nissan has an opportunity to take advantage of the growing sense of ecoresponsibility among consumers. This also works to our advantage in terms of our target audiences. Multicultural Millennials purchases are often influenced by the products impact on the environment.
SITUATION ANALYSIS
SITUATION ANALYSIS
COMPETITOR analysis _
pr imar y and secondar y_
The Honda Motor Company is a Japanese public multinational corporation mostly known as a manufacturer of automobiles and motorcycles. Founded by Soichiro Honda on September 24, 1948, the company has grown to become the largest motorcycle manufacturer since 1959. Aside from their core automobile and motorcycle businesses, Honda also manufactures garden equipment, marine engines and personal watercraft, amongst others. The company was also the first Japanese automobile manufacturer to release a dedicated luxury automobile brand, Acura. The first production automobile from Honda was the T360 pickup truck, which went on sale from in August 1963. Honda surpassed Nissan in 2001 to become the second-largest automobile manufacturer in Japan. Currently, Honda is the sixth largest automobile manufacturer in the world. The Ford Motor Company is an American multinational automaker based out of Dearborn, Michigan, which is a suburb of Detroit. The automaker was founded by Henry Ford and incorporated on June 16, 1903. Ford was known for introducing methods for large-scale manufacturing of cars and large-scale management of an industrial workforce with the use of the assembly line. In addition to the Ford and Lincoln brands, Ford also owns a stakes in Mazda and Aston Martin. Ford is the secondlargest automaker in the U.S. and fifth largest in the world based on annual vehicle sales in 2010. Starting in 2007, the company received more initial quality survey awards from J.D. Power and Associates than any other automaker.
MARKETING strategy _
s wo t a n a l y s i s _
T OYO T A HONDA
Innovation with consumers Vehicles that balance uniqueness with quality Strong brand equity R & D department High U.S. and global market shares Revolutionary engine technology High cost structure Focused more on international deposits than domestic deposits High vehicle prices Weak truck line Inoffensive style and quality R & D department Lower segment catering Hybrid technologies Increases in the Asian market
The Toyota Motor Corporation is a multinational automaker headquartered in Toyota City, Aichi, Japan. Kiichiro Toyoda founded the company in 1936 as a spinoff of his fathers company, Toyota Industries Co. Toyodas intention with the company was to create automobiles and their first passenger car created was the Toyota AA in 1937. The Toyota Motor Corporation is now part of the Toyota Group, one of the largest conglomerates in the world. The company also owns other automobile brands such as Scion, Lexus, Daihatsu and Hino Motors. In 2010, TMC employed over 300,000 people worldwide and became the worlds largest automobile manufacturer by production. Also in 2010, the TMC ranked first on the list of automobile rankings with an 11.0% market share worldwide.
T O Y O TA
HONDA
CHEVROLET
Name recognition Product diversity Electric car (volt) Part of GM
FORD
2nd largest US car manufacturer Sustainability within company 2010 net income highest in over a decade Community relations Research and development Lacks luxury cars Declining market share
strengths
Largest vehicle manufacturer Environmentally friendly Reliable vehicles Strong distribution Marketing efforts
CHEVROLET
FORD
Chevrolet, also known as Chevy, is an automobile brand under the multinational automotive umbrella of the General Motors Company. Founded by Detroit natives Louis Chevrolet and William C. Durant on November 3, 1911, the company was eventually acquired by General Motors in 1918 to directly compete against Henry Fords Model T. In North America, Chevrolet sells and produces a comprehensive variety of automobiles ranging from subcompact cars to medium-duty commercial trucks. GM currently holds the second highest automobile market share globally with 10.9%.
weaknesses
W O T
threats
Global sales recall in 2008 Worldwide financial crisis Japanese foreign importer
Lacks luxury cars No standout designs Less horsepower than competition
opportunities
Higher quality fuelefficient vehicles Joint ventures with Peugeot and Citroen Smaller automobiles to attract audience Decreased consumer wealth Increased competition Market saturation Increasing maintenance cost of vehicles Always-changing consumer preference
Fuel economy (electric car) Technology
Innovation Fuel economy situation
Increased competition Market saturation Increasing maintenance cost of vehicles Always-changing consumer preference Tightening emission standards
Oil prices Economy High competition
High competition Economy Oil prices
SITUATION ANALYSIS
SITUATION ANALYSIS
MARKETING objectives _
-To increase market share from 13.10% to 15.5% among Multicultural
TARGET audience _
tar get prof ile_
When looking at our target audience of African Americans, Asians and Hispanics ages 1829, one may find 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 Asians. 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, with low indexes for the median incomes. African Americans maintain an average income between $30,000-$35,000, with the highest index num bers resting at $40,000-$45,000. Marriages within this age group are most commonly found in the Hispanic culture, and least likely to be 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 vehicle. Asians and African Americans are more concerned with safety features and vehicle ratings. Asians firmly believe foreign automobiles maintain a higher quality than domestic. African Americans place higher importance on the lasting value of a vehicle.
Millennials ages
18-29 in the Western and Southern regions of the United States during the fiscal year of 2013.
The goal of this campaign is based on the problem of declining market share among Multicultural Millennials. Nissan needs to increase their market share among these specific groups to combat our main competitors, Honda and Toyota.
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 produce the greatest rewards both in brand loyalty and in profits.
SITUATION ANALYSIS
SITUATION ANALYSIS
MEDIA objectives _
MEDIA budget _
Our budget for this campaign is $100 million. Though this seems like a vast amount to spend, the money will go surprisingly quickly, which is why we must make sure to spend every penny in pursuit of our marketing objective. To do this, we will allocate our budget based on different factors, such as strong category and brand indexes, target preference and seasonal sales. Our budget will be properly dispersed through different regions while spending more heavily in some months than others. It will also be allocated through different mediums, setting aside $2 million for contingency budget and campaign evaluation. Further, we will separate our budget to estimate the appropriate amount of spending for each Nissan car that we are advertising. According to research, the Nissan Altima, Maxima, Sentra and Versa are the most popular among our targets. As we can see in the figure below, the South has a strong index for all the Nissan Altima and Maxima. The Altima has the highest indices, although the Sentra has decent indices across all regions, the Altimas numbers are the highest. Based on this information, we want to make sure to incorporate these four cars into our ads and commercials. Mostly we will feature the Altima, so a little more than a quarter of our budget should have ads featuring this car. The next highest would be the Maxima then Sentra and finally the Versa will have the least amount of our budget.
MEDIA STRATEGY 11
1. 2. 3. 4.
Focus advertisements with intended brand theme and message towards Multicultural Millennials. This includes African American, Hispanic and Chinese people ages 18 to 29. Ensure that they are exposed to an average of 5 ads in a month and the ads reach a minimum level of 70% of our targets. Media weight will be distributed throughout the US with higher concentration in Western and Southern states. Concentrate most of our weighting in the spring and summer months, with a steady weighting increase through the winter.
10
MEDIA STRATEGY
TARGET coverage _
REGIONALITY weighting _
As found in our CDI and BDI analysis in the figure below, the Midwest has the lowest indices, indicating a dying market. It would not be beneficial to allocate a lot of our budget to a market with such a low potential. Therefore, we will only spend 10% of our budget and use 20% reach with an average frequency of two. The other regions of the United States show a fairly high brand usage among our target market. In the Northeast, we have a high BDI with a low CDI, this indicates that we will want to use a defensive strategy in this region. Their low CDI is probably due to the high concentration of busy metropolises where people rely on public transportation more often. It also shows us that people ewho are buying cars are buying Nissan, so we need to defend our market with a reach of 50% and a frequency of four. Because our advertising wont be as heavily weighted in the Northeast, we will use only a fourth of our budget. When looking at the other two regions, we can see that the two are fairly similar. In both markets we will use an offensive strategy due to their high CDI, but because of the numbers are higher in the West, we will focus a little more efforts in that region. The South will receive 30% of our budget with an average frequency of five and a reach of 60%. We will allocate the rest of our budget, 35%, to the West and increase the reach to 70% and the average frequency to six. By using a steady increase of reach, frequency an our budget through the regions, we will run a cohesive and effective campaign across the United States.
As we see in the figure above, Chinese has only 8.5% market share in Nissan sales, while Hispanics and African Americans both have 13%. Though we want to increase market share in all three of these groups, we would like to increase our reach and frequency towards Chinese specifically because their share is lower. Rather than 5 advertisements, we would like them to see 6 ads, mostly through Internet and digital advertising in order to reach them. We also want to reach at least 75% of Chinese Millennials. Figure 10 From our research we have found that African Americans can be reached through traditional media more than Asians. That being said, we hope to reach at least 65% of this target, an average of 5 times through our traditional media. Similarly, we hope to reach Hispanics an average of 5 times with a minimum level of 65% reach. These goals reflect a strong aim to obtain African American and Hispanic market share, but not quite as strong as Chinese, due to their already higher market share. Overall, we want to reach 70% of our targets with a frequency of 5 ads in the course of a month. This goal will help us increase multicultural share and achieve our marketing objective.
12
MEDIA STRATEGY
MEDIA STRATEGY
13
SCHEDULING strategy _
SEASONALITY weighting _
As explained in our pulsing schedule, we will be focusing our weighting on the months where the sales are the highest. Because we are implementing a brand new campaign, we will be emphasizing reach in the early months. When establishing a new campaign, 70% is an effective reach. By looking at both sales and effective reach, we have concluded that April will have the highest reach. Consequently, we will be allocating 10% of our budget to this first month. This strategy should give our campaign a strong successful launch. As for average frequency, we feel that 5 is strong starting point for our campaign. We will continue this number into the spring and summer months, where our sales are still good before taking a dip in the fall. May, June, July and August will maintain a 60% reach because we are still in the beginning stages of our campaign and need to reach as many Multicultural Millennials as possible. During these months we will evenly disperse 40% of our budget to maintain our desired reach and frequency. In the month of September, sales decrease substantially. As a result, we will decrease our frequency to three, so as not to overpower the target audience. However, a frequency of three will still maintain brand awareness throughout this time. Our goal reach for these low sales months, September through November, lies at 45%. In light of this lower goal, only 12% of our budget will be allocated to these fall months. Beginning in December, sales rise with holiday spending. With this sales increase in mind and our consumers spending more, we find a frequency of six and reach of 55% to be appropriate. From December to March, we will steadily increase our reach and frequency for one last push for sales. During these months, 27% of our budget will be spent. However, the last 11% of our budget will be saved for March due to the high average sales numbers. March is known for the highest sales month due to consumers receiving tax returns. This extra money in the consumers pockets plays to our benefit and we plan to capitalize on it by implementing an average frequency of six and reach of 70%. In addition to high sales in March, it is our final month of the campaign. We feel as though this schedule will maximize the amount of target audience reached and their buying potential.
Cars are used everyday, for errands, work, and school and for long road trips to visit family or go on vacations. It is a high-involvement product that is used year-round, so the decision of buying a car is long process that can last a year to a month. Cars are not just bought in one particular season or month. Therefore, a flighting schedule would be a poor strategy to utilize. However, although cars are bought and used year-round, a continuity schedule would not be that effective either. Automotive seasonal sales have shown us that there are lower sales in the fall but peak in the winter and fare well in the spring and summer. The best two months to buy a car are in December, during holiday shopping and March, when people receive their tax refunds. Given the fluctuating sales, a pulsing schedule is the best option for Nissan. With this strategy, we can maximize the buying potential during the best sale months by advertising heavily during them. Using reach, frequency and budget allocation, we can vary our advertisements in accordance with the appropriate months that have high buying potential for customers.
31%
of budget
30%
of budget
12%
of budget
27%
of budget
SPRING
14 MEDIA STRATEGY
SUMMER
AUTUMN
WINTER
MEDIA STRATEGY 15
MEDIA rationales & mix _
MEDIA selection _
Our target group, Millennials, show a high index for channels that are catered specifically to their interests and humor, such as VH1, Adult Swim, MTV and Comedy Central. To target each group individually we can run commercials on channels like BET, G4 or Fuse. These channels have the highest indices according to Choices III. Specifically looking at each target individually, we see that African Americans and Hispanics have a decent index throughout the day, but Asians really only watch TV in the evenings. This trend is seen throughout the week, except for Saturdays when all three targets watch TV during the day and evening. Four hundred out of the five hundred top advertisers are running to the newest medium: Internet radio. It combines two mediums that have proved to be very successful in advertising. With so many users, and ways to narrow down audience preference, advertisers can easily target their customers based on music taste. We plan to run several Internet radio ads on Pandora. In addition to Internet radio websites, we also want to display ads on social networking sites such as Facebook and commonly used sites such as Internet Movie Database. For common spot and network radio, we plan to place ads during the weekday from 3-7 PM and 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 these chosen magazines. Cosmopolitan Of cosmopolitan readers, 7% are Multicultural Milennials The Source Of magazine readers, 39% read The Source, and has a very high index of 399. 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% are Multicultural Milennials. Especially among Hispanics we find indexes in the 300s and 400s with Latina Style and Urban Latino. To run more simplistic ads that could capture the attention of our newspaper readers, we could run highcolor visual ads in the Wall Street Journal and New York Times. These two newspapers have the highest indexes. It shows a need for culture, sophistication and opinion among our audience, unlike USA Today, which is very low among Multicultural Milennials. Outdoor, our last medium and the lowest, will be distributed mostly in large metro areas as well as long stretches of the Interstate throughout the Midwest. This is to target those without cars in metro areas and those who take long drives over the moral rural areas of the country.
Through our own Quintile analysis we have found that Internet, radio, TV and magazines are the most predominate mediums used in our target. Specifically, we have found that African Americans and Asians have high indexes for magazines. Newspapers are also used with these two targets. Radio is most popular among Hispanics and African Americans. Asians have a very high index for Internet usage. African Americans watch the most TV, followed by Asians. The lowest index across all three targets was Outdoor. Therefore, our budget allocation will be significantly smaller here. Because the generation Millennials is so tech-savvy and prefers text over any other form of communication, it is important to allocate a great deal of our budget to digital communication. This includes but is not limited to, online advertising, social networks, apps and other forms of digital IMC efforts. However, according to the case study, the highest percentage usage of any medium for all three targets is still TV. That being said, a large portion of our budget will be allocated to TV ads, divided between Spot TV, cable TV and Network TV. The other medium, besides digital and TV, that all three targets use is print. Magazines and print ads are by no means dead among this target. Therefore we should allocate our budget for print to mostly magazines, closely followed by newspapers.
16
MEDIA STRATEGY
MEDIA STRATEGY
17
ADVERTISING flowchart _
ad ver tising objecti ves_
ad ver tising objecti ves

Nissan is a company that exists in a highly competitive market and is well established in most consumers minds. Therefore the advertising objective is to persuade our target to choose Nissan over our competitors. Increasing brand recall will be necessary to ensure a close connection between the category need and the brand. By increasing recall, there will be a better brand awareness among the target market. The advertising also needs to create a better consumer understanding of brand benefits and the qualities that represent Nissan. *Recognition is not as important because that highlights displaying the product, when by now, most people know what Nissan is, what we need is the connection between the brand and consumer.
To ensure better brand recall among
Multicultural Millennials ages

18-29 in the Western and Southern regions of the United States during the
fiscal year of 2013.
18
MEDIA STRATEGY
MEDIA STRATEGY
19
CREATIVE strategy _
what to say_
Because youre driven.
creative strate gy
Their decrease in market share and sales in the Multicultural markets are due to other problems within the Nissan Brand. The current brand-positioning theme, Innovation, is a rather vague idea that needs to be better defined in order for customers to relate. While that is a good theme for automobiles, it must be more narrowly tailored for specific audiences. Customers may ask where the innovation is and what are they innovating? Furthermore, this umbrella-type theme represents the overall creative and positioning problem of Nissan. It simply lacks definition and clarity. Consumers do not have a distinct feeling or emotion when they picture the Nissan brand. Solving this problem is crucial, especially if we hope to gain more Multicultural consumers. Identification is key with this market; therefore they must be able to identify with the Nissan Brand. To correct our marketing problem of declining market share, we first have to establish a better positioning and identifying theme with Innovation to appeal to our key audience.
We want this tagline to communicate to our audience that a car gets them to where they want to be in life. We want to stress that where they drive and the reason they get behind the wheel, defines them as individuals. This approach focuses on their passions and goals in life. This campaign leaves room for interpretation in a collectivist viewpoint tied to family as well as an individualist focus, both of which are proven to be important to multicultural millennials. Some negative thoughts from focus groups: This approach is too similar to the first. Not particularly tailored to the target audience Some positive thoughts from focus groups: 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 specifically on the targets cultural ties and family backgrounds, while still
what to say
Out of multiple ideas revolving around key themes such as identification, family origins, the driving experience, and adventure, we found a few concepts to test with our target. We conducted thorough focus groups with four people that represented our target and discussed the ideas and themes, which we had brainstormed. Here are three major concepts that stood out during the testing:
incorporating a sense of individualism. With this concept, our ads would focus on a series of pictures and strong cultural 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 Some positive thoughts from focus groups: Has a double meaning for the car and the audience. Where youre going and where you came from. Just right.
Find what drives you.
This particular campaign approach revolves around identification and finding out your passions through driving. We wanted to communicate with this theme that Multiculturals could use Nissan vehicles to find more about themselves as individuals and create unique experiences to further differentiate themselves from the crowd. Some 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 luxury brand. Brought thoughts of attaining goals, such as gradu ating and finding a job.
20 CREATIVE STRATEGY
conclusion
Through focus groups we have determined that the brand message, Because youre driven will be used. This 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 associated with Millennials resonated far more strongly than that of being a different ethnicity. They responded highly to feelings connected to their generation, such as adventure, experience and their future, rather than being targeted because of their race. In some 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 a negative response. We reached the conclusion that we wanted to brand more of our messages to the feelings and characteristics of being a Millennial.
CREATIVE STRATEGY 21
CREATIVE selection _
h ow t o s a y _
tv spot
Support This TV spot shows several pivotal moments in an average individuals life, such as marriage. It also includes daily activities ranging from studying to grocery shopping. Lastly, it captures a sense of adventure through skydiving and spontaneous road trips. The common thread between all of these events is the use of the vehicle to reach their destination. 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 maximum reach. The campaign will be executed year-round with heavier weighting in the spring, summer and winter. These ads will be placed in the Western and Southern regions of the United States and shown on vehicles that are catered specifically 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 top rated TV shows on these channels because they air in the evening, where our highest viewership resides. With the rise of Hulu, Netflix and DVR, our commercials may not reach the consumer.
how to say
People are always getting in cars, whether if its for something simple like going to the grocery store or getting to class. Or it could be for a daylong road trip to go hiking in the Rockies. The point is that cars are used to get to places that reflect you, your personality and what you want to do with your life. The car represents you. We want to convey that we 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 scenes, along with effective copy, will convince Millennials that we can provide the experiences they crave and the means to fulfill their goals.
pr int ad
Support This ad depicts friends on a road trip, stopping at the gas station to consult a map, fuel up and buy snacks. With this image, we showcase the adventure found during the excitement and spontaneity of travel. The sentiment expressed is that Nissan will give you the means to reach your adventure. Our research and focus groups found this approach successful. Where/When Our print vehicles will encompass a multitude of magazines specifically targeted to Millennials, such as Gamepro, Cosmopolitan and Vibe. The intended creative message will be rightly represented in this type of magazine. Constraints Though magazines still show to be an effective medium within our target, it may take some time for our message to reach our intended consumers. Additionally, our intended message could not be as clearly communicated because we are forced to show only one instance where the targets are driven.
creative br iefs
Because youre driven.

The Objective Capture the audiences attention through relatable situations and emotional connections. We hope this will establish strong brand recall as well as brand loyalty. Our goal with this campaign is to tap into the consumers personal goals and aspirations as Multicultural Millennials and associate the Nissan brand with those deep-seeded ambitions. Target Audience Based on our focus group, we found that Multicultural Millennials responded better to a campaign targeted more heavily toward the attributes of Millennials over a campaign based on ethnicity. Some characteristics of Millennials that we chose to highlight are family values, motivation, and experience over cost. Message Theme Because youre driven. This theme is focused on selling an experience, harvesting each individuals motivation and capitalizing on it. This message also depicts the persons goals being reached because we (Nissan) have provided the means to achieve them.
pandora ad
Support The ads placed on Pandora/online radio are vocal as well as visual. The visual representation will be similar to the ad placed in magazines and print. The voiceover will mirror the one used in our television ad so as to establish consistency. The copy read in the radio ad will be slightly more targeted toward each ethnicity through different cultural scenarios. This will build brand recognition while utilizing a sense of adventure and family and cultural values. It will also continue to shed light on Nissans ability to connect the individual to the values important to them. Where/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 stations. No one wants to pause in the middle of a show, or hinder the flow of streaming music of radio. This factor could create an irritation for our ad and build a resistance against our message. Furthermore, because our ad is for an online radio site where the listener is multitasking, their focus could be misdirected and miss the message.
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CREATIVE STRATEGY
CREATIVE STRATEGY
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CREATIVE executions _
pr int and pandora ads_
pandora ad
RUN TIME: 30 SEC MUSIC: MIDNIGHT CITY BY M83 WOMAN: 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 the bookstore 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.
pr int ad
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CREATIVE executions _
contest ads_
inter net browser example

CONTEST: Because youre Driven Somewhere 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 accommodate the winners 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
contest ad
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CREATIVE STRATEGY
CREATIVE STRATEGY
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STORYBOARD executions _
tv spot_
1.
2.
You get in a car to drive.
3.
4.
To go to the grocery store, to buy food to fix your favorite meal.
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CREATIVE STRATEGY
CREATIVE STRATEGY
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continued_
5.
6.
To go to class so you can be whatever you want to be.
7.
8.
To go to a sky diving lesson because you want to know what a cloud feels like.
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CREATIVE STRATEGY
CREATIVE STRATEGY
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continued_
9.
10.
To get to your wedding to marry the love of your life.
11.
12.
To go on a road trip to find yourself. You get in a car because you want to. Because youre driven.
because youre driven
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CREATIVE STRATEGY
CREATIVE STRATEGY
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PROMOTION strategy _
I M C e f fo r t s _
Nowadays, simple advertising on TV and radio just wont cut it. People, especially Millennials, are used to being targeted and as a result, are much more wary of advertisements. The fact of the matter is this: they trust their friends more than an ad. How can we reach people through other people? The answer is more simple than the question: we get them talking about it. With the Internet and the world of digital media at our targets fingertips, the best way to do this is using social networking. Nearly everyone within this target age of 18-39 has a Facebook, Twitter or Tumblr, or some other social media login and so do most companies to reach him or her. Though this is technically owned media, but with the right creative strategy implemented, we can help you gain earned media. What this means, essentially, is that people will talk about the campaign and the consumers, themselves, will start the trend. There are a few ways in which to do this: Our main promotion for this campaign will be a contest that utilizes social media. CONTEST: 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 accommodate the winners 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. Opportunities 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. Rules 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 disqualification and removal of your post. Other 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. By providing discounts such as the 0% APR for a month, we are executing sales promotions to draw in consumers. It is our hope that such a dramatic sales opportunity will lure a large number of consumers to purchase during that particular month. In doing this promotion in February, the second to last month of our campaign, we succeed in creating one last push to generate revenue and increase sales. The Nissan sponsorship of the Heisman Trophy is widely successful already, reaching a vast amount of our male audience. Hosting sales conventions will benefit Nissan sales in the long run. These sales conventions will teach the sales teams nationwide how to better interact with customers, how to persuade them without being pushy and how to motivate customers and each other. This will not only build morale within the sales teams, it will also improve face-to-face selling. Most automotive sales are made face-to-face or involve some sort of personal communication and by teaching the sales force how to improve their personal skills, we suspect that the sales will reflect that. The sales seminars will be held in large metropolitan areas across the nation and Nissan will fly their sales members to the city closest to them. They will be held in the month of September, when our sales are the lowest.
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PROMOTION STRATEGY
PROMOTION STRATEGY
35
CAMPAIGN evaluation _
copy testing_
In order to measure whether this campaign can be considered effective and more importantly, if our objective was met, we have strategized a cohesive 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 high representative of this demographic. Additionally, the markets tested should be small and segregated, to prevent any spill in effects from competitors. Here are a few 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 market research company based out in Los Angeles, California. They research and/or test brand, concept, positioning, strategic and tracking effectiveness. Not only do they perform all the services that we will need to properly evaluate our campaign, they are geographically close to the cities we want to test. 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 can test this using tracking studies, to follow specific consumers and record their purchasing activity. However, because this is a high involvement product we may not see immediate results and the tracking studies may not prove as effective as hoped. This is where copy testing is important. To determine the effectiveness of 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 was achieved, we need in depth responses and feedback from our target. Therefore, we will use focus groups for in depth responses and for a more general representative response, we will distribute surveys. Some types of questions our focus groups and surveys will implement to determine the effectiveness of our ads are: 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 advertisements. As sociation questions will help us to learn if our target sees some kind of self- identification 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 will be conducted before the campaign. Concurrent We would like to see how our campaign is unfolding, and what sort of effects are taking place through tracking studies and test 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 campaign and tagline. This sub campaign will be titled Why are you driven? and will start with general questions about that individuals life. The interviewer will make sure the participant is comfortable and willing to engage in polite conversation about his or her life. In the interview we will ask why they get in their car and what is behind their motivation. We will then end interview with the showing of the creative ads and asking them if the ad depicts what they have been talking about, their ambitions and goals. Roughly $1 million dollars will be reserved for evaluation.
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CAMPAIGN EVALUATION
CAMPAIGN EVALUATION
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APPENDICES & references_
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CAMPAIGN EVALUATION
CAMPAIGN EVALUATION
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APPENDICES & references_

continued_
REFERENCES
Alicia. (August 2, 2011). 2011-2012 Nissan Altima faces Faulty Suspension Bolts Problem. Retrieved from http:// www.djapanesecars.com/nissan/2011-2012-nissan-altima-faces-faulty-suspension-bolts-problem.html Cholia, Ami. (March 11, 2011). Toyota, Honda, Nissan Plants Shut Down After Earthquake Hits Japan. Retrieved from http://alttransport.com/2011/03/toyota-honda-nissan-plants-shut-down-after-earthquake-and-tsuna mi-hit-japan/ http://www.nissanusa.com/about/corporate-info.html n.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 Profit At 150.4 Billion Yen. Retrieved from http://www.nissan-global.com/ EN/NEWS/2011/_STORY/110727-01-e.html n.p. (October 31, 2010). Ford Motor Company SWOT Analysis. Retrieved from http://mba-lectures.com/market ing/swot-analysis-marketing/1073/ford-motor-company-swot-analysis.html n.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.pdf n.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.html Rampell, 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.rankingsan 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://www. autoobserver.com/car-news/sales-results/ Vlasic, Bill. (June 1, 2011). Detroit Auto Makers Topped Importers in Sales in May. Retreived from http://www. nytimes.com/2011/06/02/business/02auto.html?_r=1&partner=rss&emc=rss Vlasic, Bill. Bunkley, Nick. (June 1, 2011). Detroit makers Topped Importers in Sales in May. Retrieved from http:// www.nytimes.com/2011/06/02/business/02auto.html?_r=1&partner=rss&emc=rss
CAMPAIGN EVALUATION 41
Price Range of Vehicles
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CAMPAIGN EVALUATION

Nissan Book FINAL

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MINI CAMPAIGN _

promotion and IMC effor ts

Lacks luxury cars No standout designs Less horsepower than competition

Fuel economy (electric car) Technology

Innovation Fuel economy situation

Oil prices Economy High competition

High competition Economy Oil prices

MEDIA rationales & mix _

ad ver tising objecti ves

To ensure better brand recall among

Multicultural Millennials ages

fiscal year of 2013.

Because youre driven.

Same roots. Different you.

Find what drives you.

Because youre driven.

inter net browser example

because youre driven

APPENDICES & references_

APPENDICES & references_

Price Range of Vehicles

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