Luxury Lab IQ Index Automotive Whitepaper NYU Stern

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  • 1. ™ Ranking the digital competence of automobile brandsSCOTT GALLOWAY NYU STERN JANUARY 2010© L2 2010 1
  • 2. I. INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 II. METHODOLOGY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 III. RESULTS the rankings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 IV. DISCOVERIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 V. FINDINGS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 VI. TEAM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 VII. OBSERVATIONS by brand . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 VALUE BRANDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Ford . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Scion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Toyota . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Nissan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Honda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Mazda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Kia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Hyundai . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 GMC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Smart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Mitsubishi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Pontiac . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Suzuki . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60© L2 2010 3
  • 3. PREMIUM ENTRY LEVEL BRANDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Volkswagen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Jeep . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Mini . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Chevrolet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 Chrysler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Dodge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78 Subaru . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 Mercury . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 PREMIUM BRANDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Volvo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Infiniti . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 Acura . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94 Buick . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 Saab . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Lincoln . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 Hummer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106 LUXURY BRANDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 Audi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 BMW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 Mercedes-Benz . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116 Lexus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 Porsche . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122 Cadillac . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125 Jaguar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128 Land Rover . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130 Tesla . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132 Lotus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135 ULTRA-LUXURY BRANDS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138 Ferrari . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139 Bentley . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142 Aston Martin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 Maserati . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148 Rolls-Royce . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 Lamborghini . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154© L2 2010 4
  • 4. INTRODUCTIONNo One Is Immune much less endure the industry’s weapon of choice, the commercial. The German brands, Audi, BMW, andAlthough no industry is immune to the economic crisis, Mercedes, have been especially deft on the Web: takingthe auto sector has been especially hard hit. The fact risks, innovating, and outselling languid competitorsthat recessions always end is cold comfort for many with a strategy that couples a stronger digital footprintauto companies because economic downturns can and fewer dealerships.catalyze a reconfiguration of consumer preferences.Most were caught flat-footed and are finding that doingwhat they’ve always done will no longer get them what L2 Digital IQ = Shareholder Valuethey’ve traditionally gotten. American automakers maybe experiencing the greatest pain under the harsh light Our thesis is that digital aptitude will be the definingof the recession. Archaic management practices, labor competence that separates winners from losers in theconstraints, slow innovation cycles, and uninspired industry. Key to managing and developing competencemarketing have caused them to cede share to more deft is an actionable metric. This study attempts to quan-foreign competitors. However, with new-vehicle sales tify the U.S. digital competence of the world’s top 44down 21 percent year-on-year, everyone has reason to automobile brands and rank them by Digital IQ. Our aimworry. Even mighty Toyota is experiencing pain. Much is to provide a robust tool to diagnose digital strengthsof the industry has matched the reliability of its cars, and weaknesses and help automakers achieve greaterrendering Toyota models just, well, boring. return on incremental investment. Most exciting, the data from our study demonstrates a significant correla- tion between Digital IQ and year-on year-sales revealingA Crisis Is a Terrible Thing to Waste what may be a forward-looking indicator of sales by brand for the industry.Hard times breed innovation and opportunity. In theauto industry this means disparate wagers on hybrids,electric cars, and changes to the supply chain. One Similar to the medium we are assessing, our methodol-area of innovation nearly all auto companies are em- ogy is dynamic, and we hope you will reach out to usbracing is digital. There is fruit to be reaped, but a long with comments that improve our approach, investigationroad ahead. Most auto sites rely on standard navigation and findings. You can reach me at scott@stern.nyu.edu.architecture and sales funnels riddled with roadblocks,especially in the pass-off from parent site to dealership.Digital marketing efforts are often a tail-wags-dog pro-cess as decreasingly effective broadcast media strate-gies reign supreme in the board rooms filled with oldmen who watch TV in real time and have never been on Scott GallowayFacebook. Some automakers, however, recognize that Clinical Associate Professor, NYU Sterntomorrow’s buyer doesn’t visit dealerships on weekends Founder, L2 (LuxuryLab)© L2 2010 INTRODUCTION 5
  • 5. METHODOLOGY PLATFORM - 40% Website Effectiveness: Half the score reflects • BRAND TRANSLATION reinforcement of core brand associations and values • Aesthetics through aesthetics and content. The remaining half is • Messaging & Interactivity based on technical elements, including use of technol- • TECHNICAL SITE ELEMENTS ogy, navigability, and the commerce funnel. • Technology Integration • User Interface/Customer Service • Configurator • Dealer Interface OFF-PLATFORM MESSAGING - 25% Digital Marketing Efforts: Online advertising, • ONLINE ADVERTISING AND INNOVATION microsites, mobile initiatives, e-mail marketing, and • MOBILE (Compatibility, Advertising and Applications) other messaging. • E-MAIL MARKETING SOCIAL MEDIA - 20% Social Media Presence: Following, content, and influ- • FACEBOOK ence on major social media platforms, as well as buzz • TWITTER on blogs and other 2.0 forums. • YOUTUBE • USER-GENERATED CONTENT SEARCH ENGINE OPTIMIZATION (SEO) - 15% Visibility: On popular search engines. • TRAFFIC • KEYWORD VISIBILITY (Organic & Paid Search) • WEB AUTHORITY© L2 2010 METHODOLOGY 6
  • 6. RESULTSThe Digital IQ Index ranks brands according to their digitalcompetence, parsing each into one of five categories: 140+ GENIUS Digital competence is a competitive advantage for these brands. Their sites are search optimized, aesthetically engaging, functional, and interactive. They are experimenting and engage users on the edge of the network through compelling digital and mobile advertising and social media content. Automaker views the dealership site as integral to the brand Web experience. 110-140 GIFTED Sites are crawlable, brand enhancing, and strong commerce channels. Brands are typically present on all major social media channels and have a history of adept multichannel digital campaigns. 90-110 AVERAGE These brands have functional but predictable sites. Innovation efforts are uninspired and lack ambition. Boilerplate Web marketing. 70-90 CHALLENGED These brands poorly integrate the purchase and product experience. Engagement is limited to Web property, and digital campaigns are an afterthought. <70 FEEBLE Brands have largely ignored the digital phenomenon. Sites lack basic functionality and navigability, and brands disregard online advertising and social media.© L2 2010 RESULTS: the rankings 7
  • 7. AUTOMOBILE BRANDS RANKED BY DIGITAL IQ SCOREOverall Category Brand Price Point Category Overall IQ Class DescriptionRank Rank1 Audi Luxury 1 157 Genius Digital Einstein maintains consistent brand messaging across every online channel2 BMW Luxury 2 142 Genius Great social media, commerce-orientation, and microsite branding3 Mercedes-Benz Luxury 3 140 Genius Mbrace mobile platform is among the most innovative4 Volkswagen Premium Entry-Level 1 138 Gifted Unique dealer-centric site architecture and strong social media following5 Ford Value 1 133 Gifted Best-in-class configurator interfaces seamlessly with dealer inventory; tremendous social media efforts5 Scion Value 1 133 Gifted Poster-child Gen Y brand understands online innovation7 Toyota Value 3 132 Gifted Site traffic and innovative social media help brand overcome poor site aesthetics8 Ferrari Ultra-Luxury 1 128 Gifted Ultra-Luxurys champion; great interactive site content and community-building8 Jeep Premium Entry-Level 2 128 Gifted Pulls ahead of Chrysler cohorts with spirited messaging and interactivity8 Lexus Luxury 4 128 Gifted Top-notch customer service and exceptional online branding for hybrid launch8 Mini Premium Entry-Level 2 128 Gifted Among the most playful on the Web; site delights12 Nissan Value 4 127 Gifted Standard issue across the board, but delivers on commerce- orientation13 Chevrolet Premium Entry-Level 4 124 Gifted Leads in SEO, great traffic and visibility, but where is the brand heritage?14 Porsche Luxury 5 119 Gifted Passion for brand translates to greatest Facebook fan following15 Cadillac Luxury 6 117 Gifted Generic GM configurator and off-site after-sales service hurt this luxury player15 Honda Value 5 117 Gifted Social media maven: ‘Everyone Knows Someone Who Loves a Honda campaign is inspired and fun15 Volvo Premium 1 117 Gifted Twilight promotions have boosted social media efforts and online brand buzz18 Mazda Value 6 109 Average Seamless incorporation of dealer sites; actually socializes on social media sites18 Infiniti Premium 2 109 Average Brand seal of approval endorses dealers demonstrating top online service20 Acura Premium 3 108 Average Functional and clean presentation but lacks innovation20 Buick Premium 3 108 Average Best brand translation among GM divisions. Used Twitter feedback to reexamine SUV launch.22 Chrysler Premium Entry-Level 5 101 Average Chrysler brands leverage standard, purchase-oriented site template23 Dodge Premium Entry-Level 6 100 Average Comes in just behind sister brand Chrysler. Surprising? Probably not.23 Kia Value 7 100 Average Momentum microsite and social media campaign generate significant traffic25 Hyundai Value 8 94 Average Great traffic and SEO, but site lacks commerce orientation essential to value positioning26 Jaguar Luxury 7 93 Average Site navigation is feeble, but points for strong social media and mobile advertising27 Land Rover Luxury 8 92 Average Strong site, but anemic social media following28 Subaru Premium Entry-Level 7 92 Average My Subaru owner testimonials provide authentic customer voice on site29 GMC Value 9 91 Average Site is GM standard-issue, but brand lags behind siblings in social media presence29 Saab Premium 5 91 Average Struggling brand also fails to translate on the Web; Change Perspectives microsite is a bright spot © L2 2010 RESULTS: the rankings 8
  • 8. Overall Category Brand Price Point Category Overall IQ Class DescriptionRank Rank Takes leaps with social networking site, but fails to deliver on31 Smart Value 10 81 Challenged the easy stuff Another luxury brand damaged by parent: Web aesthetics don’t32 Lincoln Premium 6 80 Challenged deliver on brand promise33 Mitsubishi Value 11 76 Challenged Social media is a lifesaver for otherwise drowning Mitsubishi34 Mercury Premium Entry-Level 8 75 Challenged Minimal social media presence damages this Ford brands IQ35 Bentley Ultra-Luxury 2 72 Challenged Stunning site, but invisible on the edge of the network36 Hummer Premium 7 71 Challenged Add poor digital aptitude to the growing list of brand afflictions GMs dying brand suffers from limited Web resources and poor37 Pontiac Value 12 71 Challenged branding Configurator may be the worst out there, requires 10 minutes to38 Aston Martin Ultra-Luxury 3 66 Feeble install software plug-in User-generated content is highlight on site, but brand gets39 Maserati Ultra-Luxury 4 65 Feeble dinged for poor traffic and SEO40 Rolls-Royce Ultra-Luxury 5 63 Feeble Gorgeous site; not much else42 Suzuki Value 13 55 Feeble Site disappoints; brand has largely ignored social media Autos newest entrant gets good traffic, however Investor-41 Tesla Luxury 9 55 Feeble oriented site is text heavy and lacks product focus Poorly organized, haphazard site hinders a brand built on design43 Lotus Luxury 10 43 Feeble aesthetic Site is a navigational nightmare, takes four mouse clicks to see44 Lamborghini Ultra-Luxury 6 31 Feeble a Lamborghini CATEGORY SAVANTS: DIGITAL IQ AWARDS BY PRICE POINTIn addition to overall IQ rankings, some brands deserve recognition for leading digital efforts in their competitive category. Category Overall Price Point Category Brand Digital IQ Rank Rank Value Ford 133 1 5 Value Scion 133 1 5 Premium Entry-Level Volkswagen 138 1 4 Premium Entry-Level Jeep 128 2 8 Premium Entry-Level Mini 128 2 8 Luxury Audi 158 1 1 Luxury BMW 142 2 2 Ultra-Luxury Ferrari 128 1 8 © L2 2010 RESULTS: the rankings 9
  • 9. DISCOVERIES Digital IQ = Higher Sales RUSS WINER Data shows that Digital IQ has a .48 correlation Marketing Department Chairman to 2009 new-vehicle sales growth. Brands with NYU Stern high Digital IQs have better weathered difficult mar- “A preliminary analysis of the ket conditions. On average, brands ranked “Gifted” and above demonstrate a six percentage-point ad- relationship between Digital IQ vantage in new-vehicle sales growth versus brands and year-to-year change in sales across the ranked “Average” and below. Brands categorized 44 brands shows the significant and positive as “Challenged” or “Feeble” saw sales declines 12 impact of Digital IQ. A 10-point increase in percent greater than average. Digital IQ equates to a 3 percent increase in sales for the 44 brands.” DIGITAL IQ & 2009 NEW-VEHICLE SALES GROWTH 2009 NEW-VEHICLE SALES GROWTH DIGITAL IQ© L2 2010 DISCOVERIES 10
  • 10. Digital Tipping Point Mighty Microsites New-vehicle sales have declined 21 percent1; More than half of automakers use microsites to however, traffic to U.S. branded auto sites has supplement brand-level advertising campaigns, increased 46 percent. Although the core business augment new vehicle launches, or house online of automakers is declining, the importance of online promotions. Many of these microsites generate up efforts is increasing, suggesting a fundamental shift to 45 percent of upstream referral traffic directly from in the way consumers interact with brands. social media platforms, highlighting the important— and growing—role of these platforms. 1 MotorIntelligence: U.S. Light Vehicle Retail Sales, December 2009 SITE TRAFFIC GROWTH vs. 2009 NEW VEHICLE SALES by Auto Conglomerate 60% 50% 40% 30% 20% 10% 0% -10% -20% -30% -40% -50% -60% hi GM n nda ota d san AG sle r zda zuk i bis age BM W Ho Toy For Nis er ry Ma Su itsu k sw iml Ch M Vol Da Annual Site Traffic Growth 2009 New-Vehicle Sales Growth Social Media Explosion German Giants Most brands are present on major social media The top four brands and all three “Geniuses” platforms. From October to November 2009, brand are headquartered in Germany. These brands— fans, followers, and subscribers on Facebook, Twitter, Audi, BMW, Mercedes-Benz, and Volkswagen— and YouTube grew 71, 69, and 17 percent, respec- understand the importance of multi-channel digital tively. Captive audience growth is astounding, but marketing and have made remarkable innovation auto brands largely underutilize social media. Only leaps online without compromising commerce-orien- 30 percent of the brands on Twitter retweet or con- tation or brand promise. verse with users, and many automakers restrict their Facebook wall to brand posts, outing their misunder- standing of social media’s underpinnings.© L2 2010 DISCOVERIES 11
  • 11. American Ingenuity (Lack of) tomer service tools, and, in some cases, shared social media across brands. Although standardized Of the 14 American brands evaluated, only two, sites score points for user-friendliness and com- Ford and Jeep, scored in the top 10. U.S. brands merce-orientation, digital homogeneity also results in were penalized for leveraging economies of scale to massive brand erosion. a fault. The Big Three—GM, Ford and Chrysler—all deploy a corporate site template, consolidated cus- SIMILARITY ACROSS GM PLATFORMS© L2 2010 DISCOVERIES 12
  • 12. LUXURY Price Point Overall Off-Platform Social Brand Parent Digital IQ IQ Group Platform SEO Rank Rank Messaging Media Audi Volkswagen 1 1 157 Genius 5 5 4 3 BMW BMW 2 2 142 Genius 4 5 4 4 Mercedes-Benz Daimler AG 3 3 140 Genius 5 5 5 3 Lexus Toyota 4 8 128 Gifted 4 5 3 5 Porsche Porsche 5 14 119 Gifted 4 4 4 3 Cadillac GM 6 15 117 Gifted 3 3 4 4 Jaguar Tata 7 26 93 Average 2 4 3 2 Land Rover Tata 8 27 92 Average 4 3 1 1 Tesla Tesla 9 41 55 Feeble 1 1 3 2 Lotus Lotus 10 43 43 Feeble 2 1 1 1 Price Point Average 3.4 3.6 3.2 2.8Our three Genius brands reside in the strongest category in this study, luxury. Top brands at this price point offerattractive and intuitive sites, useful iPhone apps, innovative digital advertising campaigns, and huge social mediafollowings. Inspired efforts such as Audi’s A8 Facebook debut and the Mercedes mbrace mobile platform push thelimits of the medium.Laggards include Tata’s Jaguar and Land Rover, brands whose marketing efforts suffered from company widereductions in marketing spend, and independently owned and under resourced Lotus and Tesla.© L2 2010 LUXURY BRANDS 109
  • 13. audi Owner: Volkswagen Group Rank: 1 Digital IQ: 157 Classification: GeniusHigh accolades to our top brand,Audi, for creating a comprehen- DIGITAL DASHBOARD: Overall Online Performancesive digital experience that de-lights on every online channel.As our brand experts affirm, its siteoffers intuitive navigation and an Platform Off-Platform Social Media SEOelegant interface while maintaining a Messagingfocus on commerce.Strong across all social media plat-forms, Audi offers content tailored tothe medium and has attracted largefan followings as a result. The brandrecently used Facebook to solicituser feedback for its new conceptcar released at the 2009 Los AngelesAuto Show. With its debut of the A8,Audi also became the first automakerto provide sneak peeks on the popu-lar social networking site. >> AUDI RANKS FOURTH IN FACEBOOK FANS BEHIND LUXURY JUGGERNAUTS PORSCHE AND FERRARI AND COMPETITOR BMW. <<© L2 2010 LUXURY BRANDS: audi 110
  • 14. FLASH OF GENIUSTECHNOLOGY DEFINEDOWNER SITEThe Audi owners’ site features the“Technology Defined” section, whichoffers detailed video instructionsexplaining how to use the cars’technology features. The videosare brief, informative, and visuallyrelevant. Users can also access thevideos while on-the-go by sendinga text message from the Audi site totheir iPhones, where the video loadsafter one touch. SPOTLIGHT ON MOBILE Mobile Score: 5 Audi recognizes the power of engaging users via mobile, especially on the iPhone platform. Its second game application, “Truth in 24,” has positive user reviews and over 3.2 million downloads. The video- racing app challenges users to monitor fuel and tire pressure as they race at Le Mans. Audi’s other application, the “A4 Driver Challenge,” has received over 80,000 reviews on iTunes. Audi en- thusiasts love Apple: according to Mobile Marketer, an astounding 95 percent of 2008 mobile site traffic to audiusa.com came from an iPod touch or iPhone. >> THE BMWSAUBERF1TEAM HAS MORE THAN 8,000 TWITTER FOLLOWERS. <<© L2 2010 LUXURY BRANDS: audi 111
  • 15. SEO ANALYTICS 1 2 3 4 5 Organic Keywords audi audi usa audi r8 audi q5 audiusa Upstream Sites google.com audi.com yahoo.com facebook.com bmwusa.com Downstream Sites audi.com google.com yahoo.com facebook.com youtube.com Audience Also Visits audi.com bmwusa.com acura.com porschedealer.com vw.com SOCIAL MEDIA # of Fans/ Name Followers/ Observations (Top Followers) Subscribers Interactive content is a mainstay, with features including livestreams of major announcements, polls, and links to the Facebook Audi 381,981 configurator, Audi e-tron, and Audi innovation pages on the brand site. Brand views Twitter as a PR platform to broadcast news, Twitter AudiUSANews 2,366 new-vehicle releases, and events. Features original content including celebrities test-driving Audi YouTube The Audi Channel 1,287 vehicles in cities worldwide. FEATURED EXPERT: FEATURED EXPERT: TIMOTHY BRUNS CINDY GALLOP Executive Director of Creative Founder & CEO Cheil North America IfWeRanTheWorld.com Aesthetics: 4 Aesthetics: 4 Messaging: 4 Messaging: 4 “This is a car brand that understands how to utilize “Clean, cool, attractive homepage. Navigation is the digital space. The use of sublevel navigational straightforward and easy with clearly flagged price rollovers in the main menu is intuitive. The use of and payment options. And it even provides highly interactivity and sensorial elements, such as sound, visible phone numbers for customer service contact.” is consistent with Audi’s brand values. I particularly liked the build-your-own Audi configu- rator tool in each car detail section and the 360- degree image tool to showcase the aesthetic details of each car model. From a pure design standpoint, there is nothing breakthrough, but overall it is an intuitive user experience.” For more about your brand’s Digital IQ, CONTACT US.© L2 2010 LUXURY BRANDS: audi 112
  • 16. Contact: WEB: L2thinktank.com PHONE: 212.998.0508 INFO: info@L2thinktank.comPRESS: press@L2thinktank.com 156