This document discusses General Motors and Ford's shift to social media advertising. It explores how the two automakers have embraced social media marketing through platforms like Facebook, YouTube, and Twitter. The document analyzes GM and Ford's presence on these platforms, including the number of likes and followers they have received. It also considers whether their social media efforts have had an impact on car sales. The document presents information from various sources on automakers' spending on digital versus traditional advertising.
The document discusses the shifting focus of the auto industry towards digital connectivity and electric vehicles. It notes that millennials now make up the second largest group of new car buyers in the US, and that this group is more interested in internet-enabled, hybrid, and electric vehicles. The document analyzes the digital marketing performance of 53 auto brands across the US, UK, and Germany based on their website, mobile, social media, and other digital presences. It finds that brands with higher digital IQ scores, like Nissan and Dodge, tended to see higher sales growth in 2015. German brands generally had higher scores than other regions. The analysis aims to help auto companies improve their digital strategies and return on digital investments.
This document provides an integrated marketing communication plan for the Chevrolet Volt electric vehicle. It begins with an introduction and table of contents. The document then performs a situational analysis including a competitive analysis of other electric vehicles, opportunities for communicating to target markets, an analysis of the target market of millennials, and a SWOT analysis. It proposes strategies for market segmentation, establishing the Volt as its own brand, and allocating marketing expenditures. Finally, it outlines specific tactics for digital advertising, promotions, social media marketing, and public relations. The overarching goal is to increase awareness, market share, interest and sales of the Volt through consistent branding and promotional strategies.
Automotive Marketing Trend 2021 - 2022 By Aurora VietnamAurora Vietnam
September 2021, with the rise of the Delta variant, the Covid-19
pandemic still acts as a major setback for the Automotive industry.
The continuation of the Pandemic has hurted Automotive brands
severely as customers cannot freedomly use their vehicles and
themselves are facing limitations in offline promotional programmes
(Events, Trial Drive activities...)
So how have Automotive brands from around the world and in Vietnam reacted?
Join Aurora Vietnam in recapping mouth-watering approaches from the industry’ best practices and learn essential key takeaways for the upcoming 2021-2022 Automotive Marketing Trends.
STATE OF THE PLATFORM REVOLUTION 2021 - by Sangeet Paul ChoudarySangeet Paul Choudary
This 90-page report lays out the key themes in the platform economy for the year 2020-21. Themes span platform regulation, inequality in the gig economy, platform strategy for incumbents, bigtech movements into new industries etc.
Mobile future-in-focus-report-2013 copyjustincorbett
The document discusses the rapidly changing mobile landscape in the United States. Smartphone adoption surged nearly 30% to over 120 million owners in 2012, while tablets reached nearly 50 million owners. This widespread adoption of smartphones and tablets has ushered in a "Brave New Digital World" where 1 in 3 minutes of digital media consumption now occurs on mobile devices beyond personal computers. This multi-platform consumption is fragmenting audiences and disrupting traditional business models.
This document discusses the advantages and disadvantages of implementing e-marketing strategies in emerging countries. It begins by defining e-marketing and how it differs from traditional marketing by having fewer geographical boundaries and costs. While e-marketing provides extensive customization possibilities and global reach, it also increases competition and relies heavily on internet technology infrastructure, which is still developing in many emerging markets. The document concludes that a balanced approach combining e-marketing and traditional marketing techniques may be most effective given the opportunities and challenges of marketing in emerging country contexts.
Over the course of 4 months, ShareThis observed the online social patterns of over 13 million users logging 49 million auto-related sharing events.
We cross-matched these against a database of 26 million unique users who owned or displayed interest in several dozen major automotive brands.
To understand the impact of advertising on sharers, we monitored over 11 million ad impressions from a selection of campaigns run by major automotive brands over the course of one month.
The document discusses the shifting focus of the auto industry towards digital connectivity and electric vehicles. It notes that millennials now make up the second largest group of new car buyers in the US, and that this group is more interested in internet-enabled, hybrid, and electric vehicles. The document analyzes the digital marketing performance of 53 auto brands across the US, UK, and Germany based on their website, mobile, social media, and other digital presences. It finds that brands with higher digital IQ scores, like Nissan and Dodge, tended to see higher sales growth in 2015. German brands generally had higher scores than other regions. The analysis aims to help auto companies improve their digital strategies and return on digital investments.
This document provides an integrated marketing communication plan for the Chevrolet Volt electric vehicle. It begins with an introduction and table of contents. The document then performs a situational analysis including a competitive analysis of other electric vehicles, opportunities for communicating to target markets, an analysis of the target market of millennials, and a SWOT analysis. It proposes strategies for market segmentation, establishing the Volt as its own brand, and allocating marketing expenditures. Finally, it outlines specific tactics for digital advertising, promotions, social media marketing, and public relations. The overarching goal is to increase awareness, market share, interest and sales of the Volt through consistent branding and promotional strategies.
Automotive Marketing Trend 2021 - 2022 By Aurora VietnamAurora Vietnam
September 2021, with the rise of the Delta variant, the Covid-19
pandemic still acts as a major setback for the Automotive industry.
The continuation of the Pandemic has hurted Automotive brands
severely as customers cannot freedomly use their vehicles and
themselves are facing limitations in offline promotional programmes
(Events, Trial Drive activities...)
So how have Automotive brands from around the world and in Vietnam reacted?
Join Aurora Vietnam in recapping mouth-watering approaches from the industry’ best practices and learn essential key takeaways for the upcoming 2021-2022 Automotive Marketing Trends.
STATE OF THE PLATFORM REVOLUTION 2021 - by Sangeet Paul ChoudarySangeet Paul Choudary
This 90-page report lays out the key themes in the platform economy for the year 2020-21. Themes span platform regulation, inequality in the gig economy, platform strategy for incumbents, bigtech movements into new industries etc.
Mobile future-in-focus-report-2013 copyjustincorbett
The document discusses the rapidly changing mobile landscape in the United States. Smartphone adoption surged nearly 30% to over 120 million owners in 2012, while tablets reached nearly 50 million owners. This widespread adoption of smartphones and tablets has ushered in a "Brave New Digital World" where 1 in 3 minutes of digital media consumption now occurs on mobile devices beyond personal computers. This multi-platform consumption is fragmenting audiences and disrupting traditional business models.
This document discusses the advantages and disadvantages of implementing e-marketing strategies in emerging countries. It begins by defining e-marketing and how it differs from traditional marketing by having fewer geographical boundaries and costs. While e-marketing provides extensive customization possibilities and global reach, it also increases competition and relies heavily on internet technology infrastructure, which is still developing in many emerging markets. The document concludes that a balanced approach combining e-marketing and traditional marketing techniques may be most effective given the opportunities and challenges of marketing in emerging country contexts.
Over the course of 4 months, ShareThis observed the online social patterns of over 13 million users logging 49 million auto-related sharing events.
We cross-matched these against a database of 26 million unique users who owned or displayed interest in several dozen major automotive brands.
To understand the impact of advertising on sharers, we monitored over 11 million ad impressions from a selection of campaigns run by major automotive brands over the course of one month.
Pivotal Research Group LLC: Madison and wall 3 30-12Brian Crotty
Madison & Wall
A Recurring Review of Topics Affecting Advertising-Supported Media
March 30, 2012
Welcome to Pivotal Research’s “Madison & Wall”. The title refers to our work which
sits at the intersection between the advertising industry and the financial world. We
hope you’ll find these brief notes useful for their contrast to the hyperbole that
pervades much of the chatter at that location.
Automotive marketers are shifting their advertising spending online at a rapid pace. Online advertising spending by the US automotive industry is expected to grow 21.6% in 2008 to nearly $3 billion and continue growing to surpass $5.6 billion by 2012. This reflects automakers following consumers online, as research shows 8 in 10 consumers now use the internet during the car buying process. While overall automotive advertising spending is declining, the portion spent online is increasing as automakers move budgets from traditional media channels like newspapers and magazines to digital platforms.
For each of the past several years, many tech industry pundits have proudly proclaimed that the upcoming year will be “the year of mobile.” And while it may be true that mobile is continually becoming more important to the digital landscape, the industry is only now undergoing its most significant changes.
This report examines the mobile and connected device landscape with a focus on the U.S. market but includes highlights from several other markets: the UK, France, Germany, Spain, Italy, Canada and Japan.
Comscore: Mobile future-in-focus-report-2013Brian Crotty
The document provides an overview of key trends in the mobile and connected device landscape in 2012. Some of the main points covered include:
- Smartphones surpassed 125 million users in the US while tablets reached over 50 million, ushering in a new "Brave New Digital World" of multi-platform media consumption.
- Android and iOS dominate the US smartphone market with nearly 90% combined. Samsung has seen explosive growth to become the #2 smartphone OEM behind Apple.
- Consumers strongly prefer apps over mobile web, with the top apps being Facebook, Google apps, and other major media brands.
- The availability of high-speed networks has fueled greater mobile content consumption, with
Platform Business Models: Implications for Value CreationRobin Teigland
1. Platform business models are disrupting traditional linear "pipeline" models through network effects and access over ownership.
2. Ecosystem leadership is key for platform companies, requiring understanding users, expanding boundaries, leveraging resources, and cultivating trust across the ecosystem.
3. Many jobs will be automated through technologies like AI, robotics, and blockchain, while jobs requiring creativity, social-emotional skills, and non-routine problem solving will increase in demand. Skills will need to constantly adapt to an uncertain future.
Deloitte new roads to value creation-jan19Roger Atkins
This document summarizes key findings from the 2019 Deloitte Global Automotive Consumer Study regarding consumers' views and willingness to adopt various emerging automotive technologies. The study found that while interest in electric vehicles is growing, adoption may differ globally depending on factors like fuel prices and policy support. Consumer perceptions of autonomous vehicle safety have stalled due to high-profile accidents, and most want stronger government regulation of the technology. Interest in connectivity is high but consumers are wary of data collection and most are unwilling to pay significant premiums. Overall, transforming mobility on a large scale may be challenging as consumer behavior can be difficult to change.
his guide provides tips on how to effectively use communications in China to support your business expansion and maximize opportunities in this dynamic business environment.
Produced by Upstream Asia (www.upstreamasia.com)
You can see the online version of this guide at http://2008.upstreamasia.com
The article discusses how companies must adapt to the digital economy or risk failure. It notes that the most adaptable companies will thrive, citing Darwin's theory of evolution. The digital economy is disrupting many industries as companies like Google, Amazon, and Netflix reshape markets. While most CEOs believe the digital economy will impact their industry, few have plans to transform digitally. The article argues that companies must embrace change and new technologies like mobility, cloud computing, and data analytics or they may cease to exist within 10 years.
Effects of e commerce to globalization - vice versaFitzerald Lim
The document discusses the ways in which globalization has impacted various aspects of modern society through increased connectivity. It notes that globalization has led to the creation of a global village through technologies that allow for instant information sharing about current events worldwide. This increased awareness and connectivity has facilitated greater social awareness of issues globally as well as more opportunities for personal communication across borders. The document also discusses how globalization has expanded economic opportunities through free trade, global business activities, and pursuit of education and employment abroad.
This document discusses five leadership issues facing the automotive industry that are worthy of board and executive attention: 1) Nurturing innovation throughout the entire company due to changes in consumer demographics and habits, 2) Capitalizing on digital disruption which is impacting the entire value chain, 3) Partnering for success as individual companies cannot build all necessary capabilities fast enough, 4) Identifying next-generation leaders as future executives will need to thrive in unknown future markets, and 5) Creating a diverse and engaged board to provide agile oversight and effective counsel to executives in this complex environment.
This document provides an agenda and background information for a MERGE briefing that will take place in Paris on March 28. The briefing will include presentations from two speakers, Corum Speakers and Bruce Milne, on topics such as disruptive technology trends, M&A activity and valuations, and achieving optimal outcomes in deals. It also lists partial sponsors and provides an agenda that will cover market perspectives, top 10 disruptive trends, M&A factors, and lessons for closing deals. Recent Corum transactions examples and public company valuation multiples for various technology sectors are presented.
Mobile Media: Future of Mobile media powered by ApplicationsManas Ganguly
Mobile applications are evolving to become the primary medium for delivering online content and experiences to users. As mobile penetration increases globally, applications will enable new forms of collaboration, value creation, and personalized experiences for billions of mobile internet users. Businesses are recognizing the importance of mobile applications and are looking to create engaging branded applications to influence customers. Mobile applications combine the advantages of mobility with user behavior data, social features, location-based services, and more to provide unique contextual experiences to users. As this trend accelerates, mobile applications will become a major new advertising channel, surpassing web advertising. Within a few years, a third of marketing budgets are expected to be spent on targeted, opted-in mobile and video ads.
This document discusses the digital transformation of NBAA's Business Aviation Magazine into a digital edition. It provides context on the magazine's history and traditional print distribution. It then outlines the reasons for creating a digital edition, including reaching a highly mobile audience. It details the new digital edition's expanded interactive content and mobile optimization. Metrics show strong initial engagement including high content views and time spent in the new digital format. The document demonstrates how the magazine successfully transitioned to digital to better serve its membership in a changing media landscape.
The document summarizes key trends in technology M&A for 2017. Some of the top trends driving deal activity that year included increased cash holdings by strategic and financial buyers creating demand for acquisitions, the need to acquire other companies to stay competitive given disruptive technology changes, and greater participation in M&A by global buyers. Private equity firms were highly active in deals that year, with the top 10 PE buyers averaging more deals than the top strategic buyers. Artificial intelligence and related technologies like big data and analytics were driving M&A deals across many sectors.
This document discusses the mobile revolution that is fundamentally changing how people live and work. Some key points:
- Mobile subscriptions now exceed 5 billion worldwide, eclipsing other technologies. Mobile apps and tablets are also growing dramatically.
- Mobile has become a lifeline for many people's livelihoods, as professionals rely on it to stay connected to work and informed. Over 70% of executives under 40 consider it their primary work tool.
- People now live in both the physical world and virtual world simultaneously. Mobile blurs the lines between these as people toggle between physical and digital activities.
- Marketers must recognize how mobile is changing consumer behavior and ensure their brands are equally present in both
The digital travel revolution poses a threat to the hotel industry as new digital competitors are poised to disrupt distribution and capture significant market value. Large digital players have demonstrated the ability to rapidly gain scale in targeted segments. Winners will be those that solve customer hassles along the entire guest journey and build interactional and collaborative relationships rather than purely transactional ones. To respond, hotel companies must rethink distribution's role, build a holistic operating model, define segment and channel strategies, develop a comprehensive revenue agenda, and measure performance using RevPARD.
1) The automotive buying process has compressed substantially, with over half of new buyers and over two-thirds of used buyers researching for one month or less.
2) Search is a major contributor to consumer research throughout the buying process, with over two-thirds of new car buyers visiting OEM sites referred by search.
3) New vehicle buyers use more brand-specific search terms, while used buyers are more likely to use generic search terms in their online research.
How Automakers Can Tap Social Media To Drive Nameplate MarketingCrimson Hexagon
Social media analysis enables brand managers to quantify the qualitative perceptions about brands and products expressed online. In this study of Porsche and the Porsche Panamera model over a two year period, we track the drivers of brand affinity on social media.
Automotive social media marketing webinarRalph Paglia
Doug Frisbie discussed how social media can help automotive brands connect with customers. He explained that Facebook has over 500 million users worldwide, with more than half returning daily. Facebook ads allow brands to target specific demographics and find buyers before they begin searching. Frisbie provided tips on building a Facebook page, advertising to drive connections, and publishing content to engage fans. He emphasized focusing on building relationships and being timely and relevant in posts.
Pivotal Research Group LLC: Madison and wall 3 30-12Brian Crotty
Madison & Wall
A Recurring Review of Topics Affecting Advertising-Supported Media
March 30, 2012
Welcome to Pivotal Research’s “Madison & Wall”. The title refers to our work which
sits at the intersection between the advertising industry and the financial world. We
hope you’ll find these brief notes useful for their contrast to the hyperbole that
pervades much of the chatter at that location.
Automotive marketers are shifting their advertising spending online at a rapid pace. Online advertising spending by the US automotive industry is expected to grow 21.6% in 2008 to nearly $3 billion and continue growing to surpass $5.6 billion by 2012. This reflects automakers following consumers online, as research shows 8 in 10 consumers now use the internet during the car buying process. While overall automotive advertising spending is declining, the portion spent online is increasing as automakers move budgets from traditional media channels like newspapers and magazines to digital platforms.
For each of the past several years, many tech industry pundits have proudly proclaimed that the upcoming year will be “the year of mobile.” And while it may be true that mobile is continually becoming more important to the digital landscape, the industry is only now undergoing its most significant changes.
This report examines the mobile and connected device landscape with a focus on the U.S. market but includes highlights from several other markets: the UK, France, Germany, Spain, Italy, Canada and Japan.
Comscore: Mobile future-in-focus-report-2013Brian Crotty
The document provides an overview of key trends in the mobile and connected device landscape in 2012. Some of the main points covered include:
- Smartphones surpassed 125 million users in the US while tablets reached over 50 million, ushering in a new "Brave New Digital World" of multi-platform media consumption.
- Android and iOS dominate the US smartphone market with nearly 90% combined. Samsung has seen explosive growth to become the #2 smartphone OEM behind Apple.
- Consumers strongly prefer apps over mobile web, with the top apps being Facebook, Google apps, and other major media brands.
- The availability of high-speed networks has fueled greater mobile content consumption, with
Platform Business Models: Implications for Value CreationRobin Teigland
1. Platform business models are disrupting traditional linear "pipeline" models through network effects and access over ownership.
2. Ecosystem leadership is key for platform companies, requiring understanding users, expanding boundaries, leveraging resources, and cultivating trust across the ecosystem.
3. Many jobs will be automated through technologies like AI, robotics, and blockchain, while jobs requiring creativity, social-emotional skills, and non-routine problem solving will increase in demand. Skills will need to constantly adapt to an uncertain future.
Deloitte new roads to value creation-jan19Roger Atkins
This document summarizes key findings from the 2019 Deloitte Global Automotive Consumer Study regarding consumers' views and willingness to adopt various emerging automotive technologies. The study found that while interest in electric vehicles is growing, adoption may differ globally depending on factors like fuel prices and policy support. Consumer perceptions of autonomous vehicle safety have stalled due to high-profile accidents, and most want stronger government regulation of the technology. Interest in connectivity is high but consumers are wary of data collection and most are unwilling to pay significant premiums. Overall, transforming mobility on a large scale may be challenging as consumer behavior can be difficult to change.
his guide provides tips on how to effectively use communications in China to support your business expansion and maximize opportunities in this dynamic business environment.
Produced by Upstream Asia (www.upstreamasia.com)
You can see the online version of this guide at http://2008.upstreamasia.com
The article discusses how companies must adapt to the digital economy or risk failure. It notes that the most adaptable companies will thrive, citing Darwin's theory of evolution. The digital economy is disrupting many industries as companies like Google, Amazon, and Netflix reshape markets. While most CEOs believe the digital economy will impact their industry, few have plans to transform digitally. The article argues that companies must embrace change and new technologies like mobility, cloud computing, and data analytics or they may cease to exist within 10 years.
Effects of e commerce to globalization - vice versaFitzerald Lim
The document discusses the ways in which globalization has impacted various aspects of modern society through increased connectivity. It notes that globalization has led to the creation of a global village through technologies that allow for instant information sharing about current events worldwide. This increased awareness and connectivity has facilitated greater social awareness of issues globally as well as more opportunities for personal communication across borders. The document also discusses how globalization has expanded economic opportunities through free trade, global business activities, and pursuit of education and employment abroad.
This document discusses five leadership issues facing the automotive industry that are worthy of board and executive attention: 1) Nurturing innovation throughout the entire company due to changes in consumer demographics and habits, 2) Capitalizing on digital disruption which is impacting the entire value chain, 3) Partnering for success as individual companies cannot build all necessary capabilities fast enough, 4) Identifying next-generation leaders as future executives will need to thrive in unknown future markets, and 5) Creating a diverse and engaged board to provide agile oversight and effective counsel to executives in this complex environment.
This document provides an agenda and background information for a MERGE briefing that will take place in Paris on March 28. The briefing will include presentations from two speakers, Corum Speakers and Bruce Milne, on topics such as disruptive technology trends, M&A activity and valuations, and achieving optimal outcomes in deals. It also lists partial sponsors and provides an agenda that will cover market perspectives, top 10 disruptive trends, M&A factors, and lessons for closing deals. Recent Corum transactions examples and public company valuation multiples for various technology sectors are presented.
Mobile Media: Future of Mobile media powered by ApplicationsManas Ganguly
Mobile applications are evolving to become the primary medium for delivering online content and experiences to users. As mobile penetration increases globally, applications will enable new forms of collaboration, value creation, and personalized experiences for billions of mobile internet users. Businesses are recognizing the importance of mobile applications and are looking to create engaging branded applications to influence customers. Mobile applications combine the advantages of mobility with user behavior data, social features, location-based services, and more to provide unique contextual experiences to users. As this trend accelerates, mobile applications will become a major new advertising channel, surpassing web advertising. Within a few years, a third of marketing budgets are expected to be spent on targeted, opted-in mobile and video ads.
This document discusses the digital transformation of NBAA's Business Aviation Magazine into a digital edition. It provides context on the magazine's history and traditional print distribution. It then outlines the reasons for creating a digital edition, including reaching a highly mobile audience. It details the new digital edition's expanded interactive content and mobile optimization. Metrics show strong initial engagement including high content views and time spent in the new digital format. The document demonstrates how the magazine successfully transitioned to digital to better serve its membership in a changing media landscape.
The document summarizes key trends in technology M&A for 2017. Some of the top trends driving deal activity that year included increased cash holdings by strategic and financial buyers creating demand for acquisitions, the need to acquire other companies to stay competitive given disruptive technology changes, and greater participation in M&A by global buyers. Private equity firms were highly active in deals that year, with the top 10 PE buyers averaging more deals than the top strategic buyers. Artificial intelligence and related technologies like big data and analytics were driving M&A deals across many sectors.
This document discusses the mobile revolution that is fundamentally changing how people live and work. Some key points:
- Mobile subscriptions now exceed 5 billion worldwide, eclipsing other technologies. Mobile apps and tablets are also growing dramatically.
- Mobile has become a lifeline for many people's livelihoods, as professionals rely on it to stay connected to work and informed. Over 70% of executives under 40 consider it their primary work tool.
- People now live in both the physical world and virtual world simultaneously. Mobile blurs the lines between these as people toggle between physical and digital activities.
- Marketers must recognize how mobile is changing consumer behavior and ensure their brands are equally present in both
The digital travel revolution poses a threat to the hotel industry as new digital competitors are poised to disrupt distribution and capture significant market value. Large digital players have demonstrated the ability to rapidly gain scale in targeted segments. Winners will be those that solve customer hassles along the entire guest journey and build interactional and collaborative relationships rather than purely transactional ones. To respond, hotel companies must rethink distribution's role, build a holistic operating model, define segment and channel strategies, develop a comprehensive revenue agenda, and measure performance using RevPARD.
1) The automotive buying process has compressed substantially, with over half of new buyers and over two-thirds of used buyers researching for one month or less.
2) Search is a major contributor to consumer research throughout the buying process, with over two-thirds of new car buyers visiting OEM sites referred by search.
3) New vehicle buyers use more brand-specific search terms, while used buyers are more likely to use generic search terms in their online research.
How Automakers Can Tap Social Media To Drive Nameplate MarketingCrimson Hexagon
Social media analysis enables brand managers to quantify the qualitative perceptions about brands and products expressed online. In this study of Porsche and the Porsche Panamera model over a two year period, we track the drivers of brand affinity on social media.
Automotive social media marketing webinarRalph Paglia
Doug Frisbie discussed how social media can help automotive brands connect with customers. He explained that Facebook has over 500 million users worldwide, with more than half returning daily. Facebook ads allow brands to target specific demographics and find buyers before they begin searching. Frisbie provided tips on building a Facebook page, advertising to drive connections, and publishing content to engage fans. He emphasized focusing on building relationships and being timely and relevant in posts.
Sector Report: Social Media and the Automotive IndustryBrandwatch
If you do any work for or with car brands, this report is a must-read. More info: http://bit.ly/N5Fifc
Different industries and sectors are increasingly realising the opportunities that social media monitoring presents, and the automotive sector is no exception.
This study provides insight into what social media means for the automotive industry, including how its buyers behave online and what its businesses can do to capitalise on this.
Automotive Industry Benchmark Report: The State of Social Media MarketingTrackMaven
When it comes to social media engagement, automakers rule the road. So what are the secrets to their success? And how do digital strategies differ for luxury and standard brands?
To find out, we analyzed a year's worth of social media content from leading automaker brands. See the results in our Automaker Industry Benchmarks: Social Media Impact Report.
Automotive Retail Social Media: Examples & Top 10 TipsJim HAYSOM
Most automotive dealers and car retailers would benefit from further improving their automotive social media marketing strategy. Jim Haysom and Ian Pollard highlight automotive retail social media examples and explain how these particular dealers, quite simply, hit the nail on the head.
Providing dealers with action points which they can take-away and readily implement on their return to their businesses to increase their social media presence, consumer engagement and online community which will ultimately drive more traffic to the showroom.
These slides were presented at the AM Hit for Six Conference on the 19 November 2013 by Jim Haysom, Business Development Director, Trader Media Group and Ian Pollard, Senior Digital Strategy & Solutions Manager, Trader Media Group. RAZSOR is a trading division of Trader Media Group specialising in digital marketing solutions for the automotive industry.
Follow Jim Haysom on Twitter @jimhaysom
Follow Ian Pollard on Twitter @ian_pollard
Social Media and the Automotive IndustryMarkIT Group
Informative presentation on social media in the automotive industry, answers what is social media, examples of car manufacturer use of social media, local dealership social media programs, MARKIT Group social media program, social media launch and monthly content syndication
Automotive Social Media Marketing Presentation from 2010 NADA ConventionRalph Paglia
This is the Automotive Social Media Marketing, Online Reputation Management, Internet Reputation Management, and Car Dealer Reputation Management Presentation from Ralph Paglia's workshops at the 2010 NADA Convention in Orlando, FL... Learn more about automotive social media and how car dealers can successfully leverage this channel to achieve their marketing, communication and customer relationship management (CRM) objectives at http://www.ADPsocial.com/ and check out the official site at http://www.SocialDealer.BZ
Part 3 as we focus on the social media results from our 2017 Today's Online Renter Study. It's time to build an effective social media strategy to jump start engagement!
Turning social feeds into business leadsGetfly CRM
This document discusses how social media is becoming an important channel for automotive marketers to engage with customers. While automotive companies are still in the early stages of utilizing social media effectively, there is strong evidence that it influences car purchasing behaviors. The document recommends that automotive marketers integrate social media more directly into their sales and lead generation processes to take advantage of the ability to identify purchase intent within social conversations and content.
Effect of Social Media on Consumer Purchasing BehaviorEvonCanales257
Effect of Social Media on Consumer Purchasing Behavior
Elhadi Baby
American Military University
DEFM200 Assignment 2
Professor Oscar Solano
26 December 2021
Social Media Platforms Influence Consumer Purchasing Behavior
Introduction
Social media has become an excellent avenue for retailers to extend their marketing campaigns and influence consumer buying behaviors for a broad range of products in today's technology-driven world. Social media provides an effective and reliable communication channel where retailers and buyers do not have to meet physically to influence customer buying decisions (Voramontri & Klieb, 2019). Social media platforms, including Facebook, Instagram, Twitter, My Space, and Linkedln, have enabled consumers to connect with others and sellers through information sharing, thoughts, and opinions about particular agricultural products. Consumers are on social media networks than ever before, looking for products recommendations and reviews to make buying decisions. Consumers require awareness about different products, which is readily provided through constant dialogue between the seller and the buyer. The informative and attractive content about particular products can glue consumers to the product and influence purchasing decisions.
Topic Definition
Social media involves an internet-grounded technology that allows disseminating information content via virtual communities and networks. It is computer-grounded and offers users quick communication electronically, including videos, personal information, photos, and documents. Social media platform refers to distributing information or content through the internet to a given group of followers. Social media platforms include Facebook, Instagram, Twitter, My Space, and Linkedln. Consumer purchasing behavior can be defined as actions taken by a consumer before purchasing a service or product. Social media platforms affect the extent to which consumers feel a connection with a particular product or service, therefore affecting their behavior to buy.
Topic Explanation
Social media has provided various online activities for agricultural produce consumers, including chatting, blogging, messaging, and even gaming. Such activities offer practical approaches for the potential client to gather advice and details about particular farm products (Alnsour et al., 2018). Social media platforms have changed the manner of sharing interests and information and communication ways. Due to the rapid growth of social media platforms, product marketers have found a new channel for contacting their clients. Although marketers are spending heavily on social media platforms, it is hard to measure the real return on investment. There is inadequate research elaborating the exact role of social media on consumers' different phases of purchasing decision-making procedures. The topic aims at studying how social media influences consumer buying behavior.
Defending P ...
The Collaborative Economy:
Products, services, and market relationships have changed as sharing startups impact business models. To avoid disruption, companies must adopt the Collaborative Economy Value Chain.
Altimeter Research Theme: Digital Economies
June 4, 2013
The Coveteur - Online Marketing CampaignNadine Zahran
The document presents a digital marketing plan for The Coveteur, a Canadian fashion website, to launch their new mobile app. It includes an external and internal analysis of the company and industry, objectives to increase website traffic by 5% and get 20% of customers to download the app. The plan outlines features of the app including a virtual closet and social features. Digital tactics discussed are email marketing, display advertising, PPC advertising, affiliate marketing, public relations, and social media. Emails will promote the app launch and landing page. The goal is for The Coveteur to become one of the top ten fashion websites in North America.
Evolution of Digital Marketing and its Impact on Privacyijtsrd
The document discusses the evolution of digital marketing and its impact on privacy. It describes how digital marketing began in the 1990s with early internet advertising and search engines. Social media, e-commerce, and streaming platforms later became important for digital marketing. Big data analytics and behavioral analytics then shaped digital marketing by helping companies target advertisements. The rise of smartphones further changed digital marketing by enabling more data collection. While digital marketing has advanced through these technologies, the extensive data collection has raised privacy concerns regarding how user information is used.
Whitepaper: Why banks need to move if they want to own banking in the future.Stefan F. Dieffenbacher
1. Executive Summary
Driven by the top Internet players the speed of change in the financial services market is rapidly increasing. To secure their business and generate further growth these Internet players are forced to attack additional markets and the financial services market is one of them.
They will conquer the financial services market by
• utilizing their global customer base and advanced customer intelligence (data),
• by connecting today separated services to an eco system using technology and delivering advanced user experience
• and their ability to move fast.
Their entry point to the financial services market is the offering of payment services to their clients through the use of their mobile devices. Extending the functionality of wallets will challenge classical retail banking’s value proposition as these Internet companies can go far beyond classical value propositions.
Some traditional financial services companies already start to understand that the time for a change has come, as these developments will challenge their core business models in very few years. For the first time, this many large-scale companies are starting to invest in programs in large excess of €500m to become better in digital.
While huge investments are not a sufficient reaction to the challenges of the market, players that will not follow the trend will lose their current position in the next years.
Traditional bank’s service offering and channel mix needs to be further rethought and adapted, followed by a fast-paced execution to respond to today’s quickly emerging reality. Players who are not able to manifest their position in the digital channels soon will be challenged in their existence.
The strategic transition needs to be guided by a short-term tactical approach to seriously start earning money in digital. On top of the pure positive financial impact of such a tactical approach, achieving significant sales through a much stronger public website as well as data-driven up- and cross-selling measures will start a cultural shift within the bank. When executives and employees discover that suddenly the digital channels generate large amounts of money, a movement of change could be kicked off. That would be the basis to understand the urgency and the possibility to develop a guiding coalition – the start of any strong change process.
2. Introduction
We are convinced that banks needs to even further raise their attention to their Digital Channels and some necessary adoptions of their business models to stay long term successful. We have rationalized our analysis and proposed actions by a large body of research and facts, which provide deep evidence and insights in recent market evolutions.
To provide a complete picture we showcase recent alterations and transformations in diverse industries, highlight the changing face of the insurance industry and subsequently dive into an analysis of the banking industry. We cover w
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Los números más importantes del 2015 y las tendencias que hay que monitorear en el 2016
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Source: GlobalWebIndex
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The larger ecosystem of any enterprise includes business partners, employees and customers. Each of these constituents plays an important role in processes that govern innovation, customer experience, collaboration, supply chain, talent management and overall business growth. Social media is emerging as the glue that binds these groups and creates tidal waves that can make or break the fu- ture of any company. The only way organizations can ride this wave successfully is to track the social interactions, derive events and patterns that can lead to business process improvements across different functional areas. Another aspect of social media which is internal to an enterprise is in terms of collaborative busi- ness processes where collective knowledge sharing and decision-making is greatly enhanced through social tools.
Certain emerging trends in technology such as the collaboration between social media and mobile technology providers have created a revolution in the adoption rate of social media. The confluence of social media and mobile technologies is creating upheaval not just in competitive dynamics but also across social and po- litical spheres.
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Connecting with the Public
C H A P T E R 22
The new philosophy of communication
is bottom up.
634
22_MAR_67948_Ch22_634-658.indd 634 11/29/11 3:38 PM
635
C H A P T E R 2 2 C O N T E N T S
Understanding the Role of
Connecting with the Public 635
Persuasion and Connecting with
the Public 637
Presenting Information to the
Public 638
Newsletters 638
Brochures 639
White Papers 644
Podcasts 647
Collaborating with the Public
Through Social Media 648
Discussion Boards 649
Blogs 651
Wikis 653
This photo shows Mark Zuckerberg, president and CEO of Face-book, speaking at a conference. This book and its Web site,
TechComm Web, devote a lot of attention to the ways that new tech-
nologies are changing how people in the working world communicate.
From word-processing programs to spreadsheets and presentation
slides, from instant messaging to blogs and social media such as
Facebook, the tools are everywhere, and they keep getting better. To
succeed in the working world, you need to know how to use these
tools effectively.
But the tools are just one part of the big change in communica-
tion practices. The other part is a new philosophy of communication.
The old philosophy was top down. For example, when a company
wanted to publicize a new product, it would issue press releases,
write articles for trade magazines, and place ads in magazines and
on TV. The new philosophy is bottom up; that is, the company uses
social media to connect with its various stakeholders. It’s the differ-
ence between selling and engaging.
This chapter discusses strategies for communicating with
the public or, to be more precise, publics: investors, prospective
employees, state and local officials, prospective donors, commu-
nity members, current and prospective customers, and industry
colleagues, to name just a few. Although people and organizations
have always been able to communicate with their publics, today’s
technology has made it much easier and cheaper to do so. With a
personal computer, basic office software, and Internet access, you
can create and distribute newsletters, brochures, white papers, and
podcasts to help you present information to community members.
And you can collaborate with those community members through
social media tools such as discussion boards, blogs, and wikis. This
chapter discusses these seven applications, focusing first on those
that are best at presenting information and then on those that are best
at fostering collaboration with a community.
UNDERSTANDING THE ROLE OF
CONNECTING WITH THE PUBLIC
Why is it important for organizations to connect with their
publics? One reason is that our culture values accountability. The
public expects organizations of all kinds to communicate hon-
22_MAR_67948_Ch22_634-658.indd 635 11/29/11 3:38 PM
636 Connecting with the Public22
estly and clearly and to take re.
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Automakers become social for the long drive
1. Academic Supervisor:
Professor Wahyd Vannoni
Hult International Business School
46-47 Russell Square - Bloomsbury
London WC 1B 4JP
United Kingdom
+44 (0) 207 636 5667
General Motors and Ford
CARMAKERS' SHIFT TO
SOCIAL MEDIAADVERTISING
2. The less understood social media and mobile applications …
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2
This is an independent study conducted
during the period 19th of June 2012 until
23rd of July 2012 for MGT 493, as an
independent course under the supervision
of Professor Wahyd Vannoni of Hult
International Business School.
In this report, I will explore how
the automobile industry have
embraced the social media
marketing. Two distinct automobile
makers will be included in this
process where the nature of their
marketing activities /operations
will be explored, particularly the
difference of their marketing
strategy within online platforms.
General Motors and Ford of the
United States of America will be
studied and compared to their
competitors in the American
market.
Scope:
I will engage companies' financial
reports, social media platforms, outreach
measure such as Klout and Facebook
statistics, financial institutions' report for
automobile industry trends, motor shows
and comments from various newspapers.
Limitations:
Observation will be limited by a five
week period only, from 18th of June, 2012
until 23rd of July, 2012. Time constraint
implicate limited data collection and
comparison with carmakers' published
sales. (Quarterly reports) Another
limitation is the question of brand
awareness through online platforms;
whether the awareness created has an
impact on overall sales.
Objective
3. The less understood social media and mobile applications …
“Advertisers are still coming to grips with how to use these more interactive platforms, analysts
say, and are reluctant to commit to Facebook and Twitter while there is no established metric for
measuring success.”(FT, 31.05.12)
The automobile industry is an assembling, technology-, knowledge and capital intensive, with a
relatively high capital-to-labour ratio and is being dominated by General Motors of United States of
America, Volkswagen Group of Germany and Toyota of Japan by total sales. ( Reuters, 2012)
According to OECD report, economic activity in the automobile industry usually moves in line with
the overall business cycle, where they studied the correlation between two variables in the Unites
States, Germany and Japan. A correlation is found between car sales and private consumption,
which might be a huge factor determining the total sales of the industry. This study shows how huge
the industry for vehicles is, considering that it a necessity for our development.
In our current economic environment where consumers are more conscious of their spending,
looking for more value for money, carmakers face greater challenge in convincing customers to buy
their products in addition to the more fierce competition between manufacturers.
Last year 2011, 58.89 million vehicles were sold worldwide compared to 56.82 million in the
previous year 2010. (Scotiabank, 2012) According to some research, one from Borrell Associates,
carmakers will spend 11.6bn USD of their total 30.9bn USD advertising budgets online in 2012,
which is up 39 per cent from 2011. This is a shift of branding from TV advertisements to online
media and smartphone applications.
Hult id: 875360
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3
Introduction
4. The less understood social media and mobile applications …
Social Media is an umbrella term that defines the various activities that integrate technology, social
interaction and the construction of words, pictures, videos and audio.(M.Kagan,2008)
This definition perhaps summarizes the global picture of the social media fever, which has been a
significant element in changing our behavior and the way businesses operate today. Therefore, five
key elements are being captured; participation, openness, conversation, community and
connectedness.
Tools empowering the five elements:
Facts:
# Social networking sites are officially more popular than porn sites. (Time, Oct.2007)
# Wikipedia boasts almost 4,000,000 articles.
# 65,000 new videos being uploaded in Youtube daily.
# 901,000,000 Facebook users globally as of March 2012.
# 140,000,000 Twitter users in May 2012.
# Only 14% trust advertisements while 78% trust recommendations of other consumers. (Nielsen
2007)
Hult id: 875360
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4
Social Media
5. The less understood social media and mobile applications …
This January 2012, General Motors (GM) was the world's top
selling automaker, Volkswagen in second place provided that
Toyota lags behind spotting the third rank. In the year ended
December 31, 2010, General Motors' advertising and sales
promotion expenses amounted $3.4 billion to support media
campaigns for its products and selling, - and marketing expenses
reached $0.6 billion real ted to dealerships. The total amount of
advertising and marketing is ca $4 billion, in generating $149
billion revenue. Total of $12 billion was spent for selling,
administrative and other expenses, where marketing falls under as
a category.
Ford Motor Company (F) is also an American
automaker, founded by Henry Ford,
headquartered in Detroit. Ford is ts the
second-largest U.S-based automaker after
GM, and one of the USA's Big Three
together with GM and Chrysler. In matching
GM's $12 billion, Ford spent $0.5 billion less,
$11.5 billion for selling, administrative and
other expense, in generating $136 billion
revenue.
Indirect costs include research and development, corporate operations, dealer support, and
marketing and are difficult to estimate because many indirect costs are difficult to allocate to
specific production activities or are not affected by levels of production. There are three levels of
complexity: low, medium, and high. Low-complexity activities would have a smaller impact on
manufacturers’ operations than high-complexity activities.
Hult id: 875360
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Traditional Marketing
6. The less understood social media and mobile applications …
The key factor that affects marketing is whether consumers notice the difference. In the short run
for low-complexity activities, consumers are not expected to notice any change. For medium- and
high-complexity activities, consumers are expected to need additional information, with a greater
marketing effort for high-complexity activities than for medium. In the long run, consumers are
expected to have adapted to any changes, and no additional incremental increase in marketing is
expected. We are talking about activities such as new technologies carried by the vehicles being
sold by the automakers. For instance, a different kind of leather used in upholstery is of low-
complexity, while a a new feature of “driver capability” is of high-complexity.
Driver capability is a system that evaluates driver
aptitude and shuts down vehicle when incompetence is
detected. This system is not yet fully developed but the
closest technology there is in the market is Mercedes-
Benz E-Class, where the driver's normal behavior is
being recorded and established as driver's baseline
profile.
This is where marketing in the automobile industry arises. How
can social media market assist the industry, which platforms offer
the outmost utilizations and in what will be the impact???
Hult id: 875360
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6
Expenses allocation
7. The less understood social media and mobile applications …
Founded in 2004, Facebook's mission is to give people the power to share
and make the world more open and connected.
Over 4 billion viewers every day which is a 50% increase since 2010 and more than 400 million
views per day on mobile devices, tripling in the past year. SIMPLY POST A VIDEO!
From Youtube Channels where
viewers can watch, enjoy and
engage emotionally with your
brand to Analytics where you as a
company can measure how well
your viewers like your videos and
learn how to improve your results.
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7
Platforms
8. The less understood social media and mobile applications …
For businesses and brands, Twitter conversations provide a
powerful canvas and context in which to connect messages and
their brand to what people are talking about right now. It’s a canvas
for telling engaging stories, for participating in cultural events, for
broadcasting content, for connecting directly with consumers, and
for driving transactions. Businesses can influence and participate in
real-time conversations on Twitter to drive consumer action with
integrated paid, earned and owned campaigns, delivering results
throughout the marketing funnel. Twitter also serve as a data base
where companies can listen and gather market intelligence and
insights.
Having chosen these three platforms: Facebook, Youtube and Twitter are parts of the term “social
media” and are grounds for the new market place where consumers and sellers meet. We are
increasingly moving into a new age where transactions and interactions take place digitally,
together with innovative mobile devices providing humanity extraordinary mobility. How does
General Motors and Ford utilize these three platforms and can it be said a success for their
operations? This we will look deeper into by exploring each company's accounts, responses from
the audience and news articles. Furthermore, we will position social media within the nature of this
industry, producing a SWOT analysis.
Hult id: 875360
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8
Platforms
9. The less understood social media and mobile applications …
The main website of General
Motors, www.gm.com , features
the three platforms marked with a
red square. Positioning the three
icons in the mid bottom page
gives a hint of GM's effort in
social media usage.
http://www.facebook.com/generalmotors
GM has 396,665 likes and 5,920 outreach as of July
2012. The page includes the four main brands of GM;
Chevrolet, GMC, Chevrolet and Buick (from top left to
bottom right) and an icon for GM's Twitter account.
Shown above is the engagement by both enthusiasts and
haters of the brand, creating a community within the site.
Take note of the 851 likes and 70 shares.
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9
LIKE GM and FORD
10. The less understood social media and mobile applications …
Unlike GM where you can
immediately spot the icons for
social media once entering the
main site, Ford has a different
approach. Ford has created “Ford
Social”, http://social.ford.com/, which
is a page of its own after you enter
the main website. The site is purely
dedicated for social media leaving
the audience same choices as GM
(Facebook, Twitter) and Blogs with
the exception of Youtube. In
addition there is a Share This
button which allows the audience
to share the site through; Pinterest,
Google+, Fashiolista, Fark.
Compared to GM, Ford has significantly
more likes and wider outreach. The
difference between their figures must show
that Ford is more popular in social media
than GM. However, their total revenue,
shows a different picture, where GM had
$149B, while $139B for Ford. On the other
hand, Ford spent $0.5B less for or selling,
administrative and other expenses than GM.
Hult id: 875360
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10
LIKE GM and FORD
11. The less understood social media and mobile applications …
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11
TWEET AND WATCH
12. The less understood social media and mobile applications …
As shown, both GM and Ford achieved to engage thousands of audiences in all three platforms.
Obviously, Ford got the lead with higher outreach than GM. The table shows a survey conducted by
Base 22, a software and IT consulting firm with offices in the US, Canada and Mexico. The table
produced also shows the same results, where Ford is taking the lead.
“Leading, engaged and
aware”, depict where car
manufacturers stand in each
platform. The table only
shows the results in North
America.
After collecting screenshots of our chosen
companies, GM and Ford. It is proper to state that
both entities have completed the chart provided by
PCG Digital Marketing for Automotive Advertising
Strategies. PCG Digital Marketing specialize in
automotive marketing concentrations including
digital advertising.
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12
VERDICT
13. The less understood social media and mobile applications …
It is too early to say that GM's and Ford's usage is a success based on the social
platforms they utilize and their interaction with the audience. There has not been
any research produced showing a correlation between social media and car sales.
Yet again..it is too early to judge.
According to a
research conducted by
Capgemini in 2011,
where they conducted a
research with more
than 8,000 in-market
consumers in the
mature markets of
France, Germany,
United Kingdom and
the United States, and
the developing markets
of Brazil, China, India
and Russia – social
media sites falls in the
bottom of the table.
However “family and friends” can be considered under the umbrella of social media, since they
somehow interact on social media platforms such as Facebook and Twitter. Red tabs represent top
information sources, providing evidence that car dealers still dominate information feed to
customers, with the only exception of China. Chinese consumers score 43% on web forums and
blogs and 32% on social media site, making the Chinese market dominate in social media platforms
participation. It is worth noting though, that the Chinese government conduct extensive screening
and has a good grip of control on what is on the internet sites within the boarders of China.
Hult id: 875360
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13
VERDICT
14. The less understood social media and mobile applications …
Provided the table produced by Capgemini, a Triad can be drawn based on different sources that
influence consumers behavior. GM and Ford stand as the umbrella and the primary source of
information related their former, current and future products. For the secondary source are the
dealers under the umbrella of GM and Ford. Although these dealers are independent in their
operations, the information they feed to current and potential clients are in line with the primary
source, dependent on what has been published by the primary source. Information are considered to
be bias as most dealers only concentrate on one brand. A dealer of GM, deals with GM vehicles and
the same applies to a Ford dealer. On the tertiary source are websites and bloggers covering the
automobile industry. Tertiary sources have the freedom of comparing car brands, thus have more
independence from the primary and secondary sources. Also, tertiary sources offer more flexibility
and extensive comparison betwwen car brands in the market.
Information from these sources may flow in different directions, where the processed information
reaches the tertiary source as the last stop before the consumers.
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14
TRIAD THEORY
15. The less understood social media and mobile applications …
As we are only covering GM and Ford, their market would be USA. Thus, referring to the table –
car dealers, manufacturers' - and dealers' websites dominate with significant percentages. Having
covered manufacturer's websites and platforms, below are previews of car dealers online account in
the US, which gained good reputation among its customers and sustained loyalty from current
clients.
First out is GM with James Wood Motors,
being actively on Twitter with thousands of
tweets and followers. Recently, James Wood
Motors was featured on the Faces of GM blog
as a car dealership who knows how to
effectively use social media to engage with
customers. Notice the retweets and responses...
“A Dallas based dealership, James Wood uses
their online presence to talk with current and
potential customers without using sales
pressure. Their goal is to participate in
conversations about vehicles they sell;
not to say “hey, come buy a car here.”
Hult id: 875360
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15
TRIAD – Secondary source
16. The less understood social media and mobile applications …
Unlike GM, Ford is its secondary source as being the primary source. One recent instance is the
Fusion campaign, where the three celebrities Micucci, Seacrest and McHale, must dole out 100
Fusion sedans.
Ford's top marketing executive stated
that, “ the celebrities were chosen on the
strength of their online popularity.”
“All three of them were important
because they already have very large
social grasps.”
“We're not starting from scratch.”
Collectively, the three have more than 10 million followers on Twitter, with Seacrest accounting for
more than 7.3 million. This dwarfs the 141,000 that track Ford's main Twitter account. According
to Klout, a company that uses Twitter and Facebook to measure influence online, Seacrest, McHale
and Micucci are in the 95th percentile of influence. (Reuters 2012)
Ford shows a different approach than GM, a more aggressive marketing than putting the dealers as
secondary source. Perhaps, the fact that Ford being the second-largest in the USA after GM can
soon be challenged with Ford's campaigns online and with the positive responses attained form the
audience. Too early to say that...
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TRIAD – Secondary Source
17. The less understood social media and mobile applications …
A tertiary source possess freedom in
conducting reviews of not just one brand but
often of several brands. In the automotive
industry, the most famous, is Autoblog - at
www.autoblog.com.
The company describes itself by, “ Autoblog
obsessively covers the auto industry with
news, reviews, podcasts, high-quality
photography and commentary about
automobiles and the automotive industry.”
Autoblog obtains 61% and +K of 10;
equivalent to influencing 10 000 people,
retweets and mentions. Majority of
Autoblog's audience are at the age bracket
of 30's upwards which correlates with the
website contents and ambience. Amid the
popularity of Autoblog, carmakers might
consider blogs such as this one, a threat
where an issue of “favoritism” can occur.
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TRIAD – Tertiary Source
18. The less understood social media and mobile applications …
Another tertiary source platform is Car Throttle which caters the younger audience of the
automotive industry. Car Throttle is a media brand focused on providing car reviews, news &
interviews aimed at the youth market. Started as a hobby for the young car enthusiast Adnan
Ebrahim, but also having the entrepreneur spirit in him, inputs were only published under his
personal account. As his idea was embraced by an audience and car manufacturers, Car Throttle has
been registered as a company, successful and profitable.
Evidence shows that CarThrottle is still a young
company compared to Autoblog. Kloud figure
shows the difference with the score and influences.
Note however, that despite of the influences
differential of 9k (10k - 1k), overall score
difference of 61 and 47 is not that wide.
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TRIAD – Tertiary Source
19. The less understood social media and mobile applications …
Based on Capgemini's research
which has been mentioned earlier,
the data sample of 8,000 in-market
consumers shows the significance of
Internet as a research tool. The chart
shows the percentage of consumers
saying that they use the Internet as
an information source during the
vehicle buying process.
“Price and product information
continue to be the primary web
features consumers look for when
they research vehicles. Additional
options high on the list include the
ability to compare vehicles and the
ability to get guidance and advice
over the web.” (Dcosta 2012)
Evidently, secondary- and tertiary
sources ( see blue arrows) gain more
interest than the primary sources.
Mature markets are France, Germany, United
Kingdom and the United States, and the
developing markets of Brazil, China, India and
Russia.
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OVERALL IMPACT
20. The less understood social media and mobile applications …
So far, only positive results have been expressed by the featured platforms. But as the saying goes,
“just as a coin has two sides, every story has two perspectives. Breaking news distorted Facebook's
IPO when the world's largest automaker just bailed out on them prior to platform's anticipated IPO.
“General Motors plans to stop paying for ads on
Facebook in a move that raises questions about the
social network’s business model ahead of its highly
anticipated initial public offering. GM said it would
continue to expand its use of Facebook pages for its
brands, which companies can set up for free.”
-FT,May 15, 2012
“Facebook executives have assiduously courted the world's largest carmaker. One source said
Facebook was not pushing for GM's immediate return, but offered to provide data showing the
effectiveness of the website's paid ads.” - IBTimes, July 3,2012
Apparently, there are two stories being told here, sharing the same ground. GM expressed that
Facebook had not done a convincing job of demonstrating what returns the new forms of
advertising for its brands would generate. (FT, 2012) Other carmakers does not spend as much as
$40 million dollar on Facebook as GM did. Subaru, a Japanese car maker, stated that they are
satisfied with the $5 million investment they had on Facebook, providing them pleasant results.
“This is the next phase of marketing and advertising and Id on't think GM, Facebook or any
other company is quite there yet because it's still emerging”. R.Lieb, analyst at Altimeter Group.
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SWOT
21. The less understood social media and mobile applications …
Having said that social media is the
new sensation and an emerging
market place, the presence of a
company will defend and bolster it's
position. Being in the same place as
your customers and potential clients
is what social media offers.
Social media platforms contribute in finding the sentiment
tone and emotions of consumers. These factors extracted
from thousands of conversations might contribute to car
makers' customer service approach. These results are also
forms of instant feedback regarding carmakers' status with
their customers and competitors, which they can break
down in different time periods.
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Strengths
22. The less understood social media and mobile applications …
Looking back at the web charts, Ford has undoubtedly been the winner among its peers. However, it
can be considered as weakness, when people who speak positively about your product are not
buying your product. What are words when it can not sustain a company's operations? Ford was
caught in this dilemma. Interpretation of platform results can sound positive but can produce
negative output.
“ Most of the companies have scores
slightly above the industry average,
Intention to Buy Scores for General
Motors and Chrysler are strongly below
average. This means that there is
considerably more conversation
regarding “intention not to buy” than
“intention to buy.” -Discovery Research,
2011
Positive Evangelism examines the Positive
speech minus the Negative speech and adjusts
for the industry average. The following are
some of the critical highlights found from the
data.
“Toyota, Honda, and BMW have strong
Evangelism Scores meaning that
conversation has stronger positive speak
than negative speak.”-Discovery Research,
2011
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Weakness
23. The less understood social media and mobile applications …
As mentioned in our introduction,
according to OECD report, economic
activity in the automobile industry usually
moves in line with the overall business
cycle, where they studied the correlation
between two variables in the Unites
States, Germany and Japan. A correlation
is found between car sales and private
consumption, which might be a huge
factor determining the total sales of the
industry.
Source : Bundesbank; INSEE; Datastream; OECD Economic Outlook
86 and Main Economic Indicators.
Aside from the the economic environment,
strongly correlated to car sales, another aspect
is the emergence of other social media
platforms. The Internet world is known for
taking the world with storm achieving sky-
high valuations but usually ends up with a
bubble. New social media platforms are going
to emerge aside from the the mergers and
acquisitions of current platforms. For instance,
Facebook's purchase of Instagram, amounting
$1bn last April 2012. (FT)
Users are exposed to the adjustment period due
to changes and amendments when two
platforms merge or one gets acquired. The
adjustment period can cost advertisers such as
the car industry time and money.
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Threats
24. The less understood social media and mobile applications …
Obviously, its is not just about getting most “likes” on Facebook. Some companies have taken
Facebook fan interaction to the next level. If you've always wanted to design a car, but hate the fact
that you actually need to go to "school" and have "experience," then Facebook cars is the thing.
Aston Martin decided to let their fans build a custom
model once they reach 1 million "likes."The
company let the fans build the entire car, letting
them choose the model, interior and exterior options
and the name. The resulting (and not very creatively
named) DB9 1M is simply stunning. -Carbuzz 2012.
THIS IS A NEW METHOD OF
SOLICITING BUYERS WHICH
MODELS THEY WANT TO BE IN
THE MARKET.
Nissan interacted with its Facebook fans,
letting them design a 370Z track car. The
company solicited opinions from its fans,
sourcing mods such as a GReddy twin-
turbocharged system and catback exhaust
system from those who voted. -Carbuzz
2012.
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Opportunities
25. The less understood social media and mobile applications …
Based on what has been said throughout this report, in can be summarized by “Social Media is a
new market place.” Websites are just for formality while in fact the selling and information are in
social media. Both GM's and Ford's Facebook pages boasts numerous videos and updates related to
their operations. However, secondary operators such as dealers and tertiary operators such as auto-
blogs and auto tweeps show more effectivity than primary operators (the companies themselves GM
and Ford). It can be said that dealers and bloggers are kind of a new segment outside the companies'
umbrella. For the dealers, their scope is limited to a certain area of their distribution, thus provides
them advantage in knowing their customers and how to catch their attention. Auto-bloggers on the
other hand serves as an independent body, possessing the freedom of comparing different car brands
as well as disclosing the features of individual brands.
Therefore, it is my verdict that secondary and tertiary operators benefit more from social media than
the primary ones. Dealers earn higher provision with more customers, white tertiary sources hoover
in numerous advertisement, sponsorships and goodies from carmakers. Matching the results of likes
and outreach with the total revenues and marketing expenses by GM and FORD, still does not
provide grounds for a measurement on social media advertising.
It is still worth claiming that for
the automobile industry, social
media and mobile applications is
yet less understood. However it is
unquestionable the fact that
awareness created through social
media provide popularity among
audiences and there is value
added.
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LOGOUT
26. The less understood social media and mobile applications …
2012. FACEBOOK SUBSCRIBER GROWTH BETWEEN 2011 AND 2012 [Online]. Available:
http://www.internetworldstats.com/facebook.htm [Accessed July 15 2012].
22, B. 2011. Social Media Score Card - North American Automotive.
BROIHIER, B. 2012. The Faces of GM: How James Wood Motors uses Social Media to Engage
Loyal Customers [Online]. Available: http://www.socialmediadelivered.com/2012/01/17/the-faces-
of-gm-how-james-wood-motors-uses-social-media-to-engage-loyal-customers/ [Accessed July
2012].
DCOSTA, F. February 20, 2012. Putting the customer in the driver’s seat – Social Media insights
for a rapidly transforming auto industry. Capgemini.
GM. 2012. Amanda Williams: Engagingwith customers online [Online]. Available:
http://www.facesofgm.com/2012/01/03/amanda-williams-engaging-with-customers-online/.
HENRY, J. 2012. How Facebook, Twitter Can Move the Metal [Online]. Advertising Age.
Available: http://adage.com/article/news/social-media-marketing-facebook-twitter-move-autos/145402/.
HINES, C. M. 2012. 5 Facebook-Built Cars [Online]. Available: http://carbuzz.com/news/2012/7/13/5-
Facebook-Built-Cars-7709704/ [Accessed July 2012].
KLOUT. 2012. Available: http://klout.com/#/therealautoblog/score-analysis.
LEADER, D. N. S. S. T. 2011. Social Media White Paper for the Automotive Industry. Discovery
Research Group Report.
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REFERENCES
27. The less understood social media and mobile applications …
MARKETING, P. D. February 12, 2011. Automotive Advertising Budgets Rise [Online]. Available:
http://www.automotive-advertising.net/20110212-automotive-advertising-budgets-rise/ [Accessed
July 2012].
NUTTALL, R. W.A. C. 2012. Facebook to buy Instagram for $1bn
. Financial Times.
SEETHARAMAN, D. 2012. Ford bets in star power, social media to launch 2013 Fusion. Reuters.
Reuters.
SHANNON BOND, A. E.-J. A. A. D. 2012. GM to pull back on Facebook advertising
. Financial Times.
SHIH, B. K. A. G. July 3, 2012 GM talking with Facebook about advertising again: sources.
International Business Times.
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REFERENCES
28. The less understood social media and mobile applications …
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INDEX
29. The less understood social media and mobile applications …
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