This document compares Fiat's marketing strategies in Italy and India. In Italy, Fiat dominates the market with a 28% market share and sells over 375,000 vehicles per year. It offers a wide range of premium priced products and promotes through sponsoring Italian sports and art. In India, Fiat has a much smaller 0.6% market share and annual revenue of $160 million. It offers fewer mass market products at lower prices and promotes through social media campaigns and sponsorships to increase brand awareness in India's growing market. The strategies differ due to Fiat's established position in Italy versus its efforts to penetrate the emerging Indian market.
An extensive product portfolio analysis on market requirements for developing, launching and positioning new products with a comparative case study for Porsche and Ferrari in branding strategies according to market opportunities and threats of luxury automotive industry in Europe.
This presentation encompasses various strategies adopted by ferrari to make it a brand ,marketing strategies,strategic management and SWOT analysis and ansoff matrix for ferrari
An extensive product portfolio analysis on market requirements for developing, launching and positioning new products with a comparative case study for Porsche and Ferrari in branding strategies according to market opportunities and threats of luxury automotive industry in Europe.
This presentation encompasses various strategies adopted by ferrari to make it a brand ,marketing strategies,strategic management and SWOT analysis and ansoff matrix for ferrari
This Slide has been made to analyse how and why Ferrari was able to become one of the most exclusive brand recognized in the whole world. Through a deep analysis of
factors will be shown how internal decisions of the company are reflected on the external environment. In particular, through the internal analysis will be given emphasis to the values of the company, which include high attention to environment and human needs. It will continue analysing the strategy decisions and the supply chain of the company, finishing with a consideration on the combination of emergent and prescriptive approach.
In the second part will be discussed the external factors of the firm using more specific tools, as SWOT and PESTEL analysis.
The conclusion will touch on the new challenges of the company and the strategy for the future.
Highlights : Ferrari reported a record third quarter Q03 – 2017:
• Total shipments of 2,046 units, up 68 units (+3.4%)
• Net revenues grew to Euro 836 million, up 6.7% (+9.3% at constant currencies)
• Adjusted EBITDA of Euro 266 million, margin at 31.8%
• Adjusted EBIT of Euro 202 million
• Adjusted net profit up 24% to Euro 141 million
Slide of the speech by Antonio Arcadu at the event of the Comune di Milano dedicated to the new 4.0 manufacturing and digital craftsmanship "Manifattura Milano Camp 2018". www.manifattura.milano.it
On February 20, 2017 the "HONDA MEETS FABLAB" contest ended.
Toyota Hilux has been around for a long time now and has undergone several changes to become what it is today. It is strong, durable and versatile with a sense of touch.
Choose one multinational company per group Look at its international.pdffathimahardwareelect
Choose one multinational company per group Look at its international development, and produce
one PowerPoint slide for each of the following topics:
choose one Company:Samsung or Toyota
1. General international development
2. International sales
3. International sourcing
4. International production
5. International research
6. International tax
7. Conclusion
Solution
Toyota
Slide 1- general international development
Actively exporting to overseas countries
The first-generation Corolla was conceived as a rival for compact vehicles on the European
market even in the design phase and as a high compact vehicle that also would be accepted
overseas. The Corolla featured a strong, compact engine with a five-bearing crankshaft, which
was cutting edge at the time, even amongst compact vehicles on the European market; and the
engine was modified to 1100cc to accommodate export to the United States. These and other
features show how, from the very beginning, Toyota continually had a view towards active
international development.
Slide 2- international sales
Unit=one vehicle; Market share %
Year
Sales overseas
Passenger cars
Trucks & buses
Passenger cars
Trucks & buses
1975
900,808
652,643
248,165
72
38
1976
1,071,980
775,921
296,059
72
45
1977
1,399,581
974,404
425,177
70
52
1978
1,375,054
909,220
465,834
66
48
1979
1,449,313
964,691
484,622
67
47
1980
1,845,955
1,229,877
616,078
67
55
1981
1,848,778
1,197,086
651,692
65
55
1982
1,823,241
1,164,432
658,809
64
54
1983
1,822,852
1,154,559
668,293
63
53
1984
1,925,893
1,125,645
800,248
58
54
1985
2,139,361
1,234,391
904,970
58
56
1986
2,045,943
1,243,946
801,997
61
54
1987
1,958,650
1,242,945
715,705
63
51
1988
2,067,572
1,343,199
724,373
65
49
1989
2,106,517
1,384,355
722,162
66
48
1990
2,370,451
1,575,602
794,849
66
49
1991
2,354,129
1,540,930
813,199
65
50
1992
2,411,977
1,588,385
823,592
66
52
1993
2,440,429
1,585,078
855,351
65
54
1994
2,481,640
1,553,348
928,292
63
55
1995
2,496,206
1,572,619
923,587
63
55
1996
2,621,768
1,615,605
1,006,163
62
55
1997
2,837,614
1,746,277
1,091,337
62
59
1998
2,929,952
1,812,619
1,117,333
62
63
1999
3,058,060
1,864,258
1,193,802
61
65
2000
3,382,642
2,054,170
1,328,472
61
66
2001
3,546,701
2,014,919
1,531,782
57
67
2002
3,838,296
2,222,094
1,616,202
58
70
2003
4,354,506
2,510,625
1,843,881
58
72
2004
4,948,754
2,860,167
2,088,587
58
74
2005
5,554,128
3,257,929
2,296,199
59
76
2006
6,229,327
3,721,520
2,507,807
60
79
2007
6,841,933
4,105,413
2,736,520
60
81
2008
6,526,059
3,984,433
2,541,626
61
82
2009
5,604,043
3,434,343
2,169,700
61
80
2010
5,961,581
3,274,663
2,686,918
55
79
2011
5,895,877
3,231,476
2,664,401
55
83
Slide 3- international sourcing
Toyota established a joint venture with General Motors so that the Japanese car maker could
learn to work with UAW union members while General Motors could learn just-in-time
inventory management from Toyota.
Slide 4- international production
The Toyota Production System (TPS) is an integrated socio-technical system, develo.
This Slide has been made to analyse how and why Ferrari was able to become one of the most exclusive brand recognized in the whole world. Through a deep analysis of
factors will be shown how internal decisions of the company are reflected on the external environment. In particular, through the internal analysis will be given emphasis to the values of the company, which include high attention to environment and human needs. It will continue analysing the strategy decisions and the supply chain of the company, finishing with a consideration on the combination of emergent and prescriptive approach.
In the second part will be discussed the external factors of the firm using more specific tools, as SWOT and PESTEL analysis.
The conclusion will touch on the new challenges of the company and the strategy for the future.
Highlights : Ferrari reported a record third quarter Q03 – 2017:
• Total shipments of 2,046 units, up 68 units (+3.4%)
• Net revenues grew to Euro 836 million, up 6.7% (+9.3% at constant currencies)
• Adjusted EBITDA of Euro 266 million, margin at 31.8%
• Adjusted EBIT of Euro 202 million
• Adjusted net profit up 24% to Euro 141 million
Slide of the speech by Antonio Arcadu at the event of the Comune di Milano dedicated to the new 4.0 manufacturing and digital craftsmanship "Manifattura Milano Camp 2018". www.manifattura.milano.it
On February 20, 2017 the "HONDA MEETS FABLAB" contest ended.
Toyota Hilux has been around for a long time now and has undergone several changes to become what it is today. It is strong, durable and versatile with a sense of touch.
Choose one multinational company per group Look at its international.pdffathimahardwareelect
Choose one multinational company per group Look at its international development, and produce
one PowerPoint slide for each of the following topics:
choose one Company:Samsung or Toyota
1. General international development
2. International sales
3. International sourcing
4. International production
5. International research
6. International tax
7. Conclusion
Solution
Toyota
Slide 1- general international development
Actively exporting to overseas countries
The first-generation Corolla was conceived as a rival for compact vehicles on the European
market even in the design phase and as a high compact vehicle that also would be accepted
overseas. The Corolla featured a strong, compact engine with a five-bearing crankshaft, which
was cutting edge at the time, even amongst compact vehicles on the European market; and the
engine was modified to 1100cc to accommodate export to the United States. These and other
features show how, from the very beginning, Toyota continually had a view towards active
international development.
Slide 2- international sales
Unit=one vehicle; Market share %
Year
Sales overseas
Passenger cars
Trucks & buses
Passenger cars
Trucks & buses
1975
900,808
652,643
248,165
72
38
1976
1,071,980
775,921
296,059
72
45
1977
1,399,581
974,404
425,177
70
52
1978
1,375,054
909,220
465,834
66
48
1979
1,449,313
964,691
484,622
67
47
1980
1,845,955
1,229,877
616,078
67
55
1981
1,848,778
1,197,086
651,692
65
55
1982
1,823,241
1,164,432
658,809
64
54
1983
1,822,852
1,154,559
668,293
63
53
1984
1,925,893
1,125,645
800,248
58
54
1985
2,139,361
1,234,391
904,970
58
56
1986
2,045,943
1,243,946
801,997
61
54
1987
1,958,650
1,242,945
715,705
63
51
1988
2,067,572
1,343,199
724,373
65
49
1989
2,106,517
1,384,355
722,162
66
48
1990
2,370,451
1,575,602
794,849
66
49
1991
2,354,129
1,540,930
813,199
65
50
1992
2,411,977
1,588,385
823,592
66
52
1993
2,440,429
1,585,078
855,351
65
54
1994
2,481,640
1,553,348
928,292
63
55
1995
2,496,206
1,572,619
923,587
63
55
1996
2,621,768
1,615,605
1,006,163
62
55
1997
2,837,614
1,746,277
1,091,337
62
59
1998
2,929,952
1,812,619
1,117,333
62
63
1999
3,058,060
1,864,258
1,193,802
61
65
2000
3,382,642
2,054,170
1,328,472
61
66
2001
3,546,701
2,014,919
1,531,782
57
67
2002
3,838,296
2,222,094
1,616,202
58
70
2003
4,354,506
2,510,625
1,843,881
58
72
2004
4,948,754
2,860,167
2,088,587
58
74
2005
5,554,128
3,257,929
2,296,199
59
76
2006
6,229,327
3,721,520
2,507,807
60
79
2007
6,841,933
4,105,413
2,736,520
60
81
2008
6,526,059
3,984,433
2,541,626
61
82
2009
5,604,043
3,434,343
2,169,700
61
80
2010
5,961,581
3,274,663
2,686,918
55
79
2011
5,895,877
3,231,476
2,664,401
55
83
Slide 3- international sourcing
Toyota established a joint venture with General Motors so that the Japanese car maker could
learn to work with UAW union members while General Motors could learn just-in-time
inventory management from Toyota.
Slide 4- international production
The Toyota Production System (TPS) is an integrated socio-technical system, develo.
1. Fiat: Italy vs. India
Group 4: Chloé Okelo, Josh Mann, Dennis Scullin, Kathleen Cunningham
2. Agenda
● Introduction
● 5 p's of Fiat in both Italy and India
● Conclusion: Comparison &
Contrast of marketing tactics in
both countries
Kathleen
Cunningham
3. Introduction
● FIAT- Fabbrica Italiana Automobili
Torino (Factory Italian Automobile
Turin), is one of the oldest car
makers surviving today
○ Founded in 1899
● Subsidiaries
○ Alfa Romeo
○ Lancia
○ Maserati
○ Ferrari (90%)
○ Chrysler (USA)
○ Iveco (truck)
○ Magneti Marelli (components)
Chloé Okelo
4. People- Italy
● Population: 60.8 million (43%
ages 25-54)
● Avg. income: $24,724 (US
dollars)
● Fiat controls 28% of market share
● 2014: Sold 377,000 vehicles in
Italy
● Fiat is partnered with the Italian
Basketball Federation and other
Italian sport associations and art
exhibits
Dennis
Scullin
5. People- India
● Population: 1.24 billion (younger
pop. with majority below 30)
● Avg. income: $1,527 (US dollars)
● Fiat controls a .6% market share in
India
● 2014: Annual revenue for Fiat
in India is 160 million euros
● Partnered with Aircel Chennai
Open(tennis)
Dennis
Scullin
6. Place- Italy
● One of the “Big 6” car makers in
Europe
● Dominates the Italian market
altogether
○ FIAT Group controls nearly all Italian
car brands existing today
● It has 6 Manufacturing plants in
Italy alone, out of 11 total
worldwide
● The home market is biased
towards small cars, which they
have made their specialty
Chloé
Okelo
7. Place- India
● Second fastest growing
automotive industry in the world
● Fiat has had a presence in India
since 1948
○ Joint Venture with Tata
Motors- Split in 2013
● Urban areas
● Offers 131 points of sale and
125 service centers across the
country Chloé
Okelo
10. Price- Italy
● Premium price class
● Their cheapest model (USD): Panda-
$11,672.97
● Their most expensive model (USD):
Freemont- $29,693.46
● Italian’s love the Fiat, therefore the
company can set their prices at
whatever level they like and they’ll still
purchase the vehicles. (Fairly Inelastic)
Chloé Okelo
11. Price- India
● Popular Price Class
● Relatively Elastic Pricing - Very responsive to promotion
● Punto Evo $7,915 USD, Avventura $10,326 USD, New Linea $11,230 USD
Kathleen
Cunningham
12. Promotion- Italy
● Pride of the Country
● Quality, Differentiator
● Aesthetics
● Chalet Fiat
Kathleen
Cunningham
14. Promotion- India
● Boring is dead, it’s
time to #LiveAlive
● #Hello Life
● #SafeWithFiat
Kathleen
Cunningham
● Educate and Excite
● Testimonials
● Fiat Caffe
● Avventura
16. Conclusion
● In conclusion, Fiat must use different marketing strategies to market in
Italy and India
ITALY
● Fiat has more than double the amount of products in Italy than in India
● They are established in the Italian market, and enjoy great success and
market share in their home country
● This also allows them to have a wider price range among models in Italy
● Advertise through sponsorships of local Italian sports and media
INDIA
● India is an emerging market, and Fiat is still trying to penetrate the
market with the world’s second highest population
● Fiat offers only 4 cars in India currently, but hope to double this number
in the next year
● Advertises through sponsorships and social media campaigns to spread
brand awareness in India Dennis
Scullin