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Foundations of Marketing, Mar/Apr 2007 Ford Ka debrief Ford Ka case Debrief Ford Ka: Post-script • Ka introduced in France on October 18, 1996 • Went with Attitudinal Segmentation scheme • Target: “Freedom Lovers” and “Attention Seekers” • Positioning: “stylish and charismatic small car, which is individual, expressive and exhilarating to drive” • Price: FF 59,300 (less than Twingo and 106) • Advertising: Strong emotional imagery • Sales and Shares: ¾ 19964147 ¾ 19973.8% ¾ 199822,017 Professor Myungwoo Nam Ka Twingo France Europe France Europe 25,194 214,063 202,337 208,533 266,137 86,214 199,148 1 Foundations of Marketing, Mar/Apr 2007 Ford Ka debrief Ford Ka: Post-script • Implementation Problems ¾ Targeting Identification and Accessibility of selected target Ford showroom problems ¾ Positioning Consumer image of the Ford brand ¾ Significant conflict within the Ka marketing team and dealers regarding present and future marketing plans Change advertising Raise prices Introduce new models ¾ August 1997: Gilles Moynier replaced by Nicolas Wertans (INSEAD alumnus) as Brand Manager of Fiesta and Ka • Recent developments ¾ Sales below 200,000 level since the high in 1998 ¾ Stronger competitive entries (Yaris, Punto, 206,…) ¾ Ford’s focus has been on Focus, new Fiesta, and luxury stable ¾ The introduction of new models (SportKa & StreetKa) in 2003 Ford Ka: Main Points • Segmentation is a fundamental step in marketing even when the product already exists • Consumer needs and markets constantly evolving ¾ Implication: continuous assessment of S-T-P ¾ Implication: Product categories ≠ Consumer Segments ¾ Implication: Increased flexibility of targeting using IT “Mass Customization”, Direct Marketing and e-Marketing Look for Niches: unique offerings for small groups of consumers • Consumer needs and Consumer characteristics (demographics, psychographics, etc.) not always correlated ¾ Implication: Primary objective of segmentation must be the identification of distinct needs and/or behaviours • Assess different segmentation approaches in terms of ¾ Strategic Effectiveness: Distinct Needs, Profitable ¾ Implementation Effectiveness: Accessible Professor Myungwoo Nam 2
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