Notes to Accompany Videos for International Marketing, 15e

Video Segment 1: Seoul Success (7:05)

Text References: Chapters 1, 4, 8, 12, 13
Video Summary
Samsung attributes its global success and meteoric rise in
BusinessWeeks ranking of the top 100 global brands to measuring its
business outcomes and staying true to its brand mission. The company
uses a multitude of factors to measure success including revenue,
profitability, and brand attitude studies from a local level to a global
level. Samsungs brand mission is to become the number one provider
of the best digital lifestyle experience across business, home, and
mobile products.
The company believes that brand is a promise to consumers and
consists of many related attributes including support, service, on-time
marketing, image, and design. These variables must work in tandem to
deliver the best of breed to consumers. Samsungs brand philosophy
is demonstrated by the companys constant interaction with
consumers before approving the final design of its products. For
example, Samsungs DLP technology was created as a result of intense
focus groups with consumers who wanted a brighter TV picture, a
lighter television that could be moved room to room, and a lessexpensive price point than plasma TVs. Working with Texas
Instruments, the company was able to develop and design TV products
that have been a runaway success.
Samsung believes it is critical to infatuate consumers with its brand
so consumer loyalty crosses over to other Samsung products. For
example, as a cell phone leader, Samsung brought out a new cell
phone model every two weeks that worked faster and had more
capabilities and cutting edge technology than other phones. This short
product life cycle and Samsungs ability to bring out newer and better
products quickly has allowed the company to keep consumers loyal to
its brand.
Discussion Questions
1. What makes Samsungs approach so successful?
Suggested Answer: Samsung employees understand the companys
brand mission of being the number one provider of the best digital

lifestyle experience. The company firmly believes that listening to

consumers before bringing products to market has had a huge impact
on the companys success. Samsung also believes that in order to get
consumers to buy its products, the related factors of service, customer
support, usability, and cutting-edge design and technology are critical.

2. Samsungs meteoric rise comes at the expense of some of its global

competitors. How can other companies gain back some competitive
advantage?
Answers will vary; however, its important to understand cultural
differences of various countries and how they impact a companys
ability to go global and to understand consumer behavior in countries
around the world. Another key point is a companys ability to bring
products to market quickly.

Video Segment 2: Disney ImagineeringGlobal Markets (10:16)

Text References: Chapters 4, 5, 13
Video Summary
In the mid-1950s, successful filmmaker Walt Disney wanted
somewhere to take his two young daughters that would be an
enjoyable outing for the family. When he couldnt find such a
destination, he created his own. In 1955, Disneyland opened in
Anaheim, California and became known as the happiest place on
earth. With its themed areas (such as fantasyland and tomorrowland),
Disneyland attracted visitors from across the country. At the same
time, the company created Disney Imagineering, which consisted of
artists and craftspeople, and became the vision behind Disneys
national and global expansions. In 1971, Disney expanded its theme
parks to Walt Disney World and Epcot Center in Orlando, Florida. Epcot
drew families from across the globe and paved the way for more
happy places around the world.
According to Jim Thomas, Disney Imagineering has three strategic
priorities when entering new markets: creativity and innovation;
application of technology; and global expansion. Along with these
priorities come barriers to entering global markets that include
language, political challenges, cultural differences, and fluctuating
currencies.
The Disney brand is about human traitsstories about family, fears,
and humor that transcend all languages and cultures. With the United
States making up only 5% of the worlds population, the companys
decision to expand globally was a strategic success. Every time a
visitor walks into a Disney park in Europe or Asia, he/she participates in
global trade. Global expansion not only benefits Disney but the local
market and culture as well. When Imagineering was planning the
venue in Hong Kong the company knew it had to maintain the integrity
of the Disney brand but be sensitive to the needs of the local culture.
Disney honored Hong Kongs practice of achieving harmony with the
environment by hiring a feng shui consultant to advise on the physical
location of the park and its proximity to the sea.
There are always challenges and opportunities when entering a new
market. The company hires local talent, including architects, set
designers, and engineers. They believe in identifying the top local
talent and keeping them as part of the Disney team. The company also
believes in adapting to cultural differences by obtaining feedback from
consumers. Disney receives extensive feedback via the Internet from

Japanese consumers who point out current trends in popular culture

that can be blended into special events at Tokyo Disneyland.

Disneys global success is an example of an organization that stays

true to its brand while providing exceptional benefits to local markets
and cultures.
Discussion Questions
1. How does Disney embrace local culture when expanding to markets
outside the United States?
Suggested Answer: When entering a new market, Disney hires local
talent (for example, set designers, architects, engineers) who are
familiar with the customs and preferences of the regional area. Disney
also calls upon its past experience in developing other venues to help
anticipate challenges and obstacles in future expansions.
2. Explain how Disney maintains a consistent global brand.
Answers may vary. One example is that Disney keeps its core
attractions universal and timeless while changing its software
components (local entertainment and special events) to reflect local
culture and preferences. Another example is Disneys mission built on
happiness and optimism permeates the overall theme park
environment. The Disney experience allows guests to play in a world of
imagination, and that experience is revisited and talked about for years
to come.

Video Segment 3: StarbucksBuilding Relationships with

Coffee Growers (12:08)
Text References: Chapters 1, 14
Video Summary
Starbucks has been a specialty coffee seller since its beginnings in
1971. The company relies heavily on its coffee farmers to grow the
high-quality beans it purchases from growers around the world. Coffee
is big business, and Starbucks purchases at least 1.5% of the beans
sold annually across the globe.
Starbucks typically buys its special grade of coffee beans directly from
small growers. When coffee bean prices dropped to less than 50 cents
per pound, Starbucks faced a huge challengehow could it keep its
growers in business when it cost more to grow the beans than the
money farmers would receive for selling their crop?
The company developed several strategies for sustainability. First, it
began to pay a premium to growers to help them cover their costs.
Starbucks prides itself on understanding what it costs to grow coffee in
a particular region and typically pays above that price. When
negotiating with farmers, Starbucks believes price is the last discussion
point, not the first. Next, the company worked closely with the small
farmers to teach them about the quality of beans the company
required and how to sustain quality growing methods.
To stabilize prices, Starbucks has started to negotiate long-term
contracts (anywhere from two to five years) with its growers. This
guarantees Starbucks a regular supply of coffee beans and predicts
future sales at a regular price and consistent profits for growers over a
specific period of time. This allows the growers to reinvest in their
money-making sources: plant new trees, prune existing trees correctly,
plan and purchase new equipment to ensure the farmers stay in
business.
Starbucks has also partnered with two non-profit organizations to
provide affordable credit to coffee growers in Latin America. Working
through a third party, Starbucks provides bridge loans to growers
(similar to a line of credit for small businesses in the US) so that they
can pay the bean pickers during harvest time.
By investing and giving back to its coffee-growing partners, Starbucks
has realized some unexpected results. The company has spearheaded
many social projects in countries where they buy coffee beans, which

include building primary and secondary schools and medical clinics for
workers.
Starbucks believes that business success and social responsibility go
hand-in-hand. To grow as a company, Starbucks believes it can secure
future success by acting responsibly.
Discussion Questions
1. Explain how Starbucks manages the pricequality relationship with
its coffee growers.
Suggested Answer: Because it is considered a specialty coffee retailer,
Starbucks believes that the quality of the coffee beans it buys must be
high, and the company is willing to pay its farmers a premium price to
not only grow the best beans but also to ensure that its growers make
a profit, stay in business, and reinvest in their operations.

2. How does Starbucks use relationship marketing in dealing with its

growers?
Suggested Answer: Starbucks relies heavily on its preferred growers,
and it is critical that the company work closely with the farmers on
several levels. From a business standpoint, Starbucks believes building
its preferred suppliers program is critical to the companys long-term
success. The company does this in several ways: it subsidizes growers
via bridge loans to be sure they can pay the workers harvesting the
coffee beans; it has partnered with several eco-friendly organizations
to preserve and sustain the environment in which coffee is grown; and
it gives back to the regions and countries where it works with coffee
growers as a way of staying socially responsible.

Video Segment 4: McDonaldsSegmentation, Targeting,

Positioning (4:45)
Text References: Chapters 8, 12, 16
Video Summary
Segmenting markets is central to McDonalds marketing strategy and
advertising efforts. Unlike other companies that organize their
marketing by brands, McDonalds organizes its marketing by segment.
For example, there are segment managers for young adults, women,
moms, African-Americans, Hispanics, and Asians. This type of structure
puts the company in a position to maximize targeted marketing efforts.
The company uses segment insights, which are bits of information
about consumer behavior developed through marketing research. This
information is collected on a daily basis by several hundred full-time
employees, and it helps McDonalds understand how to describe its
products in the best way for each specific segment of the population.
As an example, McDonalds Southwest Chicken Salad is marketed
differently to various segments. For the general population, ads
focused on the cool variety of ingredients in the salad. Because
marketing intelligence tells the company that Afro-Americans are
unlikely to substitute a salad for most sandwiches, McDonalds
developed a message for that segment that describes the salad as a
hearty, filling, and interesting alternative to a sandwich.
For the Hispanic segment, McDonalds marketing efforts showed the
salad was full of ingredients that would resonate with culture and
heritagecompelling ingredients for entirely different reasons.
Marketing intelligence has told McDonalds that Asian consumers like a
variety of tastes and new and different components in their salads.
McDonalds believes that understanding consumer segments and
positioning products to appeal to individual segments has increased
the companys overall sales.
Discussion Questions
1. What are the advantages of McDonalds marketing approach?
Suggested Answer: Collecting extensive consumer information and
dividing the population into specific segments allows McDonalds to
target its marketing efforts in an efficient manner to various
consumers.

2. If you were a segment manager at McDonalds how would you target

coffee products to young adults? To moms? To senior citizens? What
would be the key marketing data used for each of the three segments?
Answers will vary but should spark a lively discussion about how to
target market to different segments of the population. Targeting coffee
to young adults might include emphasis on the rich taste of the coffee
as well as the variety of different coffee drinks available at bargain
prices. Targeting moms might acknowledge the busy lifestyle of todays
young moms and the convenience of buying McDonalds coffee drinks
at the drive-thru window. Targeting senior citizens might focus on the
inexpensive pricing associated with McDonalds coffee.

Video Segment 5: StarbucksCorporate Social Responsibility

Text References: Chapter 5
Video Summary
Consumer behavior research reveals that people frequent companies
that have a positive impact on the local community. Starbucks is one
such company. Although considered a small player in the global coffee
market (purchasing about 1% of global coffee crop annually),
Starbucks has become a big player when it comes to the impact the
company has had not only on the industry but on business activities at
the global level.
Starbucks believes that corporate social responsibility (CSR) is an
important part of its everyday business. Customers are concerned
about how a company operates, and Starbucks believes in disclosure
and transparency. Giving consumers a window to how a company
operates ultimately helps bring customers in the door.
Sue Mecklenberg, Starbucks VP of Business Practices, says the
company is always looking at the way it conducts business. The
company has two permanent objectives: meeting our numbers and
living our values.
The definition of CSR is constantly evolving, according to Mecklenberg.
In the past, CSR activities were strictly philanthropic in nature,
meaning the company would write checks to charitable organizations.
Now CSR activities are undertaken based on reviewing both internal
and external factors and the needs of employees and other partners to
be sure the company is acting responsibly.
Starbucks commitment to being socially responsible begins with the
way they treat their employees. All employeesfull-time and part-time
receive health care benefits and stock options. The company refers
to its employees as partners because they all have a financial stake in
how well the company succeeds at the local level as well as at the
global level.
On the local level, Starbucks provides product donations and corporate
sponsorships to the community. In an effort to get employees to
practice personal corporate responsibility, the company matches
monies donated by employees to organizations and also contributes to
non-profit organizations in which employees volunteer on a regular
basis.

Conservation and sustainability are important elements of Starbucks

CSR strategy. The company has started a Green Team, consisting of
employees from across the United States, which looks at ways to
reduce resources, an action that lowers expenses and lessens harm to
the environment.
Starbucks works closely with its coffee farmers to be sure they are
committed to sustaining the environment and acting in a socially
responsible manner. The company created a set of sourcing guidelines
for the farmers to use to ensure its philosophies are followed.
Starbucks issues an annual CSR report to all stakeholders, which
provides the company with a sense of discipline and purpose to
measuring and monitoring how the organization is doing when it comes
to its social responsibility. This report has enormous impact on how we
view ourselves as a company. In fact Starbucks well-documented
reputation of being socially responsible helps attract investors who also
want to demonstrate their commitment to social responsibility.
Corporate social responsibility also provides a boost to Starbucks
bottom line. By giving all employees health care benefits and
demonstrating concern about their overall well-being, Starbucks has
kept employee turnover very low, thus reducing hiring and training
costs.
Discussion Questions
1. How does Starbucks policy of corporate social responsibility impact
the companys bottom line?
Suggested Answer: Starbucks commitment to social responsibility has
a positive impact on the companys business in several ways. First, by
being transparent about its business practices, Starbucks attracts
consumers and employees who believe the company is working to
better the planet by its eco-friendly and sustainable activities. Second,
by providing employees (whether full or part time) health care benefits
and stock options, Starbucks is able to retain employees, thus reducing
its hiring and training costs.
2. As Starbucks continues its global expansion, what must it do to
ensure that the company maintains its socially conscious focus?
Suggested Answer: Student responses will vary. Starbucks must
continue to learn from its employee partners and other business
partners about how the company can improve its eco-friendly
approach while keeping costs in check. It will be important for the

company, from a marketing standpoint, to share its vision on a local

level in new regions while respecting the local cultures.

Video Segment 6: BPCreating a Global Brand

Text References: Chapters 1, 5, 16
Video Summary
Prior to 1998, British Petroleum (BP) was a mid-sized energy company
that did business around the world. Through a series of mergers and
acquisitions over the next four years, BP became a large organization
that included such companies as Amoco, ARCO, and Castrol in the
United States and Aral Petroleum in Germany. By 2002, the company
doubled its size, expanded into new markets, and became the worlds
largest energy company.
The new BP faced an enormous challenge: how to reinvent itself from a
British oil company to a global brand. The company decided that it
needed to develop a set of core values for all of its employees,
consumers, and stakeholders worldwide. Management believed that in
order for a new global brand to be created, employees needed a
sense of belonging to the new organization and its corporate values.
The company undertook a major rebranding initiative. One of the first
steps was to gather employees from all of the acquired companies and
discuss what should be the core values of the new global business.
After many discussions, the company came up with four core values
that would become the driving force behind creating a new global
brand: performance, innovation, progressive, and green.
Once the core values were identified, the company held a series of
training sessions to unify, excite, and motivate employees about the
new global brand. In fact, the core values form a major part of the
companys training sessions for new as well as veteran employees. The
sessions allow employees and team leaders the opportunity to discuss
the companys core values and how they can be applied to daily life.
Once the new brand was created, BP implemented a global
communications/marketing plan that would help change consumers
negative view of the oil industry. The companys marketing efforts
focused on the new core values, establishing a new type of relationship
with stakeholders.
The other strategic decision was to consolidate all advertising and
marketing efforts into one communications group worldwide instead of
individual advertising agencies around the world. This move helped BP
ensure consistency in its brand message across the globe.

BP believes that one of the major challenges for any global brand is to
be responsive to local needs. It is important to accept that we work
with diverse cultures and must respect all of them. In fact, BP decided
to keep some of the product lines that were leading brands in several
markets rather than rebrand them under the BP name.
Creating a new global brand takes much effort and strategic vision;
however, BP believes the new organization has become a global
citizen guided by its core values.
Discussion Questions
1. Why are BPs core values important in building a global brand?
Suggested Answer: In a short period of time, BP acquired nine other
companies around the world and merged them into one large
organization. In order for the new company to create a global brand,
BP had to unify and motivate all of its employees to support the new
organization by providing a sense of belonging. BP management
listened to employees from the acquired companies to understand
what was important to them in the new blended organization. A
global companys brand is the core of the corporation, how it is
perceived and how it relates to key stakeholders.
2. How do you think the companys involvement in the Gulf Coast oil
crisis in 2010 affected its global brand and its core values?
Suggested Answer: Student answers will vary and possibly spark a
lively discussion. The oil spill caused an environmental disaster and
took a long time to clean up. BPs CEO lost his job as a result of how he
handled the overall situation. From a marketing standpoint, BPonce it
mobilized its marketing/communications effortsran several TV
commercials and print ads acknowledging its involvement and vowing
to make it right. The company used BP employees in the
commercials who were from the affected areas as a way of
humanizing the event. In 2011, BP is running TV commercials
featuring Gulf Coast fishermen who are now back at work, possibly as a
way of helping to clean up its tarnished image, particularly in the
United States.

Video Segment 7: KraftMarketing Globally (5:14)

Text References: Chapters 4, 8, 12, 16
Video Summary
Krafts Oreo cookie is the most popular cookie in the world, enjoyed in
more than 100 countries. A truly global product, Oreo is sold in a
consistent form and its unique flavor translates across borders.
Adjustments to product, packaging, and promotion are sometimes
necessary to match consumer tastes and expectations in each country.
For example, in China, the Oreo contains 27% less sugar, and
consumers in Venezuela prefer milk chocolate Oreos.
Packaging changes from market to market. In the United States, Oreos
are packed in large formats, typically because consumers shop in large
stores and have large pantries at home in which to store food. Smaller
packaging formats are used in other countries because of limited shelf
space and smaller home pantries.
One of the greatest challenges in global marketing is creating
promotions. Marketers must understand cultural subtleties
promotional campaigns in one country may not be relevant or
understood in another. Oreos brand message is to provide moments of
child-like delights. Oreos twisting, licking, and dunking ritual is
typically passed down from one generation to another (for example, a
parent showing a child the ritual). However, in countries where there is
no brand heritage for Oreos, Kraft believes it makes sense to use
promotions that show a child introducing the ritual to a parent or
sibling.
Promotions are highly customized to a specific country. For example, in
China brands advertised on TV are perceived to be more credible and
of a higher quality. Thus Krafts predominant form of promotion
appears on Chinese television. In Venezuela, Kraft uses outdoor ads
and marketing based on consumers busy lifestyles. Krafts research
determined that the best time to reach consumers in Venezuela is
during drive time, so Kraft uses large ads painted on sides of buildings
for the best impact.
Marketing a product globally allows for a huge growth potential for any
brand. Focusing on cultural differences has helped Kraft make Oreo the
number one cookie brand in the world.
Discussion Questions

1. What type of market research should Kraft conduct to determine the

proper promotional approach for Oreos?
Suggested Answer: Qualitative and quantitative research should be
undertaken in various countries to understand consumer preferences
and to create the most effective advertising/promotion campaign for
Oreos. It is important that Kraft rely on local employees to help the
company understand the marketing process in each region.
2. Describe how Kraft uses rituals in its global marketing approach for
Oreos?
Suggested Answer: Rituals are patterns of behavior that are learned
and repeated. Oreos brand message is that the cookie provides
moments of child-like delights for people of all ages. The twisting,
licking, dunking ritual is a delightful event and has been shown in
promotions to be passed down from grandparents to grandkids or
parents to their own children. In some countries where there is no
brand heritage, Kraft has been successful promoting the product by
having a child introduce the ritual to parents or siblings.

Video Segment 8: DoleBuying from Vendors Around the

World (7:05)
Text References: Chapter 14
Dole is the worlds largest producer of fruits and vegetables. To
maintain such a large-scale operation, the company must contract with
vendors around the world. Dole has developed a five-step process that
streamlines and regulates how the company works with vendors. The
five steps in the business-to-business (B2B) buying process are (1)
Need recognition; (2) product specification; (3) RFP process; (4) order
specifications and delivery dates; and (5) vendor performance analysis.
The first step involves identifying a need that must be filled. For
example, a vendor may not be able to keep up with Doles volume
demands or meet the quality specs that are required, so the company
is looking for additional reliable vendors. The second step is itemizing
product specifications that potential vendors must be able to meet.
Dole only hires a vendor after its Q&A team deems a vendors
practices meet Doles standards. The third step is asking vendors to
complete a request for proposal (RFP) based on Doles required
specifications. To avoid a monopoly, Dole requires three different
vendors supply bids for each RFP.
Once vendors are selected, Dole provides specific specifications for
orders (for example, fruit size, texture, sugar levels) and firm delivery
dates. This is the fourth step in the process. Firm delivery dates are
crucial because growing seasons can be affected by inclement weather
and natural disasters. Flexible delivery dates dont work because
Doles produce typically takes six weeks to get from producer to store
shelves, and planning is key.
The final step is analyzing vendor performance. This is a customized
process that identifies and lists Doles requirements and looks at
vendors performances against this list to determine each vendors
score. If a vendors score is unsatisfactory, it may not work with Dole in
the future. Customer feedback is also included in performance
analysis.
Dole believes that using a formalized B2B process is essential for
creating successful partnerships with vendors across the globe. The
uniform structure of Doles B2B approach prevents wasted time,
communication lapses, and compromised quality. The B2B process is
essential to Doles success and overall growth.
Discussion Questions

1. How does Dole maintain the highest quality in its products?

Suggested Answer: The company maintains quality in its products by
formalizing the buying process, providing detailed specifications for its
vendors to follow, and evaluating each vendors performance
according to key criteria. Included in the performance criteria is
customer feedback/complaints.
2. Why are firm delivery dates so important to Dole?
Suggested Answer: Supplying firm delivery dates is critical in Doles
operation because of the lead time needed to transport its products
from grower to producer to store shelves. On average, it takes 6 weeks
of transportation time to get produce to stores in various parts of the
country. Planning is key to ensure products get to market on time.

Video Segment 9: New BalanceSupply Chain Management

(5:18)
Text References: Chapter 12
Video Summary
Supply chain management is the coordination of suppliers,
manufacturers, warehouses, retailers, and transportation so
merchandise is produced in the right quantity and sent to the correct
location at the time the customer needs it. A smooth supply chain is
directly related to a companys ability to market and sell its products
successfully.
New Balance produces athletic footwear and apparel. The company is
unique because it has manufacturing facilities in the United States as
well as in Asia. Domestic goods present a unique challenge to the flow
of product because raw materials come from various places around the
world, which causes different lead times for manufacturing in the U.S.
plants. Finished products are shipped to distributors where they are
stored until they are sent to retailers.
Flow of information along the supply chain is as critical as flow of
product. New Balance relies on sales forecasts provided by its retailers.
Supplied in spreadsheets, the forecasts typically are for a period
extending out 12 to 18 months. Approximately 5 to 6 months into the
timeframe, New Balance must make a commitment to purchasing raw
materials, so it needs firm orders from its retailers.
A flexible supply chain is critical. For example, if forecasts are off,
retailers need to be able to change business situations quickly. If one
type of shoe does not meet forecast numbers, communicating that
information to New Balance will allow the company to slow production
down for that shoe or speed up production if another product is selling
faster than forecast. Retailers can also help out the supply side of the
business by devising promotions to sell excess inventory.
A well-managed supply chain is very important to marketers, and
marketers need to understand the variables that affect the supply
chain. Becoming an informed member of the supply chain team will
help marketers provide better service and quality to customers as well
as increase the companys overall profitability.
Discussion Questions

1. Explain the relationship between marketing and a well-managed

supply chain.
Suggested Answer: A companys supply chain is responsible for making
sure that products are in the right place at the right time. Marketers
must understand the variables that affect the supply chain and work
with the team to make adjustments based on ongoing sales forecasts.
A supply chain that responds quickly to changing situations will help
marketers provide better service.
2. How do New Balance retailers communicate with the companys
manufacturers and distribution centers?
Suggested Answer: Retailers send sales information and forecasts
through electronic data interchanges or spreadsheets to New Balance
so that the supply chain can make adjustments as needed. Effective
communication between marketers and retailers can have a positive
effect on the companys bottom line.

Video Segment 10: MINI-USAPromotions (9:33)

Text References: Chapters 8, 16
Video Summary
MINI-USA faced several marketing challenges when introducing a new
entry into the U.S. auto market. The company had to build a brand
from the ground up based on an iconic auto brand in Europe; develop a
new segment for the smallest car on the road; and introduce two new
models at the same time.
During prelaunch, MINI-USA talked to many consumers around the
country to determine the typical MINI customer. Market research
revealed that potential customers shared many of the same traits:
successful, technologically savvy, and inquisitive.
Evaluating the competition, marketers determined that other
companies talked about driving when promoting their car brands.
Based on marketing data, MINI-USA devised a promotional campaign
that embraced the spirit of owning the new MINI by promoting the
concept of Motoring. As part of its marketing strategy, the company
created a Book of Motoring distributed to more than 300,000
consumers via Web, trade shows, and other events to explain the fun
culture of owning a MINI.
The pre-launch phase was very successful, and the company continued
its unique approach to building the MINI brand during launch activities.
These included Make Waiting Fun, allowing customers to track the
manufacturing process from order to delivery, and You-ification,
customizing the look of individual MINIs to reflect owners
personalities.
The company took an unconventional approach to advertising, calling
it creative content distribution and using billboards and other less
expensive media to communicate its edgy style. Its PR strategy used
extensive publicity to create a buzz about the new car, including safety
and reliability features. MINI-USA also invested time and money into
training its MINI Motoring Advisors, who provided the ultimate brand
experience when selling cars to consumers.
Conveying its message in a fun and unique promotional campaign,
MINI won North American Car of the Year in 2003, the first European
car to capture this prestigious award.

Discussion Questions
1. Building a brand from scratch can take time and risks being a
failure. How did MINI-USA build a brand and avoid marketing missteps?
Suggested Answer: Student responses may vary but should include
MINI-USAs commitment to using an integrated message to promote
the new brand. It was critical that each group within the company
conveyed a singular voice when generating publicity and telling the
story of Motoring. The company also decided to embrace the small
size of the car in its marketing campaign, deciding to focus on the
fun aspects of owning such an interesting vehicle.
2. How did marketing research help the company reframe its
advertising strategy?
Suggested Answer: The companys marketers traveled around the
country talking to consumers and creating a buzz for the new brand.
Marketing data showed that potential MINI customers shared many
similar traits, and the company decided to focus on marketing
promotions that would appeal to its inquisitive customers (Make
Waiting Fun and You-ification). Creating an effective Web site
(MINIUSA.com) not only helped the company attract customers but
also retain them.