|
Direct
Marketing
Case
Study
|
|
| |
|
TOYOTA
NEW ZEALAND
|
|
SITUATION
To develop a competitive edge through the design and implementation
of a Relationship Marketing Strategy for selling vehicles to the
Retail Sector.
PROBLEM
To shift the thinking of the Dealer network from reactive to pro-active
with a view of the long-term, including significant skills enhancement.
AIM
To create the appropriate materials and sequentially plan the events
so that each new component linked to the success of the previous
one.
TREATMENT
In conjunction with Toyota New Zealand's Marketing Division (over
a two year period) Colin created and launched through high-impact
Seminars, the Prospecting Program and After Sales Customer Contact
Program, which included the Referral, Update to New Model and Service
Reminder segments ... it's really quite a program. Colin also worked
closely with TNZ in the application of their Direct Marketing Strategies
which saw the fully imported Japanese Camry launched in September
1991 via a direct marketing campaign without the use of other media
- a first, and highly successful.
BENEFIT / RESULTS
Market share has increased, but more importantly, thousands of Relationship/Bonds
have been established with the Dealer and the Brand ... something
that money can't buy, only 'caressing' over time can earn!
A TRUE COMPETITIVE EDGE!
|
|
|
|
|
|
| |
|
IAN
DIFFEN
TYRE & MUFFLER
|
|
SITUATION
The company's 13 retail outlets were cruising - sales were average
and the Management was using an Autocratic system which was stifling
growth.
PROBLEM
All attempts to increase sales had limited results, advertising and
promotions only worked while the dollars poured into TV and media,
then sales reverted to average.
AIM
To alter Management Culture from Autocratic to Leadership Through
a Customer Focus and to use the innovation and involvement of not
only Managers but all staff to lift their overall performance - Additional
Sales to come from converting more phone enquiries to sales and more
add-on sales from existing custom.
TREATMENT
Firstly, a two day Management Conference to redirect the company,
followed by refocusing the aims of the managers. Then developing
the communication skills of all staff and lifting the self-esteem
of the front line. At the same time creating a Customer Care Culture
via new measurement systems and an innovative reward system.
BENEFIT / RESULTS
Within 12 months of the first program sales had increased by millions
(reportedly 25%). The Managing Director could take a holiday without
sales dropping (they actually increased) and staff turnover had reduced
dramatically. A major competitor knocked on the door saying, "It's
getting too hot in the kitchen, do you want to make me an offer?" The
foundation for a true competitive edge was laid - Productivity through
People!
|
|
|
