nu e bun la nimic despre ferrari

8/16/2019 nu e bun la nimic despre ferrari

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Universitatea „Lucian Blaga” din Sibiu

Facultatea de tiin e EconomiceȘ ț

REFERAT

STRATEGII C!CURE!"IALE

Strategia concurenţială - FERRARI

Masterand: Suciu vidiu#$etru

Specialitatea: #B%

An& I


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Cuprins

'(' I( Brand Image) Brand Identit*(((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((+

'('(' II( Brand $ositioning((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((+

'(, III( Brand Associations in terms o- Com.etitors((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((%

'(+ I/( Brand $arit*) Con-usion) Cannibali0ation in terms o- Substitutabilit*(((((((((((((((((((((((%

'(% /( Brand $resence(((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((1

'(1 /I( Brand C2annel $ro.osal(((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((1

'(1(' Basic conce.t & A dream -ul-illing game and its 3e* com.onents(((((((((((((((((((((((((((((1

'(4 /II( Brand /alue o- Ferrari& T2e 5agic Brand(((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((4

'(6 /III( Brand E7uit*((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((''

'(8 I9( Brand Bene-it# poate fi considerata o parte si ptr aliante strategice((((((((((((((((((((((((',

'(: 9( $erce.tions o- Brand Categor*(((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((((('%

'('; 9I( Brand


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BRA!


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always jolsting and rugbying their way to take this room on rent by meeting

the needs of customer more favorably - thus pushing the original brand out.

1f course the customer may overlook a few minor hiccups in the brand

relationship. 2epends on how irritating the stone in the shoe is . (ence while

a small - minor hiccup in the relationship3trust may be overlooked, it doesnot take much for the brand to be pushed out. Think of the brands you loved

- yet replaced by other brands . 4ot only products, services are even more

precarious.

1.2 III. Brand Associations in terms of Competitors

5e summarize these cli6ues, looking for the 6ualities they have in common

i.e., factoring the cli6ues for their common and uni6ue associations/. 7li6ues

8& 9 identify a core set of :'enz, ;aguar, & ?

contain 'enz, ;eep, classic, and faster. 7li6ues @& 8A describe the 'enz as

fast and sporty while cli6ues 8B& 8@ associate Ferrari with fast. 7li6ues AC& A@

describe both ;eeps and


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and common shape still correlate, and now less&variety joins the cluster.

Finally, sedan bodies are seen to be similar to the 6uality of high price.

0n the family e6uivalence groups, there are again similarities among ;aguar,

'enz, stand&alone stores worldwide. 0n

Geptember last year, the brands ninth oJcial outlet in 0taly began trading in

Kenice.

)xclusive Ferrari Gtores have opened in


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children’s clothing to leathergoods, memorabilia, publications, toys and

gadgets.

1." VI. Brand C#annel Proposal

1.".1Basic concept $ A dream ful%lling game and its &ey components

8. 'y virtue of its uni6ue family and corporate culture binding together

knowledge and perfection, Ferrari has achieved both prominence and fame

in an almost unprecedented manner. 0ts continuous success over decades

has built up into a worldwide myth, unabatedly inMaming throughout the

world&the imaginations of endless legions of viewers of all kinds, secretly

gambling to turn dreams into reality.

A. Gpurred by . 'ringing these viewers back to surface into sort of media consumermodels by launching a dedicated media channel could be highly rewarding,

while assuming an e%ective control of the continuous Mow of images whirling

around the aforesaid myth.

. From a practical standpoint ;2+ and Ferrari are of the opinion that this

should start byD

N 'roadcasting not only by 2TT 2igital Terrestrial Television/ with an

emphasis on the vastly and swiftly expending 0nternet and mobile phones...O

4


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1.' VII. Brand Value of (errari$ )#e *agic Brand

Ferrari is 6uite simply one of the world’s most recognizable brands. 'ut the

legendary 0talian manufacturer no longer relies simply on selling cars and

winning races to generate revenues. 0ts PG Q8.> billion licensing and retail

division has become the model for sports properties around the world.0n terms of results it has been a less than stellar season for Ferrari, perhaps

the most famous of all the world’s car manufacturers. 0n early Geptember,

the 0talian !rm announced that it had sold eight per cent fewer cars in the

!rst six months of ACCH than in the same period the previous year, resulting

in an overall drop in revenues to around PG Q8.B billion. 1n the track,

meanwhile, its Formula 1ne team has had a dismal year. fter winning last

year’s constructors’ championship and narrowly losing out on the driver’stitle, this season has yielded only one victory L Rimi +aikkonen’s brilliant win

in 'elgium L and has seen the team having to cope with the severe head

injuries su%ered by Felipe


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+etail and licensing is particularly important to a company like Ferrari

because, in global terms, the company is a tiny car manufacturer, employing

only around B,CCC people in its road car and race team. +emarkably, despite

having been in the car building business since 8H9?, throughout its history

the !rm has only produced the same number of cars as *orsche produces ina year L estimated by the 0talians to be around 8CC,CCC. s the company’s

appropriately named licensing and retail director,


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waiting list, we don’t touch the waiting list, so if you want a Ferrari you have

to desire it.O

*articularly through its racing exploits in Formula 1ne, the company has

been able to exploit retail and merchandising opportunities perhaps better

than any other major sports property. 0t is therefore no surprise that when


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we try and incorporate the deep, deep value of the brand, both technological

as well as in terms of lifestyle.

rguably, however, it is the toy market that is most valuable to Ferrari, not

!nancially but from a brand& building perspective. SThe magic of the brand

comes from children when you are a child you always have as a gift a littlemodel of the car, and each year we are selling more than A> million pieces.

That is very important because they grow with us L the emotion, the magic

and the positive value are linked to that. ttracting the Formula 1ne fan

creates the aspiration.O


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'ut Ferrari insists that the company will retain the exclusivity of the brand by

not opening shops anywhere and everywhere but, instead, choosing

locations that match the prestige of the brand itself. S5e don’t want to open

>CC stores,O he says. S5e currently have BC and we want to grow little by

little in top locations. 0t’s something we are developing in the next two yearswe would like about C. 0t’s a reasonable number that maintains the

exclusivity but gives a wider visibility to the brand all over the world.O

Future plans include new stores in 'arcelona and C& >C in value, which isinteresting. The "kids universe’ is about B> to 9C per cent of the total, so

that’s very important as well. Go its fans, toys and lifestyle, but lifestyle is

growing very 6uickly.O

side from direct licensing and merchandising, Ferrari has also embarked on

what it terms Sspecial projectsO.


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that was also the site for the inaugural bu 2habi Irand *rix in 4ovember.

Ferrari expects the park, being built by ldar *roperties, to be open between

;une and Geptember next year. The distinctive roof L Ferrari red with the

prancing horse logo so large it will be visible from aircraft landing at nearby

bu 2habi airport L is modeled in the shape of a Ferrari IT car.Ferrari 5orld will be the largest indoor theme park ever built and will include

A9 rides and attractions, including what is set to be the fastest rollercoaster

in the world. S0t will be a multimedia experience and the ultimate experience

of Ferrari L the rollercoaster, the history, the hall of fame of Ferrari. 0t is

family&targeted but it will be a huge Ferrari experience.O (e addsD SFerrari is

a very emotional brand and this is another way to develop in a very nice way

our very powerful brand.O This is a subjective estimate of


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Pnder the plan, Ferrari will begin delivering samples FF 9 seats car to

customers next month for Q B>H,CCC PG2.

1.+ VIII. Brand ,-uity

Ferrari branded ashtray could sell for !ve times the amount of an ashtray

of exactly the same size and materials, but with no branding. The company

has a huge fan base which extends much further than the owners of Ferrari

cars & also known as Ferraristi. pparently, the most fanatical of fans are

found in 0taly, Ferraris home. The local priest in the town of W, 8CW are owned by the founders son *iero

Ferrari and >W stake belong to @?> units in ACC 107, ACC@/. This is a very small number,

making the cars very exclusive, compared to most of the automotive

industry. 0talys automotive industry as a whole ranks on the fourteenth place

worldwide, with about 8.Am units sold in ACC compared to over Hm

worldwide in ACC. The turnover of the worldwide automotive industry

currently approaches the& A trillion mark. Ilobally over& @> billion are

invested in +-2 annually and over eight million people earn their living from

the production of cars 107, ACC@/. lso, many Ferraris are part of

collections and are rarely driven due to their high value. The high emissions

and fuel consumption of a Ferrari will not be of much concern to its buyers.

The main incentives for buying such a car are its design, its exclusivity, its

racing heritage and its performance, and probably its ability to act as a

luxury status symbol

Finally, a brand with signi!cant brand e6uity can lead consumers to generate

a more positive association with product itself. s such, many companies

looking to strengthen a product’s performance will often focus on the

'+


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underlying brand. For example, Gkoda has recently improved its sales

performance by looking to reposition its brand from being a symbol of

inferiority to being a symbol of high 6uality manufacturing and engineering.

This has enabled the company to expand the sales of its cars without

needing to change the cars themselves.Iiven the marketing resources re6uired to build and sustain brand e6uity,

many companies are increasingly looking for alternative means to achieve

the bene!ts of brand e6uity without the cost and risks. This is increasingly

being achieved by the licensing of brand extensions, with companies looking

to extend the successful brands of some companies onto their own products.

For example, a company in Thailand opened a


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and dreamt about car. 5ith its powerful engines, strong brand associations

and excellent designs, Ferrari stands out most uni6uely amongst all cars.

0nitially, it used to sponsor drivers and participated in manufacturing cars

only for races. (owever, after two decades after leaving a mark in the !eld of

racing, Ferrari decided to manufacture cars for the streets. nd this is wherean unbelievable and memorable journey of one of the strongest brands

began.

Ferrari has always been associated with motorsport especially with Formula

1ne. 7ompeting with other big names in F8, Team Ferrari has always

succeeded and gave a great performance, especially with the sports legend


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formed a partnership with Ferrari are 'ridgestone, Ghell,


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or Ieorgian architecture. 1thers are corporate brands such as Ferrari,

7hippendale furniture or (ershey’s chocolate bars. 5ith category brands, the

adjective& noun composite as in "Kenetian glass’ does not consist of two

independent concepts of which one modi!es the other. This is the case in the

composite "red apple’, where "red’ is the modi!er and "apple’ is the header trains.


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cities in 2ecember AC88. The company hoped to achieve an operating pro!t

as early as in AC8A. 4ow 5estbahn boss Gtefan 5ehinger said the !rm might

miss its target.

5ehinger told 2ie *resse today that the intense price war between 5estbahn

and Y'' could avert his company from meeting its initially envisaged goal.(e explained that 5estbahn’s turnover was AC percent lower at the moment

than planned. Y'' and 5estbahn presented various special promotions

during the !nal weeks of AC88 and the !rst few weeks of this year in their

battle for passengers.

5estbahn not only entered the tracks but also ustrian roads last year. The

!rm’s aJliate 5estbus launched several coach services, including a Iraz L

$inz link, in 2ecember. 5estbus announced last month that its servicebetween Galzburg station and Franz ;osef Gtrauss 0nternational irport


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N5orking for Fiat was tricky, like it is working in any large corporation. Things

dont always go the way you want them to and theyre usually more

complicated than they look from the outside. Vou should make compromises.

nd 0m not a good compromiser. 0 tend to be 6uite purist, which makes life

more diJcult in a big company.N0talia 0ndependent is about writing your own story every day, in an

independent way, which means not making compromises. 2oing what you

believe to be the best for your end customer, in terms of cloth, material, cut

and collaborations. 5e dont impose looks of a certain kind. 5e want our

clients to build up their own personal taste and mix things. 5e are a brand of

contamination, we are not a brand of imposition. 5e like to see our suits

potentially worn with a pair of 4ikes or a pair of 7hurchs.N0f 0talia 0ndependent is the day job, taking control of his own destiny is the

bigger picture. 'ut the family back&story is as extraordinary as it is

inescapable. Iianni gnelli was the epitome of the ACth&century tycoon.

ccording to some sources, Fiat at its peak under his command accounted

for !ve per cent of 0talys I2* and employed three per cent of its workforce.

ssuming control of Fiat in 8H, at a time when 0taly was still pulling itself

out of a post&war funk, and would soon be rocked by massive industrialunrest, gnelli & widely known as N$vvocatoN the lawyer/ & proved an

unusually instinctive operator. (e steered Fiat to unprecedented global

inMuence and success.

1.11 II. Brand 4oyalty

Ferrari provides brand loyalty for its cutomers with exclusive product

categories but also exclusive services. Ferrari serve their customers with

their stores that they are very expanded.

Ferrari Gtore doubles its presence in Gouth frica, located in Gandton 7ity on

the 4elson


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racing and lifestyle. The over 8CC s6uare metre Ferrari Gtore ;ohannesburg

concept is developed entirely by the Gtudio 0osa Ihini. 0t o%ers a wide ion of

products from the *rancing (orse ranges for owners and enthusiasts, to

those dedicated to Ferrari fans. n important ion of memorabilia, uni6ue and

original parts of Ferrari F8 cars, enriches the o%erD in particular the full frontwing from the ACC> F8 single&seater 8HH? F8 single&seater nosecone. Ferrari

Gtore 4elson


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7ompetitive strategy and competitive advantage can result from any number

of di%erent con!gurations of activities within the !rm. For a !rm in the

automobile industry with expertise in design, this activity may be combined

with an array of activities. For example, those responsible for styling may

work closely with such disparate activities as materials procurement oradvertising.

1.1! V. Brand 5ender

True7ar.com has released a study examining gender di%erences in

automotive buying. The study was based on more than @ million retail

purchases in AC8C and found that women are more swayed by cost and fuel

eJciency, while men answer to the oppositional pulls of big&and&brawny

versus high& priced, high& performance.

6ey %ndings include$

Z The brand with the highest percentage of retail sales to females in AC8C

was brands with a female ratio over 9C percent in both

ACCH and AC8C.

Z The highest percentage of male buyers primarily purchased exotic brands.

There were !ve brands in AC8C at 8C percent or less for retail sales to

women, including Ferrari .9 percent/, $otus ?.A percent/, $amborghini ?.9

percent/,


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These audio&visual elements 6uickly establish an emotional connection with

a visitor and thats all the marketing and advertising Ferrari needs.

1.1' VII. Brand 7elations#ip/ Brand as a ocial P#enomena


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example, when one hears peoples’ names such as 'ill 7linton, *resident

1bama, Gteve ;obs or W of

an F8 team’s income, yet is relatively expensive. &]>C

million per year for major teams, such as Ferrari nonymous ACCa,

nonymous ACCb, 'arrand ACC, ''7 ACC/. The high F8 sponsorship costsand global exposure make it imperative that sponsors match their brand with

a suitable F8 team. This will maximise their investments and leverage the

potential for the positive brand image and attribute associations fans hold

about the team to be transferred to their own brand Ferrand - *ages 8HHH,

Iwinner - )aton 8HHH,


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paper also identi!es the inMuence, if any, that a team’s winning performance

and fan identi!cation may have on F8&team '* perceptions.

nyone who studies brands is familiar with ;en aker’s work & The

2imensions of 'rand *ersonality. 0n this ’H? classic, aker suggests that

brands take on human traits and characteristics. Psing the psych literatureas her launchpad, aker argued brand personality can be broken into >

distinct dimensionsD Gincerity down&to&earth, honest, wholesome, cheerful/

)xcitement daring, spirited, imaginative, up&to&date/ 7ompetence reliable,

intelligent, successful/ Gophistication upper class, charming/ and

+uggedness outdoorsy, tough/. To hear that brand personality is the key

di%erentiator between $ambo and Ferrari & from a technical expert L shows

just how relevant brand personality is. From *eter’s S6uick and dirtyOresponse, we can project that Ferrari would score higher on competence and

sophistication dimensions& and $amborghini would rank higher on the

SexcitementO scale.

1f course, brand personality is not only relevant to automobile brands.

7onsumers have clear perceptions, associations, and attitudes towards

intangible aspects of many brands. The intangible stu% is the stu% that

makes the brand valuable. ;ust think of some competing brands and do some6uick brand personality comparisons e.g.)nergizer vs. 2uracell, 4ike vs.

didas, pple vs.


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1.1 I. Brand Perception

0n conducting the research a holistic view was taken. 0nitial interviews were

with opinion formers, leading up to a series of in&depth interviews with

owners of the new

nu e bun la nimic despre ferrari

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