Marketing renault

Pages: 4 (892 mots) Publié le: 23 février 2011
PRESS RELEASE
April 14, 2009

RENAULT ADAPTS ITS MARKETING STRATEGY TO THE ECONOMIC ENVIRONMENT
To support an unparalleled product plan in the history of the Renault Group, Renault’s MarketingDivision has set ambitious targets. To achieve them, Marketing has mobilized the right resources, which are already paying off and delivering convincing results. In order to adapt to the economicenvironment in 2009, Marketing is enhancing Renault’s visibility to digital audiences and is launching two new web-based interfaces: Renaultshop and Renault TV.

2008: a winning strategy Inspiringpositive feelings about the brand, generating traffic in the showrooms, publicizing new models in the line-up, valuing customers, doing more and better with the same budget – those are the ideas behindRenault marketing actions since the beginning of the Group’s product offensive. For more clarity, browsing on the Group’s websites has been rationalized through new versions of the renault.country anddacia.country sales sites. Fifteen mini-sites dedicated to products were launched in 2008. Through exclusive technological partnerships with Microsoft, the www.newmegane.com and www.new-laguna.comwebsites have been enriched with Silverlight technology and its DeepZoom and Microsynth features, enabling users to view vehicles in incredible detail and create 3D-quality images. Two key partnerships havealso been signed. The partnership with yachtswoman Ellen MacArthur symbolizes Renault’s commitment to the environment through the Renault eco label, and the partnership with Electronic Arts to placeNew Mégane Coupé in one of the most famous auto racing video games in the world, Need for Speed. These developments reflect a revamped marketing strategy, which is now focused on conquering newcustomer segments. To maximize the impact of the launches of new vehicles in the Renault line-up, such as Renault Laguna Coupé, event packages are designed, such as a giant safe box to showcase a vehicle...
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