Posts Tagged ‘Infiniti’

Infiniti: From “rocks and trees” to “brush-strokes,” can it become a Tier I luxury brand?

Wednesday, June 9th, 2010

Yesterday’s Automotive News had a brief piece about Infiniti marketing that struck me as interesting.  In it, they reported that “Infiniti has told its dealer advisory group that it is committing to a five-year run for the new ‘Way of Infiniti’ campaign–a long-term pledge intended to reassure retailers that the brand will have a consistent message.”

I immediately thought to myself “Good for them.”

Infiniti from the very beginning has had a difficult time establishing a brand identity and finding a way to execute it in communications. Introduced in 1989, Infiniti was Nissan’s response to the introductions of the other Japanese luxury marques, Acura and Lexus.  The original Q45 was a sporty performance alternative to the Lexus. Unfortunately, Infiniti got off to a rough start when it introduced the car and brand with the infamous “rocks and trees” campaign created by its agency Hill, Holliday, Connors, Cosmopulos.

The “rocks and trees” campaign sought to present Infiniti as the result of the unique Japanese culture and sensibility.  The campaign attempted to make its Japanese origin an asset, similar to the way that the German brands have used their ‘German-ness.’  The Infiniti ads were very different than any automotive company had ever done (they didn’t even show the car initially).   (more…)

“Global” Campaigns & The Ultimate Driving Machine

Wednesday, February 24th, 2010

My last post regarding BMW’s new campaign resulted in a few conversations with colleagues that were interesting and got me thinking about the challenges associated with marketing a global automotive brand and the concept of a global campaign.

Virtually every automotive brand is global.  Not every brand is marketed in every country but I can’t think of any that are sold only in their country of origin.  That means that every manufacturer must be concerned with what their respective brands stand for in each country in which they are distributed.  Obviously, it is in the manufacturers’ interest to have their brands positioned in the same way from country to country.  Customers and prospects should recognize the brands no matter where in the world they come into contact with them.

Of course the real world is not quite this neat and tidy.  Brands have developed in different ways in different countries, so for some manufacturers it’s a challenge just to get their colleagues around the world on the same page regarding the brand’s core values.  In my experience we do pretty well when we concern ourselves with the strategic underpinnings of the brand, where things fall apart is when execution of the strategy is considered.

There seem to be two basic approaches to execution, each with its own set of plusses and minuses: