Company Background

The BMW Group is the only manufacturer of automobiles andmotorcycles worldwide

that concentrates entirely on premium standards andoutstanding quality for all its brands
and across all relevant segments. With the brands BMW, MINI andRolls-Royce Motor
Cars, the BMW Group has been focussing on selected premiumsegments in the
international automobile market since the year 2000. In thesucceeding years, the launch
of the BMW 1 Series meant an expansion of themodel range in the premium segment of
the lower middle class and the BMW 6Series did likewise in the segment of the large
Coupés and Convertibles. TheMINI marque was launched and production began in the
Oxford plant in 2001. In2003, the BMW Group assumed marque responsibility for Rolls-
Royce Motor Cars.At the same time, the Worldwide Head Office and Manufacturing
Plant inGoodwood, GB, was built. (

AnInternal and corporate analysis in terms of strength, weaknesses, opportunitiesand

threats (SWOT) will assist in gaining an understanding of where BMW iscurrently in
terms of strengths and where improvement is required within thebusiness and what
outside environmental threats it may face as well as what newopportunities are available
to the company in the short and medium term.

Figure 1:BMW SWOT Analysis

STRENGTHS OPPORTUNITIES

• Diverse ranges of Products - • New Products

BMW, MINI and Rolls-Royce
• Strong Cash Flow Position
• Increase turnover and trading
profits
• Strong Balance Sheet
• Market shift to globalization
• Innovation & Alliances
• Customers demand change to
more comfortable and relevantly
cheap cars

• World's leading Premium Quality • Diversification

Automobile Manufacturer
• New Technologies in Automobiles
• Brand Awareness

• Human resources
 • Capabilities to turn resources into
advantages

WEAKNESSES THREATS

• Perception of High Prices • New & existing competition

• Customer disinterest • Volatility in Price of Fuel

• Environmental issues: Pollutions • New legislations

• Buyer sophistication and • Consequences of the oil crisis

knowledge
• September 11th
• Substitute products or
technologies • Economic recession

• Market shift to globalisation

• Takeover bids

• Far-East Automobile companies

expansion

• Extremely high competition for

customers and resources

Poster’s The Five Forces Model

Porterexplains that there are five forces inherent in a market, which will jointlydetermine
the intensity of competition and profitability of BMW and theautomobile industry. The
first is the threat posed by new entrants, the highcapital expenditure and confidence of
customers represent significant barriersto entry and the market is also sensitive to
reputation. However, the emergentof low cost manufactures do pose a significant threat
(as illustrated by figure2). There is an opportunity in the low price/ low economy (fast)
sector. MaybeHyundai or Daewoo could consider introducing a low cost sport saloon.
The second is the threats from substitutes, as thereare many make and model of other
premium branded cars, hence, Jaguar, MercedesBenz, Audi etc. The third force is the
threats from the bargaining power ofbuyers, is this strong for both BMW and the entire
automobile industry with alarge number of alternative suppliers, hence, the aggressive
pricing strategy.This results in a very strong competitive rivalry in the industry. This
isintensified as a result of little or no differentiation in the basic productoffered. Finally
the threats from the suppliers bargaining power, this isfairly low in the automobile
industry, due to dual sourcing strategies, using arange of alternative sources of supply for
parts.

The five forces analysis gives an improved understandingof the degree of competition
within the business environment. The analysisshows that the automotive industry is
highly competitive, with buyerspossessing and exerting a very powerful influence to the
large number ofsubstitute brands available to them.

BMW Human Resources Policy

In response to a changing business environment BMW isbeing more business and service
focus. In the past decade the organisation hasbecome much more proactive, dealing with
new concepts to become more serviceand customer focus oriented. The structure of the
organisation has beenredefined to deal with the new ways of operating. Organisational
structuredefines important relationship within the business for achieving
businessobjectives. At the same time it helps to define the new business culture
withinBMW. Culture exists with the minds and hearts of BMW's employees
andcontributes to business strategies of the organisation. Therefore, BMW's
humanresources policies are critical in the organisations structure, conduct
andperformance.

Competitive pressures on BMW and national economies haveincreased markedly in

recent decades. Therefore, organisations are constantlychanging, as powerful entities
have arisen at the international level, theEuropean Union being a good example and
multinational corporations increasinglydominate particular sectors such as cars. New
competitions are emerging andforcing older companies to adopt or reform to survive.
Different structuresaffect the way in which human resources are managed. BMW like all
otherbusinesses require the same basic human resources activities like
recruitment,development and training, appraisal and reward systems, and control
andfeedback mechanisms. Organisational structures are influenced by culture.Employees
have strong feelings towards the organisations they work for. Germanfirms have
inherently a flat, less rigid structures. The McKinsey 7 'S' modelis often used to identify
all the areas that make up an organisation.Structure, Style, Staff are three such areas.

BMW has an equal opportunities none sexual discriminatingculture within its

organisation. BMW actively supports young female executivesand gives females insight
into the field of technology. BMW also offersextensive training for all level of staffs;
BMW Group's Trainee PromotionProgramme (TPP) provides the perfect combination of
theoretical studies andpractical work. BMW Group trainees receive many benefits in
addition to theirpay, other social payments such as holiday and Christmas bonuses, meal
andtravelling expenses subsidies, health programme and PC training.

BMW claims that it does not see its staff as a cost factorbut as an essential performance
factor. Also the employees are referred to as'associates' rather that works. BMW in its
human resources policy states thatany policy that is not oriented towards its associates
will lead to negativecost effects in the long-run.

As a future-oriented company, we seek to pursue anexemplary, creative and associate-

oriented human resources policy, makingsignificant contributions to business success
through our human resourcesactivities. The human resources policy of the BMW Group
is an integral featureof our overall corporate policy in both strategic and operative
decisions. (Corporate appraisal (or SWOT analysis) consists of the internal appraisal
ofthe organisation's strength and weaknesses and an external appraisal of theopportunities
and threats open to organisations in competition within industry.

MARKETING STRATEGY OF BMW

Bayerische Motoren Werke AG (info) (BMW), (literally English: Bavarian Motor

Works) is a German automobile, motorcycle and engine manufacturing company founded
in 1916. It also owns and produces the Mini brand, and is the parent company of Rolls-
Royce Motor Cars. BMW produces motorcycles under BMW Motorrad and Husqvarna
brands. BMW is known for its performance and luxury vehicles, and is in fact global
leader in premium car sales.

After World War I, BMW was forced to cease aircraft (engine) production by the terms
of the Versailles Armistice Treaty.[2] The company consequently shifted to motorcycle
production in 1923 once the restrictions of the treaty started to be lifted,[3] followed by
automobiles in 1928–29.[4][5][6]
The circular blue and white BMW logo or roundel is portrayed by BMW as the
movement of an aircraft propeller, to signify the white blades cutting through the blue
sky – an interpretation that BMW adopted for convenience in 1929, twelve years after the
roundel was created.[7][8] The emblem evolved from the circular Rapp Motorenwerke
company logo, from which the BMW company grew, combined with the white and blue
colors of the flag of Bavaria, reversed to produce the BMW roundel. However, the origin
of the logo being based on the movement of a propeller is in dispute, according to an
article recently posted by the New York Times, quoting "At the BMW Museum in
Munich, Anne Schmidt-Possiwal, explained that the blue-and-white company logo did
not represent a spinning propeller, but was meant to show the colors of the Free State of
Bavaria." [9]

BMW MARKETING INNOVATION

Since the competition started to imitate BMW’s advertising messages of outstanding
quality, BMW decided to come up with a unique way of reaching its target audience. The
company did so by hiring Fallon Worldwide, and advertisement agency based in
Minneapolis, MN, to come up with a new campaign. Fallon developed the concept “The
Hire” series. Fallon's responsibility also included the way in which these movies were to
be delivered to BMW's target audience. It was also questionable whether the campaign
should be the same throughout the world, or if it should be localized to adapt to language
and consumer taste differences. In order to attract highly recognized directors, as well as
actors, BMW was willing to spend a large amount of money.
In addition to coming up with a unique advertising campaign, BMW also wanted to
change their image. One of the goals was to make BMW look, not only cool, but likeable,
which the brand needs to do to combat negative perceptions some people have based on
old associations with the 80’s style yuppie arrogance.
Company Profile
BMW (Bayerische Motoren Werke Aktiengesellschaft) was founded in 1916 and has
been publicly traded since 1969. The company produces, and markets, a varied range of
higher end sporty cars and motorcycles. BMW has also manufactured the first passenger
car running on hydrogen ready for common use, although the production figures are
limited by the lack of a respective filling station net. In addition to cars and motorcycles,
BMW operates an aircraft engine division under the brand name of Rolls Royce.
The company has worldwide subsidiaries and manufacturing plants in Germany, Austria,
the UK, the USA, Mexico, Brazil, South Africa, Egypt, Thailand, Malaysia, Indonesia,
the Philippines and Vietnam. The company also operates its own financing company,
which offers financing for vehicles. Automobiles accounted for 78% of 2000 revenues;
vehicle finance leasing, 18%; motorcycles, 3% and other, 1%.

BMW's Revenue Sources

Marketing Overview
The majority of BMW’s success is attributed to the development of a consistent
marketing policy, the 'market niche' strategy. The company has built its brand on four
core values, which are:
Technology
Quality
Performance
Exclusivity

BMW has maintained these core values since the company’s inception. Coupled with
WCRS (BMW’s advertising agency since 1979), the company has adopted a consistent
advertising strategy. In addition to the message of these values being portrayed in
advertising campaigns, the company explicitly expresses one or more of these values in
all BMW advertisements. However, it is important to point out that BMW also relies on
its sensitively to the environment, which is clearly seen by how the company’s
advertisements evolved in response to economic, environmental and competitive
changes.
This design philosophy, which runs through every BMW, has been communicated
through a number of TV and print ads. The brand image has been built up by using over
300 color press advertisements, and more recently through a total of 64 different
television commercials. Throughout this campaign, BMW has remained consistent to its
beliefs of focusing on the substance of the cars themselves.
In addition to the high profile national color press and television advertising, individual
dealers are encouraged to run their own local campaigns. Local press, radio and bus
advertisements are all available from BMW dealer marketing. Additionally, brochures,
price lists and dealership point-of-sale materials are made accessible through the
corporate office. BMW encourages its dealers to make use of these services. Providing
the dealers with a central source for advertising, BMW ensures that all communications
remain standardized as well as maintaining BMW’s brand values.
BMW has embarked on a global advertising campaign. What differentiates this
promotion is the fact that it remains consistent throughout the company’s international
campaign across the European, USA, Asia, South Africa and the Middle East markets. In
over 15 countries there will be:

TV spots
Print advertisements
Mega-posters
Radio spots
Events

In all three James Bond films BMW, MGM and EON Productions Ltd worked together
on a cross promotion project. This was accomplished worldwide with TV commercials,
print ads as well as displays in BMW dealer showrooms.
BMW Film
The best new film series, by the most cutting-edge directors, are not playing at the local
theater. Instead, these films are accessible through your home computer, as well as your
local BMW dealership.
Since its launch at BMWFilms.com, “The Hire” (a film series consisting of five different
short films) has been singled out as the first high profile, big-budget, celebrity-laden
Internet marriage of advertising and entertainment. It has been reviewed, scrutinized,
deconstructed and cited as evidence of the perilous future for traditional advertising. New
York Times film critic (Elvis Mitchell) called the series “a marriage of commerce and
creativity, straddling the ever-dwindling line between arts and merchandising.”
BMWFilms is simply the latest and possibly the hippest Web site to make use of
streaming video in order to lure prospective customers. Fast cars, mysterious passengers,
Buddhist monks, rock superstars, and sinister enemies are all part of the film series,
which are presented in installments by some of Hollywood’s top directors. These films
are being advertised on television the same way that movie trailers are advertised; the
difference is that instead of the catch phrase “coming soon to a theater near you,” this
catch phrase reads “see it only on BMWFilms.com.”
Actor Clive Owen (star of the acclaimed British film "Croupier" and, in the opinion of his
growing legion of fans, the next James Bond) is “The Hire” in the series title, a skilled
mercenary driver who seems to specialize in risky assignments. While he is certainly a
smooth operator behind the wheel (very “James Bond” like), it is always the Ultimate
Driving Machine that saves the day. The car is definitely the star of the show.
Each episode features a “driver” (in a BMW, naturally) who is on a mysterious nighttime
mission along with a mysterious passenger. Examples include one incident where the
driver is on the run with a small Buddhist boy, to another episode that has an arrogant
superstar diva (played by Madonna) desperately wanting to escape the swarm of the
paparazzi.
Filmgoers, thrill seekers, and potential customers have the option of watching the video
using Real Video or QuickTime video players. Another option is to download the BMW
Film Player, a fairly simple process offered through the BMW web site, which turns the
computer screen into a miniature personal theater complete with “DVD quality” pictures
and sound. Installing this player allows the user to download and view the video on the
full computer screen while offline. In addition to the full-length videos, BMW also offers
trailers for those customers with slower modem connections. These trailers allow viewers
the ability to have a “quick peek” at the films.
The numbers of viewers to the site are souring each week. One week following the
advertising blitz of the web site films, traffic to the site was up 55% to 214,000 unique
visitors compared to only 138,000 the previous week. (according to Web measurement,
firm Nielsen/Net Ratings) This tremendous leap made BMWFilms one of the Internet’s
fastest growing sites.
The films all have differentiating styles, however one thing that they all hold in common:
the majority of the action takes place in a BMW while the participants are in the middle
of a car chase. There is no limit to the actual number of BMWs that you will see; one,
two, three, even more Beemers are seen speeding down alleyways and streets, screeching
around corners.
BMW did not randomly decide to initiate a web based advertising campaign. The
company clearly did its homework. It is a well known among advertising firms that over
85% of potential car buyers will conduct most (if not all) of their initial research on the
Internet before they make a final decision on a purchase. Therefore, BMW has made it
convenient for shoppers by adding a link to their film site to BMWUSA.com. This site
gives consumers basic information about the car(s) as well as the location and phone
number of the local dealerships.
Given that the average BMW automobile starts at approximately $30,000, the company’s
decision to design a classy film series, which can be viewed on a high-speed Internet
connection by an upscale, mostly male audience, is clearly targeted.
The simple concept of these films – BMW wants to sell cars!
Film concept
In the spring of 2000, two factors were on the table at BMW. The first was concerns over
TV effectiveness, and the second was how to exploit the popularity of the Internet. BMW
wanted to come up with an entirely new branding campaign; too many competitors were
copying the “look and feel” of the BMW, the company needed to do something different
to distinguish itself. On a more basic level, BMW was growing more concerned with its
ability to reach its core market via traditional methods such as network TV.
The creative team of writer David Carter and art director Joe Sweet, had recently
completed a project for Timex with director Tim Burton. This marketing campaign
incorporated an Internet portion that featured short videos specifically shot for the Web.
The executives at BMW saw this as a way to differentiate the company from other
manufacturers. BMW wanted something done exclusively for the Internet, something not
only entertaining but also cinematic. A concept was born – a longer film that would be
shot in segments and distributed via the Internet as a series. This series would combine
product placement with entertainment. Most importantly, it would allow BMW to push
the envelope when it came to scripting the series. The Internet would allow the company
to show what a BMW can do when pushed to the limits, under extreme conditions and
circumstances. BMW would not be able to convey this type of advertising through
traditional TV ads, without a few hundred disclaimers.
BMWFilms has accomplished several objectives; the most important being the
tremendous buzz in both the entertainment and business press. This was important to
BMW, since one of its goals was to make the BMW look cool, without the old
association with the 1980’s style of yuppie arrogance.
A fact that was not prominently mentioned in much of the coverage of “The Hire” was
the core creative concept along with key strategic thinking, Web development, as well as
several scripts, all came from one source: Publicis Troupe’s Fallon Worldwide in
Minneapolis. “I think we’re reinventing advertising,” said David Lubars, Fallon president
and executive creative director. Mr. Lubars added “We’re not looking to make this a
template, as though this is what advertising is [going to be]. I think what technology
affords you is that every client can get their own customized media approach, and this
was really right for this client.”
“BMWFilms.com is a good example of blurring the lines between entertainment and
advertising,” said Jarvis Mak, senior Internet analyst at NetRatings. “The site combines
Hollywood’s intense car chase scenes and Internet video to deliver a new spin on product
showcasing,” added Mak.
“We think that a lot of the time when people view traditional advertising they view it
through a filter of disbelief,” said Jim McDowell, vice president of marketing for BMW
of North America. “When people watch entertainment or a movie, then they’re watching
in an entirely different way where they enjoy the fantasy, and hopefully remember it and
share it with others.” “We thought maybe instead of doing advertising we should be
doing entertainment and doing something fun and interesting on the Web,” McDowell
said. What if you do not have a computer or if your computer is not hooked to a T1
connection? Never fear, BMW has already begun buying infomercial time on the Bravo
and Speed vision channels to showcase their “Hire” series.

Target Audience
Initially, BMW had no real idea to whom the films would appeal. BMW executives knew
they would have everyone from high school students to 7-Series owners as viewers.
BMW’s guess was that their central tendency would have been 25-year olds, with a
median income of $100,000. BMW and Fallon research indicated that many were tech-
savvy, and had fast, reliable access to the web. Most important, 85% of buyers had
researched the vehicle on the web before stepping into a showroom.

Characteristics of the typical BMW Target Audience

Societal values are changing rapidly. Society will increasingly take its cue from
Generation X'ers and dot-comers rather than the baby boomers who have dominated its
thinking for most of four decades. Associated with that demographic shift will be a return
to the appreciation of self-reliance and cooperation. Self-reliance because the traditional
safety platforms such as Social Security and pensions will no longer exist, and
cooperation because it involves group action that, in turn, is the optimal strategy for the
use of scarce resources. Family issues such as long-term health care, day care, and anti-
drug campaigns will remain dominant issues up until the end of the decade.
Generation X and dot-com will have major effects in the future. This 30-something
Generation X cohort will be recognized for its entrepreneurial instinct since its members
are starting businesses at unprecedented rates. They are economically conservative, begin
saving at an earlier age, and seek the shallow information skimmed from a CNN or a
USA Today rather than absorb in-depth reporting.

Members of the dot-com generation, now entering their 20s, are proving to be even more
business-oriented. Twice as many say they would prefer to own a business rather than be
a top executive. By a factor of 5 to 1, they would rather own a business than hold a key
position in politics or government.

In summary, the corporate and business culture of the baby boomers is a mismatch for
these advancing generations that thrive on challenge and opportunity. It is more than cash
that they want. They understand the need for lifelong learning because that is the way life
has always been for them. In addition, as both customers and employees, they will
demand even more advanced telecommunications and net-based transactions.
Consumerism is still growing rapidly. Because consumers will increasingly have access
to and information about pricing, services, delivery time, and customer satisfaction
through the internet, the consumer marketing battle will see a halt in the decline of prices
and a counter-prevailing shift to service improvement and salesmanship.
In the end, however, fixed pricing will fall out of favor as goods and services are sold
through online auctioning. The proponents of the need for improved customer service
will be proved right. To quote the report, "as prices fall to commodity levels and online
stores can list virtually every product and brand in their industry without significant
overhead, service is the only field left in which marketers can compete effectively."
Lorraine Ketch, the director of planning in charge of Levi's trendy Silvertab line
explained, "This audience hates marketing that's in your face. It eyeballs it a mile away,
chews it up and spits it out."
As expected, branded items with dominant reputations will remain powerful and in
demand.

Marketing Channels
Internet
Auto manufacturers have taken some innovative approaches to draw Internet users to
their web sites. However, it is surprising how quickly innovative becomes ordinary. Slide
shows, flash animation, and surround video are now commonplace on most
manufacturer’s sites. In addition, contests have become so common that the possibility of
winning a free car may not be enough to hold a viewer for more than a few minutes.
468x60 banners are sold on a run-of-site (ROS) basis, meaning, they will appear on every
search results page and on an equal rotating basis with other advertisers' banners.
Advertising rates for 468x60 ad banners are computed on a cost-per-thousand (CPM)
impression basis and are currently priced at US $10 to $15 CPM. Flashing banners and
other methods cost slightly more based on the website and technology involved.
For online ads, each advertiser is given password-protected access to Real-Time
advertising statistics, including how many impressions were served, how many click-
throughs were achieved, and what click-through rate was achieved. The industry standard
for the click through rate is anywhere from 0.25% to 2%, for sites like CNN, ZD Net, or
Yahoo. Your actual click-through rate will depend on the appearance of your ad, and
what it offers in terms of a marketing message and call to action. Just like running a
television commercial during prime time, or placing a full-page ad in "Time" magazine,
these ads do not necessarily cause people to pick up the phone and order a product at that
very moment. Whereas a web-based process which guides the consumer through a
systematic process is to make a purchase more likely. Specifically, these types of ads
build name recognition for the company and establish it as a major force in the industry.
Then, when consumers are ready to buy, your company will come to mind.

Television
The 1999 American Association of Advertising Agencies Commercial Production Costs
Survey revealed that the average cost of a 30 second national commercial for an
automobile was a whopping $389,000. The percentages of viewers of MSNBC and Bravo
who are in BMW’s target income bracket constitute 20.5%. The percentage of viewers in
BMW’s target age group (25-34) is 26.5%.

Print
The advertising rates in a periodical like Time Magazine ranges from $250,000 for a full-
page mono to $360,000 for a full-page color ad. The average age of a Time Magazine
subscriber is 45 and they have a median income of $69,000. This audience is of twice the
age and half the income of BMW’s intended target market. Time Magazine is one of the
premier periodicals on the market at this time.

DVD Promotions/Freebies

The cost of producing a DVD master is between $50,000 and $100,000—plus the cost of
producing any bonus materials. DVD player penetration in the US today is approximately
at 25,600,000 units. This trend is supposed to increase and the DVD is supposed to
become the next VHS.

Competitive Analysis

In 1997, BMW was in danger of losing its long-standing lead in the import luxury car
segment. Mercedes, Lexus, and Audi were coming on strong with great new products and
new marketing campaigns designed to dethrone BMW. Nearly half of those considering a
luxury car rank "fun to drive" as their number one reason for purchasing the car.
However, for the first time since BMW had been tracking its image, consumers ranked
BMW at virtually the same level as Mercedes or Lexus on attributes like "fun to drive"
and "responsive handling."

BMW’s three biggest competitors have launched new advertising campaigns that
highlighted what traditionally had been BMW’s greatest strength: performance.
Therefore, BMW was not able to distinguish itself anymore as the only company that
boasted the unparalleled standard of quality as before.

Mercedes
The range of cars from the giant company DaimlerChrysler is a traditional rival of
BMW’s. In 2000, they sold 1,155,000 units and had revenues of 43.7 billion euro.
Mercedes’ strength would be its global presence, strong brand presence, product range
and its technology leadership. Mercedes marketing campaigns have always been subdued
and low key. Mercedes allocates 25 per cent of its annual marketing budget to innovative
Internet strategies, recognizing the power of the Internet for delivering effective and
precise marketing campaigns. When the car manufacturer launched the new Mercedes C
Class Sports Coupe, it positioned the online campaign right at the top of its marketing
mix. Joining in a winning partnership with MSN, another global brand with similar
values, Mercedes sponsored A-Ha’s eagerly awaited homecoming concert.

Lexus
Sparked by a decision from Toyota Chairman Eiji Toyoda in 1983 to challenge the best
luxury vehicles, Lexus has since grown into one of the world's most inspiring automobile
companies. Lexus is a division of Toyota Motor Sales, U.S.A., Inc. They are trying to
leverage the Japanese technology to add brand value to their vehicle. Lexus is America’s
top selling luxury marquee. The tough task for Lexus is to lose the ‘Cheap but Reliable’
Toyota image. The annual sales of Toyota vehicles in the US have been on the order of
$90-93 million in recent years.
According to Chris Conrad, Lexus’ national advertising manager, Lexus is targeting its
youngest buyers ever with the IS 300, roughly 75% male, between the ages of 35 and 40,
married, highly educated with annual household incomes of $100,000. The current
average age of a Lexus owner is 50, with the median age of the brand's hottest selling
vehicle, the RX 300 sport-utility, at 48. The estimated $32 million campaign for the car
broke recently on national TV and will continue for the next six months. Team One, El
Segundo, Calif., created the two national TV commercials. Five TV spots for regional
dealer ad groups and two magazine ads. The agency also created billboards and six
commercials that will be projected on buildings in three cities.
Their online presence even for this campaign is limited, though Lexus is one of the
advertisers launching a rich-media campaign on the Excite Network, which includes
WebCrawler and Classifieds 2000.

Audi
Audi is an international developer and manufacturer of high-quality cars. In 2000, the
company sold more than 650,000 Audi models. The sales revenues of the Audi Group
totaled 39 billion Deutsch Marks. The Audi Group has slowly but surely been
encroaching on the BMW and Mercedes markets. They have been trying to promote the
exclusivity of their cars.
Recently, Audi of America has embarked on its most ambitious online-marketing effort
ever. The European car importer kicked off the "Double Take" "advertainment" online
sweepstakes as part of its $25 million launch of the redesigned 2002 A4 sedan. Visitors to
the site can try to solve mysteries after viewing clues from three short episodes involving
the A4. They can also register to win prizes while learning about the car and its features.
The grand prize is a three-day trip for two to the Audi Driving Experience at the Panoz
Driving School in Atlanta, GA. The sweepstakes, run by Don Jagoda Associates,
Melville, N.Y., allows prospects to enter up to eight times. "The main thing is to educate
and entice users to go to dealerships," said Steve Glauberman, president-CEO of
Enlighten, the privately -held Ann Arbor, MI, creator of the site and sweepstakes.