Jaguar Land Rover: The Marketing Strategy Of Jaguar Land Rover

Charles Hughes, president and CEO of Land Rover North America (LRNA), and his executive committee want to expand LRNA's reach within North America. Based on the growing strength of the U.S. SUV market, research which suggests consumers are seeking vehicles that can help them have "experiences" while being practical, safe, reliable and luxurious, the success of the Discovery in the U.K. and near doubling of the Land Rover brand worldwide, LNRA is seeking to become the "world's premier 4x4 specialty company" through effective brand, product and retail strategies. LNRA's success hinges on making the correct positioning, marketing mix and retailing decisions.

The British Aerospace wanted to get rid of its noncore and loss making business - the automobile subsidiary - Rover. Rover was operating in a collaborative relationship with Honda. BL was in urgent need of a midsized car that would help improve its image, quality, efficiency, boost its capital and expertise to enable it to continue,

Here, from my readings, I will define the two related terms and concepts which are the corporate strategy and Strategic Operations Management. Then, I will discuss the link between them. Next, I will provide four perspectives of the operations strategy. Finally, I will highlight some examples from the operations strategy of Jaguar Land Rover and how it is helping the company to achieve its business objectives.

The mission at Chrysler is to reduce the environmental footprint, focus on safety and the efficiency of the vehicle, and remain competitive in the industry (Mission, 2014). By utilizing the adhocracy framework, Chrysler is focused on the creation of vehicles that are good for the environment. Chrysler also relies on innovation to keep up with the changing safety regulations as well as making new smaller vehicles to meet consumer demands. In order for Mr. Marchionne to have a sustaining competitive edge he also has to look at the market framework to gauge the demands of their customers (Kreitner & Kinicki, 2013). With gas prices on the rise, Mr. Marchionne has to remain competitive by building smaller fuel efficient vehicle (Muller,

Lastly, LRNA must determine if it should continue its use of a dealer network or convert these franchises into freestanding, exclusive retail outlets called Land Rover Centres. Though development of Land Rover Centre's across the nation seems like a risky move, especially in the face of declining luxury car sales and dealership consolidation, we wholeheartedly support it. Part of the lure of the Land Rover aura is the willingness to tread new territory, take risk and be revolutionary in leadership style. Land Rover Centre's will do just that. Land Rover Centre's will increase consumer exposure to the Land Rover family of vehicles and the Land Rover way of life in a friendly, stress-free environment. We want consumers to not only drive Land Rover vehicles, but to live the Land Rover lifestyle. We want Land Rover vehicles to expose consumers to the wealth of new experiences they are seeking. Centre development costs are high, but we believe the payoff will exceed costs.

Mercedes-Benz operates on the differentiation strategy. Luxury, prestige and technological innovations drive the company 's production from the high quality small cars and e-bikes of the smart brand, to the premium automobiles of the global corporation.

However, the two iconic British brand Jaguar and Land Rover failed to generate profit in the past and as a result were forced to merge with each other. Thus, the auto industry today if it wants to be competitive, it has to opt for delivering unprecedented levels of consumer value and service. Furthermore, intense competition among firms has been singled out as the one thing which is driving this unprecedented increase in consumer value and service. Therefore, the challenges facing (JLR) and other (MNC) is that because their subsidiaries in these emerging markets like China and India, find it harder to handle the performance management that’s required of them. Additionally, in order to drastically reduce production cost and deliver their products and services cheaply to consumers, (MNC) like (JLR) are entering into these joint ventures especially in China to handle production for them at such pace that causes concern among the traditional lover of the (JLR) brand.

Also the failure of recent premium acquisitions in Europe (Jaguar, Land Rover and Aston Martin) to merge operations effectively has drained resources into an area in which Ford hoped would bring them considerable financial gain. Referring back to the SWOT Analysis (see appendix) conducted on Ford, these more product-focused

The customer base for automobiles is diverse and has different requirements and desires for automobiles. The auto industry has recognized these requirements and desires and manufactures various models to accommodate the customers. Ford is a true innovator in the automobile industry. They have made such headway mainly because they figured out to mass produce their cars quickly, thereby making it affordable to the customer base. Ford has made great strides in rebranding what value means to their customer. There are several factors that customers deem valuable when selecting a Ford automobile:

Mercedes goal is to go beyond the needs of consumers by putting more effort in workforce and transportation technologies. Mercedes also focused on “high-tech quality profit strategies” (Kohler, 2009,pg312), which they believed, would help them have a lead within the global automobile market.

Another challenging barrier to entry is the huge initial investment required to enter car markets in general. Large amounts of capital are required to set up manufacturing facilities and invest in R&D, among other large expenses. This also creates large sunk costs and makes it hard to achieve economies of scale. The capital requirements are one of the main reasons why new luxury brands have been produced by companies which were already present in the market as large car manufacturers (Toyota’s Lexus and Nissan’s Infiniti) and not by new, free-standing,

Mercedes-Benz is known for offering best luxury cars in India from long time. But the increase in competition from other premium car manufacturers is threatening to the company. Therefore the company has undertaken a rebranding exercise to target the youth. The company has worked on model line ups, marketing and brand positioning simultaneously to align with its positioning strategy.

In order to satisfy the demand from consumers and cost drivers, a consistent re-invention of models is the best alternative for Harley-Davison to effectively and efficiently diversify its products. Historically, Rifkin (1997) stated

Manufacturers create multiple product lines to sell to multiple price sensitive groups (Simchi-Levi, Kaminsky & Simchi-Levi, 2008, p. 397). Toyota and all other automotive manufacturers use product versioning to separate and capture both the high-end and low-end customers. Toyota uses product versioning in multiple ways; it is used by creating different styles of vehicles as well as different classes of those vehicles. Toyota creates multiple sizes of sedans, SUV’s and Trucks. Within sedans there is the Prius, Corolla, Camry and Avalon. In the SUV category, they produce the Rav4, Highlander, 4Runner, and Sequoia. The Tacoma and Tundra are produced within their truck category. These different vehicles come in different packages that provide different options that segment customers into their buying desires, based on price conscience or those wanting higher end finishing’s. As an example, if two customers both purchase a Camry from the same dealership, one customer may want an entry level package with just enough options to have a vehicle to drive. The other customer may want every option available on the Camry. Both customers purchased a Toyota Camry, yet the actual vehicles they received have major differences and very different prices. By having multiple options of the same vehicle, Toyota is able to capture multiple groups of customers.

models, like the Lexus line. But we still pride ourselves in the cost competitiveness of our products in every