Page 7 - Rolls Royce, Bentley Mihi Exculta Magazine (Made for Me) - Issue 2, designed and produced by Connell Marketing Associates, UK
P. 7
CUSTOMERS
DOES
MARKETING
WORK?
Funktioniert Marketing? If It’s Important, Measure It
Wenn’s drauf ankommt, muß man es messen W hat do a press conference, a brochure, a finance
scheme, a test drive and a customer reception all
Was haben eine Pressekonferenz, eine Broschüre, ein Finanzierungsplan, eine have in common? Apart from the fact that they all
Probefahrt und ein Kundenempfang gemeinsam? Einmal abgesehen davon, cost money - they are all designed to stimulate desire or else
daß sie Geld kosten, sind all diese Aktivitäten darauf ausgelegt, beim Kun- to increase your ability to convert that desire into sales.
den Wünsche zu wecken oder Ihre Chancen zu verbessern, daß aus diesen Wünschen
Umsätze werden. The role of the manufacturer in creating demand is about
much more than investing in the hardware of the products -
Die Rolle des Herstellers bei der Erzielung von Umsätzen geht erheblich über die – critical though that obviously is - it must also be about
natürlich sehr wichtigen – Investitionen in die Produkte selbst hinaus und muß investing in the equity of the marques. And that means
daneben auch Investitionen in das Kapital „Marke“ zum Ziel haben. Das wiederum continually stimulating interest and attention, but in a
bedeutet, daß ständig das Interesse und die Aufmerksamkeit des Kunden stimuliert structured way, consistent with our marques and with the
werden müssen – aber auf eine strukturierte Art und Weise, die mit unseren Marken aspirations of our customers and potential customers.
und mit den Erwartungen unserer Kunden und Interessenten im Einklang steht. ➠
Marketing is expensive. Unfocused marketing is even more
expensive because it is difficult to measure the results. The
ability to target marketing investment at the most effective
activities is every business’s objective. Back that up with an
ability to compare business performance against others in
the same field and we have a business tool which is really
worth something.
The Rolls-Royce and Bentley prospect management system
has been running now for nearly 18 months. Its objective
was to provide every dealer with a results-based framework
for measuring their efficiency in converting marketing
initiatives into sales - to monitor progress right from the
very first contact to the placing of an order.
The system recognised that in the unique Rolls-Royce and
Bentley context, the elapsed time from the very first activity
to the last might be months, or even, years. That made it
necessary to manage an individual prospect through his
entire relationship with the marques. It had to be much more
than a numerical analysis.
In order to grow the Rolls-Royce and Bentley business we
will need to increase our joint effectiveness in identifying
prospects, stimulating their interest, communicating with
them, guiding them through the important decisions in the
journey and rewarding their loyalty to our marques by
delivering exceptional service so that they sustain that loyalty
and return to the family again and again.
Now the starting point can be to assess each dealer’s results,
compare them with the best performers and then develop an
action plan designed to maximise the return on marketing
investment.
In each issue of Mihi Exculta, we will examine the activities
designed to increase the number and quality of our prospects
and then our ability to convert them into loyal customers. In
this issue, we focus on the very start of that process - ➠
MIHI EXCULTA - July 1997 7
