 The Results of the RelationshipMartin Beck-Burridge and Jeremy Walton Chapter 5 in Sports Sponsorship and Brand Development, 2001, pp 69-82 from Palgrave Macmillan Abstract: Abstract The logic behind Subaru’s foray into the World Rally Championship was formulated and driven by the fact that, as a niche player in an intensely competitive global industry, they had to find a differentiating factor. Poor profit and sales performance in the mid-1980s (see page 58) had convinced the Board and management of the company that in order to stay an independent player the company had to ‘raise its image and build on its nonreplicable strengths’. Furthermore, whilst at the end of the 1980s the company had a well established reputation as a manufacturer of all-wheel-drive vehicles their model sales profile was low volume low profit. Therefore, their decision to pursue a policy of image and brand building through motorsport to alter that profile was formulated on a clear set of strategic goals. That is not in itself particularly innovative or new, but what was unique amongst the Japanese manufacturers in the 1990s, was the clarity and persistence with which they formulated their plans. Keywords: Total Sale; Wheel Drive; Sales Performance; Japanese Manufacturer; Economist Intelligence Unit (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50822-4_5 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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