Renault India: Benchmarking against other Industries for Marketing Success

Yan Li

Chapter 9 in Experiencing Innovation in Asia:Cases in Business Model Development, 2015, pp 199-219 from World Scientific Publishing Co. Pte. Ltd.

Abstract: As he was preparing for his final presentation on Renault's communication strategy in India in late November 2011, Roger Laroux de Secourt thought about the challenges ahead for the French brand in India. Renault wanted to be one of the five major foreign carmakers in India and occupy 2.7% of the passenger car market by the end of 2012, from a 0.3% market share in July 2011. Achieving this objective would require Renault to have a full range of cars. Renault had launched two cars in 2011, and prepared to launch three more models by the end of 2012. In terms of positioning, Renault wanted to establish itself as a premium car brand, while at the same time launching car models to cater for the mass market too. This would be an extremely challenging task, hence special communications tools were required. Roger, who had been designing successful communication strategies for the brand in France, was confident that what he was going to propose would be innovative and efficient for the brand in India. He had spent almost two months in India developing communication tools for Renault there. Now it was time to present them and to convince Renault India's executive board that they would be critical for the brand's future in India. Before the meeting, Roger decided to review all the points.

Keywords: ESSEC; Capgemini; Innovation; Asia; Business Models; Business Model Innovation (search for similar items in EconPapers)
Date: 2015
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