Renault China: The Challenge of Increasing Brand Awareness

Yan Li

Chapter 10 in Experiencing Innovation in Asia:Cases in Business Model Development, 2015, pp 221-239 from World Scientific Publishing Co. Pte. Ltd.

Abstract: In 2009, Renault's sales started to improve in the Chinese market, thanks to Koleos, its SUV model. This model achieved huge success and became extremely popular among Chinese car buyers, partially due to a general passion for SUV models in this market. Koleos enabled Renault to multiply its sales by six between 2008 and 2009 with promising projections for the year 2010. In order to leverage the impact created by the success of Koleos, Pierre Chang, director of Renault Asia and Africa regions, made the decision on September 5, 2010, to launch two new models, Latitude and Fluence, by mid-2011. He was aware of Renault's weakness in China: Poor brand awareness. In a recent market survey, the French car maker realised that the Koleos model was far better known to Chinese customers than the Renault brand itself. This was a severe challenge for the team to face, since brand attractiveness is one of the most important criteria when choosing a car. Mr Chang planned a first meeting to discuss this issue with the Chinese marketing team five days later.

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