Product details

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Subject category: Marketing
Published by: IBS Center for Management Research
Published in: 2003

Abstract

The case narrates the story of the German automobile company, Volkswagen, and its Beetle brand of passenger cars. Beetle''s emergence as a successful, cult brand between the late 1950s and early 1970s is examined in detail. The case discusses the brand positioning, advertising and promotional strategies adopted for the Beetle brand in the US during the above time period. It also studies the problems faced by Beetle after the mid-1970s, which forced Volkswagen to stop the production of Beetles worldwide in 1979. The reasons for the relaunch of the Beetle in the late 1990s have also been discussed. The case critically examines the success of New Beetle in the early 21st century and discusses its future prospects. The case is designed to enable students to: (1) examine how a German company became one of the leading global automobile majors during the mid-1900s, on account of a single brand; (2) understand the concept of cult brands and the role played by emotional bonding (with the product) in the success of such products; (3) analyse the various factors involved in the making a cult brand (with reference to the passenger car industry), in light of changing industry dynamics; (4) understand why a company decides to cash in on the ''nostalgia value'' of one of its erstwhile successes, and the strategies it puts in place to be able to do so; and (5) analyse the strategies involved in making a relaunched brand/product a success. The case is aimed at MBA/PGDBA students and is intended to be part of the marketing curriculum.
Location:
Industry:
Size:
Large
Other setting(s):
1940s to 2003

About

Abstract

The case narrates the story of the German automobile company, Volkswagen, and its Beetle brand of passenger cars. Beetle''s emergence as a successful, cult brand between the late 1950s and early 1970s is examined in detail. The case discusses the brand positioning, advertising and promotional strategies adopted for the Beetle brand in the US during the above time period. It also studies the problems faced by Beetle after the mid-1970s, which forced Volkswagen to stop the production of Beetles worldwide in 1979. The reasons for the relaunch of the Beetle in the late 1990s have also been discussed. The case critically examines the success of New Beetle in the early 21st century and discusses its future prospects. The case is designed to enable students to: (1) examine how a German company became one of the leading global automobile majors during the mid-1900s, on account of a single brand; (2) understand the concept of cult brands and the role played by emotional bonding (with the product) in the success of such products; (3) analyse the various factors involved in the making a cult brand (with reference to the passenger car industry), in light of changing industry dynamics; (4) understand why a company decides to cash in on the ''nostalgia value'' of one of its erstwhile successes, and the strategies it puts in place to be able to do so; and (5) analyse the strategies involved in making a relaunched brand/product a success. The case is aimed at MBA/PGDBA students and is intended to be part of the marketing curriculum.

Settings

Location:
Industry:
Size:
Large
Other setting(s):
1940s to 2003

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