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Abstract

This is the second of a two-case series (598-039-1 and 598-040-1). It describes the approach used by the RAC top management team to resolve the current loss of market share and drop in profitability, as well as the strategic repositioning theme adopted by the RAC, and the services marketing strategy designed and implemented to support the new positioning. Fundamental to the approach adopted by the group was the identification and articulation of the ''new market space'', re-shaping the business and competitive profile in which Smith and her team believed the RAC had to compete if it was to lead sustainably into the future. A video ''RAC: Repositioning a Service Brand'' (598-039-3) is available to accompany the case series.
Location:
Size:
6 million members
Other setting(s):
1995-1998

About

Abstract

This is the second of a two-case series (598-039-1 and 598-040-1). It describes the approach used by the RAC top management team to resolve the current loss of market share and drop in profitability, as well as the strategic repositioning theme adopted by the RAC, and the services marketing strategy designed and implemented to support the new positioning. Fundamental to the approach adopted by the group was the identification and articulation of the ''new market space'', re-shaping the business and competitive profile in which Smith and her team believed the RAC had to compete if it was to lead sustainably into the future. A video ''RAC: Repositioning a Service Brand'' (598-039-3) is available to accompany the case series.

Settings

Location:
Size:
6 million members
Other setting(s):
1995-1998

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