BRAND M ANAGEME NT · around treating divisions as brands, and unifying taglines and ... As for key...
Transcript of BRAND M ANAGEME NT · around treating divisions as brands, and unifying taglines and ... As for key...
GLOBAL
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Abstract
The paper studies how a global enterprise can introduce the same product in various world
regions and countries, and how brand building strategies can be standardized or altered to match
each target market and segment, and how far keeping brand identity and personality standardized
across these markets is necessary and challenging. As an example to build the research around,
the passenger compact car Astra by General Motors is chosen to elaborate the idea through
studying local website entries of; UK, Germany, South Africa, Brazil, China, Russia, Singapore,
Egypt, and Israel. The paper starts with a brief introduction about GM branding strategies and
the history and characteristics under different brand umbrellas of the Astra. The research moves
into covering the GM global and local websites key brand touch points that play different roles in
different consumer purchasing process steps. Astra brand personality, image, positioning and
targeting are studies and compared across different local websites. The way GM leveraged the
brand Astra from both focused and diversified approaches across global markets is also
elaborated. The paper then moves deeper into comparing consumer value propositions and
benefits provided for each local market through researching functional, process, and relationship
benefits.
Keywords: General Motors, GM, Branding Strategy, Global Brand Management, Global
Branding, Opel, Astra, Vauxhall, Chevrolet, Saturn, 3D Branding, Brand Leverage, Brand
Diversification, Online Branding, Auto Branding, Digital Branding, Strategic Brand
Management
GLOBAL BRAND MANAGEMENT 3
Global Brand Management
Effective Brand Management – Assignment 3
Introduction
General Motors (GM) completed the acquisition of the German manufacturer, Opel in the
year 19311. Reasons behind choosing that specific brand concentrate primarily on having GM
introducing the Astra brand to different markets in Europe, the Middle East, Africa, North and
Latin America and Asia in various and interesting ways. In general, GM branding strategies do
not and shouldn’t position its wide and complex brand portfolios and divisions around one
specific personality in the consumers mind. Instead, GM follows separate branding strategies for
each brand division and market, to be able to compete in an effective way. GM globalizes Astra
under different brand names in various global markets. In Europe except for the UK, the Middle
East, most of Asia and Africa, the Astra brand is under the Opel umbrella leveraging the German
high quality brand awareness among consumers. In the UK market only, the brand name is
Vauxhall Astra. In the US, it was called Saturn Astra until the decision was taken to discontinue
the brand Saturn by GM in 2009.2 In Latin America the brand name is Chevrolet Astra. GM
however has managed to keep the model brand name consistent across all countries and only
differentiate the umbrella brand name and logo between Opel, Vauxhall, Saturn, and Chevrolet.
GM introduced a wide range of models within its Astra brand to suit different global consumer
needs. Models range from hatchback, sedan, mini-van, and sport.
GM Branding Strategy
Replacing its old model of treating key car models as separate brands which confused
shoppers having too many taglines and positioning messages, GM branding strategies evolved
GLOBAL BRAND MANAGEMENT 4
around treating divisions as brands, and unifying taglines and positioning statements around
divisions.3 For Opel divisions, the websites look and feel, along with the recently made slogan
“Wir leben Autos” are standardized and consistent across all official local Opel websites and
mature local dealers. For other non-Opel brand websites and brochures that sell Astra under
different umbrellas such as Vauxhall, and Saturn, no taglines were found for the brand division.
In a way to have more control over brand consistency, Opel implements an electronic brand
identity management system that ensures consistency in all Opel brands applications across the
globe,4a practice that seems to be ineffective in many cases.
GM Websites as Brand Touch Points
In auto brand building the Internet as a customer, touch point proved to play the key role
in the loyalty phase of the buying process, being an ongoing source of communicating brand
values and building relationships with consumers. The Internet also has important roles in other
phases in the buying process. In the consideration phase, the Internet should provide potential
buyers with rich resources of information and brand experience. In the experience phase, the
Internet should encourage and eliminate final purchase barriers to convert purchase decisions to
final transactions.5 GM.com global website acts as a gateway to access GMs’ different brands
and access other global and local websites. Users can search for a specific model by both brand
name and geography. The sleek web page design directs Astra shoppers to another global
Opel.com website which leads to country local websites. Other shoppers know Astra as
Vauxhall, Chevrolet, or Saturn and are directly led to local websites that have Astra under these
different umbrellas. GM brand itself doesn’t exist in most of local websites interface and
contents such as in UK, US, Germany, South Africa, and Russia. However, in some less-mature
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markets such as Egypt, Brazil, and India, dealers put Opel brands among other GM brands in the
same website. GM utilized all of its local websites to serve customer needs in the consideration
phase of their purchase process providing resources of information about different Astra models,
specifications and ways to experience the brand through virtual tours and videos. Information on
websites, in terms of amount and quality varies between leading country websites such as UK,
Germany, South Africa, and Brazil, to being fairly poor and limited in Egypt, China, and
Singapore. In the experience phase in the purchase funnel, GM utilized local websites trying to
avail an instant call-for-action in various ways. For example, in Germany, UK, and Russia, Astra
homepage included instant pricing for different models where shoppers could fill in an electronic
form and submit data in order to minimize and facilitate showroom procedures and paper work
during purchase. In other local websites such as in South Africa, China, and Israel a request for
quote buttons were available. Moving towards less-mature websites such as Egypt, only
telephone numbers and dealers addresses were available. Finally, the primary role of websites as
a way to serve the final step in the purchasing funnels is customer loyalty. GM has succeeded in
developing a wide range of channels to interact and connect with customers especially in the
European region through brand communities in social networks, electronic magazines,
downloads, and fan clubs. This is found to be at the minimum for regions outside Europe.
Screenshots for an Astra landing page in different websites, elaborating different entries
are available. (See Exhibit 1)
Astra Brand Positioning & Targeting
Astra re-launch campaign in Europe has positioned the Astra as a compact car with
affordable luxury. Except in its home country, the campaign in Germany positioned it around the
GLOBAL BRAND MANAGEMENT 6
verve of the Astra driving experience in response to the competition by the Golf, targeting the
same youth segment that claims higher road manners.6 Targeting the youth drivers, Opel.de, the
German website highlights and positions the sport Astra GTC model with its variations around
dynamic and passionate driving experiences, as well as technical options and innovation.7
Similar positioning is found across other European websites and global markets such as South
Africa, Australia, and Israel. Saturn Astra in the US was also positioned around excitement and
joy of driving, yet additional positioning statements around German engineering and a powerful
1.8 litre performance, appealing to Americans’ passion for larger engines.8 In the UK, Vauxhall
introduced the New Astra and the New Astra Sports Tourer, which was positioned around being
a practical family car for a busy lifestyle, leveraging the wagon model’s large passenger space
and trunk.9 A positioning that has more leverage in Russia, putting the ‘Family” word in all Astra
models.10 The Singaporean and Egyptian websites however tried to be compliant with the main
brand positioning around fun and excitement, they failed to deliver a unique selling proposition
message that is clearly-communicated through the wide range of Astra models. Targeting a more
price-sensitive consumer, The Chevy Astra in Brazil positioned the older sedan model of Astra
as the leader in sales among its class, having all practical and most needed options at a
competitive price.11 Taking a closer look at the Chinese website as a major and complex market,
Chinese auto consumers found to be highly influenced by intangible and emotional brand aspects
rather than functional and technical aspects. While intangible benefits revolve around styling and
peers thinking of individual.12 Accordingly, GM successfully positioned the Astra hatchback
around confidence, and the GTC model around exposure and visibility. Besides targeting
individual consumers, GM also targeted corporations and businesses as potential mass buyers.
This can be found in the Corporate Sales section of the Russian website with targeted offers for
GLOBAL BRAND MANAGEMENT 7
small and medium businesses and corporations,13 and the Small Business program for Vauxhall
Astra in the UK.14 Opel also targeted diplomatic, international sales, and military buyers with
special sections on the global website, Opel.com.15 Opel.de performed a strategic alliance with
REHA Group Automotive to customize and fully-equip cars with mobility aids, benefiting an
additional consumer segment in urgent need for special kinds of customization.16
Astra Brand Leverage
GM adopted both focused and diversified brand leverage strategies seeking to broaden
the scope of compact cars category and introduce close and related products and services to
consumers, also seeking to cross-sell other related products and services to loyal customers. For
organizations aiming to succeed in focused brand leverage, they should first own and broaden
the category through developing a distinct characteristic for their brands and change and redefine
how consumers think and perceive this category. Focused brand builders should then aim to
capture every possible market opportunity such as developing new geographies and related
products and services. As for key success factors to build diversified brands, companies need to;
find the golden thread that ties all different brand extensions and businesses with the original
brand personality, build high credibility and trust in consumers’ minds, and leverage their brands
aggressively in areas with low brand intensity where their brands can enjoy a competitive
advantage.17 GM focused brand leverage strategy is represented in leveraging Astra brand depth
to include; Astra GTC, New Astra, and the New Astra Sport18 appealing to a wide range of tastes
and consumer preferences, and redefining the concept of a hatch-back compact car to being a
family, or even sport vehicle. Older models of Astra are found in some emerging market
websites such as the Astra Sedan in Brazil,19 and Russia.20 In more developed markets such as
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Singapore, the Astra TwinTop is the only Astra model sold.21 The company also leveraged
Vauxhall Astra in the UK more aggressively by introducing optional engine types being gas or
diesel, different gear options, and a wide range of engine liter capacities22 trying to capture every
possible demand. In the German market, the Opel leveraged Astra brand is a wide range of
models including; Astra GTC Selection, 3-door, Astra GTC Edition''111 years'', 3-door, Astra
GTC Innovation, 3-door and Astra GTC Sport 3-door.23 Less model leverage are found in
emerging markets such as Brazil and Egypt. GM also leveraged Astra brand to target additional
consumer types such as wholesalers and businesses offering fleet services with targeted
financing, promotions, after-sales service and positioning messages such as Astra Business
Packages in Germany,24 and Opel Fleet in South Africa.25 It is also worth noting focused brand
leverage the Opel Performance Center (OPC), which is a brand extension from Opel currently in
Europe and serving models under Opel and Vauxhall. The new brand is an independent
subsidiary of Opel, which is responsible for designing and coordinating all motor sport activities
in Europe, for Opel. GM created OPC brand name and a unique logo to distinguish special
versions or editions from Opel models that are custom-designed for racing, in terms of exterior
finishing and dynamics. Astra OPC models include; Astra G OPC, Astra H OPC and the current
Astra I/J OPC produced in the year 2011.26 Vauxhall website takes the lead in leveraging Opel
brands providing the special edition of Astra, New Astra Excite, which includes additional
exciting features such as Blue tooth connectivity and enhanced wheel designs.27 Opel also
extended a new brand for fuel-economy editions of its cars, the Astra ecoFLEX in Germany and
the UK.
Opel followed a diversified brand leverage strategy in some developed markets taking
advantage of strong brand awareness and customer loyalty to open new lines of business. In
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Germany and Austria, Opel Rent brand is an extended Opel brand that provides end-to-end travel
services from car rental to flight deals.28 Opel offers driver-training services in Germany and the
UK. Opel Germany also performs a strategic alliance with GMAC Insurance Services selling
insurance products for buyers.29 Vauxhall offers its customers the Vauxhall Approved Body shop
service where specific workshops across the country are certified to repair or restore Vauxhall
cars in case of accidents. As well as the 24/7 emergency hotline, Vauxhall Accident Support, and
Vauxhall Insurance.30 Across all Opel’s diversified extended brands, the golden thread that ties
personality of all sub-brands in a way that is consistent with Opel brand image and personality
can be found in keeping the essence of Opel brand positioning around fun, exciting, and
dynamics. This can clearly be found in the German Opel Rent website. Having its own web
address as an Opel subsidiary, the website kept its homepage fun, youthful and exciting using
attractive and colorful graphics.31 The same goes for Ople.tv,32 and Opel Magazine,33 which
enforced Opel brand characteristics using young celebrities’ faces in its banners and positioning
messages. This brand consistency can also be found at the British Vauxhall Official Merchandise
website.34
Astra 3D Branding
Researches show consumers in general claim more process and relationship benefits from
their purchases and less functional benefits. However, in high-involvement purchases such as
automotive, consumers still demand an all-benefits bundle. Auto buyers put function and process
benefits first and relationship benefits last (See Exhibit 2). GM is one of the leading auto
manufacturers that offer extensive process and relationship benefits to its buyers. And this has
helped the company to succeed in achieving higher sales margins than competitors. These
GLOBAL BRAND MANAGEMENT 10
benefits include minimizing price haggling, friendly welcoming showrooms, and availing
information easily through websites and brand communities.35 A GM strategy in prioritizing
benefits for its consumers put process benefits first, then functional benefits and finally
relationship benefits. This can be found across its leading websites such as Germany, UK, and
South Africa. The Opel website of Singapore puts functional benefits first, then process, then
relationship. However, the local website reflects poor local understanding of the brand image and
personality and the local consumers’ benefits claim. The Chinese website also puts functional
benefits in a very dominating way that made the already-limited process and relationship benefits
hardly seen in the Astra homepage.36 Local GM dealers in Egypt tried to follow the Opel website
navigation structure, but also followed the classic functional benefits display, neglecting the
process benefits and having no relationship benefits displayed what so ever. Chevrolet Astra
website in Brazil successfully tweaked the website to replicate the global Astra website template
in a way that understands benefit priorities, yet consolidated to the local market needs and
capabilities. The website homepage collected a good balance of practical and accessible
processes, and functional benefits. Limited relationship benefits were found however.37
The following table compares process, functional, and relationship benefits between
chosen local Astra websites. Screenshots from local websites are available (See Exhibit 1).
GLOBAL BRAND MANAGEMENT 11
Germany UK South Africa
Russia Brazil Singapore China Israel Egypt
Process Benefits
Test Drive Request Dealer Locator Request for Quote Promotional Offers Financing Plans Call Center Model Comparison Brochure/Catalog Request
Virtual Tours Price Estimator Vehicle Configurator
Functional Benefits
Model Specifications Safety Equipment/Options Performance/Engine Appearance/Design Accessories
Relationship Benefits
Service & Repair Centers
Warranty Merchandise e-Stores
Customer Service Social Media Newsletter � � � � � � �e-Magazines � � � � � � � � �Galleries & Downloads
� � � � �
Manuals � � � � � � � � �Recycling � � � � � � � � �Driver’s Guide � � � � � � � � �Fan Clubs/Sites � � � � � �Accident/Emergency Support
� � � � � � �
GLOBAL BRAND MANAGEMENT 12
Process Benefits
Opel differentiated some markets with advanced website features such as the online real-
time pricing and vehicle configuration and customization options available throughout some
local websites, such as Germany, UK, Brazil and Russia. Best example was at Vauxhall Astra
Tourer web page with accurate customization capabilities to choose desired engine
specifications, exterior and interior accessories and options, all through user-friendly web wizard
and real-time cost estimation.38 A practical model comparison feature was also found among
these advanced features. Online requests for quotes and price lists are available in other less-
mature websites such as China, Israel, Singapore, Egypt and South Africa. Promotional offers
are found primarily in Germany, UK, South Africa, Russia, and Brazil. Adding Israel to the
previous list, a wide range of financing and credit offers are available. Test drive requests and
virtual tours are available through almost all local websites.
Functional Benefits
Almost all local websites share the way functional benefits are displayed in terms of
listing basic functional benefits such as, technical specifications and engine performance.
However, more mature local websites in more developed markets such as in Germany, UK,
South Africa, and Russia have understood the increasing importance of leveraging intangible
benefits like exciting performance, safety, design, comfort and convenience. The leading Astra
GTC model design itself illustrates a joy and excitement of driving experienced through the
innovative panoramic windscreen, which extends the driver’s vision to the maximum. The Sport
Switch button transforms engines to a more dynamic and high-performance mode of driving.39 In
immature websites such as Singapore and Egypt, functional benefits are displayed poorly and in
GLOBAL BRAND MANAGEMENT 13
a fact sheet-like way that lacks proper positioning and differentiation and undervalues true brand
value to consumers.
Relationship Benefits
Relationship benefits show huge gaps between developed markets and emerging ones due
to higher consumer awareness, open market, and competition. Basic relationship benefits such as
service centers information, and customer service exists across almost all countries. On the other
hand, Opel sharpens its competitive edge in the developed world such as the UK offering
branded merchandises to its loyal customers through an online store where they can search, buy,
and pay for their desired items. For the same markets, Opel also entered the new increasingly-
important marketing channel of social networks; having its own You Tube Channel, fan pages on
Facebook, and Twitter accounts. Also providing a range of images, video galleries and
downloads that keep the brands in a consumer’s everyday life. On top of that, few leading
websites have dedicated other innovative tools to be closer to consumers such as newsletter
subscription; accident support hotlines, stand-alone e-magazine websites, and even recycling
services for old car owners. The Brazilian website offers Chevrolet credit card options -
collecting points to provide discounts for their next Chevrolet purchase.40
Approaching the issue from a global perspective, it is clearly obvious that Opel takes its
relationship benefits with consumers seriously. Opel.com, the global website does its best to
connect and communicate with customers and fans worldwide through each and every possible
channel. Opel Mobile is a service that keeps subscribers updated around the clock with attractive
branded mobile downloads. Astra has its own mobile applications line that includes branded
mobile games and music specially-made for iPhone.41 Opel Magazine is another global brand
extension that offers through its website, www.opelmagazine.com a unique brand experience
GLOBAL BRAND MANAGEMENT 14
through attractive readings, exclusive contents, and freebies. Matching the global trend, Opel
designed a special interactive version of the magazine for iPad.42 Opel Collection, the global
branded merchandise electronic store also reinforces loyalty by offering a full collection of outfit
and accessories for Opel fans including specific model brands such as Astra. The collection fits
perfectly with Opel brand characteristics being casual, fun, youthful, and energetic.43 GM
leveraged Opel owners and prospects in developed markets with two-way communication
channels and brand communities through social networks and blogs. Consumers can post
comments, suggestions, complaints, and even service requests through their accounts keeping
brands close to consumers in order to guarantee long-term relationships and loyalty.
Concluding Thoughts
GM branding strategy regarding its Opel/Vauxhall has clearly been a multinational one
having completely different strategies for each region and country, without a global brand
building thread that ties all these activities. GM introduced Astra under different brand
umbrellas, model mix, features, quality, and positioning to gain every possible market share in
every possible global market. This strategy although it achieved more penetration and sales
volume, it diluted the German brand in global markets especially outside Europe between having
too many product characteristics and positioning statements. In many emerging markets such as
Brazil and Egypt, GM traded off product quality and brand building activities for low prices.
This resulted in having Opel logos on vehicles that have in fact so little German and high-quality
components, and having these vehicles closer to Japanese and Korean competition in consumers’
minds, diminishing Opel’s strong country of origin effect in global markets, which is a key
differentiator in these markets. A strategy that wasn’t followed by a close competitor such as
GLOBAL BRAND MANAGEMENT 15
Volkswagen Polo who kept more product quality constrains and consistent positioning across
global markets, resulted in more price premiums paid by customers. Repositioning the Opel
brand in these markets from affordable, locally assembled vehicles by GM to a premium
German-made compact car will require huge investments. The story is much different in Opel’s
homeland, Europe, where GM found to be moving successfully into more mature branding
strategies elaborated clearly in local websites. The European brand management approach is
evolving into a global brand management, having it closely followed by other global markets
such as Russia and South Africa. GM succeeded to develop a brand personality around driving
dynamics, youthfulness, and fun. GM needs to extend this main characteristic to more global
markets, but also localize when needed so as to communicate a unique selling proposition for
each market. The impressive focus on consumer relationships and process benefits clearly gives
a competitive edge to GM utilizing the Internet and social media to effectively facilitate the
purchasing process and staying connected to the brand. GM also succeeded in leveraging
Opel/Vauxhall brands into more focused and diversified products and services to related and new
segments, having these new brands close to the main brand characteristics and personality.
Extending these successful brand-building approaches from Europe to other markets can start by
enforcing the role of regional marketing and brand owners in each region then in each country.
GM also needs to undertake a serious reevaluation of its local dealers in emerging markets
focusing on their quality and ability to achieve the global branding strategy, instead of focusing
just on their sales performances. More restrictions and standards should be enforced on local
marketing and brand building activities such as local websites and advertising campaigns.
Connecting Opel brand to GM brand in consumer’s minds should not be an encouraged in
general practice terms. GM can benefit more from its Opel division if positioned outside the GM
GLOBAL BRAND MANAGEMENT 16
umbrella in terms of having local Opel websites and not GM websites, Local Opel dealers and
service centers with German premium quality flavor and not GM ones. This is an argument that
is supported by the successful practice in European websites where no GM brand existing.
GLOBAL
Exhibit 1
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GLOBAL BRAND MANAGEMENT 26
End Notes
1 Wikipedia. (2011, March 13). Retrieved from the Wikipedia: http://en.wikipedia.org/wiki/Opel
2 Wikipedia. (2011, March 13). Retrieved from the http://en.wikipedia.org/wiki/Opel_Astra
3 Halliday, J. (2002). GM's brand management evolves. Automotive News, 76(5988), M4.
Retrieved from EBSCOhost.
4 ELECTRONIC BRAND MANAGEMENT AT OPEL. (2003). Strategic Communication
Management, 7(2), 3. Retrieved from EBSCOhost.
5 Chatterjee, A., Jauchius, M. E., Kaas, H., & Satpathy, A. (2002). Revving up auto branding.
McKinsey Quarterly, (1), 134-143. Retrieved from EBSCOhost.
6 Garfield, B. (1998). Some Astra markets are more equal than others. Advertising Age
International, 4. Retrieved from EBSCOhost.
7 Opel.de. (2011, March 16). Retrieved from the
http://www.opel.de/fahrzeuge/modelle/personenwagen/astra-gtc/index.html#
8 Saturnfans.com. (2011, March 16). Retrieved from the
http://www.saturnfans.com/photos/showphoto.php/photo/48947/title/2009-saturn-astra-
brochure/cat/13053
9 Vauxhall.co.uk. (2011, March 16). Retrieved from the
http://www.vauxhall.co.uk/vehicles/vauxhall-range/cars/new-astra-range/index.html
10 Opel.ru. (2011, April 2). Retrieved from the
http://www.opel.ru/vehicles/opel_range/mashiny/astra-saloon/indeks.html
GLOBAL BRAND MANAGEMENT 27
11 Opel.com.br. (2011, March 19). Retrieved from the
http://www.chevrolet.com.br/veiculos/carros/astra/index.shtml?s_icid=Institucional_Car
Home_BaseballCard_Astra
12 Hoffe, J., Lane, K., & Nam, V. (2003). Branding cars in China. McKinsey Quarterly, (4), 14-
17. Retrieved from EBSCOhost.
13 Opel.ru. (2011, March 23). Retrieved from the http://www.opel.ru/offers-
services/avtopark.html
14 vauxhall.co.uk. (2011, March 23). Retrieved from the
http://www.vauxhall.co.uk/fleet/business-sales/business_offers.html
15 Opel.com. (2011, March 26). Retrieved from the http://www.opel.com/vehicles-and-
services/international_diplomaticsales/index.html
16 Opel.de. (2011, March 22). Retrieved from
http://www.opel.de/fahrzeuge/mobilitaetshilfen/index.html
17 Court, D. C., Leiter, M. G., & Loch, M. A. (1999). BRAND LEVERAGE. McKinsey
Quarterly, (2), 100-110. Retrieved from EBSCOhost.
18 Opel.com. (2011, March 16). Retrieved from the http://www.opel.com/vehicles-and-
services/opel-range.html
19 Opel.br. (2011, March 16). Retrieved from the
http://www.chevrolet.com.br/veiculos/carros/astra/index.shtml?s_icid=Institucional_Car
Home_BaseballCard_Astra
20 Opel.ru. (2011, March 16). Retrieved from the
http://www.opel.ru/vehicles/opel_range/mashiny/assortiment-astra/indeks.html
GLOBAL BRAND MANAGEMENT 28
21 Opel.com.sg. (2011, March 16). Retrieved from the http://www.opelcars.com.sg/
22 Vauxhall.co.uk. (2011, March 22). Retrieved from the
http://www.opel.de/fahrzeuge/modelle/personenwagen/astra-gtc/daten/modelle.html
23 Opel.de. (2011, March 22). Retrieved from the
http://www.opel.de/fahrzeuge/modelle/personenwagen/astra-gtc/daten/modelle.html
24 Opel.de. (2011, March 22). Retrieved from the http://www.opel.de/selbststaendige-
grosskunden/grosskunden/angebote.html
25 Opel.co.za. (2011, March 22). Retrieved from the http://www.opel.co.za/offers-
services/fleet.html
26 Wikipedia.org. (2011, March 22). Retrieved from the
http://en.wikipedia.org/wiki/Opel_Performance_Center
27 Vauxhall.co.uk. (2011, March 22). Retrieved from the
http://www.vauxhall.co.uk/vehicles/special-editions.html
28 Opel.de. (2011, March 22). Retrieved from the http://www.opel.de/angebote-
services/autovermietung/index.html
29 Opel.de. (2011, March 22). Retrieved from http://www.opel.de/angebote-
services/versicherung.html
30 Vauxhall.co.uk. (2011, March 22). Retrieved from
http://www.vauxhall.co.uk/owners_services/bodyshops.html
31 Opelrent.de. (2011, March 26). Retrieved from http://www.opelrent.de/
32 Opel.tv. (2011, March 26). Retrieved from http://www.opel.tv/ http://www.opel.tv/
33 Opelmagazine.com. (2011, March 26). Retrieved from http://www.opelmagazine.com/en.html
GLOBAL BRAND MANAGEMENT 29
34 Vauxhallmerchandise.co.uk. (2011, March 26). Retrieved from
http://www.vauxhallmerchandise.co.uk/Scripts/default.asp
35 Court, D., French, T. D., Moguire, T. I., & Partington, M. (1999). Marketing in 3-D. McKinsey
Quarterly, (4), 6-17. Retrieved from EBSCOhost.
36 Opel.com.cn. (2011, April 2). Retrieved from the http://www.opel.com.cn/astra/
37 Chevrolet.com.br. (2011, March 22). Retrieved from the
http://www.chevrolet.com.br/veiculos/carros/astra/astra-seda/index.shtml
38 Vauxhall.co.uk. (2011, March 22). Retrieved from the
http://www.vauxhall.co.uk/vehicles/vauxhall-range/cars/new-astra-sports-
tourer/configurator.html#/trim
39 Opel.de. (2011, April 2). Retrieved from the
http://www.opel.de/fahrzeuge/modelle/personenwagen/astra-gtc/highlights/design.html
40 .Bb.com.br. (2011, March 26). Retrieved from the
http://www.bb.com.br/portalbb/page67,2397,2403,0,1,1,1.bb?codigoNoticia=6211&codi
goMenu=5263
41 Opel.com. (2011, March 22). Retrieved from the
http://www.opel.com/experience_opel/mobile.html
42 Itunes.com. (2011, March 28). Retrieved from the http://itunes.apple.com/kz/app/opel-
magazine/id420748899?mt=8&ls=1
43 Opelcollection.com. (2011, March 28). Retrieved from https://www.opel-collection.com/