Marketing of Holden Barina in China - Case Study Example

Holden Barina in Beijing China market analysis report Table of Contents 1.0 INTRODUCTION 4 1.1 Assignment objective 4 1.2 Holden Barina new car market 5 2.0 MARKETING ANALYSIS 5 2.1 PESTLE analysis…………………………………………………………………………..6 2.2 Competition…………………………………………………………………………….......9 2.3 Buyer Behaviour...................................................................................................................9 2.4 Company analysis 9 3.0 SWOT ANALYSIS…………………………………………………………………………10 3.1 Strengths………………………………………………………………………………..10 3.2 Opportunities…………………………………………………………………………..11 3.3 Weaknesses……………………………………………………………………………..11 3.4 Threats………………………………………………………………………………….12 3.5 Matching strengths and Opportunities………………………………………………12 4.0 MARKETING PLAN……………………………………………………………………...13 4.1 Estimate of market size and Gap analysis……………………………………………13 4.2 Forecast sales and market share………………………………………………….…..14 4.3 Market entry strategy………………………………………………………………....14 4.4 Estimated budget and time frame…………………………………………………….16 5.0 MARKETING MIX………………………………………………………………………..16 5.1 Product strategy………………………………………………………………………..17 5.2 Price………………………………………………………………………………….....17 5.3 Distribution…………………………………………………………………………….17 5.4 Promotion……………………………………………………………………………....17 5.6 Brand…………………………………………………………………………………...17 6.0 CONCLUSION……………………………………………………………………………..17 7.0 REFERENCES.......................................................................................................................19 8.0 APPENDIX 23 EXECUTIVE SUMMARY Whenever, a company considers looking for a foreign market, information about the market that becomes crucial and essential to look at. The information about the company is also important. This analysis report provides information concerning GM Holden and Holden Barina as a product line. It considers Beijing and its viability as the new market for Holden Barina. It looks at the current market information concerning Beijing. It also considers the SWOT analysis of the company and the possible competition in the new market. Various factors such as economical, environmental, social, technological and legal factors that are likely to affect the operation of Holden Barina in Beijing are also discussed. The report then provides a suitable marketing plan for the company with considerations on the market entry strategies for 2014-2015 and 2016-2017. It also discusses the various marketing mix factors such as price, brand, and promotions. Through the report various factors and found to favour Beijing as the appropriate market for Holden Barina while, there are also various rising factors, especially legal issues that are likely to hinder venturing in Beijing. In general, the evaluation gives a favourable possibility of having Beijing as the new market for this brand. 1.0 INTRODUCTION 1.1 Assignment Objective and Background Information This analysis reports aims at conducting a research for marketing of Holden Barina Product line with focus on Beijing as the market target. The report provides the critical analysis of the market target for the product line and thereby aims at developing a comprehensive market diversification proposal for Holden Barina Product line. This aims at providing proposals to enable the company product line consider Beijing as its international market. Holden is an automaker operating in Australia with its headquarters being in Port Melbourne, Victoria. The company begun its operations in 1856 but became a subsidiary of General Motors in 1931. Holden has controlled General Motors vehicle operations in Australia due to this. Although the engines are produced in Fishermans Band Plant located in Port Melbourne, the manufacturing plant is located in Elizabeth in Victoria. Holden vehicle operations currently produce forty-five variants with productions of Sport wagon, Ute, Commodore ranges of sedans, Caprice V long-wheel luxury cars and the sedan and Hatch. Holden Barina is a product line of GM Barina Limited sold by the company in various phases of generations. Since its first production, the brand line has gone under five generational versions of GM vehicles. The first version was the Suzuki Cultus which featured between 1985 and 1988. The second generation featured rebadged Suzuki Cultus between 1988 and 1994. There the third generation branded Opel Corsa between 1994 and 2001. The fourth generation saw the release of XC Barina which featured between 2001 and 2005. The fifth generation is the Chevrolet Aveo between 2005 and 2011. Holden has majorly been operating in an internal market of Australia. Barina is one of the vehicles that Holden offers in Australia. By 2010, Holden was the third largest motor vehicle company in Australia in new cars category. It occupies a market share of 12.4% of the total new cars in Australian market by 2010. It manufactures, distributes vehicles, components parts and engines alongside offering engineering services support programs in Europe and Asia Pacific regions. The Australian market especially for new car manufacturers has been on the decline and still shows trends of continuous decline. This therefore calls for considerations of international market. 1.2 Holden Barina new car market The identified new car market for Barina is Beijing. Beijing is one of the largest cities in China with highly improved infrastructures and a highly growing economy. According to analysts, most of the Chinese car brands have difficulties competing with foreign companies in Beijing. According to (Chang, 2012, p1), “Chinese car companies are having trouble competing in their own country”. This revelation is an added advantage to the move Holden Barina is considering to take. As a foreign company, it will have an upper hand due to the quality of its brand. Since the market in Beijing favours foreign car companies over domestic companies, Barina is highly likely to make a boom in Beijing (Lowe & Doole, 2008, p120). Therefore, the Choice of the international market is appropriate. 2.0 MARKET ANALYSIS Market analysis involves looking at the various factors within Beijing as the new market that are likely to enhance or hinder Holden Barina from establishing sales and business in Beijing. 2.1 PESTLE analysis PESTLE analysis refers to the analysis of political, economical, social, technological, legal and environmental issues that affect or influence marketing in Beijing. a) Political analysis For considerations in choosing a foreign market, political stability of the country and the cities is crucial. Therefore, political stability is the key to investment. This is because it ensures no political interference to the operations of the company (Dunning, 2005, p460). Politically, China is a stable country. Beijing has a political structure based on dual party government. The system is incorporated to represent the kind of systems available in the operating institution in the main land. Beijing is mainly headed by a Mayor and it has a centralised administration municipality. Beijing is one of the most politically stable cities in the whole world. It is due to this fact that most of the industries and foreign companies consider Beijing as the favourite destination for marketing their products. b) Economical analysis In investing, especially in foreign countries, one important aspect to consider is the economic aspects of the new market. Economic stability is greatly significant to success of companies. This is more evident in countries such as Australia (Guijun, 2004, p1). Due to economic downturn, various companies and corporations have constantly registered losses and reduction in revenues and sales. Example of this is Holden Barina. Economically, Beijing is the economic centre of China. Most of the economic growth is driven by the tertiary industries that account for more than 70% of Beijing’s GDP. The Beijing’s nominal GDP is also in constant growth. Beijing is widely known for its innovating entrepreneurs and therefore provides a conducing atmosphere as the market (Yan-ping & Liu, 2006, p1). Beijing is thus an appropriate market for Holden Barina. c) Social analysis In order for a company to achieve effective sales for commodities such as cars, considerations are given to the social aspects of the new market. The style and standard of living therefore influence the sale of luxury commodities and choice of market for these products. Due to the qualities of Barina produced by GM Holden Limited, Beijing becomes an appropriate market. According to Chang (2012, p1), he indicates that most buyers in Beijing want better brands and products that the domestic car companies are not providing. With the introduction of new series such as the Chevrolet Aveo (T300) comes with a series powered with 1.6 litre petrol engine with LCD gauge and a centre stack design. Due to the diversity of most people in Beijing, they are likely to blend in Holden Barina if introduced to the market. The people also have a culture of preferring cars from foreign countries and this provides the platform for marketing. d) Technological analysis One of the fields under constant change is technology. Technological advancements are constantly changing, forcing various companies to change with change in technology. This change is mandatory for the survival of industries. One important aspect of technology is quality. Therefore, in considering market for any new product that is a subject to technological changes, it is crucial to ensure that the market does not contain similar products with higher technology. In Beijing, there are complains about the quality and brands from the domestic car industries (Damian, 2003, p1). This is a factor that has enabled most foreign car industries consider Beijing as their target market. Due to these complains, Holden Barina has an advantage due to its unique brand and quality that comes with it. Therefore, Beijing provides a fair competitive advantage to Holden Barina. The legacy that Barina has created in Australia is a surety of success in Beijing. e) Legal issues Laws are the core aspects that define coexistence. Without laws, it would be improbable to survive. In evaluation of a new market, considerations to the available laws and regulations that govern the new market are important aspects. Analysis of the operational laws within the new market is significant since it enables proper decision making. If the laws in the new market are likely to suppress the business, then considerations cannot be given to that new market. On the other hand, in those areas where laws favour the operations of a company and sales of product then new market becomes of high interest (Hao &, Lixin, 2006, p340). By 2011, the introduction of new Beijing laws that require that all manufactures produce Chinese brands is not likely to favour Holden Barina. Since Holden Barina will be a foreign brand in Beijing, its chances of survival in the market are slimmer since the laws require production and sale of local brands. f) Environmental issues In choosing a foreign market for products, there are environmental aspects that must be given considerations to. One of the environmental aspects is the environmental aspects of the already existing companies. If the existing companies do produce products that are environmentally friendly, then the new company can only survive in the market if it also produces products that are environmentally friendly. In Beijing, pollution is a major problem (Zhang, 2003, p317). This has called for affirmative action that has led to closure of some industries. For Holden Barina, the problem it is likely to face in Beijing is due to the projects such as the one started in 2010 to encourage most Beijing residence to prefer cycling to work. This five-year initiative is likely to reduce the market span for cars in Beijing. Therefore, the company needs to consider production of more environmentally friend Barinas to ensure that the company finds a preferable market in Beijing. 2.2 Competition Due to the good marketing atmosphere in Beijing, there are various foreign car companies in Beijing. This therefore indicates that Barina is likely to face more competitors in Beijing. One of the competitors is Peugeot-Citroen. Peugeot-Citroen is one of the major companies that have maintained a stable control of the Beijing automobile sales. Its brands are preferred by most of the buyers and due to the fact that it is ready to abide by the new Beijing laws of 2011 that requires that foreign manufactures produce Chinese brands, it is likely to continue controlling the market (Lu, 2003, p1). This company is likely to narrow market for Holden Barina. 2.3 Buyer behaviour In market analysis, the buyer behaviour becomes the core focus. Every market target has a unique way in which the buyers operate (Cavusgil & Cavusgil, 2012, 210). Taking a focus on Beijing, the behaviours of the buyers have been quite interesting. Most buyers prefer foreign brands over domestic brands. Most buyers believe that the foreign brands are of quality since the cars are attractive, cheaper models and dropping prices. This has contributed greatly to the success of various foreign companies offering foreign brands in Beijing. Due to this, the government introduced policies that discourage foreign brands from entering the market. This led to low sales of cars during the second quarter of 2011 the last financial year. 2.4 Company Analysis GM Hilden, as mentioned before, is a subsidiary of General Motors. The company has been in operation in Australia since 1856. The company primarily only operates in Australia. The company’s headquarter is in Melbourne, Victoria. The company has its full engagement in manufacturing and distribution of engines, motor vehicles, parts and components. Amongst the various brands that the company offers are Barina and other such as Caprice, Ute, Statesman, Sport wagon, Epica, Cruze, Commodore, Combo, Colorado and Captiva. With the continuous prediction of continuation of fall in sales of new vehicles in Australia over the next five years, the company’s need to consider concentration in foreign market is important. 3.0 SWOT ANALYSIS In order to ensure getting viable knowledge concerning new markets, SWOT analysis becomes critical (Shuang, 2011, p1). SWOT analysis refers to the analysis of the Strengths, Weaknesses, Opportunities and Threats of the company. 3.1 Strengths Analysis of the strengths of a company involves analysing those areas in which the company have a competitive advantage over its competitors and act as the uplifting factors. The strengths include: Holden is a strong brand portfolio. This is due to the connection that this subsidiary company has with the General Motors. GM Holden has managed to pull a strong marketing competition in Australia despite the economic challenges that has faced the country. Strong growing business in Asia Pacific. Currently, GM Holden is the third largest vehicle company in Australia and it is expanding all over Asia Pacific. The company is recording constant growth amid suffering from economic turndown (Gan, 2003, p1). This is because the company now also focuses on selling used cars to cover for the reduction in purchase of new cars. Large scale operations. GM Holden has large scale operations with contracts from other companies such as the latest deal it struck with GM’s China counterpart in April 2012. This is due to its large scale of operations especially within the Asia Pacific region. Continuous demand for light cars across Australia and other countries. Since GM Holden Barina focuses on light cars, the brand has been on the rise in sales due to the continuous demand for light cars. 3.1 Weaknesses Weaknesses in a company refer to the internal factors within the company that are likely to give the competitors an advantage over the company. They include: Declining in market share. Due to economic turndown in Australia, the general sales and operations of GM Holden has been on the decline. This is evident from the analysis of 2010 done by Datamonitor Asia Pacific. It indicated that GM Holden had a decline in new cars sold to 12.8%. Deteriorating financial performance. This is majorly due to the reduction in value of the Australian dollar over the past years. 3.2 Opportunities Opportunities refer to the external factors that are likely to favour the company over its competitors if considered and utilized. They include: Growing demand for hybrid vehicles. This is a field that if utilized by GM Holden, can build a strong market for the company since buyers are willing to purchase vehicles which reduce pollution and environmental degradation. Opportunities in the up-and-coming markets. Markets such as Beijing and other favourable cities provide opportunities of sales. If utilized, this can ensure that the company do not only depend on its major sales in Australia. New Models. GM Holden has the potential of coming up with new models that are likely to attract buyers. This is due to the continuous change in varieties and priorities from buyers. 3.3 Threats The threats in a business are the external factors that are likely to harm the business in the future. The threats include: Rigorous emission standards. There has been a lot of pressure to all vehicle manufacturing companies to produce vehicles that do not produce emissions. In the future, GM Holden must embrace these standards to the latter because all sectors are fighting to eradicate vehicular pollution through emissions. Rising prices of raw materials. The prices of raw materials especially steel and other manufacturing materials are on the rise. This continuous rising is going to raise the price of the new vehicles and on the other hand buyers want reduced prices. 3.4 Matching strengths and opportunities Due to its strong portfolio, GM Holden is likely to grab opportunities in up and coming markets. This will also be enhanced due to its large scale of operations. Its strong growing business is also likely to encourage coming up with new models that are environmental friendly to ensure effective marketing. Due to its growing market, it should introduce new models that tighten the competition within the markets. 4.0 MARKETING PLAN It is essential to have information concerning the size of the market, carry out an analysis of the gap and analyze forecast sales and market share (Jin-Cheng, et al 2003, p1). In coming up with a marketing plan, the market entry strategy and estimated budget and timeframe is also crucial. 4.1 Estimate of market size and gap analysis Estimation of market size and gap analysis generally falls under the study of the theory of demand and supply. Information on market size helps identify the gap available and this helps determine the viability of the market chosen (Kang, 2002, p210). In terms of market size, Beijing is one of the six largest markets in China. Currently, there are more than thirty vehicle industries in Beijing offering various models to the market. More and more industries are considering venturing in Beijing and China in general and thus the current gap is narrowing. Various companies such as GM indicate that it earned $1.5 billion from its Chinese ventures. This indicates that the Chinese market still presents a gap for more ventures. By 2010 the Chinese market grew with CAGR of 21.7% according to Datamonitor. The Chinese Market managed to reach $178.7 billion. This indicates that the market is growing. The demand for cars beat that of US in 2009 which is a clear indication that the gap is favourable. 4.2: Forecast sales and market share. Market share in automotive marketing indicates how the various companies share the available market. According to data from Datamonitor, by 2010, Shanghai Motor topped with a market share of 15.4% with other brands indicated to constitute 60.9%. This indicates a favourable market with a large gap in China hence the market-share in Beijing is favourable. From this data, it is evident that no company or brand is currently highly dominating the market (Haizhong, 2003, p1). This gives Holden Barina a good probability of surviving in the market. Most of the Forecast sales in Beijing are light cars, Holden Barina being a light car, is an appropriate choice for the market. 4.3 Market entry strategy Market entry strategies refer to the laid down formats on how the company plans to introduce its products into the market (Bo, et al 2003, p1). The market strategy is therefore stipulated for a specific period. In Holden Barina, the market entry strategies are divided into two periods. The strategy will be for 2014-2015 and the next one will be for 2016-2017. a. Strategy for 2014-2015 2014-2015 will mark the first time Holden Barina will enter the Beijing market. For a first time entry in the market, the marketing strategy should be that which allows for ease and gradual rise in sales. This entry should not be of high expectation since the brand will be new in the market. There are factors that can distinguish the entry strategy of a product in a new market (Frank, 2009, p1). Factors such as uniqueness of the product are key factors to consider during strategy choosing. In entering new markets, strategies such as franchising, licensing, joint ventures/strategic alliances or partnerships might be considered. However, various factors determine which of these strategies become the most appropriate to consider. For Holden Barina, one factor that stands out to be a consideration into the choice of market entry strategy is the brand. Holden Barina is a brand line within GM Holden that is unique. This therefore calls for consideration of a strategy that utilizes this property. The recognition of Holden Barina brand in Australia becomes another distinguishing factor for Holden Barina. Since Holden Barina has a strong marketing ground in Australia and due to the fact that this is a unique brand, franchising becomes the best entry strategy since Beijing is a popular market. Therefore, franchising is the most appropriate market entry strategy for the first phase to Beijing. Considerations would have been given to partnership, but due to the buyer behaviour of not preferring local manufacturers, is likely to discourage sales. b. Strategy for 2016-2017 The second market entry strategy for this period should be that which establishes a permanent solution of legalizing the business with the relevant procedures (Jianjun & Mijin, 2004, p1). This is essential since by this time the product shall have been introduced in the market. This can hence give an ample time to ensure that the customers are fully aware of the specific product. Therefore, the second entry should ensure that a specific period of operation within the market is identified and speculated in order to set the proper goals. The best second market entry should be licensing. The suitable marketing entry strategy for Holden Barina for 2016-2017 is licensing. This is because, after the first entry and establishment of a proper and well routed base, the brand company should consider having a market entry which is through written agreements and for specific periods. One property of licensing is that the specific period of operation must be well stipulated in the agreement. This is important since it will be according to how the Company shall have tested the market and known how the market is likely to respond after a chosen time. The suitable price as per the expected market response is also determined at this point. Therefore, licensing will occur when the market response can be estimated (Liu, et al, 2012, p946). This will help estimate the sales for the stipulated time and hence becomes useful for future budgeting. 4.4 Estimated budget and time frame (2014-2017) For the time frame of between 2014 and 2017, there are specific expectations that the company expects to get from the sales. The budget herein therefore covers the period of the two market entry duration. By the end of 2017, the company budgets to have a minimum of 7,237,000 new Holden Barinas in Beijing alone. The total sales for used cars are estimated to be 6,567,000 cars. The company approximates that the revenues from the sales in the period stipulated should be around 239,521 million dollars by the end of the second year (2015). The company expects this to rise to 320,590 million in 2016 and 324,537 million dollars in 2017. The company budgets for the total assets to be 216,339 million by 2015, which is expected to increase by 5% in FY2016. However, the total liabilities are expected to fall to 100, 179 by 2017 million dollars with total assets of 370, 889 million dollars. 5.0 MARKETING MIX 5.1 Products strategy The company operates in such a way that after every three years it will be producing a better improved brand that the one currently in the market (Theodosiou & Leonidou, 2003, p150). Though the company will be selling only one brand in Beijing, improved qualities such as reduced emission and production of environmentally friendly cars will be a priority for Barina. 5.2 Price The price for new Barina car in the Beijing market will be $27,600 and used cars will be going from $17,000 to $20, 000. This will enable generate the revenue planned for the stipulated Financial Years. 5.3 Distribution The company shall operate in a single area for the start. This is because distribution to other places away from the CBD is likely to reduce revenues and increase employees. The company shall choose one of the strategic places within or close to the Beijing’s CBD. 5.4 Promotion and Brand Promotion will be mainly through advertisement of the new brand in the market. It shall involve utilizing strategic billboards within Beijing and local television advertisements to enhance familiarity to the new models (Yan-xia, et al, 2002, p1). As indicated the brand sold will be only Barina with different improvements in the various models. 6.0 CONCLUSION Most if not all of vehicle manufacturers are in the rush to capture the Beijing market. This is because of the favourable conditions especially influenced by buyer behaviour. Beijing is a potential market for the Holden Barina because most locals prefer new brands of lighter cars from foreign manufactures. This therefore, gives Holden Barina an advantage to compete within the market. However, since there is market booming, care should be taken to ensure that competition is fair and that the market is flooded. 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