Created consumer direct marketing platform to reposition Motorola’s music and youth marketing message
Situation Motorola was rapidly losing market share in North America (and globally) due to a series of products that failed to achieve the industrial design acclaim received by RAZR or the feature set of our competitors. Learning’s from the RAZR product launch demonstrated that if the consumer demand was strong enough in the market, cellular phone operators would be willing to purchase and stock the phone (initially the cellular phone operators did not want to carry RAZR, but market demand changed their position). To achieve this level of demand Motorola decided to reposition itself as a more youthful company with a strong music identity. The North American marketing plan included movement of one headcount from carrier marketing to consumer direct marketing and provided sufficient budget to secure the necessary agency resources and campaign (sponsorship) platforms.
Leadership With a strong understanding of all Motorola products, accounts and agency resources, I developed a strategic marketing plan to selectively target key second-tier markets in the United States and determine if a lift in brand equity could be measured within the 18-35-year-old, music oriented consumers. Strategic alliances and sponsorships were acquired (or repositioned) and leveraged for this initiative, not customer hospitality. Sponsorships included House of Blues, Pepsi, Andretti Indy Car Racing, and the National Football League. To develop campaigns, measure effectiveness (engagement, market awareness and brand preference) a variety of internal and external teams were engaged (creative, digital, experiential, legal, finance, and consumer research).
Result Through these campaigns I was able to demonstrate a lift in brand awareness and purchase intent across the targeted markets. In addition to the consumer surveys that were utilized, I also developed a pre-registration program that identified consumers wishing to be notified when the phone was available so they could be the first to purchase it online (early adopters). The pre-registration model drove unprecedented online demand; however the sales volumes were not able to translate to the retail outlets due to product delays and an underperforming feature set. These other factors ultimately resulted in continued declining sales and budgets reductions.