Documente Academic
Documente Profesional
Documente Cultură
David Schoonover
02/22/10
TABLE OF CONTENTS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Executive Summary
Objectives
Budget
Timeline
Program Benefits
Strategy
Current State
Competition
Case Studies
Dealer Process Flow
Communications Plan
12.
13.
14.
15.
16.
17.
18.
KMA Coordination
Current Publishing Partners
Billing Process
Measurement
Creative Development
Dealer Package
Field& Dealer Training
1. EXECUTIVE SUMMARY
2. OBJECTIVES
Provide Kia dealers with a mechanism to extend their traditional
(TV, print, radio) advertising Online
Increase Kia brand continuity and ability to extend sales events
and launch communications
Improve dealer profitability through reduced costs
Dealers dont know what they should be paying for digital services. By having
KMA involved, we can watchdog on their behalf
3. BUDGET
$$
4. TIMING
5. PROGRAM BENEFITS
6. STRATEGY
Paid Search
Display Ads
Social Media
7. CURRENT STATE
AUTOTRADER
ELEADS TRAINING AND CLOSE RATES
DEALER ACTIONS AND REQUESTS
KIA DEALERS ARE LARGELY ON THEIR OWN
DEALER DIGITAL SPEND BY OEM
SOME KIND OF RESEARCH
SOME KIND OF DEALER QUOTE
8. COMPETITION
All major OEMs have a T3 digital advertising program (except
Hyundai and Kia)
1. Ford: Long term leadership, large team, digital dedication and
significant allocation of human and financial resources since
1997
2. Honda: Excellent business process (a stable of the company)
3. GM: Substantial funding, full program. Downside is that they pay
for everything for their dealers, the dealers dont have a financial
stake thus they are not as engaged. Large company creates lack
of coordination
4. VW funds and dedication
5. Subaru Scrappy and excellent and niche marketing, plus not
scared of unpopular niches such as GLBT
10
8. COMPETITION cont
All major OEMs have a T3 digital advertising program (except
Hyundai and Kia)
6. Nissan live regional trainers
7. Chrysler minimal program. Just launched PAP promotional
allowance program which provides a higher rate of co-op credits
for digital advertising. No other guidelines or services.
7. Toyota highly fragmented internal organization (GST, SET) leads
to non-centralized strategy
11
APPENDIX
1.
2.
3.
12.
13.
14.
15.
16.
17.
18.
Case Studies
Dealer Process Flow
Communications Plan
KMA Coordination
Current Publishing Partners
Billing Process
Measurement
Creative Development
Dealer Package
Field& Dealer Training
12
9. CASE STUDIES
ADP TO PROVIDE
13
ADP TO PROVIDE
1-800-XXXXX
WWW.XXXXXXX.COM
Co-Op and IDA claim submission
14
Roll Out
15
16
ADP TO PROVIDE
17
15. MEASUREMENT
Measure
19
20
ADP TO PROVIDE
21
22
ABOUT ADP
ADP TO PROVIDE
23
ISSUES
24