Buick at a Crossroads: Building Brand Momentum

Few cases allow the student to understand the relationship between brand strategy, marketing strategy, implementation, and analysis. While some conceive of the process as being sequential, this case demonstrates that in fact, this process is more fluid, and that implementation and analysis impact subsequent strategy. This field-based case provides a rare glimpse into the turnaround of a brand that was all but dead. After Buick suffered more than five decades of declining business results and an inferior brand image versus all rivals, few thought that the brand could be resuscitated. This case provides a valuable under-the-hood look at how the Buick team, over time, progresses through a series of marketing improvements all anchored on an evolved strategy. Specifically, Buick introduced a shift in brand strategy behind an evolved brand essence statement (i.e., brand positioning), improved product lineup, new-to-the-world innovation, enhanced dealership service, and more compelling advertising. The results led to a record number of product awards, significantly improved advertising measures, improved service ratings, and better business results. Despite significant improvement across multiple dimensions of the business, Buick still trailed key competitors on one of the most important measures Buick tracked—the brand momentum rating—suggesting that there was still more work needed to complete the brand turnaround. The case introduces Molly Peck, the new marketing director on Buick, who is wondering what more, if anything, Buick should do. The material allows for instruction around marketing strategy and the process of converting it into implementation through the use of a creative brief. Excerpt UVA-M-0907 Rev. Sept. 27, 2019 Buick at a Crossroads: Building Brand Momentum In the summer of 2014, Molly Peck, US marketing director for Buick, had been given responsibility for leading marketing initiatives for the brand. Her boss, Tony DiSalle, and the Buick team had improved the product, created a lineup that was more relevant for today's consumers, improved service, and effectively reengaged the North American market. The product was strong and service was stellar. As Peck thought about this success, she was impressed by the turnaround that the brand team had accomplished. As a 20-year General Motors (GM) veteran who had previously led Chevrolet's advertising team, Peck now had to determine the strategic direction that would build on the current momentum and close the gap with competitors. With significant improvements in product, service, messaging, and the overall consumer experience, Peck was under pressure to identify the right marketing lever to pull to improve brand image, and, more immediately, specify the strategy against which Buick should execute its next advertising campaign. Peck's team was running out of time to convert the brand essence statement into a creative brief so that the advertising agency, digital agency, PR agency, and so on, could create new messages with which to communicate with consumers. Should the team stick with the strategic direction that helped fuel Buick's successful turnaround? Should it focus on changing that direction, or on doing something entirely different? The Highly Competitive US Automobile Industry . . .