filter by author: Bill Fleishman

I was recently asked my opinion by a reporter as to whether or not we would want to take on General Motors as a client in light of all the financial issues, operational challenges and pending government ownership. While I provided the opinion, I was fairly stunned at the question itself.

As a marketer, I would find it hard to believe that there would be colleagues out there who may not want to work on an iconic brand that has been a cornerstone of our automobile industry for more than 100 years. Sure, it has a rocky road ahead. However, who in our business would not want to help revitalize such a respected and successful brand? The reason I could come up with is that there is trepidation on the approach they should take to right the ship. Assuming I were hypothetically in charge of GM marketing, here is what I may do:

First, I would further reduce its nameplates. GM is rumored to drop or spin off Pontiac, SAAB, Hummer and Saturn. I think this is a smart step, but it may not go far enough. I would counsel GM to also drop its Buick line, which now bridges Chevy and Cadillac, and save it exclusively for overseas where sales are strong -- especially in China. Then, focus on the clear core distinctions among its three remaining brands: Chevrolet (functional entry- and mid-level cars and trucks), Cadillac (American luxury) and GMC (professional and commercial). This would help to clear up any confusion with multiple GM nameplates and give each remaining car brand more elasticity within the GM family.

Once we have solved any car brand ambiguity, I would create a two-pronged marketing approach. I would create a story-telling brand campaign for GM that speaks to changes and where the company is heading to inspire confidence in consumers. In addition to this campaign, I would create a brand-by-brand approach to focus on what makes each nameplate special and distinctive. Despite price sensitivity in today’s economic climate, the primary messages of each should be focused on the quality of the products –- rather than a value message –- to build a solid foundation for the future.

Moving beyond short-term solutions, I think the opportunity for an American manufacturer to reclaim innovation is upon us. GM, Ford and Chrysler have all struggled to keep up with ingenuity from foreign competitors. In order to recapture the hearts and minds of today’s consumers, GM will need to leapfrog ahead of the pack to produce clearly superior products. It must push the envelope on quality, design, performance and fuel efficiency. Hopefully, these new products will open doors for campaigns that reflect this revitalization of American ingenuity.

Would this plan work? I would like to think so. But the real question was never what would work, but rather if I would want a chance to try. As marketers, I truly hope we all would want a chance to get into that driver’s seat.

-- Bill Fleishman, Managing Director & EVP