Search

The article reports on Chrysler Group executives' urban review and visit of multicultural agencies across the U.S. in 2002. Key issues discussed include observations on the ethnic mix of agency staff and the cell phones and computers they use, a survey of celebrity, music and fashion alliances and an assessment of chemistry among employees. INSETS: FRIENDS OF SHARPTON;MOST LIKELY TO SUCCEED? PASS;GUARDING ITS TURF: GLOBALHUE;THE URBAN DOMINATORS: S.I.P.

The article examines the problems facing Lowe Group chairman-chief executive officer Frank Lowe and the agency, Lowe Lintas & Partners Worldwide. It details the outcomes of the merger between Lowe & Partners Worldwide and the ailing agency Ammirati Puris Lintas in October 1999. It also shows the losses associated with the merger. Lastly, the article shows the management challenges facing Lowe.

This article features Volkswagen of America, the "Advertising Age's" Marketer of the Year for 1998. With the appointment of Clive Warrilow as chairman and chief executive officer of Volkswagen, the company has rebounded by selling only small cars. The company has overtaken competitor Mitsubishi Motor Sales of America in unit sales through November and sold more cars in that 11-month period than Mazda North American Operations. Public and media response to the new Beetle have been favorable since Volkswagen first showed it as a non-production concept car in 1994.

The article reports that the automobile industry firm Hyundai Motor America was selected in a reader public opinion poll as the winner of the publication's 2009 Marketer of the Year award. The company is cited for its television advertisement during the Super Bowl football game in which it offered consumers the chance to return a Hyundai they had purchased or leased if they became unemployed in 2009.

The article examines the effect of the financial problems of automobile makers General Motors and Chrysler on mass media and advertising agency finance. The two firms, which are on the verge of bankruptcy, spent a combined $3 billion on advertising in 2008. Agencies and mass media firms have gradually reduced their dependence on automobile advertising in the 2000s.

The article reports that Toyota is bracing itself for a consumer backlash as it comes closer to edging out General Motors as the world's leading automobile manufacturer. Toyota recently created a new position, VP-strategic research, planning, and corporate communications at Toyota Motor North America. Along with the creation of this new role, Toyota has shifted its marketing strategy from an environmental approach to one that shows its commitment and connection to manufacturing in America.

This article profiles automaker Toyota as the 2006 marketer of the year for "Advertising Age." Toyota experienced sales success in 2006 with hybrid cars such as the Prius and the Yaris, despite a sluggish market due to high gas prices. The company has also tried new techniques in its marketing campaigns, moving away from its more conservative advertising past. The article presents statistics related to Toyota's 2006 sales, and discusses the 2006 marketing campaign.

The article reports that advertising agency Campbell-Ewald is departing from its image as a captive General Motors Corp. (GM) shop in the United States in 2000. Key issues discussed include the new advertising accounts outside of GM that were won by the agency, its marketing initiatives and its growth targets and strategies in the advertising market.

The article focuses on changes in the online automobile-buying services industry as of May 2000. The companies in the sector are reevaluating their business models and advertising strategies to improve performance. The number of car manufacturers who are selling directly to consumers have increased.

This article offers a look at the reorganization efforts of advertising agency Leo Burnett Co. to improve its business operation as of November 1998. The agency had experienced a $430 million lost in billings and a spate of bad publicity that characterized the agency as a dinosaur unable to navigate in the digital age. The agency is trying to encourage its new employees by giving young creatives more responsibility early on. With the dedication of young creative minds there has been steady improvement in the quality of the company's work.

Reports on the effect the merger between Daimler-Benz and Chrysler Corp. will have on the advertising agencies representing the two companies. Listing of various agencies with ties to the companies; How DaimlerChrysler will keep each company's models separate; Comments.

Evaluates the status of General Motors Corp.'s (GM) brand management plan as of March 1998. Its implementation in the mid 1990s; Statistics regarding GM's sales; Positive results from the plan; Efforts of Art Spinella, auto consultant and Ronald Zarrella, the architect of the brand management system at GM; Establishment of task forces; Problems; Restructuring of GM agencies.

Features Dale Ward, new president and chief executive officer of F&M Distributors Inc., a drug store chain based in Warren, Michigan. Ward's retirement from Carol Stream, a franchise of Ben Franklin Inc. in December 1993; Implementation of strategic changes in F&M since May 31, 1994; Possible return of F&M to profitability in one year.

Reports on Kmart Corp.'s earnings difficulties since 1987. Kmart president Joseph Antonini's claim that shareholders reacted to one bad year in their rejection of management's specialty retail stock sale proposal; Kmart's problems with earnings under Antonini; Stagnation of the firm's stock price; Failure of management to address problems; Financial performance in 1993.

Features Warren, Michigan-based Office Concepts Inc., an office-interior company. Company background; Services offered; Major projects undertaken; Financing difficulties; Recommendations by Patrick O'Keefe, partner of MacKenzie & Dunleavy and Joseph DeMaria Sr., chairman and chief executive officer of DeMaria Building Co. for the resolution of Office Concepts problem.

Reports on Acorn Asset Management Corp.'s bankruptcy as a result of the decline in home mortgage rates. Liquidation process of the company to return investments of former clients; Lawsuit filed by Employees Retirement System and Harness, Dickey & Pierce on Acorn's alleged investment of their asset in risky interest-only (IOs) mortgage accounts without their knowledge; Nature of IOs.

Reports on the professional malpractice lawsuits filed against each other by Michigan Insurance Commissioner David Dykhouse, Butzel Long P.C. and shareholder Michael Jacob for professional malpractice in connection with the failure of Cadillac Insurance Co. Facts and issues in the lawsuits.

Reports on the bookings made by the Novi Expo Center in Detroit, Michigan in 1993. Number of events booked in 1992; Profitability; Competition with Cobo Center; Novi Center Expo Inc. president Blair Bowman; Rates; Exclusive services offered by Novi Expo Center.

Reports on the business strategies of Casey Communications Management Inc., a Southfield public-relations company. Exit of Traffic Safety Now Inc. as client; Development of new niches by Jeffrey Caponigro, chief executive officer and Gerald Lundy, senior vice president; Performance and sales; Management style; Media counseling; Customer service; Clients.

Reports on Michael Ilitch's style in managing operations of Little Caesar Enterprises Incorporated. Decision-making; Attitude towards details; Employment of relatives; Public image; Five-person executive committee. INSET: Subsidiaries of Little Caesar International Inc..

The article presents two letters to the editors related to tax on beverages and New York University, New York City along with an online poll on what should be U.S. president Barack Obama's top priority.

The article focuses on various billboards leased by General Motors Corp. (GM) in Times Square, New York City. GM is one of a handful of marketers that have been advertising in Times Square since the 1930s. The decision to cluster three expensive, long-term signs is unusual and comes as the company is under financial stress. GM lost $8 billion last year. Its presence in Times Square makes the company highly visible to several key constituencies, including 40 million annual tourists, or roughly 14% of the U.S. population, and several powerful financial firms.

Reports on the collaboration between Nielsen Media Research and J.D. Power and Associates to develop the Auto Viewing System, designed to enable car marketers to reach buyers on national broadcast television. Pilot study conducted in 1999; Aim of capitalizing on the television viewing habits of car buyers in the United States; Television programs that serve as mediums to reach car buyers.

Reports on the television advertising deal between Ford Motor Co. and cable television network The Nashville Network. Details of the agreement which includes the appearance of the Harley-Davidson F-150 pickup on the program `18 Wheels of Justice'; Details of the program.

The author reports that automobile maker Chrysler will switch its advertising business from BBDO to Fallon. Fallon is the agency responsible for creating films for automaker BMW in a groundbreaking campaign. Fallon is a Publicis Groupe agency that has added clients, such as Boston Market restaurants and Purina's dog food Alpo, in 2009.

The article announces that Susan Docherty will replace Bob Lutz as Chief Marketing Officer of automobile maker General Motors Corp.

The article examines the decision by the advertising agency BBDO to close its Detroit, Michigan office by January 31, 2010, which will result in the layoff of almost 500 employees. The agency was unable to reach a new contract agreement with Chrysler Corp., which had been the office's single client. INSETS: Bumps in the road;Words of advice.

The article examines marketing management by automobile industry company Chrysler Corp. The firm plans to increase its advertising spending in the fourth quarter of 2009 and in 2010-2011, emphasizing its Dodge automobile and Jeep automobile brands. Advertising analysts express doubt the company can reposition the brand image of Dodge and Jeep automobiles.

The article focuses on marketing management at the automobile industry firm General Motors Corp. The company has made a request for proposals to advertising agencies for its advertising account for Cadillac automobiles. Several General Motors executive deny speculation that the company has already decided to award the account to McCann Detroit.

The article examines the success of the advertising agency Deutsch Los Angeles in acquiring the account of the automobile industry firm Volkswagen of America. The account is valued at $200 million. Volkswagen's selection of Deutsch was considered a surprise, as it beat out the larger agencies DDB and Goodby Silverstein & Partners.

A chart is presented on automobile industry marketing and its effects on advertising agency finance.

The article discusses the so-called "Cash for Clunkers" rebate program for new automobile purchases initiated by the administration of U.S. President Barack Obama. The program, which allows consumers a discount of up to $4500 on the purchase of a new automobile, resulted in an increase in automobile sales of almost 200,000 in July, 2009, although the program was in effect for only the last week of that month. Some industry analysts express concern the program will depress future sales.

The article reports that Bob Lutz, head of marketing for General Motors Corp. (GM), conducted a series of meetings with the product managers of the company's automobile brands in which he expressed extreme dissatisfaction with their advertising. News of these meetings has led to considerable anxiety within the management of the advertising agencies employed by GM.

The article focuses on Bob Lutz, who has been named Chief Marketing Officer (CMO) of automobile manufacturer General Motors (GM). Lutz is 77 years old and was previously Vice-Chairman of GM after a 46-year career in the automobile industry. Lutz is known as an aggressive and daring executive, but there are questions if he is familiar with changes in contemporary marketing such as the rise of Internet advertising.

The article reports that Mark LaNeve, head of marketing for General Motors Corp., stated that the company's advertising spending budget while in bankruptcy was an estimated $40-$50 million per month. This is roughly equivalent to the company's spending rate before it entered bankruptcy in June, 2009. INSET: A tale of two car marketers.

The article reports that leading advertising agency holding companies are among the largest unsecured creditors of bankrupt automobile industry firm General Motors (GM). Documents filed with the bankruptcy court indicate that GM owes Publicis Groupe $146 million and Interpublic Group of Cos. approximately $20 million.

The article reports that marketing executives of automobile manufacturer Chrysler Corp. have recommended to management that the company not participate in the "upfront" television advertising sales period for the 2009-2010 television season. The executives said that Chrysler, which went into bankruptcy in the spring of 2009, needed to maintain the maximum amount of flexibility in spending the $67 million budgeted for television advertising in its reorganization plan.

The article reports that the administration of U.S. President Barack Obama instructed Chrysler Corp. to halve its advertising spending as part of its plan to reorganize the firm in bankruptcy. Court documents indicated the Treasury Department group overseeing the bailout told Chrysler its plan to spend $134 million on advertising in the nine weeks it expects to be in bankruptcy was unacceptable.

The article examines the effects of possible bankruptcy of automobile industry firms General Motors (GM) and Chrysler on advertising agency finance. The agency BBDO Detroit was listed as the leading unsecured creditor of Chrysler, being owned over $58 million. Losses for the agency holding companies who have GM as a client, Publicis Groupe and IPG, could total over $300 million.

The article examines the marketing by automobile manufacturers General Motors and Chrysler, who are facing U.S. government deadlines to present business plans to avoid bankruptcy. The two companies are continuing their advertising spending, but may be forced to pay in advance for television advertising ordered during the broadcast and cable television "upfront" advertising sales presentation in May, 2008.

The article focuses on the Ford Motor Co. The company has been less seriously affected by the severe downturn in the automobile industry than its U.S. rivals General Motors and Chrysler. Ford's market share of automobile sales has increased each month from October, 2008 to January, 2009, although total U.S. automobile sales have fallen sharply in that time.

The article discusses the consequences of bankruptcy at General Motors Corp. (GM) and Chrysler. The possibility that bankruptcy could improve sales for GM and Chrysler is mentioned, noting that as of early 2009 automobile buyers have largely avoided the companies due to uncertainty over the companies' fate.

The article discusses the ways that a federal bailout of automobile manufacturers General Motors and Chrysler will affect the advertising industry. The author reveals that the two companies plan to market fewer brands for longer periods of time, placing an emphasis on digital media marketing. Possible cost cuts are examined.

The article examines advertising and marketing by financial services and automobile industry companies receiving U.S. government bailout funds. The firms are presented with a business dilemma. They are in dire need of the sales that advertising and marketing generate. At the same time, however, marketing efforts such as Citigroup's purchase of the naming rights of the New York Mets' new baseball field have drawn strong criticism from legislators and the public as a waste of money.

The article looks at the marketing strategy of automobile manufacturers, Audi. The author mentions that the brand awareness and consumer brand opinion of Audi have increased between 2006 and 2008. The sales performance of Audis is compared to other vehicles in the U.S., including Volvos. Chief Marketing Officer of Audi Scott Keough comments on the brand's success.

The article reports that General Motors has invested heavily into keeping production of the Saturn brand of automobiles afloat. The cost of eliminating a car brand is discussed. General Motors has had financial difficulties in 2008 and went as far as to tell U.S. Congress that only the Chevrolet, Cadillac, Buick, and GMC brands would be continued.

The article examines the acquisition by Italian automobile company Fiat of a 35 percent interest in troubled U.S. automobile manufacturer Chrysler Corp. Fiat Chief Executive Officer (CEO) Sergio Marchionne has been seeking a U.S. partner which would allow Fiat to market its own automobiles through an existing automobile dealer network. Industry analysts express doubt that a financial commitment to a company whose survival remains in doubt is the best means of accomplishing that strategy.

The article reports that leading executives of the marketing consultant firm Kelmenson, Davis & Associates are attempting to create a $50 million marketing and advertising campaign on behalf of the U.S. automobile industry. The campaign would be aimed at boosting the industry's overall image and that of U.S. automobiles as products. Executives at General Motors, Chrysler, and Ford have expressed reluctance to cooperate with each other in such a campaign.

The article reports that the business plans submitted to the U.S. Congress by U.S. automobile manufacturers appealing for a $15 billion bridge loan bailout call for major cuts in marketing spending. Ford, General Motors and Chrysler plan to cut at least $100 million annually from their marketing budgets from 2009-2012. This cut will have a negative ripple effect throughout advertising agencies and mass media, as automobile makers are one of the largest corporate advertisers.

The article examines the effect of the possible business failures of the U.S. automobile manufacturers General Motors, Ford, and Chrysler on advertising agency and mass media finances. Failure of one or more of the three companies would be severely harmful on both industries, as their combined advertising spending was $4.6 billion in 2007, over 3 percent of all U.S. advertising spending.