Volvo Ocean Race: Overview, Marketing, History

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58 CASE STUDIES to supervise the integration into the larger Group. CORPORATE IDENTITY Employees, naturally enough, identify with their company – its heritage, traditions and values. Acquisitions require that the parent company faces the challenge of educating its new employees as to its own values, work ethics and identity in order to create feelings of pride and loyalty in the new, expanded company. Assa Abloy was faced with this challenge, exacerbated by the fact that it needed to work with 100 companies in over 40 countries around the world. BRANDING As a holding company and not a consumer brand in itself, Assa Abloy had not invested in building brand awareness. The company acquired many companies whose various local trademarks were well known in their respective markets where Assa Abloy was largely unknown. The company decided that they would use the Volvo Ocean Race as a means to generate awareness of the Assa Abloy brand amongst customers and distributors and also to encourage employee pride in the Group. ASSA ABLOY’S OBJECTIVES • Assa Abloy assessed its objectives in percentage terms: • 60% of objective was as an integration exercise around a strong corporate identity • 30% was to build relationships with primary customers and distributors • 10% was as a brand awareness exercise WHY THE VOLVO OCEAN RACE? Magnus Olsson, one of the world’s best-known sailors who made his name with the Volvo Ocean Race and its predecessor The Whitbread Round the World Race, had made a presentation to Assa Abloy some years before. When the company was asking itself how to address the challenges it faced, their recollection of this presentation led them to approach him again. The race was chosen because: PERFECT GEOGRAPHICAL MATCH There was a near perfect geographical match between the course of the Volvo Ocean Race and the new companies in the Assa Abloy Group. Their companies
were found on all of the world’s continents. En route, scheduled stops would be made in ports close to most of their major markets. RACE DURATION The company felt that the duration of the race provided a challenging but achievable time frame within which they would condense the integration process. They set the ambitious target of fitting an integration process they would normally expect to complete in three to four years, into the nine months duration of the race. Drawing inspiration from their race team's progress they would use the race itinerary and route through their key markets to set a sequence of uncompromisable deadlines for corporate activity. MULTI-NATIONAL The multi-national nature of the event – global in its reach and using multinational crews (Assa Abloy’s own crew had team members from Sweden, England, America, France, South Africa, New Zealand and Spain) meant the event had a relevance to almost all of the 40 countries in which they had companies. BRAND VALUES Assa Abloy wanted to communicate a strong corporate identity to both management and, with a high percentage of its workforce on the shop floor, the wider blue-collar workforce. The company felt that this corporate identity was mirrored by the corporate values exemplified by the Volvo Ocean Race – realism, vision, courage, ethics, true leadership. The race reflected the company’s belief that ‘people make the difference’. The race also provided a strong metaphor for management: know your ship, know where you are going, have the courage and expertise to make quick decisions, trust your crew, never underestimate your competitors. BRAND EXPOSURE Anna Bernsten, VP Corporate Communication, says that brand exposure was most important as a method of creating employee pride, thus aiding the integration process. The Volvo Ocean Race would also expose the brand to global customers and distributors. STRATEGY THIERRY MARTINEZ, RICHARD MASON/ASSA ABLOY RACING TEAM Assa Abloy allocated SEK100 million over a three year period for their participation in the Volvo Ocean Race, which is less than 1% of the Group marketing and sales budget for the period. CASE STUDIES 59
Page 1 and 2:
SHARING IN GLOBAL SUCCESS The Volvo
Page 3 and 4:
Team SEB was a commercial success.
Page 5 and 6:
In terms of media evaluation, the S
Page 7 and 8:
The Volvo Ocean Race is a unique sp
Page 9 and 10:
CONTENTS 2 INTRODUCTION 8 AUDIENCE
Page 11 and 12:
GUIDO CANTINI INTRODUCTION 3
Page 13 and 14:
through existing media coverage. Ta
Page 15 and 16: ace, it is estimated that more than
Page 17 and 18: 60 50 40 30 20 10 0 THE VOLVO OCEAN
Page 19 and 20: ‘INTERESTED IN’ OR A ‘SAILING
Page 21 and 22: PATRICK ANDERSON, RICK TOMLINSON ME
Page 23 and 24: even where whole programmes were no
Page 25 and 26: 16 14 12 10 8 6 4 2 0 MEDIA RESPONS
Page 27 and 28: programme coverage and news. With t
Page 29 and 30: WWW.VOLVOOCEANRACE.ORG: A TOP 100 W
Page 31 and 32: RICK TOMLINSON MEDIA STATISTICS 23
Page 33 and 34: % of respondents 90 72 54 36 18 0 T
Page 35 and 36: 45 36 27 18 9 0 STRONG INCREASE OF
Page 37 and 38: 45.0 40.5 36.0 31.5 27.0 22.5 18.0
Page 39 and 40: 70 60 50 40 30 20 10 0 200 TO 300%
Page 41 and 42: 35 30 25 20 15 10 5 0 FORMULA 1 IS
Page 43 and 44: Direct Brand Exposure (hh:mm) 17:5
Page 45 and 46: PRINT MEDIA The written media remai
Page 47 and 48: % OF RESPONDENTS UK WAVE 1 AWARE NO
Page 49 and 50: CARLO BORLENGHI YACHT SPONSORSHIP 4
Page 51 and 52: STEPHEN MUNDAY/ALLSPORT CASE STUDIE
Page 53 and 54: WHY THE VOLVO OCEAN RACE? The Volvo
Page 55 and 56: INTERNET/INTRANET An intranet site
Page 57 and 58: CLIVE MASON/ALLSPORT CASE STUDIES 4
Page 59 and 60: RICK TOMLINSON 51 CASE STUDIES 51
Page 61 and 62: those intended for the SEB brand. T
Page 63 and 64: CONCLUSION The companies conclusion
Page 65: RICHARD MASON/ASSA ABLOY RACING TEA
Page 69 and 70: advertising, but would instead rely
Page 71 and 72: CONCLUSION 63
Page 73 and 74: INTRODUCTION IT IS UNLIKELY THAT CO
Page 75 and 76: over the side, and in spite of a fo
Page 77 and 78: causing controversy with large crew
Page 79 and 80: Prior to the start it was thought t
Page 81 and 82: Among the fleet was Simon Le Bon’
Page 83 and 84: Despite the dramas, nothing could d
Page 85 and 86: The victorious W60 was Yamaha, skip
Page 87 and 88: It was not until a third of the rac
Page 89 and 90: The Southern Ocean lived up to its
Page 91 and 92: THE OBJECTIVES REDUCE THE COSTS FOR
Page 93 and 94: THE NEW BOAT DESIGN Innovation has
Page 95 and 96: push their boats to the limit and i
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