DAIMLERCHRYSLER
My role in the preparation of the paper was to focus
on the public relations and publicity section.
I also did many of the final edits on the paper -
creating a consistent tone and correcting errors.
THE ROAD AHEAD
DaimlerChrysler's ultimate goal is to be the most admired and respected company in the world. Developing a brand image of honesty, integrity and credibility, as well as a cohesive brand image, is central to our ultimate goal.
These aspects may not immediately lead one to think of the automotive transportation industry. In fact, most industry leaders are portraying themselves as leaders in innovation, engineering, design, safety, outdoor activity, power and strength. However, none of these characteristics effectively differentiates the message of these car companies.
When one considers the consumer and what he or she wants from a transportation company, it is necessary to understand that his or her only brand contact is through the dealer. Dealers, more specifically car salesmen, have been stereotyped as individuals who try to swindle customers into making a bad financing deal, or mark up cheap cars for a profit.
By restructuring the dealer relationship and defining DaimlerChrysler as a transportation company with firm principles of honesty, integrity and credibility, DaimlerChrysler will appeal to customers, existing and potential, on a self-expressive, emotional level rather than trying to differentiate from other cars companies based on functionality. DaimlerChrysler will begin to form valuable relationships with customers that will increase lifetime customer value as well as sales.
Honesty, integrity and credibility are simple, globally understood concepts that consumers can relate to and rely on. This brand image will form the foundation of the cohesive company image and will determine the methods used to further unite and integrate employees.
Objective
Position DaimlerChrysler in the minds of our internal and external target audience members as a transportation company that represents honesty, integrity, and credibility.
We also want to be among the top 15 brands, based on brand value, after 10 years, while documenting consistent and significant improvement during those ten years.
Strategy
In order for DaimlerChrysler to achieve this position as an honest and prestigious company, we must first establish DaimlerChrysler as a cohesive brand. We will use the name "DC" in all our marketing and communications so that we can symbolically show that we are not simply merging two companies, but rather combining two companies to create a powerful new force in the automotive transportation industry. In essence, we are not re-launching DaimlerChrysler; we are launching a new brand-DC. The new combined "DC" label must be the seal of approval; the standard to which all automotive and transportation companies are held. To position DC as a cohesive brand to the consumer, an integrated marketing campaign of internal and external communications will address DC's honesty, integrity and credibility. The internal campaign, targeted at dealers and employees, will specifically define the new rules and expectations of DC and will encourage communications across all levels of management in the DC "family." The external program will rely heavily on "word-of-mouth" and also on press generated by our extensive PR efforts and our "DC World" promotional tour. We will compliment this external program with a traditional advertising campaign as well, one which links common human images which communicate trust and safety, with the new DC brand.
MERGER HISTORY / DAIMLERCHRYSLER TODAY
Daimler-Benz spent $36 billion in its merger with Chrysler to form DaimlerChrysler in November 1998. Many of the company's problems have arisen from the great differences in the cultures and companies of Daimler and Chrysler. The two companies presently function as separate businesses. Numerous Chrysler employees retired after the merger including their design chief and Chrysler employee of 33 years Thomas Gale. Former Daimler CEO Jurgen Schrempp took over as the sole chairman of the company when the dual chairmanship between himself and Chrysler's Chairman Robert Eaton was unsuccessful. The morale of Chrysler employees has fallen throughout the merger due to the loss of American employees at all levels of the company. Financial losses have hurt the confidence of its shareholders as Schrempp's intention to make Chrysler a division of Daimler-Benz has become more apparent. Although Daimler's profit jumped 22 percent in the second quarter of 2000, Chrysler's stock fell from a high of 103 to 53 on July 26, 2000. Despite significant internal transition obstacles, DaimlerChrysler stands at the forefront of engineering technology. Chrysler has had great success with the PT Cruiser and will release "a new generation of minivans and a new family of midsize sedans and coupes" for the 2001 model year. Mercedes has also had great success with its redesigned C-Class and widened product line. However, the company's stockholders will need more than solely the promise of DaimlerChrysler technology to continue their allegiance to the company.
EXECUTIVE SUMMARY
The 1998 merger between German and American corporations Daimler-Benz and Chrysler Corp., fused two companies that shared few similarities in positioning and organizational culture. The resulting new company lacks a unified and prominent brand image. An amalgamation of corporations, each idealistically bound to the personas of their respective countries, presents the largest hazard for DC. The company, as a brand, is currently split: there are two divisions of management, two divisions of culture, two divisions of countries, and consequently zero cohesion. This report delivers an integrated marketing communication (IMC) regime capable of building a uniquely positioned brand, while keeping in mind each company's traditions and strengths.
Core objectives are as follows:
(1) DaimlerChysler must communicate a message of corporate unity, which will
(2) Project an image, perceived by the public, of brand unity, which will
(3) Be established through the IMC process.The Integrated Brand Communications process will:
(1) Restructure the internal operations of DaimlerChrysler, focusing particularly upon communication between all levels of DC employees. Communication will also be emphasized in our relations with customers. Database management to create personalized direct marketing and ongoing tracking of individual consumer behavior will be elevated to a more important echelon of concern.
(2) DC will be positioned as a company that exemplifies integrity, honesty and credibility.
To reinforce the image of DC as a cohesive brand, we propose referring to the company in all advertisements and communications henceforth as "DC." The name DC symbolically shows the combination of Daimler and Chrysler, but retains only the first letter of their old brand names, showing that from two established companies, we have created something new in the transportation industry. We are not re-launching the merged DaimlerChrysler company, we are launching a new brand - DC.
TARGET AUDIENCE
In order to achieve a cohesive brand image, we have divided our target audience and our communications strategies into the categories of "internal" and "external" to make our message more specific and effective.
Internal (DC Employees, Dealers, Suppliers and Investors)
Cohesiveness of DC's brand image in the eyes of the consumer cannot be achieved without synergistic unity within the company. Presently, two distinctly separate groups of employees exist within DC: Daimler employees and Chrysler employees. The two groups have very different backgrounds and values because they come from two vastly different cultures. This is a major problem because it results in miscommunication. In addition, DC employees have not been properly educated on the reasons for the merger, which adds to the problem. Consequently, there is not a firm understanding among everyone within our internal target audience about the strengths and the potential of DC.
DC employees need an internal public relations plan to inform and educate them about the DC merger and the goals and ideals of the newly created company. Programs need to be established within the company that will open lines of communication, not only between employees of the old Daimler and Chrysler companies, but also between employees and management. Opening these lines of communication will not only make for a more unified and positive working environment, but will allow employees at all levels to feel a part of the decision-making processes of DC.
Because DC has not educated our internal audience members about the merger and goals of cohesion, the DC "family" has been unable to represent the image that DC wants to promote. Across the industry, car salespeople feel allegiance to their specific dealership, rather than to their car manufacturer. In addition, dealers feel little incentive - besides a paycheck - to advocate the brand of cars that they sell. DC wants to revolutionize the car purchasing experience from not only the customer's point of view, but the dealer's as well. We want DC dealers to be informed and excited about the cars that they are selling. It is imperative that DC's campaign include incentives for dealers, and educate them on the overall objectives and strategy of the DC brand as a whole.
External (DC Car Buyers, Competitive Car Buyers and Potential Car Buyers)
DC's external target audience includes a broad range of car buyers due to the varied types of vehicle offerings under the DC name. Most transportation companies offer narrow focuses on their communications: some companies want to be known for technological innovation, some for engineering, some for design. DC prefers to appeal to customers on an emotional and self-expressive level rather than one of functionality. Regardless of whether our customer drives a Mercedes S-Class or a Dodge Ram, our proposed brand message for DC emphasizes improving the car buying experience to all customers. Car buyers across all demographic segments want to build a relationship with a company with firm principles of honesty, integrity and credibility.
For most consumers, buying a car is a laborious experience. Car buyers want to feel that dealers are prioritizing the customer, placing their needs and wants before the sale. Car buyers need to feel that the dealer is an automotive consultant, someone they can trust to sincerely advise them in their purchase, not someone with whom they must compete and try to out-bargain while making the sale.
The purpose of public relations in the DC branding strategy is to position DC in the minds of all stakeholders, whether they are customers, employees, or car dealers, as a cohesive brand. More than simply a cohesive brand, DC seeks to be the most admired transportation brand and company in the world.
Public Relations Objectives
For employees, suppliers, dealers, and shareholders:
· To position DC as a cohesive, recognizable brand; then as the most admired transportation company in the world.
· To instill confidence and pride in the company and its products.
For customers: current and potential -
· To position DC as a cohesive, recognizable brand; then as the most admired transportation company in the world.
· To form and/or strengthen customer relationships with DC.
· To generate excitement about current products and new innovations created under the DC label.
Overall, we seek to position DC as a company known for its honesty, integrity and credibility. We wish for the idea of an honest car company to mean more than simply a company that produces quality cars at a fair price. Our idea for DC is to improve and completely change the dealership experience, to the point where someday car manufacturers and dealers will be equal partners in the purchasing process. These objectives will serve to enhance brand awareness and sales of DC automobiles.
PR Strategy / Timeline:
Our public relations efforts must be concentrated within the company before any other marketing efforts can take place. Within the DC "family": (employees, their families, and shareholders), the focus of our public relations will be educational. Our public relations timeline will begin within the company. Mergers and a shaky financial situation have caused DC to be viewed not as a stable, progressive company, but one caught up in inter-organizational conflict. We think that a new sense of confidence and new lines of communication should be established to unite DC and its employees.
Internal Relations
For DC employees, our public relations strategy needs to communicate that the DC merger was a positive business decision and that the company's management is competent and seeks to establish clear lines of communication. We also need to instill a sense of confidence and pride in the company as well as a sense of security among employees.
· "The Inside Track" - We plan to create a new company handbook, "The Inside Track", that clearly outlines for all employees the new values and mission statement of DC. This handbook will define company expectations and employee benefits. By communicating with employees in an explicit, printed format, DC can begin to clarify the company's new structure and objectives.
· DC's "FastTrack" program - The FastTrack program has two objectives: to improve communications and to identify and eliminate problem areas. One of the primary communication gaps in DC exists between employees and upper-level management. The FastTrack program seeks to bridge these gaps by opening lines of communication within the company. The initial stage of the FastTrack program will be the formation of the "Early Risers." Essentially, Early Risers will be a series of focus groups. Four employees from Daimler and four from Chrysler will meet on the first Monday of every month for 45 minutes prior to the start of the workday to discuss post-merger issues and generate ideas and suggestions. The Early Risers groups will improve relations between employees of the former Daimler and Chrysler companies, and move them towards functioning as members of an integrated workforce. These discussion groups will be held only during the first six months of our PR timeline, after which time, other communication programs will be in place. Management will actively seek to implement the suggestions generated by the discussion groups. If it is not possible or feasible to enact these suggestions, management will at least respond to them in some manner. Although it may be time-consuming, we think it is important for upper-level executives to meet employees at various levels of the DC corporation. We believe that DC needs to employ a more hands-on managerial style. The key to the FastTrack program, which will begin four months into our PR timeline, will be the "Mid-Week Lunch." Every other Wednesday, upper level managers will host a lunch meeting for up to four employees. Employees with concerns they wish to have addressed will reserve a slot through the manager's software scheduling program by five o'clock, the preceding Monday of that week. By that same deadline, they must also submit in writing or via email their specific concern to the manager with whom they have requested a lunch time. The manager in question should respond to any concern not resolved at the lunch, in writing, within five business days. This program will extend the communication goals of the focus groups and will involve employees at all levels of DC in decision-making. The improved work environment that these programs will result in will have a positive effect on the perception of DC, not only for employees but also for their families. Media and opinion leaders will also come to perceive DC as a positive place to work and depict it as such in the press.
DC World (used in both Internal and External)
The creation of the "DC World" program is the most ambitious part of our public relations/ promotional strategy. DC World is the name given for the program that encompasses dealer relations and incentives, community and media relations, and the "DC World" promotional tour. We plan on using the DC World facilities to host sales meetings, conferences and other employee incentive programs.
DC World Tour - In its first year, the DC World tour will visit six cities, located throughout the U.S. Our proposed cities are: Las Vegas, Detroit, St.Louis, Boston, Atlanta, and Dallas. In future years, the tour will expand to include other U.S. cities, as well as locations in the U.K. and Germany. The DC World tour will include various attractions in hopes of generating valuable word-of-mouth among existing and potential customers. These attractions will include virtual reality simulators, allowing visitors to "drive" a variety of cars: DC cars currently for sale, DC cars that are in production or being designed, and classic Daimler and Chrysler cars. There will be cars across the various DC brands on display, with local car dealers acting as "Automotive consultants" to answer questions. Exhibits focusing on DC's most cutting-edge automotive technology will be set up as well. Stunt drivers will perform. Web terminals will be set up for visitors to view the DC web site. For kids, there will be computer terminals set up for them to design their dream cars with DC characteristics. In each city, there will be a raffle. In order to enter the raffle, entrants will fill out a brief survey about themselves, whether or not they own a DC car, and other relevant questions. The winner of the raffle will receive $5,000 in "DC Dollars" to be redeemed at any DC dealership towards the purchase of his or her car of choice. The DC World tour will visit one city every other month, starting in the tenth month of the first year of the IMC plan, and ending the sixth month of the second year. After a six-month break, the DC World tour will begin again, this time covering one city a month for ten months. The second leg of the tour will start in the third month of the third year of the IMC plan and end with the last month of that calendar year.
The tour will stay in town Wednesday through Saturday. Wednesdays and Thursdays will be reserved for regional dealer activities, Fridays for preferred customers, and will be open to the public on Saturday. The intent of DC World is to generate buzz and excitement over DC products, whether for a DC salesperson, a potential car buyer or a current DC customer. Word-of-mouth is the most credible form of media. We hope to generate valuable word-of-mouth through the opening of DC World and our innovative new purchasing methods. We wish to gain a share of their brand network and to extend our theme of improving the car buying experience, by bringing our products to the customer. DC World will attract potential customers and reinforce purchase decisions made by current customers, possibly to encourage them to trade up in their car purchases.
Dealer relations
Our dealer-focused PR efforts focus on improving the car selling process for the sales staff. It is difficult for car salespeople to remain motivated in selling, once they know what there is to know about their product. By attending educational programs hosted at regional DC World tour stops and getting to test-drive some of the cars in production, we hope that dealers will become more excited and knowledgeable about selling DC cars.
We also want to offer more dealer-incentive programs, based not only on sales, but on the dealer's efforts to adhere to DC standards in advertising, image and product knowledge. DC can offer traditional monetary incentives based on unit sales objectives. DC will distribute less traditional incentives by monitoring dealerships' execution of key DC values as communicated in the initial public relations effort. Dealers will submit monthly reports, updating DC on improvements they have made and initiatives they have taken to align their companies with DC's strategic positioning. Based on these reports and unannounced visits from DC representatives, DC will reward exemplary dealerships with such programs as "Safety Towns."
DC will sponsor, with dealers, these local "safety towns", to teach elementary-age children about seatbelts, crossing the street and bike safety. They will be low-cost to set up, and will attract such visitors as elementary school classes or parents of small children. Participation in such community-oriented programs as these will improve DC's place in the local area and improve the media image of automotive sales personnel.
These strategies will enable us as well to gain a place in the brand networks of potential customers before they are even old enough to drive a car. Other possible dealer promotion programs include hosting a "defensive driving school" on dealership property.
Database Management and Marketing
By merging, DC has at its discretion a vast amount of data. As technology progresses, it will be increasingly important to utilize this data to provide additional value to the consumer, and by increasing the lifetime value of the customer, increasing shareholder returns for DC. DC needs to immediately begin to integrate the data from all brands and all dealerships. Once the data have been massaged into a useable format for all levels of management, DC can begin to offer value to customers.
A primary source of this value-added concept is DC's web site. Right now it contains valuable, but generic information. Trends indicate consumers' desire for more personalized information on the Internet. As a result, DC should offer each new car buyer a user name and password with the purchase of his or her automobile or other transportation method. Customers, worldwide, could then access specific auto information through the DC web site. Not only would this device keep customers coming back to the web site, but it will make them feel appreciated and taken care of by DC as a whole. On the site, customers could view their service records such as when they last had their tires rotated or aligned. By keeping an online maintenance report, DC eliminates the necessity for consumers to keep detailed files and also increases the chances for DC dealers to have repeat service visits - compared to consumer use of Jiffy Lube, Meineke or other outside service vendor.
The database could then be used to send email reminders to customers. In addition to or instead of mail reminders, DC could notify customers via email when it is time for the 15,000 mile tune up or brake check. DC could also send birthday or holiday incentives, offering discounted prices for oil changes or free brake pads with tire check to offer increased value and build tighter relationships with consumers.
By closely maintaining the database, DC would know what additional components customers had purchased and could then offer those not selected at a later date. For example, a Dodge Ram purchaser chose not to include the luggage rack on his truck. DC would send an email to that consumer, reminding him or her of that option. Consumers would feel like DC knows who he or she is and the company is paying close attention to his or her vehicle.
MEDIA PLAN
Media Types:
· Television
· Magazines
· Newspaper
· RadioMedia Roles:
Television
Television is the most prominently used medium and therefore can achieve the greatest reach. It also has the ability to portray on a global level strong emotional content, enabling it to communicate DC's message of honesty, integrity and credibility.
Since television use is so widespread in the U.S., U.K. and Germany, it will reach members of both internal and external target audiences. Because the ads will run after the PR campaign has begun, they will reinforce for internal members the strength and unity of DC. For the external audience, TV ads will communicate a solid, straightforward brand message, previously not shown.
We will focus on television advertising spending during the early news and primetime segments. These time slots reach a wide portion of the target audience and have more credibility than late night or daytime programming generally have.
We envision running ads during programs with a high level of intellectual content and comparable values to those of DC. (No "Hard Copy" or "Real Sex") We would prefer network programming that covers a variety of interests, which would prevent association with niche audiences.
Magazines
Magazine advertisements will help to reinforce the awareness of our brand message created by television. Magazines are a good investment, due to their longer shelf life and consumer interest level. Unlike TV or radio, which can be tuned out, consumers pick up and read a magazine, because they intend to spend time reading the contents. For this reason, magazine ads can capture attention and influence consumer perceptions, while the consumer is interested in related subject matter.
We will focus on publications with a wide variety of readers, since our target audience encompasses a diverse range of people. We plan on placing DC ads in:
· News magazines (Time, Newsweek)
· Entertainment magazines (People, Us)
· Special interest - automotive (Car & Driver)
· Business magazines (Forbes, BusinessWeek, Money)
· Major comparable publications of the U.K. and Germany
We also plan on running ads in trade publications to reach car dealers and employees. Members of the internal audience rely on trade publications for credible information regarding the automotive industry. Members of the external audience will sometimes make the effort to seek out a trade publication to find additional information in the car search process. A DC advertisement viewed during a target's information search process will make a stronger impression than encountering this advertisement in other media.
Newspapers
We plan to run two different types of newspaper advertisements: brand-building ads and informational ads.
Our brand-building advertisements will capitalize on the high prestige and credibility perceived in newspaper as a medium. These perceptions compliment our positioning of honesty, integrity and credibility. These ads will be run in newspapers with high circulation and credibility, such as the Wall Street Journal and the New York Times.
Our informational ads will run for the purpose of promoting the "DC World" tour. These ads will run locally in newspapers in the cities visited by the "DC World" tour and in the surrounding areas. Newspapers such as the Boston Globe or the Atlanta Journal-Constitution will provide our advertisements with immediacy and local relevance as well as the credibility inherent in newspaper as a medium.
Radio
We chose not to focus any of our brand-building efforts in radio advertisements, choosing to use radio only for informative purposes. Radio will assist newspapers in promoting our "DC World" Tour in each city - by generating buzz and delivering relevant DC information to the local areas where the tour will be arriving.
The value of radio lies in its immediacy and its local nature. Disc jockeys at local radio stations can work in information or promotion relating to "DC World" in their regular broadcasts, outside of our commercials.
We plan to run radio ads during the a.m. drive - from 6 to 10 a.m., and during the p.m. drive time - from 4 to 7 p.m., hoping to catch our busy target audience and make them think about cars during the time when they are most likely to be in one.
Motivational Frequency Analysis
Marketing Factors Rationale Frequency
Established v. New Brand New brand, create awareness 0.2
Market Share In-between, neither dominant nor minor 0
Brand Dominance Several competitors, cluttered category 0.2
Brand Loyalty No coherent brand, hurt by negative press 0.2
Purchase Cycle Consumers buy after lengthy consideration -0.2
Usage Pattern Continuous presence, long "shelf" life -0.1
Competition Many strong competitors at various levels 0.2
New/Continued Campaign New campaign for new merged brand 0.2
Message Complexity Detailed, need to overcome bad press 0.2
Expression Uniqueness Unique position of credibility -0.1
Image/Product Sell Image of company, but product based company 0
Vehicle Clutter Low attention, high clutter 0.2
Editorial No real reason to believe brand message 0.1
Vehicle Involvement Casual involvement, low attention 0.1
Media Mix Few, focused media 0.1
1.3
+ 3
Motivational Frequency Level = 4.3Based on appropriated budget amounts, our media goal is to maximize reach based on the determined motivational frequency level, 4.3.
Synergistic Effect of Media
The synergistic effect of the media in our plan is that we will achieve our objective of increasing awareness of DC's image of honesty, integrity, and credibility among our internal and external audiences and successfully publicize the "DC World" Tour. While television will be the primary source for delivering our brand message to our target audience, magazines, newspapers and radio will reinforce the central theme of our campaign that is found in television, while elaborating on our brand message to specific members of our target audience.
CREATIVE EXECUTION
Brand-building Advertisements
Our creative execution associates DC with a concept. Instead of trying to sell a product, we want consumers to think of the DC brand in conjunction with ideas of honesty, credibility and integrity embodied in the concept of trust. To achieve this, our set of brand-building advertisements links the desired perceptions with visual images. For example, the image of a mother and her child standing on a ladder reinforces the idea of trustworthy support. A doctor holding a stethoscope up to someone's chest infers that the patient has trusted the doctor with his or her health.
To raise the stakes on the importance of trust, the advertisements initially set up this ambitious task by letting the consumer know that DC understands the relationship between driver and car. We believe that people choose their car because it reflects what they believe in, which essentially shapes who they are. The dynamic is not just functional, but emotionally self-expressive.
An analogy many can relate this to is Apple's "Think Different" campaign. By linking the brand with well-known individuals, such as Albert Einstein and John Lennon, who achieved revolutionary creativity and originality, consumers are able to associate the products brand has to offer with the same qualities. What DC wants to ideally achieve is that same association. Products that have the DC standard of approval, so to speak, can be trusted.
DC World Advertisements
The principle objective of the newspaper advertisement is to simply announce the arrival of DC World to local areas while giving details about dates, times and location. While reaching a wide variety of local audiences, this ad follows the straightforwardness that we portray in all of our ads. It is less interactive than the brand-building ads, since all we want to do is inform. The traffic sign as a background symbolizes the idea of reliability. Traffic signs serve the function of consistent symbols drivers rely on. We want the DC brand to serve that exact same purpose in terms of car buying.
Like the newspaper, the radio ad informs. Audiences will recognize the identical, consistent text as in their local newspapers. At the opening, we have relied on the sounds of revving car engines and screeching tires to create immediacy and anticipation. Additionally, the nature of radio permits a mobile medium. A consumer can listen to the radio virtually anywhere, whereas a television has to be plugged in and a newspaper has to be read. There is a strong possibility that potential visitors to the tour will listen to the ad while in their car.
MEASUREMENT
Short-term/Continuous
International sample surveys and focus groups will be conducted to evaluate our media efforts' effectiveness in establishing a positive brand image of DC to the target audience.
Long-term
We will measure the effects of our media efforts by national sample surveys and focus groups conducted before the branding campaign that profiles our target audience members' awareness level and brand image of DC.
International sample surveys will be conducted once the branding campaign is over. Then, we will compare the two surveys and observe the percentage change in awareness levels and the percentage change in attitudes towards DC as a brand of honesty, integrity and credibility.
Each media will use their respective research company's reports (see list below) to compare reach and frequency before the campaign to reach and frequency after the campaign.
(Media research company list)
· Television (Nielsen)
· Magazines (Audit Bureau of Circulations [ABC], MRI, Simmons)
· Newspapers (ABC)
· Radio (Arbitron)
Measurement of the IMC Campaign
Internal
Continuous internal measurement will be conducted to evaluate the effects of our public relations and creative efforts on DC employees, suppliers, dealers and investors. Internal measurement will take place in the form of surveys, focus groups and interviews with representatives from each internal group.
External
Continuous external measurement, including surveys and focus groups will be conducted to evaluate the overall effect of public relations and creative efforts on how car buyers view the DC brand. Customer satisfaction survey will be conducted in order to assess how consumers perceive the dealer-customer relationship after these campaign efforts.
In addition to continuously assessing DC's brand awareness, the success of the company as worldwide brand will be measured through its brand value rank in relation to established valuable brands. The IMC campaign will be maintained to ensure DC's continuous positive brand image and yearly improvement as a successful world brand.