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CLIP 1


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WE want to become a successful

Malaysian automotive manufacturer

globally by being customer oriented and

producing competitively priced and

innovative quality products

Source: www.proton.com


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PROTON aims to maintain market leadership by

continuing to develop innovative products andthrough satisfying its customers in a better and

more profitable way than its competitors

Source: www.proton.com


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STRENGTH

Government Linked Corporation

ASEAN Free Trade Area tying upwith carmakers

Vendor base and dealer network

STRENGTH

Government Linked Corporation

ASEAN Free Trade Area tying upwith carmakers

Vendor base and dealer network

WEAKNESS

Existing quality issue affectingbrand equity

Protectionist

WEAKNESS

Existing quality issue affectingbrand equity

Protectionist

OPPORTUNITIES

Export plans

Funds bygovernment for

Research &Development

OPPORTUNITIES

Export plans

Funds bygovernment for

Research &Development

THREATS

The existence of Perodua and its

competitivenessCompetitors aggressively managing cost

reduction & future innovation on hybrid tech.

Pressure from carmakers around the world

THREATS

The existence of Perodua and its

competitivenessCompetitors aggressively managing cost

reduction & future innovation on hybrid tech.

Pressure from carmakers around the world


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SUPERMINI TIARA

SAVVY

SUBCOMPACT SATRIA

SATRIA NEO


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MID SIZE PERDANA

EXORA


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COMPACT SEDAN WIRA

SAGA/SAGA ISWARA

WAJA

GEN2

PESONA


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OTHERS FINDING ITSELF IN NICHE MARKET PUTRA (COUPE)

JUARA (MICRO-VAN)

ARENA (PICK-UP)

Behavioural segmentation is based on the

following categories;

Benefits sought;- economical, quality, cost

Usage rate: daily user

User status: middle income groupBrand loyalty: spilt loyal


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Proton

Super-MiniSegment Sub-CompactSegment Compact SedanSegment Mid Size &Others Segment

PROTON USES A MULTI SEGMENT

STRATEGY TO TARGET THE

SELECTED SEGMENT


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MALAYSIAN-MADE, JAPANESE-

QUALITY

BUY MALAYSIAN MADE

PRODUCTS

COMPETITIVE PRICE, QUALITY

AND INNOVATIVENESS


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May 7, 1983 Establishment

September, 1985 The first Proton Saga

1987 Market share of approximately 73%

January, 1989 The 100, 000th Proton Saga


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May, 1992 The launch of Proton Iswara, the facelift of Proton Saga

April, 1993 The establishment of the biggest competitor, Perodua

May, 1993 The launch of Proton Wira

July, 1994 The launch of Proton Satria

Jun, 1995 The launch of Proton Putra

September, 1995 The launch of Proton Perdana


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March, 1996 the launch of Proton Tiara, the first model adopting

Citroens technology

October, 1996 the bought over of Lotus

January, 1997 Fund injection to set prioritization on the R&D

March, 1998 the launch of Proton Perdana V6

August, 1999 the change of Protons logo


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April, 2001 The launch of Proton Waja, the first designed and styled

in house

September, 2001 The launch of Proton Juara

Jun, 2002 The launch of Proton Arena

November, 2002 Protected by 3-years exemption from AFTA


2003 New plant was set up in Tanjung Malim, Perak


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January, 2003 - Proton achieved ISO:9001: 2001 Standard of Quality

April, 2004 the launch of Proton Gen-2

Jun 8, 2005 the launch of Proton Savvy

November, 2005 increased On The Road tax to offset the reduction of

import tax


December, 2006 beaten by Perodua, became the 2nd for market share

(outperformed by 99 units)


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December, 2006 Proton first year lost of 281.5 million ringgit

July, 2007 a tie-up between General Motors and DRB-Hicom

August 15, 2007 the launch of Proton Persona

September, 2007 the implementation of Proton XChange scheme

December, 2007 Proton second year lost of 169 million ringgit

January 18, 2008 the launch of Proton Saga


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August 3, 2008 the 3 millionth car, Proton Saga (Second generation)

August, 2008 Persona special edition (SE), powered by CamPro

December, 2008 pulling out from losses, the launch of Persona and Saga

April 15, 2009 the launch of Proton Exora

July 1, 2009 migrating all EON sales/service dealers to EDAR network

September, 2009 the best model of the year (Malaysia) 2009 for Proton

Saga


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CLIP 2


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Interview session with Mr. Peter Ho

Regional Marketing Manager

Tanjung Malim Plant, Perak

PRODUCT

PRODUCT DEVELOPMENTPRODUCT REFRESHMENT

PROMOTION


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VARITIES

ECONOMIC PACKAGES

R&D

THE RIGHT CAR FOR THE RIGHT MARKET AT THE RIGHT

PRICEAND THE RIGHT TIME


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CUSTOMER PRIORITY INDEX

CONCERNS PER CAR

DEFECT PER UNIT

WILLINGNESS TO LISTEN


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SUPERB

ENGINE UPGRADE

EXTERIOR DESIGN

INTERIOR DESIGN


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INTERNATIONAL SALESPRICE SLASH

REDUCINGWAITING PERIOD

BETTER SALES SERVICE


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0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

1997 2006 2009

Market Share of PassengerCars inMalaysia

Proton Perodua Other brand (non-national cars)

Source:1997 Economics Report (http://www.treasury.gov.my/pdf/economy/er/9798/chapter4.pdf) Malaysia

Automotive Association (http://www.maa.org.my/data/marketoutlook.pdf) Malaysian Motor Trader

News (http://www.motortrader.com.my/NUS/articles/article_1030/page_m.asp)


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BRAND EQUITYis the added value

endowed on products and

services

Signifies certain quality= experiences + perceptions


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Protons brand promise

Provide innovative cars that satisfied

customers while being profitable than its

competitors

ACTUAL RESULT:

Proton failedto satisfy its

customers


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Physical

weaknesses

Conformance

quality

Safety

Quality

-Powertrain

-Body &

interiorbody

DesignDurability &

reliabillity

Technology


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Poor power train

Poor body and interior body

CLIP3 DOWNLOAD AND CUT

WWW.YOUTUBE.COM/WATCH?V=TllRSX-

HDGS (TOP GEAR S13E03: PERODUA MYVI &

PROTON SATRIA NEO)


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CLIP 4 YOUTUBE.PROTON GEN2 TERBAKAR


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CLIP 5


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Proton Jumbuck scored 1 star only

Australian New Car Assessment Program(ANCAP) says crash statistics from Monash

University show that occupants of 1 or 2 stars

vehicles have twicetherisk ofreceivinglife-

threatening injuriesin a crash compared withoccupants of4 or5-star vehicles

(source: www.ancap.com.au)


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Quality Durability

& ReliabilitySafety Conformance

qualityDesign

Proton

Toyota

Valueto

consumer

Product

features

Perodua

Technology Aftersales

servicePrice

High

Low


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Factors

ExternalInternal

Consumer

decision

making

Attribution

Product-

related

Non

product-

related


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Proton(POS)

Boringmodel

design

Poorquality


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Unmet consumersneedsand wants

Consumermarketand

behaviouranalysisEnvironmentscanning

andtrendanalysis

Productemotions

integration


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Consumermarketand

behaviouranalysis

CLIP 6 (Video: Youtube-Savvy Diketawakan)


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Environmentscanning

andtrendanalysis


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Consumermarketand

behaviouranalysis


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Productemotions

integration


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Brand

Promise

Actual

Delivery

Expectation


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Auto-scrapping Scheme

Quality Control Campaign

'Zero-Defect' Campaign

Proton's maiden multi-purpose vehicle (MPV)


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PROTON XCHANGE

JUNKS TO BE TRADED IN FOR RM5000

WORTH OF DISCOUNT

SOCIAL SERVICE


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FREE OF DEFECTS

SEEK THE CORE OF THE PROBLEM

A MONITORING SYSTEM BEFORE THE

PARTS AREBEING ASSEMBLED


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PART OF THE PROGRAM TO FOCUS ON

REBUILDING THE COMPANY

PREPARE TO FACE AGAINST THE UPCOMING

CHALLENGE, THEGLOBAL MARKET

OBTAIN AS LESS DEFECTS AS POSSIBLEBEFOREASSEMBLY


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PRONOUNCE CHALLENGE TO

COMPETITORS

INJECTING ITSELF INTO A STRATEGY

OF HIGHER CLASS, AFFORDABLE

PRICE


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FUEL EFFICIENT HYBRID

CAR


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CLIP 7 TOYOTA AD


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BRANDREVITALIZATION


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Attract More Customers

Convince Customers to Buy

More Often

More Brand Loyalty

Become More rofita le


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6 Rules toBrandRevitalization

6 Rules toBrandRevitalization

#1Refocus theOrganization

#1Refocus theOrganization

#2RestoreBrand

Relevance

#2RestoreBrand

Relevance

#3Reinvent

BrandExperience

#3Reinvent

BrandExperience

#4 Reinforcea ResultsCulture

#4 Reinforcea ResultsCulture

#5Rebuild

Brand Trust

#5Rebuild

Brand Trust

#6RealizeGlobal

Alignment

#6RealizeGlobal

Alignment


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Customer Mindset

Exercise FinancialDiscipline

perationalExcellence

Leadership

Marketing

Brand Purpose = Brand Goals+ Brand Intent

Redefine Value Equation

Brand Value = CostManagement

Long term utlook

Meeting customer satisfaction= Minimizing Waste

Consistent Brand ExperienceQuality

Innovation = Size of Ideasfrom Anyone & Everyone

Dont just Respond & React toCompetition!


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Define the Brand Promise

Review Brand Promise Relevant & Alignedto Brand Goals by using Brand Pyramid Communicate Brand Promise through BrandEssence

Create Customer Insight

Synthesize, dont Analyze through Prioritizing Cant win them all : Multi-segment Marketing

Adopt a 3D needs-based Market Segmentation

Why do they need a car? Who need this type of car? In what context do they needthe car?

Develop a thorough Knowledge of the Market

Re-look & Re-read all availablesegmentation studies

Information is Power


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Cultivate a Proud & Passionate Proton Employee

Support from HRs Internal Marketing

People Brand Promise = Perceived Experience = Price

Tangible Evidence = Superior Proton ExperienceProduct

Brand Showplace reflecting Brand Essence

Modern & Innovative showroomPlace

Creates value to promote brand = airBrand alue

Relevant & differentiated driving experience

Price Brand Journalism = Reinvent Brand Positioning

ollow through with a Brand Story ;E.g. Jazeman Jaafar endorsement = Striving for

Excellence

Promotion


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Identify

MeasurableMilestones

Implement

Recognitionand Rewards

Initiate theBalanced Brand

BusinessScorecard

All Growth is NOT equallyValuable

Market e etrati r Bra dL yalty?

Dont rely on numbers only

Align around Brand Value

Integrate Critical Brand Valueswith Sales, Profits and Sharesinto performance measurements

Bra d wer = rice Se sitivity= Sales & r fitability


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Extend warranty as tangible proof of product quality

Live up to the PromiseYou are What you Do

Endorsement from International Testing Body like NCAP

Acknowledge defects in Proton instead ignoring issues byproviding informationLead the Debate

Create an Open Doors Program Schoolchildren etc

Communication program to show behind-the-scenesprocesses

Openness is anOpportunity

Credible testimonials from ordinary people

Create Council ofExpertsTrustworthy MessagesCome from Trustworthy

Source

Create Community Programs

Proton Foundation in Education, Sports & ArtsBe a Good Citizen


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ExecutePlan to Win

Esta lishree o

Within ara e or

Bran irection

Bran Pur ose an BranPro ise

Bran ction

Peo le, Pro uct, Place, Pricean Pro otion

Bran erfor ance

easura le ilestones

ree o to e creative ithinefine oun aries

ocus fro organizationalco it ent y e loyees

Internal ar eting to reinforceconce ts


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