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MAZDA – POSITIONING A PRODUCT LINE
TEACHING NOTE
Case Overview
This case examines Mazda North American Operations and the efforts of the automobile
company and its advertising agency, Doner, to its position its vehicles in the highly competitive
U.S. automotive market. The case begins by describing the IMC program developed by Doner to
reposition the subcompact Mazda Protegé model in the late 1990s using the “Get In. Be Moved”
tagline. The repositioning of the Protegé was very successful and Doner began using the tagline
sedan. A Power Point file containing print ads for the Protegé5 and MAZDA6 are included with
the case. Students should be encouraged to review these ads when analyzing the case to gain
more insight into the advertising used for these models. You should also encourage students to
visit the Mazda web site at www.mazda.usa.com where information is available on the various
Mazda models including the MAZDA6, Mazda5, MX5-Miata, CX-7, MPV, Mazda Tribute and
the RX-8. It should be noted that Mazda has dropped the Protégé name and this model is now
called the Mazda3.
Discussion Questions
1. Analyze the role of integrated marketing communications in the marketing of
automobiles such as the Mazda Protegé and MAZDA6. How is each IMC tool used to
market automobiles?
Integrated marketing communications play a very important role in the marketing of automobiles
such as the Mazda Protegé and MAZDA6. Many automobile buyers base their purchase decisions on
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the car. The case notes that Mazda’s turnaround strategy in 1997 called for a change in the positioning
of the Protegé. The car was originally positioned as a step up from a compact sedan and but as a car
that retained compact attributes such as fuel efficiency and a low price. The new strategy called for
positioning the Protegé as a cool, fun, hip-to-drive car for young professional women in their early
20s to mid-30s. To accomplish this repositioning, the advertising for the Protegé began focusing on
attributes such as the car’s euro-chic styling, room for friends, value, reliability, and cool features
such as CD players and air-conditioning.
Internet were also used as part of the IMC program for the Protegé. Mazda’s interactive agency
created the “Protegé road trip” on Mazda’s web site where consumers could take a cyber journey to
learn more about the car. Mazda also mailed a CD-ROM with music, movie reviews and interviews
to consumers who requested more information about the Protégé. Sales promotion techniques such as
a consumer sweepstakes and dealer incentives and contests were also part of the Protegé launch.
Mazda also generated a considerable amount of publicity for the Protegé and its advertising campaign
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2. Evaluate Mazda’s decision to drop the “Get In. Be Moved’ tagline for the Protegé and
adopt the “Zoom–Zoom” theme for its advertising.
The decision to drop the successful “Get In. Be Moved” tagline would appear to be based on
Mazda’s desire to return to and build upon its heritage and long-term positioning of making
fun-to-drive cars that are sporty and appeal to the driving enthusiast in everyone. While the
The highly successful launch of the Mazda Tribute sport utility vehicle, which was
positioned as having the “soul of a sports car” and accompanied by ads using the “Zoom–
Zoom” mantra, provided further support that the sports car tie-in would be beneficial to
Mazda. Subsequent use of “Zoom–Zoom” in advertising for other vehicles led to increases in
3. Evaluate the strategy Mazda of North America is using for the new MAZDA6 sports
sedan. Do you agree with the decision to use a more mature and less playful approach
to advertising for the MAZDA6?
As noted in the case, the MAZDA6 introduction was one of the most important in Mazda’s
history. The MAZDA6 competes in the mid-size sedan segment, which is the most important
segment of the automobile market due to its size, and success or failure in this segment may
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Mazda’s strategy for the “6” must strike a balance between the sporty positioning and a
more reserved, mature approach. They must be careful not to give up on the positioning that
has made them successful, but recognize the needs of a more mature audience, and translate
“sporty” into “enthusiast.” At the same time, they must find a way to differentiate themselves
from the firmly entrenched competitors such as Toyota, Honda and Nissan. The MAZDA6
strategy appears to be well designed. The retention of the “Zoom–Zoom” mantra helps to
maintain the sporty positioning strategy, which should serve as a basis for differentiation.
The highly integrated media campaign also looks promising. An increase in print ads may
be necessary to explain some of the sporty features of the new MAZDA6, while the
television spots are still exciting and fun to watch. The media schedule, which is heavily
weighted to ESPN, the NFL and NCAA College Football, reinforces the sporty aspects of the
car, while reaching the sought target audience. Tie-ins to other sports programming such as
4. What recommendations would you make to Mazda regarding its integrated marketing
communications strategy as the company moves forward?
When Mazda has been successful, it is due in large part to having an image as a company
that makes sporty, fun–to-drive cars. This positioning helped them achieve success with the
RX-8 and the Miata. When Mazda has gone away from this positioning the company has lost
its basis for differentiation and its models have become “just another car”. To be successful,
companies must develop a sound positioning strategy and maintain it over time. In the 1990’s