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Land
Of The Rising Sun, Inc.
As
work winds to a conclusion on our top-secret Mitsubishi Motors
Ad Hoc creative campaign and we begin to build the launch
pad into Mitsubishi Management, the curve balls keep on coming.
As you
can imagine, it's not so easy to hit a moving target. And
the target at Mitsubishi has certainly been moving.
Adweek reported on the current twists and turns this week,
so I won't bore you with the details except to say that the
bottom line is ( according to Adweek) that SRI's RFI for Mitsubishi
(said to be "at a challenging point in its history") implies
the company wants a return to Deutsch's "Wake up and drive"
days.
It says
"a recently completed ... highly complex segmentation study"
has identified the brand DNA as "fun to drive." It lists the
competitive set as Volkswagen, Mazda and Nissan. One source
said Mitsubishi's target buyers "aspire to own Acuras and
BMWs. They enjoy driving, but they are not buying cars just
because they are cheap."
In the
meantime, few people are buying Mitsubishis at all:
The Cypress,
Calif.-based company sold only 161,600 units in 2004, down
37 percent for the year, according to Car Concepts, Thousand
Oaks, Calif. "That's definitely the worst performance of the
industry," said Car Concepts principal Todd Turner. "Advertising
is the least of Mitsubishi's problems in the U.S." "They have
uncompetitive products and a weakened, blurred image," added
Wes Brown, an analyst with Westwood, Calif., consultancy Iceology.
"Three or four years ago, they had a strong image for people
who liked to have fun and liked to think of themselves as
youthful. People don't know what Mitsubishi is supposed to
stand for anymore."
Now given
all of that, a fellah who had made a presentation to the brand
that was right between the eyes of the segmentation study
was told by a member of Mitsu management that if Japan got
wind of his pitch they would hit the eject button attached
to his chair. Why would that be? if anyone on Earth understood
the benefits of consumer research it would be the automotive
sector of Japan, Inc.
Let's
go go back. Way back to the days when most of your parents
were in their teens. At that point, let's call it 1940, Mitsubishi
was much as it is today. A heavy manufacturing monolith with
a tradition that went back to the age of Japanese swordmakers.
However, unlike our own Ford Motor Company and it's Model
T, Mitsubishi had another type of signature product that would
become equally as famous in the annuls of history. The Mitsubishi
A6M2 Model 21. Better known as the Zero fighter.
As early
as 1937, Claire Chennault, the author of 'The Role of Defensive
Pursuit,' warned the USArmy Air Force about the dangers of
Japanese air power. Unfortunately, his warnings were ignored,
as the superiority of the A6M was a complete surprise to the
American forces. As the leader of the legendary Flying Tigers,
Chennault constantly stressed to his pilots, "Never try
to turn with a Zero. Always get above the enemy and try to
hit him with the first pass. You may not get a second"
In China the A6M2s, reinforced with a number of production
aircraft, destroyed 99 Chinese aircraft with a loss of only
two of their own. Because of the A6Ms exceptional range and
performance, it was to bear the brunt of the action, of almost
every military engagement in the Pacific, from the attack
on Pearl Harbor until the infamous Tokotai or Kamikaze Air
Wings end of the war. This was Mitsubishi's Model T.
Today
when people are polled, the response is, "People don't
know what Mitsubishi is supposed to stand for anymore." Mitsubishi
stands for the same thing it's always stood for. "The
Mitsubishi Way."
Two years
ago a Mitsubishi Press release gave us a glimpse of what that
means. " Mitsubishi Motors create more than well-engineered
vehicles; they create spirited products for spirited people...
the ignition of intense drive and pleasure - elements that
Mitsubishi wants to amplify in its brand image. This marks
an evolution in the carmaker's branding from a focus on R&D
innovation, rally-tested technology and reliable engineering
to an emphasis on high spirits, driving passion, and the open
road. The shift aims to raise the energy of the brand image
and generate a new sensation among car buyers... exemplifying
the individuality, freedom and personal expression that Mitsubishi
Motors products deliver. The emergence of personality as an
essential characteristic of "the Mitsubishi way" complements
the marque's high product standards and backs the company's
claim that it is moving spirited people and spirited products
ahead together. "
What does
all that mean exactly? It means that Ian Bevis, Finnibar O'Neill
and even the current CEO Mr. Gilligan have nothing to do with
the current situation of the Mitsubishi Brand. It means that
the dealer group, Donny Deutsch, and the success of "Fast
and the Furious" or the "Wake Up And Drive"
campaign or even the "Mitsubishi Song" have nothing
to due with the current situation of the Mitsubishi Brand.
The current situation of the Mitsubishi Brand has everything
to do with the failure of all of the above to successfully
capture the essence of the "Mitsubishi Way" and
translate it into terms that young American automotive consumers
can identify with.
"The
wind is icy cold as it whistles through the shattered glass
of my cockpit canopy. My aircraft has taken twenty three hundred
rounds in it's wings and fuselage and shrapnel has torn through
my body is six places. I must fly low over the waves of the
Pacific with my shattered hand strapped to my stick. I must
reach the deck of my carrier, 503 nautical miles toward the
sun. My only thought is that I will not give up. My only knowledge
is that my plane will not give up." The ranking ace of
World War II, Saburo Sakai, with 66 confirmed kills, lived
to write those words. His faith in his Zero fighter embodies
the essence of the Mitsubishi Way.
The other
agencies in the Mitsubishi pitch have no idea. But we do.
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