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Knowledge centre for MBA students. |
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An Unique Marketing Success - Kingfisher Team F1
July 2004
Heidi Anderson of the ClickZ Network published a case study on the amazing concept of Kingfisher Team F1, an unique marketing success in India. This acceptance of this case study in the international marketing community marks a milestone for India's maturity in managing communities as part of a larger direct marketing programme. Kingfisher Team F1 was launched in latter half of 2002. It centered around the passion of Formula 1 racing. As a club, it offered its members, die-hard F1 fans, the opportunity to enjoy live races on giant screens in pubs with complimentary beer (Kingfisher of course). Over time, from a mere 600 members in September 2002, the membership touched 4200 members in December 2003. Beer off take at the pubs increased from an average of 20-25 crates per non-race day to 125 crates per race day. After the formula 1 season ended, a special Amateur Karting championships was held specially for the members. Over 2000 people turned up for it making it the biggest in India so far. Kingfisher Team F1 is a perfect example of how communities are developed and managed. It is important to identify the thread that binds people together and build a structure which is supported democratically by everyone. The brand that is involved with this community acts as a facilitator, leaving the actual conduct and control to the community. The community members look at the brand as a platform for free mingling and interaction amongst peers. This brand association creates greater loyalty Kingfisher Team F1 is managed by BridgeOverTW for the UB Group. Currently the activities of the club are based in Bangalore with plans to go national in the pipeline. The complete case study can be accessed in www.clickz.com, E-Mail Marketing Case Studies. Kingfisher is India's largest selling brand of beer with over 40% market share. One of the first brands of beer launched in India, Kingfisher is now available in over 52 countries in the world.
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