Almera

EXECUTIVE SUMMARY
This integrated marketing communication (IMC) plan outlines objectives, strategies and
tactics for Nissan-Tan Chong Group to provide a consistent, cohesive brand message that
will be delivered to Nissan-Almera target audience within next twelve (12) months. It is
anticipated the IMC plan will play a role a significant role in increasing sales, improving
brand image, changing customer perceptions and attitudes, retaining current database of
customers and attracting new customers.
A series of comprehensive measurement and evaluation methods will be administered for

IMC implementation to provide valuable insight regarding precise areas where all the
budgets are allocated efficiently and effectively.
The overall goal of the IMC plan is to capitalize on Nissan-Tan Chong Group target
audience of middle income people. Rather than competing with Toyota Vios and Honda
City, Nissan-Tan Chong Group will progress towards a more customer-centric focus with
efforts on providing its target audience with purchase satisfaction and creating delight
customers.
Contents
1.0 INTRODUCTION ............................................................................................................... 1
2.0 SITUATIONAL ANALYSIS .............................................................................................. 1
2.1 SWOT Analysis ............................................................................................................... 1
2.2 Competitive Analysis ...................................................................................................... 2
3.0 IMC OBJECTIVES ............................................................................................................. 5
4.0 TARGET MARKET ........................................................................................................... 7
4.1 Behavioral Factor ............................................................................................................ 7
4.2 Demographic Factor ........................................................................................................ 7
4.3 Psychographic Factor ...................................................................................................... 7
5.0 BRAND POSITIONING ..................................................................................................... 9
5.1 Justifications .................................................................................................................... 9
6.0 CREATIVE STRATEGIES .............................................................................................. 10
7.0 IMC TOOLS...................................................................................................................... 13
7.1 Advertising .................................................................................................................... 13
7.2 Internet/Interactive Marketing ....................................................................................... 13
7.3 Sales Promotion ............................................................................................................. 14
7.4 Event Marketing and Sponsorship................................................................................. 14
7.5 Public Relations ............................................................................................................. 15
8.0 MEDIA SCHEDULE ........................................................................................................ 16
8.1 Justifications .................................................................................................................. 19
9.0 BUDGET ALLOCATION ................................................................................................ 20
9.1 Justifications .................................................................................................................. 20
10.0 EVALUATION AND CONTROL.................................................................................... 21
11.0 CONCLUSION ................................................................................................................. 22
12.0 REFERENCES .................................................................................................................. 22
13.0 APPENDICES ................................................................................................................... 25
IMKTC (BM023-3-3) Page 1 of 30
1.0 INTRODUCTION
The automobile industry today is the most lucrative industry. Due to increase in
disposable income in both rural and urban sector and availability of easy finance are the
main drivers of high volume car segments. Further competition is heating up with host of
new players coming in and global brands like Toyota and Honda set to venture capitalize
in Malaysian market. This paper presents the integrated marketing communication
strategies to introduce the new Nissan Almera in Malaysia.
2.0 SITUATIONAL ANALYSIS

2.1 SWOT Analysis
Strength
With more than 50 years operation in Malaysia, Tan Chong Group, an automotive
company is a well-established conglomerate that involved in diversified businesses that
perceived competitive strategic alliances with Nissan Group (TanChong Motor, 2012).
Not only that, Tan Chong group benefits from its good reputation, experienced and
skilled human capital and high quality products (TanChong, 2015). This is because of
their well-structured in sales and distribution, servicing and maintenance, manufacturing
and supply of motor vehicle parts and accessories, research and development, heavy
equipment, travel, consumer products and hire purchase insurance.
Weakness
However, Tan Chong Group has been encountered with declining of brand image due to
product recalls from Nissan Group. In 2001, according to journal of Assembly
Automation (2014), Nissan recalled 34,000 Sentra compact cars because of a battery
cable problem that could cause the engine to stall. As mentioned in the journal of
Manufacturing Engineer (2014), The National Highway Traffic Safety Administration
(NHTSA) reveals that the battery cable problem might increase the risk of crash and
percentage of accident on the road. The recalls indicate poor quality checks of vehicles
Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

by the group, which in turn negatively impacts customers confidence in Tan Chong
Group.
Opportunity
On the other hand, Tan Chong Group believes that the implementation of Goods and
Services Tax (GST) will lead to 1%-3% drop in new prices as indicated by GST
Malaysia (2015). This opportunity will cause the customers to be less-price-sensitive, and
will definitely increase the sales volume. The group can take advantage of the
governments incentives granted for projects in the energy efficient vehicle (EEV)
segment (GST Malaysia, 2015). With this, the company is able to sell cheaper cars to the
consumers.
Threat
On the negative side, as reported by the Malaysia fuel-subsidy (2015), the non-
subsidized fuel price increase elevates the general level of fuel fluctuation and threatens
to Tan Chong and the automobile industry growth. If the fuel price fluctuates vehemently,
it will ultimately results in global recession. For Malaysia, a net oil exporter, stagflation
poses a real threat because of its external dependence, especially on American prosperity
(The Star, 2013).
2.2 Competitive Analysis

Honda City
Honda City becomes one of the competitors for Nissan Almera. Honda City with 60,000
units sold since its launch five years ago, is a successful mid-size car model for customers
(Sharma, 2014). Honda City offers various features such as automatic transmission,
electric windows, central locking and a child-proof safety lock (on rear doors). This has
become one of the differentiation strategies by Honda City to offer these features of
international standards. Honda City thus secured a position far above any of its present
available options in the customers mind and highlights its superiority over the rivals
(Sharma, 2014). Even though Honda City price is slightly higher than its present

competitive models, however, according to Sharma (2014), in terms of performance, it is

an extremely fast car with speeds up to 170km per hour. Servo controlled brakes offer
superior braking systems. In addition, Honda City is also equipped with the ECON
mode that allows the driver to have improved fuel efficiency (Live Life Drive, 2014). As
a niche leader, Honda Citys main strategy is to dominate the niche market of luxury
designed high-class car within the subcompact sedan division. It is being communicated
as a class above other sedans. Honda City is targeted towards customers age 24-40
years old. They can either be young active enthusiasts who lead a busy life or those who
are focused and dedicated for their work but also conscious about looks and fashion. In
fact, Honda City is positioned as a discerning individuals car and synonymous to
comfort that will provide good mileage and give an amazing pick up (Live Life Drive,
2014).
Toyota Vios
Toyota Vios is another competitor for Nissan Almera. They are the Japanese Big Three
Automakers (Toyota Motor Corp, 2015). Toyota has its own network of suppliers for
various automobile parts such as Yokohama, Koito Manufacturing, Denso Corporation
and Aisin Seki (Toyota Motor Corp, 2015). Dynamic exterior design and interior quality
has delivered class-above presence value to the customers. In addition, Toyota Vios is
unique with its class-surpassing spacious cabin and luggage space that provide
comfort value. Furthermore, Toyota Vios also features high levels of basic performance,
durability, excellent driving stability and riding comfort that allows the drivers to
drive it with a sense of security even on rough roads (Live Life Drive, 2014). Toyota
Vios is targeted towards medium income group of people age 24-45 years old that
values quality and reliability. Toyota Vios has strong brand equity as in the luxury car
segment. It starts targeting small towns and cities as most of its communication is for
urban population.
Brand Sales Units Market Share

Toyota Vios 6051 10.6%
Honda City 5818 8.9%
Table 1.0: Car Sales Units and Market Share

Source: Tan Chong Motor (2012)
Table 1.0 shows car sales unit and market share in year 2012 for Toyota and Honda.
Toyota Vios dominates the market by 10.6% whereas Honda City gains 8.9% of market
share during 2012.

3.0 IMC OBJECTIVES

The objective of this integrated marketing communication (IMC) plan is to recommend a
business proposition which is measurable and attainable by firstly identifying Nissans
goals. The objective of the IMC plan is to introduce new concept car, Nissan Almera by
early of year 2015 by developing marketing strategies and plan.
Goal 1: Obtain 10,000 first-time visitors to Nissan-Tan Chong showroom within

six months of implementation.
Objective 1: Raise awareness of Nissan Almera to the customers.
Tactic: Implement new mobile app in webpage that allows customers to test-
drive their own Almera car.
Tactic: Offer special promotions in the showrooms for customers who pre-order
Nissan Almera on the spot and rewards those who test-drive the cars.
Tactic: Implement new Nissan Way, a shuttle program designed to fetch
customers from a location to the nearest Nissan-Tan Chong showroom.
This goal is meant to reach potential customers without means or desire to travel to a
distant Nissan-Tan Chong showroom. If a customer is made aware of the product line,
they may be more willing to visit the Nissan-Tan Chong showroom. This is one of the
buzz marketing strategies for Tan Chong Group (Percy, 2008).
Goal 2: Achieve a ten percent referral-rate with newly acquired customers.
Objective 2: Build strong customer relationships with newly acquired customers.
Tactic: Refresh the Nissan-Tan Chong Facebook page to integrate friendlier and
humanistic customer service to customers who like the page and reward those
who invite their friends to like the page; increase number of likes by 20,000
within one year.

Tactic: Utilize Facebook and Twitter account to network for more registrations.
Offer percentage-off promotions such as vouchers and free gifts for those get
their friends to the showrooms.
Goal 2 targets families and individuals by making them feel special and desired. Gaining
trust through the customers will strengthen the relationships, potentially turning the
referrals into customers (Hoyer & MacInnis, 2010).
Goal 3: Increase positive brand image throughout press release by ten percent
within 12 month period
Objective 3: To generate press release that receive positive media coverage nationwide.
Tactic: Create and disseminate at least 36 press releases per year/ three per month,
focusing on positive accomplishments and activities that evoke good publicity
nationwide.
This goal aims to enhance public image of Tan Chong Group as well as Nissan Almera.
A press release can effectively help change and build the public image of a product and
company. (Parenta, 2006). Plus, well-written and distributed press releases can help to
communicate a positive brand image and improve customer perceptions.

4.0 TARGET MARKET

The process in identifying the customer target for new Nissan Almera is important due to
the fact that customers tend to have different brand knowledge structures and thus they
will perceive differently for the products and services (Hoyer & MacInnis, 2010). Nissan-
Tan Chong Group has successfully identified the target market, according to the
segmentation bases namely behavioral, demographic and psychographic.
4.1 Behavioral Factor

Under the behavioral segmentation, it is clear that Nissan has been targeting customers
who came from different background status with different model of cars respectively.
They are focusing for the customers that are brand loyalty and brand sought. It will also
be a good way to build up brand loyalty by continuing in recommending Nissan Almera
to others (Nissan Almera, 2015).
Customers who are loyal to Nissan will tend to accept the new car innovations by Nissan
and may choose to attach themselves with Nissan by joining the membership clubs to
gain more information. Therefore, the new Nissan Almera car innovations would tend to
be accepted by customers with strong brand loyalty towards Nissan car.
4.2 Demographic Factor

The potential customers for the new Nissan Almera can be targeted by analyzing the
demographic factors. In the case of Nissan-Tan Chong Group, the group is focusing on
factors such as income, age, sex, race and family when identifying the target audience.
For our business proposition that introduces new Nissan Almera, Nissan-Tan Chong
Group is targeting customers who has family members with size of three (3) to five (5)
members. In order to own a Nissan Almera, the customers relatively have a monthly
income of RM2, 000 and above and cater for the customer preferences for all races.
4.3 Psychographic Factor

In terms of psychographic factors, it may include customers attitude towards life, careers,
possessions, social issues or political institutions in Malaysia (Nissan Almera, 2015).
Nissan-Tan Chongs entry into the local automobile market in 1985 has resulted in
massive structural changes in the automotive industry. The intention and objectives of

Nissan-Tan Chong Group investment in the automotives industry could influence the
purchasing power of the customers who are looking to the car models with lower prices.
Hence, these will be demand for Nissan Almera base on the psychographic factor.
Besides that, Nissan- Tan Chong Group has not only produced cars for the local
customers but has broadens the automotives industry to regional and international (Tan
Chong Motor, 2012). Therefore, the export market for Nissan Almera will be a
substantial key for Nissan to achieve its long-term success as a credible auto-
manufacturer and distributor, for instance, Nissan Almera has received an encouraging
number of bookings at the recently concluded India International Motor Expo 2013 (Tan
Chong, 2015). The companys order books were filled with 1388 bookings from a total of
25,220 orders placed at the Expo (Tan Chong Motor, 2012). Therefore, with enhancing
Nissan Almera exisiting features with emphasis on increasing fuel-efficiency,
convenience and safety at competitive price, this would boost further Nissan Almera
sales and market shares.
In general, Nissan Almera target market and market segmentation can be summarized as
below:
User Status Family, housewife, working adults, retirees

Income At least RM2,000 and above
Age 18 onwards
Race All races
Family 3-5 people
Lifestyle Medium to fairly high class
Table 2.0: Summary of target market and market segmentation
Source: self-made

5.0 BRAND POSITIONING

Positioning Statement 1: Im Space, Versatility & Comfort!
Unique Selling Point 1:
The spacious legroom and seating and with 490l of boot space, Nissan Almera lets the
customers to bring along everything they need. There are also convenient places designed
especially for phone and MP3 player. Nissan Almera also allows the customers to enjoy
fresh air and a good ambiance with climate control option (Nissan Almera, 2015).
Positioning Statement 2: Im your Best Decision Ever!
Nissan Almera brand symbolizes fuel-efficient, superior, luxurious, durable and reliable.
Nissan Almera becomes the customers best decision because the brand is adopted from
Japan, it is luxurious at affordable prices, it is comfort and it is a sedan with class (Nissan
Almera, 2015).
Positioning Statement 3: The Vehicle that Helps Protect People
The Nissan LEAF which is the worlds first and currently only mass-produced 100%
electric vehicle requires no fuel and has zero emission that embraces people, vehicles and
nature (Nissan Almera, 2015).
5.1 Justifications
Overall, Nissan Almera is positioned as fuel-efficient with the spacious seats that offer
at lower prices to provide the best-driving experience to the drivers. Hence, it is the best
decision ever for the customers.

6.0 CREATIVE STRATEGIES

Strategy 1:
Figure 1.0: Nissan Almera ads
Source: http://blog.carlist.my/2012/09/blog/malaysias-nissan-almera-spec-revealed/
Figure 1.0 shows the advertisement of Nissan Almera that can be published in the
newspapers, magazines or websites like Facebook and Twitter. The advertisement
highlights the unique features of the car that includes lots of legroom, steering wheel
audio and Bluetooth, six airbags, stability controls and child seat anchorage points. It
focuses on the dominant product traits, informative and present important attributes (Live
Life Drive, 2014). The ad utilizes rational appeal to deliver factual message with
straight forward presentation of information about Nissan Almera and mentioning low
price of Nissan Almera.
Strategy 2:

Figure 2.0: Honda City vs Toyota Vios vs Nissan Almera
Source: https://www.youtube.com/watch?v=S-nBoUn-GXc
Figure 2.0 shows the advertisement of comparison between Honda City, Toyota Vios and
Nissan Almera. The ad starts with three guys argue to proof their car is the best. The
video mentions the features in each car before they start testing their cars. From the video,
it is found that Toyota Vios has small seats and expensive, Honda City has loud engine
noise, and Nissan Almera is the most budget-choice and no one is disappointed with it. In
fact, the content of message emphasizes facts, learning and logic of persuasion and makes
comparison to other brands directly by claiming Nissan Almera superiority and
advantages over the other two brands. Besides that, the ad uses demonstration as
execution technique as it convinces customers on product utility and quality.
Strategy 3:
Figure 3.0: Nissan Almera Just Married
Source: https://www.youtube.com/watch?v=OyysizawDE0
Figure 3.0 shows a girl feel excited towards her husbands surprise in the Nissan Almera.
The ad starts with the girl reads newspaper in the morning while having her breakfast. All
of the sudden, she saw an ad in the newspaper Babe, surprise in the car. She walks out

and check inside the car in every corner. Finally she found her husband was inside the
bonnet car, at the same time propose her marriage. The video ends with explanation of
car features. In fact, the ad uses rationale and emotional appeal by emphasizing on the
spacious space and comfort of the car, and simultaneously delivers happiness, joyous,
excitement, love and romantic appeal. Imagery and dramatization are applied in the ad
on creating suspenseful situation in the form of short story.
Strategy 4:
Figure 4.0: Nissan Almera My Baby
Source: https://www.youtube.com/watch?v=GjvK3NZzr1U
Figure 4.0 shows the ad of using emotional sex appeal. The ad starts with a guy asking
someone to wash his car, but end up a sexy lady helping him. He is so amazed and
excited. The ad contains some humor appeal as well when the guy asking the sexy lady to
get out from his new car. It contains imagery that encourages the customers to associate
sex appeal with the Nissan Almera.

7.0 IMC TOOLS
7.1 Advertising
Nissan-Tan Chong Group will use two means of advertising, namely the print
advertising (The Sun, Berita Harian and Sin Chew Daily from Monday to Friday) and
television commercial advertising (TV3 from 8pm till 11pm). The Sun newspaper is
chosen because it is cheap and the highest circulated English newspaper, with a daily
circulation of 305,000 copies (Westwood, 2015); Berita Harian is the highest number of
readership among Malays; Sin Chew Daily has the highest circulation among Malaysian
Chinese (Westwood, 2015). The ads will be published in first double page of the
newspaper because those are the captions that will attract readers attention. Meanwhile,
according to Westwood (2015), TV3 is chosen because it has the highest number of
19,000,000 page views, contains 383,000 unique users and the age group covers below
18 (11%), 18-24 (40%), 25-34 (30%) and above 35 (19%). TV3 trading terms is 30
seconds ads will charge for RM1000. Advertising has been utilized aggressively by
Nissan-Tan Chong Group whereby almost every car models have its own advertisement,
be it print or electronic media, for example, Nissan Almera has its own print
advertisement carrying tagline Innovation that Excites (Sheehan, 2011). The reasons of
selecting the time for TV advertising is because it is able to reach segmented audiences
easily whereas nighttime is the best period for working adults and family to watch
television (Parenta, 2006).
7.2 Internet/Interactive Marketing

Internet marketing, on the other hand will be focused on Youtube, Facebook and Twitter
on creating viral marketing by using rationale and emotional appeal on Nissan Almera
and at the same time creates two-way communication between customers and the
company. It is suggested that Nissan-Tan Chong Group can launch Nissan Pimp My
Almera contest together with the universities in Malaysia (Nissan Almera, 2015). The
contest requires competing schools to use Almera as a canvas for their own creative
design and upload their artwork on Facebook (Nissan Almera, 2015). The design with the
most likes wins. This will enhance the creativity among the university students and at

the same time promotes Nissan Almera is certainly a great option for young and
discerning car buyers. At the same time, internet advertising is used to create online ads.
7.3 Sales Promotion

As for Nissan Company, they have designed sales promotions from time to time in order
to capture the customers attention. These impressive sales promotions often success
when Nissan uses both the price-cut and value-added type of promotional designed,
for example, Nissan offers RM3,000 rebates during Hari Raya festival for the Nissan
Almera (Nissan Almera, 2015).
Other than that, Nissan usually engaged the customers with their customer franchise
building promotions like car-testing, demonstrations and non-customer franchise building
promotions like premiums. These promotional items will somehow enhance the attitudes
and loyalty of customers towards Nissan brand and eventually increase brand equity. In
addition, Nissan Almera can launch a My Story with Nissan Almera that offers grand
prizes of RM20, 000. This will act as pull strategy to attract the customers to purchase the
new Nissan Almera as they respond favorably to money-saving opportunities and value
adding promotions (David, 2005).
7.4 Event Marketing and Sponsorship

As a main sponsor in the major sports event in Malaysia, Nissan Company has actively
involved in the various events. By being the sponsor for these events, Nissan Company
will be able to enhance their corporate image dimensions. This step is a soft sell and a
means to improve the public perceptions that is reliable and social-conscious (Westwood,
2015). The customers are expected to credit Nissan and favor it in their purchase decision
on the cars.
The participating sports events can be involved Le Tour de Langkawi, three-year

sponsorship for A1-Team Malaysia, Nissans Football Club to play in the Malaysian
Super League and Nissan Malaysia Super Series Badminton Tournament (Sharma, 2014).
The reasons of choosing these sponsorships are because the activities are popular and
famous among Malaysian. If Nissan Company get involved in the event, it will definitely

helps to create awareness, brand identity and superiority towards Nissan (Hoyer &
MacInnis, 2010).
7.5 Public Relations

The objective is critical to introduce Nissan Almera Way to prospective customers. The
plan for the convention is to invite people who cannot make it to a Nissan showroom by
fetching them along the way to Nissan-Tan Chong showroom. The efforts include
sending emails to the customers informing them about the conference setting and media
alerts to local media outlets informing them of the conference (Parenta, 2006). The
showroom will feature seminars on:
1. Who Nissan-Tan Chong is

2. Why Nissan Almera exists
3. What is next for Nissan-Tan Chong
4. Green-initiatives for Nissan Almera
It is hope that Nissan-Tan Chong is able to gain large number of new customers and
generates positive media reports on the Nissan Almera and Tan Chong Group.

8.0 MEDIA SCHEDULE

Year 2015
Month January February March April
Week 1 11 14 28 1 14 24 30 9 13 29 2 6 13 16 18 19 20
Activities/ Tasks
Print ads
TV ads
Youtube video
Facebook page
Nissan
Pimp my Almera
Rebates
Car testing &
demonstration
Contest
My Story with
Almera
Le Tour de
Langkawi
Al-Team Malaysia
Nissan Football
Showroom
Media invites

Month May June July August

Week 1 11 14 28 1 14 24 30 9 13 29 2 6 13 16 18 19 20
Activities/ Tasks
Print ads
TV ads
Youtube video
Facebook page
Nissan
Pimp my Almera
Rebates
Car testing &
demonstration
Contest
My Story with
Almera
Nissan Football
Nissan Badminton
Showroom
Media invites

Month September October November December

Week 11 16 24 30 4 16 20 27 4 18 28 5 10 15 18 20 25 31
Activities/ Tasks
Print ads
TV ads
Youtube video
Facebook page
Nissan
Pimp my Almera
Rebates
Car testing &
demonstration
Contest
My Story with
Almera
Nissan Badminton
Showroom
Media invites

8.1 Justifications
Print ads and TV ads are scheduled as continuous pattern of advertising to serve as a
constant reminder to the customers. Meanwhile, Youtube video and Facebook page are
created to communicate with the customers. Nissan Pimp My Almera is scheduled as
seasonal to suite with during school holidays events whereas another contest My Story
with Nissan Almera is a continuous program running a whole year. The rebate
program is scheduled as pulsing style during the special festivals like Chinese New Year,
Deepavali, Hari Raya and Christmas to stimulate car sales. Car testing and demonstration
are scheduled as flighting style because of the cost efficiency of advertising (Parenta,
2006). The sponsorships such Le Tour de Langkawi, Al- Team Malaysia, Nissan Football,
Nissan Badminton are also scheduled as monthly basis. Showroom and media invites are
scheduled as pulsing style while continuity is maintained as to increase promotional
efforts (Parenta, 2006).

9.0 BUDGET ALLOCATION

This plan indicates a heavy Internet and technology-based approach. Advertising will be
costly and cutting through the clutter will prove to be difficult. For this reason, RM 2
million will be utilized towards the introductory stage of Nissan Almera. The breakdown
of all the cost of IMC is shown as follows:
Medium Approximate Percent of Approximate Media Budget

Media Budget
Print ads 40% RM800,000
TV ads 20% RM400,000
Social Media 10% RM200,000
Video 10% RM200,000
Sponsorships 20% RM400,000
Table 3.0: Budget Allocation
9.1 Justifications
Nissan-Tan Chong Group uses the maximum allocation decision on print and TV
advertising to stretch the advertising value because they believe that print and TV
advertising are the two media that can reach the target audience easily and
effectively compared to other medium (Westwood, 2015). The group has made efforts
to become more innovative and efficient as well as allocating significant portions of the
budgets from traditional to non-traditional media.
Besides that, Nissan-Tan Chong Group decides to allocate fewer budgets in Internet
because it is the cheapest medium and the company is targeting towards the Generation-
X and Generation-Y. It is believed that Gen-Y spends more time online and Nissan-Tan
Chong Group sees this as opportunity to advertise online and expand the uses of online
social media (Hoyer & MacInnis, 2010).
Moreover, Nissan-Tan Chong Group would spend the budget allocation in sponsorships
because the group views in supporting community they are able to nurture talents that
will be benefited to the nation in the future. The group also believes that corporate
social responsibility (CSR) is an integral part of the company (Percy, 2008).

10.0 EVALUATION AND CONTROL

The evaluation and control activities will include quantitative methods to measure the
effectiveness of the IMC plan. The purpose of evaluation plan is to ensure each
objectives set by the company are accomplished at the end of the IMC plan.
Objective 1: Raise awareness of Nissan Almera to the customers.
Evaluation Plan 1:
Due to Nissan-Tan Chong Group proposed controversial advertisements, it is advised that

all advertisements in the IMC plan under do positioning advertising copy testing to
determine whether they are relevant for the marketplace. Positioning advertising copy
testing will help Nissan-Tan Chong Group evaluate customer attitudes and purchase
intentions, and allow for the consideration alternative messages that may be more
appropriate (Tan Chong, 2015).
Objective 2: Build strong customer relationships with newly acquired customers.
Evaluation Plan 2:
One of the most economical methods will include intercept surveys. Intercept surveys are
highly effective and will provide instant feedback (Parenta, 2006). Since Nissan-Tan
Chong Group is concerning about getting more referrals, it is important to understand the
reasons behind missed revenue and the loss of potential customers. Intercept surveys can
help Nissan-Tan Chong Group to identify customers who made a purchase and those who
did not and why and their chances to recommend other friends to purchase.
Objective 3: To generate press release that receive positive media coverage

nationwide.
Evaluation Plan 3:
Theater testing will be used to identify strengths and weaknesses of broadcast marketing
messages and indicate how Nissan-Tan Chongs commercials will compare against its
competitors (Sheehan, 2011). Using theater testing, individuals will be told to watch and
critique a television program, but their reception to Nissan Almera brand message will

actually be measured which, in turn, helps to determine brand preference among the
target audience.
11.0 CONCLUSION
Finally, integrated marketing communication plan has been developed for Tan-Chong
Nissan Almera in Malaysia. It is believe that with the thorough internal and external
analysis of the group and company, Nissan Almera will be launched successfully in the
introductory stage of the product life cycle. After all, one can succeed in the competitive
market only after understanding the complex consumer behavior because this enables the
marketers to undertake marketing decisions which are compatible with consumers needs.
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Tanchong, (2015). Tan Chong Motor Holdings Berhad. [online] Available at:
http://www.tanchong.com.my/ [Accessed 23 Feb. 2015].
The Star, (2013). Nissan Almera launched starting at RM66,800.
Toyota Motor Corp, (2015). Sustainability Report 2013. [online] Available at:
http://www.toyota-
global.com/sustainability/report/sr/pdf/sustainability_report13_fe.pdf [Accessed 23

Feb. 2015].
Westwood, J. (2011). How to write a marketing plan. London: Kogan Page.
YouTube, (2015). Almera TVC - Director's Cut. [online] Available at:

https://www.youtube.com/watch?v=OyysizawDE0 [Accessed 23 Feb. 2015].
YouTube, (2015). DRIVEN 2014 #1: Honda City vs Toyota Vios vs Nissan Almera.
[online] Available at: https://www.youtube.com/watch?v=S-nBoUn-GXc [Accessed
23 Feb. 2015].
YouTube, (2015). She's Sexy, She's My Baby. [online] Available at:

https://www.youtube.com/watch?v=GjvK3NZzr1U [Accessed 23 Feb. 2015].

13.0 APPENDICES
Contest My Story with Nissan Almera
Rebates on Hari Raya Festival

TAN CHONG HOLDINGS BERHAD MILESTONES
1957
Tan Chong & Co, a partnership of the Tan brothers, was appointed sole distributor
of Nissan/Datsun in Malaysia, the first Japanese car sold in Malaysia.
1959
The Tan brothers incorporated their partnership business into a limited company.
1970
Nissan/Datsun became the best selling model in Malaysia.
1974
Tan Chong Motor Holdings Berhad was listed on the Kuala Lumpur Stock
Exchange.
1976
Assembly plant in Segambut began operations.
The late Chairman Tan Sri Tan Yuet Foh with the first Nissan Roll-Off in 1976.

1977
Assembly and marketing of Nissan Diesel trucks and buses.
1993
Segambut Assembly Plant received ISO 9002 (Quality Systems) certification, the
first motor assembly plant in South-East Asia to be accredited.
1994
Export of locally-assembled Nissan C22 Vanette to East Asia countries such as

Papua New Guinea, Brunei, Fiji and Bangladesh.
2003
A Master Agreement with Renault S.A.S. in respect of manufacturing, marketing

and servicing of Renault cars in Malaysia.
Joint venture in Thailand via TC Capital (Thailand) Company Ltd for provision of
equipment leasing.
2004
In less than 15 months the Kangoo CKD went from project to reality. Renault and
TC Euro Cars Sdn Bhd inaugurated the locally-assembled Kangoo in Malaysia.
This investment of locally-assembled Kangoo constitutes the first CKD production
for Renault in the ASEAN region.
2006
Ground breaking ceremony on 28 February 2006 for the new plant at Serendah,
Selangor.

Opened the first overseas after-sales service centre in Cambodia under the brand
name of E-Garage.
2007
Serendah Plant started production and rolled out the first model, Nissan Latio.
2009
Serendah Assembly Plant received ISO 14001 (Environmental Management

Systems) and ISO 9001 (Quality Management System) certifications.
2010
Appointment as sole and exclusive distributor for Nissan vehicles in the Kingdom
of Cambodia and Lao Peoples Democratic Republic.
Ground breaking ceremony on 30 June 2010 for the Groups first overseas vehicle
assembly plant in Danang, Vietnam.
Signing of agreement on 22 September 2010 in Hanoi, Vietnam to acquire 74%

charter capital in Nissan Vietnam Co Ltd.

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EXECUTIVE SUMMARY

A series of comprehensive measurement and evaluation methods will be administered for

2.0 SITUATIONAL ANALYSIS

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

2.2 Competitive Analysis

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

competitive models, however, according to Sharma (2014), in terms of performance, it is

Brand Sales Units Market Share

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

Source: Tan Chong Motor (2012)

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

3.0 IMC OBJECTIVES

Goal 1: Obtain 10,000 first-time visitors to Nissan-Tan Chong showroom within

Objective 1: Raise awareness of Nissan Almera to the customers.

Goal 2: Achieve a ten percent referral-rate with newly acquired customers.

Objective 2: Build strong customer relationships with newly acquired customers.

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

4.0 TARGET MARKET

4.1 Behavioral Factor

4.2 Demographic Factor

4.3 Psychographic Factor

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

User Status Family, housewife, working adults, retirees

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

5.0 BRAND POSITIONING

Unique Selling Point 1:

Positioning Statement 2: Im your Best Decision Ever!

Unique Selling Point 2:

Positioning Statement 3: The Vehicle that Helps Protect People

Unique Selling Point 3:

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

6.0 CREATIVE STRATEGIES

Figure 1.0: Nissan Almera ads

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

Figure 2.0: Honda City vs Toyota Vios vs Nissan Almera

Figure 3.0: Nissan Almera Just Married

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

Figure 4.0: Nissan Almera My Baby

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

7.0 IMC TOOLS

7.2 Internet/Interactive Marketing

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

7.3 Sales Promotion

7.4 Event Marketing and Sponsorship

The participating sports events can be involved Le Tour de Langkawi, three-year

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

7.5 Public Relations

1. Who Nissan-Tan Chong is

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

8.0 MEDIA SCHEDULE

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

Month May June July August

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

Month September October November December

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

9.0 BUDGET ALLOCATION

Medium Approximate Percent of Approximate Media Budget

Asia Pacific University of Technology & Innovation UC3F1407KMGT/ TP026054

10.0 EVALUATION AND CONTROL

Objective 1: Raise awareness of Nissan Almera to the customers.

Due to Nissan-Tan Chong Group proposed controversial advertisements, it is advised that