International Business Management Autolib’ Case Study Group 2 Mariella Aouad May Boutaleb Gustave Bulteau Siddharth Chauhan Gaetano Di Dieco OIINTRODUCTION Autolib was an electric car sharing service, started in 2011 by the Bolloré industrial Group. Following its launch in Paris, the service expanded nationally to cities such as Lyon and Bordeaux. It also expanded internationally to London and Indianapolis in 2015, Turin in 2016 as well as Singapore and Los Angeles in 2017.CONSTITUENCIES AND STAKEHOLDERS INVOLVED IN AUTOLIB’ Owner Vincent Bolloré, chairman and CEO of Bolloré investment group. City Municipalities Eg: Paris mayors (Bertrand Delano, followed by Anne Hildago) Employees J Collaborators Most of them belonging to the Bolloré conglo} merate: Consulting: Polyconseil (early stage) Communications and advertising: Havas Group User club website: Whaller Media: The Direct Matin Users French Government supporting the initiative Citizens Pedestrians, other drivers, etc. Green Activists French Government supporting the initiative Media Local, national and internationalKAPFERER’S BRAND IDENTITY PRISM Constructed source uonesteweru & 8 S 2 & Constructed receiverKAPFERER’S BRAND IDENTITY PRISM Physique: The company's logo is in blue which sends a sustainable message, referring to blue skies or blue ocean. The car is “bubble” shaped, a basic compact hatchback, with two doors and very little in the way of luxuries or convenience features, with flexibility in the colors offered, depending on the city where the system was implemented Personality: “Autolib” was formed by the fusion of the two words “Automobile” and “Liberty”, The brand established itself as an affordable premium brand with a “cool” environmentally friendly image. The step by step videos about how to use the vehicle and how to subscribe were a way to humanize the customer relationship, and shows that the company's communication is simple and clear: they want people to access their products whoever they are Culture: The brand was inaugurated in Paris. The corporate culture of the Group, its desire to meet the expectations of its stakeholders and to be a player in responsible development, are reflected in four areas of commitment: Innovation, Unity, Integrity, and Making Long Term Commitment to Regional Development. Relationship: Customers want to use an electric car without needing to own and maintain one, which can be expensive.KAPFERER’S BRAND IDENTITY PRISM Reflection: Autolib’s ideal customers target consists of middle-class drivers in their mid-thirties, Their main challenge was to convince young Parisians, from 18 years old, who have a driving license and did not own a car but wanted an alternative to the public transports and taxis. They also wanted to be accessible to the disadvantaged communities. Self-Image: The consumers of Autolib! want to view themselves in an ideal way, which is being environmentally conscious, and the brand strived to help them achieve this ideal.From the start, the Bellore Group used mega launch events and press releases to publicize the product and service that they were bringing to the market. Anne Hidalgo - Ist councillor, Vincent Bolloré and Bertrand Delanoé, mayor of The laut They used the internet and digital technologies to use create the brand loyalty with the help of Autolib’ user clubDigital Marketing Brand story building which was done through the use of the press, the Direct Matin free daily, also the propriety of Bolloré Group, to bring awareness. Not only this, but digital advertising and reputed media sources were also used to build the brand. The Brand Halo The Brand halo which was pushed across the organization, the involved companies, the experience and was leveraged across domestic and international markets for other products as well. iy cca Guardian Prey Electric ‘Boris cars’ are coming to London - how do they work in Paris? When the electric car-sharing scheme Autolib’ launched in the French capital, staff were advised toexpect a complete disaster Three years and 30m miles later, the biggest concern is pigeonsVisual Branding - Shape Visual branding where they used the bubble shape of the car to establish itself as the affordable premium brand with a cool image. The bubble shaped Autolib’ [~~ autolie’ Even the website was designed in a way that it falls inline with the cool image of the car. o-— 6 The Autol Qe Ge f fon CeeVisual Branding - Colour In order to create an image of something that they were offering to the community, that is being eco-friendly, it used the blue colour extensively to convey the message and even used the blue solutions campaign not only with the business cards of the vai stakeholders, but also the cities where it was doing business were names as blue cities. It created its brand identity as one of the environment friendly companies. TRANSPORTa LOGISTICS J COMMUNICATION 8 MEDIA toeisncs Bollore\ Saat’ bluecar bivabur arnce Boars * (Spa homes paren, The blue solutions card ff“ autolib’ The blue logo The blue cities naming conventionStrategic Kiosk Location In Paris, there are 70 subscription kiosks. Their locations were chosen _ in accordance with the Monuments de France, the state body which manages the monuments of France's national heritage A subscription kiosk near Eiffel TowerInternational development of Autolib’ The main steps of its autolib” internationalization process: pra 6200 nn bluetorino 2 > Beginning LOS ANGELES. i BO blueindy | YU lueLA * > Aworldwide project 200 450 Gruclyaccas Pa 506 6, aInternational development of Autolib’ Economic dimension - Location - Customers - Costs Technical dimension Social and cultural » Proderiion sevagenon International business model dimension - Processes of Autolib’ - Competition with other means of transport - Respect of material Legal and financial dimension - Public / Private sector ~ Political views on pollutionTAKE AWAY FROM AUTOLIB’ STRATEGY > It is important to develop a product or a service that satisfies people. However, i important to communicate effectively. When a company wants to approach international business development, developing a tailor-made strategy is an expensive but rewarding choice. It is important to fortify the brand identity through continuous improvement but without changing key observable characteristics that distinguish your company than competitors. Use common trends to find business synergies and gain a strategic advantage.JAS THANK YOU