In the past five years, attendance at weekend NASCAR races has dropped 22 percent and television viewership has dropped 30 percent.
Crucial marketing patrons have recently left the sport. Some leaders within NASCAR counseled Brian that viewership, these trends in attendance, and sponsorship developing from the slowdown and NASCAR should persist with business as usual. Although Brian felt that fundamental change was needed by the business and that the CEO of NASCAR should be the front leader. With Brian, NASCAR looked at a qualitative and quantitative research of unprecedented amount and measure the strengths and weaknesses of the entire sector. At the centre of this research was the NASCAR consumer. Exceptionally engaged, avid consumers were at the heart of an industry business model.
But in 2011, marketing within all of NASCAR needed to transform, as it absolutely was clear that consumers were disengaging with the sport. Leaders within NASCAR and Brian must make tough choices and set priorities as the consumer research results unfold. The scenario describes four different areas in which choices must be made by NASCAR direction: social and digital marketing media, aiming at next-generation NASCAR customers, further developing the power of NASCAR drivers, and improving customer experience at NASCAR events. Videos of focus-group offers the various students a consumer centric tour of challenges. The case discusses about leadership and transforming promotion throughout an entire industry.
PUBLICATION DATE: March 30, 2015 PRODUCT #: KEL891-PDF-SPA
This is just an excerpt. This case is about SALES & MARKETING
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