Tag Archives: Jaguar

Geneva motor show – designers, driftwood, elephants and pods

gims17_poster_eng_1200A few days on from press days at the Geneva motor show the consensus is that essentially it’s been more of the same: yet more SUVs, some hyper-expensive hypercars, but little to shift things much further along the road to a future mobility landscape. That the Range Rover Velar and Volvo XC90 premium SUVs have been probably the most talked-about cars at the show says much about the industry right now. SUVs and premium-isation are where the volumes and money are.

But that misses the point: cars aren’t necessarily the stars at motor shows – even at Geneva, which uniquely among the major shows celebrates the car as fantastic beast rather than mere corporate cash cow or monthly registration fodder. The real story is what’s behind the cars on show, and even what’s not there.

Designers take centre stage

Car designers are the new focal points for the automotive brands. Ever since Peter Schreyer, originator of the original Audi TT, was poached from the German company by Hyundai-Kia and effected a transformation of the Koreans’ products, the stock of design bosses has risen sharply. The best designers are now part brand alchemist, part corporate talisman; they double as marketing tools, and are the ones who articulate the product philosophy.

Nowhere is this clearer at than at JLR and Volvo, whose stands always sit side-by-side at Geneva. Jaguar and Land Rover have their own internal design-chief arm wrestling match, Jaguar’s Ian Callum locking hands with Land Rover’s Gerry McGovern. Each led their respective brand’s press conference, Callum in a Brit-slick film showing him at the wheel of an F-Type on an ice circuit before driving onto the stand to finish the piece in person; JLR CEO Ralf Speth was merely a support act.

If Callum’s piece was a little over-produced it was to compensate for the fact that he had less to say than his Land Rover counterpart, Jaguar’s big news being that its previously-seen I-Pace EV concept has been painted a different colour.

gAtzr7KreKocCKwSfPqm08R3G5Ny495k_IV_Gerry_Mcgovern_Chief_Design_Officer_JLR_Geneva_Motor_Show_2017_mp4McGovern by contrast had the Range Rover Velar to launch. It’s curiously named after the very first 1960s Range Rover prototypes, which were go-anywhere, hose-down workhorses. The new car stretches the Range Rover ethos to the opposite extreme – it’s the sleekest, most dynamic, driver-focused car the brand has yet produced. It fills a hole between the Evoque and Sport – whose name it surely should have had – but when that car was named there wasn’t a Porsche Macan to take on. And that, fundamentally, is the Velar’s job.

The latest Jaguar and Land Rover/Range Rover models have excellent, progressive design which successfully transports heritage brand values into 21st-century packages, but if anything they’re engineering marvels, not design triumphs. Making a two-tonne, high-riding lump of SUV like the Velar go around corners on rails and emit as little as 142g/km CO2 is a major achievement.

Yet the engineering bosses were confined to the shadows at Geneva. But at least Range Rover wasn’t giving Victoria Beckham a design credit.

Automation – the elephant (not necessarily) in the room

The technology behind automated vehicles is already with us; automated vehicles are not. And, as if to underline the fact that the public and legislators are not yet ready for self-driving cars, VW Group unveiled the Sedric, a fully-automated pod-type vehicle, not at the show but the day before press day, off-site. Perhaps they expected it to make its own way to the show.

sedric-large_trans_NvBQzQNjv4BqdODRziddS8JXpVz-XfUVR2LvJF5WfpqnBZShRL_tOZwSure, there was plenty of talk about autonomous vehicles on the stands. There should be – this technology will bring about seismic change for the carmakers and allow new players to enter the mix, grow quickly and reshape the industry. But VW didn’t want automation to gatecrash the party, and the nearest thing to a roll-out at Geneva was Nissan’s statement that its Leaf and Qashqai models will shortly be available with single-lane autonomous driving – commendable but something of a glorified adaptive cruise control with ancillary safety driver aids.

Industry executives spoke in reassuring terms to traditional car enthusiast media about using self-driving technology primarily to relieve the boredom of congested commutes in products which are otherwise still proper driving machines. Only Volvo seemed to have the courage to state upfront, via CEO Hakan Samuelsson’s press conference script, that automation’s number one benefit is safety. He outlined in convincing detail the efforts being put in at Volvo to make it happen, including an automation software JV with Autoliv, and even a program with Uber – a company representing as serious a perceived threat to the traditional carmakers as there is. Samuelsson also announced the world’s biggest autonomous vehicle testing program, DriveMe, using real roads and real car buyers in Sweden, the UK and China.

Even as it continues to develop a new generation of more dynamic cars to challenge the likes of driver-focused BMW, Volvo has the confidence to place automation front and centre as part of a core offering rather than in the form of a concept for an unspecified future. The company sees it not as a threat but a brand opportunity. And the fact that it talks so clearly and directly about automation only reinforces the brand by encouraging trust – a holy grail for any car brand in a post-dieselgate world on the cusp of change.

Clarity, driftwood and roots – how to identify the best brands

Taking a look around the Geneva show should leave you in no doubt about the value of brand. Some of the carmakers’ stands are downright confused. Some are trying rather too hard. Others seem effortlessly at ease with themselves. These are the ones which know what they stand for and their place in the world – today and tomorrow. They’re the ones with strong brands.

amggt4-geneva-096Mercedes has the most confident outlook of any Geneva exhibitor. Its model proliferation has taken it dangerously close to commoditisation, and it’s grown a little too fond of chrome. But the quality of the products, the way they’re displayed, the technology, the references to its F1 domination, and the interaction with the business both on-stand and digitally mean that it’s the most compelling of the behemoth brands at the show. The elegant and perfectly proportioned AMG GT concept is an admirably unostentatious statement of its assuredness.

But no-one better illustrates brand clarity than Volvo. It’s a brand which is evolving and growing in aspirational appeal but rooted in its historical values of safety, understated quality and its Swedish homeland, which it’s used to develop a Scandinavian design aesthetic. The product range is progressively and logically being renewed along these lines, with each core line articulating the brief slightly differently according to price point and target customer.

IMG_3931The contrast with JLR was marked. Both are effectively challenger brands to the German premium marques. Both are already producing vehicles of the same quality as Audi, BMW and Mercedes, but Volvo’s launch of the new XC60 was very different from that of the Range Rover Velar.

Those watching the Velar presentation had only to turn around to see the XC90 reveal, which immediately followed. Half a dozen XC90s sat concealed underneath cocoon-like pods. The video backdrop showed images of Scandinavian coastal scenes to a chillout soundtrack. And on came Volvo design boss Thomas Ingenlath, who unveiled…a piece of driftwood.

It’s fashioned by nature, timeless and sculptural. It made a point, and forms not totally unlike driftwood feature prominently in the new XC60’s interior. The Velar’s interior, in comparison, looked like a bachelor-pad fantasy. Ingenlath’s script had little hyperbole and self-congratulation and was the better for it. He really was speaking for the brand, as did the pods, which parted to reveal the new car as though giving birth to a hybrid of technology and nature.

Volvo is probably the truest car brand there is. Both Volvo and JLR, mutually orphaned by Ford, have thrived under new, enlightened owners. They’ve had fresh starts, helped by having limited and focused product ranges, which have enabled them to redefine themselves for a changing market while remaining connected to their provenance and values. And they’re able to re-shape their brands according to changing market needs in a way which the powerhouse OEMs like Mercedes can’t match, no matter how confident. It’s a real advantage at a time when upheaval is coming.

PSA-Opel – safety in numbers but how will it look in 2027?

You may have gone to Geneva secretly wanting only to gawp at the Ferrari 812, McLaren 720S or Aston Martin Valkyrie. But to get to any of those you had to wade through an undercurrent of PSA-Opel takeover talk.

Although GM’s rationale for leaving Europe is clear, if almost shockingly brave, the benefits for PSA are much less clear, with huge model range overlap and the addition of a languishing Opel brand to a portfolio of French brands which struggle outside their native France.

The announcement confirming the deal was made on the eve of the first press day but was light on detail. None of the brands involved – Peugeot, Citroen, DS and Opel – made more than passing mentions of it in their show press conferences so it was interesting to see how they articulated themselves in the new context.

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As though to reassure analysts that PSA has the wherewithal to nurture Opel better than GM, CEO Carlos Tavares headlined with Peugeot’s financial performance. Opel seemed at pains to make the point that the brand has real value, reminding people that the company has a very long history and that, being German, offers precision engineering. It also made the unlikely claim that the PSA deal is one of equals.

Ironically, what the discarded Opel did have was a pair of completely new models – the upper-medium Insignia replacement and a new SUV, the Crossland X. They’re important cars, the one because it’s in the increasingly critical compact SUV/crossover segment, and the other because it’s in the upper-medium segment where Opel and its UK offshoot Vauxhall still have to be credible for business sales. Both look competitive. And we were told that they’re part of a tsunami of 29 new models in a four-year period. But how will that fit with PSA’s model plans? The two companies have already been collaborating, including on the Crossland, but significant rationalisation will surely be essential. It’s a numbers game.

No doubt Carlos Tavares is a talented man, but you can’t help thinking that the additional scale Opel offers PSA is the opposite of the corporate nimbleness, lean product offering and crystal-clear brand thinking which gives Volvo and JLR such a great strategic opportunity in an industry facing inevitable and large-scale disruption over the next decade.

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Jaguar – the power to change the world?

jaguar-teaser-hed-2014_0Jaguar is going for it. And, you have to say, doing great things with how it’s communicating the brand. British, edgy, daring, contemporary, it’s making the most of the freedom it has compared with the premium-brand grandees Audi, BMW and Mercedes. It’s Paul Smith to Hugo Boss, Arts and Crafts to Bauhaus, Virgin to Lufthansa, The Who to the Scorpions. It’s punk premium.

The German carmakers can’t reinvent themselves like Jaguar’s doing. They’ve got solid-core brands and big market shares to protect, and are now mainstream players. They sell in every segment of the market, including to fleet managers and folk who would have been driving Fords and Peugeots until a few years ago, whereas no matter how successful Jaguar becomes it’s going to remain a relatively small-volume player. But unlike the other small premium brands, Lexus and Infiniti, it has heritage, so it can communicate like a niche brand, in a confident and exclusive way. It simply doesn’t need to appeal to everyone.

So it’s pushing the boundaries, and the high-profile Good to be Bad campaign works well, at least for the USA. The ad has been well cast with alternatives to the mainstream: Tom Hiddleston isn’t yet stereotyped, and Mark Strong, essentially a supporting actor, makes for a believable villain. Yes, since playing the terrifying Don Logan, in Sexy Beast, Ben Kingsley exudes barely contained psychosis – someone Ray Winstone wouldn’t want to meet in a dark alley. And yet he’s suitably ambiguous, a richly spiced mix of Gandhi, RSC and Iron Man. This is a sharp selection of bad boys for the new brand.

But the use of actors and celebrities, no matter how carefully chosen, is a well-worn route and a rather prescriptive brand tool. We don’t really think that the good-to-be-baddies drive Jaguars.

Jaguar is cooler than this. Earlier this month, somewhat more quietly, it launched the ‘100 Most Connected’ list with GQ, first F-Type customer Jose Mourinho and the very now Editorial Intelligence organisation, which connects the UK’s most influential people and curates relaxed meeting-of-minds get-togethers. The next one is at Aldeburgh, the Victorian Suffolk coastal town. True, it now serves as a seaside London suburb, but it’s very deliberately not Davos.

In engaging with this community Jaguar is aligning itself with state-of-the-art thinking: we’re now in a networked world, where who you know means what you know. Where top-down power is beginning to be unseated by a free flow of information. Where companies are beginning to value knowledge and thinking as much as revenues and profit. Where CSR is beginning to be questioned by a genuine desire to improve the quality of people’s lives. Where we need companies, brands and politicians to believe in what they’re doing.

So here we have Alain de Botton and David Beckham, Peter Fincham and Lionel Barber, Idris Elba and Andrew Neil holding hands in the Most Connected list, gazing out at the sea and feeling the sand between their toes. With Jaguar in amongst it. The message is that the company is progressive enough to embrace the new, post-recession world – one in which failure of the financial system, the need for sustainability and the growth of digital interaction have created a real shift in the way people think and communicate. Jaguar is absorbing influences from the varied spheres which a company providing something as vital as mobility should do.

In an essentially conservative, old-fashioned motor industry driven by the imperative to sell and month-end figures, Jaguar is probably the only brand which can do this. It has an extraordinary opportunity – to demonstrate an understanding that, in future, brands will be shaped not so much by traditional marketing messages as by changes in corporate thinking and behaviour. By actions rather than words. By engaging with people. By doing good.

Utopian vision? It’s happened before. As Henry Ford, the man who mass-mobilised the world, said: “To do more for the world than the world does for you – that is success.”

Note: Go to http://www.citizenrenaissance.com for more about progressive communications from the UK’s leading exponent Robert Philips, ex-Edelman EMEA President & CEO and founder of http://www.jerichochambers.com

Jaguar to land on aluminium feet

22-2014-jaguar-f-type-fdThat Jaguar is set to build compact cars is not a surprise. It’s a necessity and a belated one at that.

The brand has to grow and to do that it has to diversify. Large, essentially traditional saloon cars and sports cars are not enough. It’s 10 years since Porsche started producing the Cayenne SUV, which now provides over half its sales. And in that time BMW, Mercedes and Audi have transformed their product ranges by introducing new models into parts of the market they’d never previously touched. Including downsizing into compact and mini vehicles as well as SUVs. This is where the growth is, and will continue to be as the Chinese market dynamics shift from luxury for the wealthy few to affordable premium for the new middle classes.

Add in the facts that the compact Range Rover Evoque – a daring departure for the brand – sold more than twice Jaguar’s total volume in 2012 on its own, and that the Jaguar brand accounted for less than 20% of Jaguar Land Rover sales in the first half of this year, and it’s clear the new strategy is not a choice for Jaguar. It’s an imperative.

But it’s one which needs extremely sensitive handling. Jaguar is not a German premium brand. It’s a British brand with heritage. And a royal warrant. When the prime minister climbs into his XJ it’s a statement of pride, not efficiency. Mercedes are driven by taxi drivers. Audi has diversified to the point where it is commoditised – you don’t need to look anywhere else, whatever kind of car you want.  BMW has even invented a few sub-niches of its own. Jaguar doesn’t do these things and doesn’t need to.

The mere fact that a 3-Series rival and an SUV will bear the Jaguar badge will be enough of a leap. Remember that Mercedes makes trucks. Audi has its roots in NSU, which made lawn-mower engines. And BMW used to make three-wheelers. Whereas Jaguar established itself making desirable cars, with sporting pretensions.

It has therefore recently been busily reinventing its image around sportiness, with core brand campaigns centred on athletics and cycling – where Britain currently excels. Compact mainstream models and especially SUVs don’t lend themselves to this. But Jaguar is cleverly taking the route of aluminium architecture for the new cars, meaning light weight for better handling and performance. This will help the brand fit of the new cars – and, just as important, add premium perception and differentiation.

The sales model for the new Jaguar SUV will obviously be its cousin, the Evoque, but the model for its positioning and image will surely be the Macan, Porsche’s new smaller SUV. Porsche has done Jaguar a huge favour by making an even bigger leap first.