The Land Rover “Guest experience” marketing concept

Q4 Business, Management and Accounting

Strategy and Leadership Pub Date : 2021-08-12 DOI:10.1108/sl-06-2021-0056

J. Lloyd

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Abstract

Purpose An experience marketing case: Land Rover Ltd. transformed the test drive into a personal learning and loyalty experience for their customers and potential customer “Guests” at a global network of Land Rover Experience Centres. Design/methodology/approach The Land Rover Experience platform, in the marketing role it has today, started to take shape in the late 1990s when the author and his associates began to craft it into a viable business strategy. As a case study, it offers executives a how-to guide to “marketing experiences.” Findings Land Rover enthusiasts and owners consider themselves Land Rover people but many need off-road training to familiarize themselves with all the car’s features used in rough terrain driving. Practical implications Two decades after pioneering the program, when the author retired in 2019, there were over 65 experience operations in place with more than one million Guests a year actively participating in Jaguar and Land Rover experience programs around the world. Originality/value The question for corporate executives should not be “How do we build Guest experiences into our marketing plan?” In many businesses the question needs to be “How do we build our marketing plan around rich and memorable Guest experiences?” Contribution to Impact

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路虎“客户体验”营销理念

一个体验营销案例:路虎有限公司在其全球网络的路虎体验中心将试驾转变为客户和潜在客户“客人”的个人学习和忠诚体验。设计/方法/方法路虎体验平台，在它今天的营销角色，开始形成于20世纪90年代末，当作者和他的同事开始将其设计成一个可行的商业战略。作为一个案例研究，它为高管们提供了“营销体验”的指导。发现路虎爱好者和车主认为自己是路虎人，但许多人需要越野培训，以熟悉在崎岖地形驾驶中使用的所有汽车功能。在该项目启动二十年后，当作者于2019年退休时，捷豹和路虎已经有超过65个体验运营项目，每年有超过100万名客人积极参与世界各地的捷豹和路虎体验项目。企业高管面临的问题不应该是“我们如何将客户体验融入到我们的营销计划中?”在许多企业中，问题应该是“我们如何围绕丰富而难忘的客户体验制定营销计划?”对影响的贡献

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Strategy and Leadership Business, Management and Accounting-Strategy and Management

CiteScore

1.20

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0.00%

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