Launching a new product / brand in the
European / International Markets
How to introduce a new product / brand
in the European or international markets?

International marketing plans

Analyze the market (define market potential)

Segment the market and identify the right segment
(segmentation and positioning)

Evaluate the attractiveness of the segment (quantitative
and qualitative evaluation)

Developing the marketing mix

Case discussion
Case discussions

Accor

Barilla

Dunkin Donuts

Twix

De Longhi

…and many others
Marketing Plan for international
marketing
Selling is only the tip of the iceberg
‗There will always be need for
some selling. But the aim of marketing
is to make selling superfluous. The aim
of marketing is to know and understand
the customer so well that the product or
service fits him and sells itself. Ideally,
marketing should result in a customer
who is ready to buy. All that should be
needed is to make the product or
service available’.
Peter Drucker
The 7Ps of the marketing mix
MARKETING PLAN – PRODUCT / MARKET / YEARS
EXTERNAL ANALYSIS
Demand
Market System
Segmentation
Competitors
Buying Behavior
Macro environment
MARKETING STRATEGY
MARKETING MIX
OBJECTIVES
PRODUCT /
SERVICE
PLACE
PROMOTION
PRICE
TARGET GROUP
Strenghts
Weaknesses
Opportunities
Threats
COMPETITIVE
STRATEGY
INTERNAL ANALYSIS
POSITIONING
Marketing
Economics
Operational Processes
CONTROL
The marketing budget
Gross sales value: p x q
- Trade Allowances
Top line objectives
(efficacy)
= Net product sales
- Direct delivered costs
(production, distribution, etc.)
= Gross Profit
- Marketing appropriations
- Marketing research costs
- Communication costs
= Profit Before Indirects (PBI)
Bottom line objectives
(efficiency)
Which are the differences in the marketing plan of...

An exporting company?

A multinational company?

A global company?
EXPORT MARKETING PLAN – PRODUCT / MARKET / YEARS
EXTERNAL ANALYSIS
Demand
Market System
International
Segmentation
Competitors
Buying Behavior
Macro environment
Strenghts
Opportunities
MARKETING STRATEGY
OBJECTIVES
TARGET GROUP
Weaknesses
Threats
MARKETING MIX
COMPETITIVE
STRATEGY
PRODUCT /
SERVICE
Standardization/
Adaptation
PLACE
Standardization
/ Adaptation
PROMOTION
Standardization
/ Adaptation
PRICE
Standardization
/ Adaptation
ENTRY MODE
INTERNAL ANALYSIS
Marketing
Economics
Operational Processes
POSITIONING
CONTROL
MULTINATIONAL MARKETING PLAN – PRODUCT / MARKET / YEARS
EXTERNAL ANALYSIS
Demand
Market System
Segmentation
Competitors
Buying Behavior
Macro environment
MARKETING STRATEGY
MARKETING MIX
OBJECTIVES
PRODUCT /
SERVICE
PLACE
PROMOTION
PRICE
TARGET GROUP
Strenghts
Weaknesses
Opportunities
Threats
COMPETITIVE
STRATEGY
INTERNAL ANALYSIS
POSITIONING
Marketing
Economics
Operational Processes
CONTROL
GLOBAL MARKETING PLAN – PRODUCT / MARKET / YEARS
EXTERNAL ANALYSIS
Demand
Market System
Global
Segmentation
Competitors
Buying Behavior
Macro environment
MARKETING STRATEGY
MARKETING MIX
OBJECTIVES
Strenghts
Weaknesses
Opportunities
Threats
TARGET GROUP
(Horizontal segment)
GLOBAL
PRODUCT /
SERVICE
GLOBAL
PLACE
Adaptation?
Adaptation?
GLOBAL
PROMOTION
GLOBAL
PRICE
Adaptation?
Adaptation?
COMPETITIVE
STRATEGY
INTERNAL ANALYSIS
GLOBAL POSITIONING
Marketing
Economics
Operational Processes
CONTROL
Market Potential, Segmentation and
Targeting
Choice of target markets / countries
The identification of the target countries can be developed through the
market attractiveness / competitive strenght matrix
Attractiveness of the market
High
Medium
3
Low
Monitoring
Invest
(Grow)
Invest
(Grow)
/ Selectivity strategies
Invest
(Grow)
Monitoring
Not interesting
/ Selectivity strategies
1
Medium
3
Monitoring
Low
Competitive position
5
High
/ Selectivity strategies
Not interesting
Not interesting
1
Segmentation by
product group
Micro – market segmentation (step 5)
An example:
Traditional format
Creative specialities
Segmentation
based on demand
Regional specialities
Individuals
(BtoC)

Socio - Demographic segmentation

Behavioral segmentation
Companies
(BtoB)

Psychographic segmentation

Benefit segmentation
Channels of distribution
Figure 8.4 Segmentation for selling salty snacks’ in the workplace
Source: Adapted from Barron, J. and Hollingshead, J. (2002) Market segmentation work: successful marketing really does begin with effective
segmentation, Marketing Management, January–February: 24–8. Reproduced with permission from J. Barron, J. Hollingshead and the Monitor Group
Horizontal segmentation

With horizontal segmentation similar segments in
different countries are aggregated in a unique cluster

Horizontal (intermarket / transnational ) segmentation
is possible when psychografic or benefit segmentation
have been applied in the segmentation of the single
markets

Different weight of country segments within the
horizontal cluster
An example of horizontal segmentation
Country B
Country E
Country A
Horizontal
Segment 1
Country C
Country D
Horizontal
Segment 2
Horizontal
Segment 3
Segment 1
Segment 2
Segment 3
What is positioning?
Positioning is the act of
designing the company’s offering
and image to occupy a distinctive
place in the mind of the target
market.
Positioning statement
To (target & group need)
Our (Brand)
Is (the concept)
That (what the POD is or does)
Positioning criterias
Benefit / Attributes / Price
Usage situation
Product use
Users
Against competitors
Product Class
Company’s image
Hybrid positioning
Segmentation and positioning: the Accor case
http://www.accor.com/gb/groupe/activites/hotellerie/activites_hotellerie.
asp?flash=N
Accor brands: value propositions

















Sofitel : French-style luxury
Lenotre: creator of upscale gourmet dining
Groupe Lucien Barrière: a mayor player in the luxury leisure segment
Pullman: Customized solutions for business travelers
Novotel : resolutely contemporary hotels
Mercure: a Mercure for every traveler
Suitehotel: an oasis for today’s nomads
Accor Thalassa: the best of seawater theraphy and hot spring spas
Ibis: the leader in the European economy segment
All Seasons: Hotel that have “all you need”
Novotel : resolutely contemporary hotels
Etap Hotel: hotels for everyone
Formule 1: the benchmark in low cost hotels
Motel 6: affordable & friendly (“we will leave the light on for you”)
Studio 6: Long stay hotels (“extend your stay, not your budget”)
Adagio City Aparthotel : a new network of urban residences (“a home away
from home”)
La Compagnie des Wagons-Lits: a leader in onboard catering and services
Understanding competitive structure of a market



How do customers view the brand?
Which competitive brands do
customers perceive to be their closest
competitors?
What market offering and company
attributes are most responsible for
these perceived differences?
The Barilla Case
Barilla Video
• In the time of entry, was the positioning strategy
different in different countries?
•Today, do you consider Barilla a global brand?
Dunkin Donuts
• Who is the enemy?
Product Decisions
The international
product mix
Many decisions depend on the stage of
the Product Life Cycle
Source: Kotler et al (2009), MM
PLCs of different countries
for a specific product
Source: Hollensen, 2007, p.431
The PLC of disposable nappies in China
kaidangku
Expo Shanghai, June 2010
The PLC of the Nivea Brand
across different countries
Product Life Cycle and advertising across different countries
Foreign Countries
Italy
The three levels of a product
Support
services
Product
attributes
Core product
benefits
Delivery, installation, guarantees,
after-sales service,
spare parts
brand, quality, design, packaging, price,
country of origin, staff behaviour, size
functional features, performance,
perceived value, image,
technology
Low
Ability
to
standardi
ze
product
elements
High
The trade - off between standardization and adaptation
Product and Service Decisions
Key Decisions:

Individual Product

Product Line

Product Mix
Individual Product Decisions
See Cateora & Graham – Chapter 10
Ito En has launched in Japan a new vegetable based drink. This vegetable concentrated juice
blend, rich in beta-carotene and lycopene, can supply the equivalent of 350g of vegetables
with a 280g bottle, with no added sugar or salt. This product contains 25 different vegetables:
carrots, tomatoes, sweet potato, red bell peppers, green kidney beans, moroheiya, celery,
broccoli, kale, pumpkin, lettuce, green bell peppers, asparagus, Chinese cabbage, sweet potato
stalk and leaf, green peas, mustard spinach, angelica, parsley, cress, cabbage, radish, spinach,
Japanese wild chervil.
There are lots of similar products like this being launched across Japan and the Asia-Pacific.
Even if this product has a huge amount of vegetables and it is undoubtedly healthy, it is
improbable that it would be popular in Europe or the US.
France and…
Differences in packaging: the Twix case
...Italy
1. Where are the
differences?
2. Why?
(…)
Best global brands (Interbrand, 2010)
Branding decisions
Source: Source: adapted from Onkvisit and Shaw, 1993, p.
534.
Remember COO (Country of Origin effect) as an attribute of brand
reputation!
Manufacturer’s brand
Advantages:




better profit
margins
brand loyalty
better bargaining
power
better control of
distribution
Disadvantages:
• Requires brand
promotion
• difficult for small
manufacturer with
unknown brands
Private brands
Advantages:
 Possibility of larger
market share 
 no promotional
problems
 possibility to increase
export business with
increasing
internationalization of
the big retail chains
Disadvantages:
• Severe price
competition, because
the retail chain can
always switch supplier
• Lack of market identity
• If the manufacturer is
producing both its own
brands and private
brands, there can be
the risk of
cannibalization of his
brand
Licensed brand
A company can license names and symbols created by
other manufacturers, names of well-known celebrities,
characters from popular movies and goods
Advantages:


Highly profitable
business
Fast brand diffusion all
over the world
Disadvantages:
• Risk to lose control over
its product
Harry Potter pancakes:
a licencing mistake
Harry Potter Lego:
a licencing success
Co-branding between Martini and Dolce e Gabbana:
MARTINI® GOLD by
DOLCE&GABBANA is the result of a
long term affair between two Italian
icons – MARTINI® GOLD and
DOLCE&GABBANA.
Source: http://www.martinigold.com/itit/the-movie/advertising-gallery.aspx
Ingredient branding between Dell and Intel:
Brand Strategy
• Line Extension
– Existing brand names extended to new forms, sizes,
colors and flavors of an existing product category.
Related also to package sizes. Ex: Dannon Yogurt Flavors
• Brand Extension
– Existing brand names extended to new or modified
product categories. Ex: Red Bull Energy Drink, Red Bull Cola
• Multibrands
– New brand names introduced in the same product
category. Ex: Helena Rubistein, Lancome, Kerastase, Biotherm.
• New Brands
– New brand names in new product categories.
Ex: Sanson (by acquisition of Barilla Group)
Global brand
Advantages:







Maximum market
efficiency
Reduction of adv costs
Elimination of brand
confusion
Good for culture-free
products
Good for prestigious
products
Easy identification
around the world
Uniform world-wide
image
Disadvantages:
• Assumes market
homogeneity
• Possibility of negative
connotation
• Requires quality and
quantity consistency
• Legal complications
• Local managers
opposition and
resentments
Local brand
Advantages:




Meaningful names
Local identification
Allows variations
of quality and
quantity across
markets
better control of
distribution
Disadvantages:
• Higher marketing
costs
• Higher inventory
costs
• Loss of economies
of scale
• Diffused image
The Carlsberg Group: Russian Brand Portfolio in 2007
Global products
Is it Coca Cola a global product and brand?
Global products
Is it Unilever icecream a global product and brand?
Distribution Decisions
Consumer marketing channels
Figure 17.11
Consumer and industrial marketing channels
Industrial marketing channels
Figure 17.11
Consumer and industrial marketing channels (continued)
External decisions concerning channel structure
1.
Differences in the distribution system, logistics
and transport infrastructure
Inefficient logistic system
use of local intermediaries
price escalation
Alternative distribution channels: examples of OTC and beer
In France pharmacies and drugstores distribute 65.7% of the total OTC national
market value and supermarkets and hypermarkets account for only 8.3%; in markets
such as US supermarkets and hypermarkets account for 28.8% and pharamacies
and drugstores distribute 49.1% of the US OTC pharmaceuticals.
Beer
distribution
worldwide
Channels
Brazil
Specialist Retailers
48.60% 56.60%
On-trade
Other
Singapore Germany
Russia
6.80%
7.30%
30.20%
0.20%
17.80%
61.30%
48.10%
14.90% 43.10%
63.80%
22.90%
8.80%
11.60%
8.50%
12.90%
Supermarkets/ hypermarkets 29.70%
Source:
www.datamonitor.com
India
6.80%
<0.1%
100.0% 100.0%
1100.0%
100.0%
100.0%
External decisions concerning channel structure
2.
Legal regulations/ local business practices
In China companies such as Mary Kay, Amway and Avon in 1998 were
included in the ban of pyramid selling. After losing 50% of sales, these
companies had to adapt to new regulations which imposed their sales
people also to pass an exam by local authorities.
3. Product life cycle
4. Size of the market and distribution of consumers
across the country
Procter & Gamble (P&G) distribution network in rural China
1
External decisions concerning channel structure
5.
Purchasing and shopping habits - outlet preferences
Retail formats in Vietnam : one decade after introduction of supermarkets, only
10% of all the products are distributed through modern distribution while the rest 90%
continue to be sold through traditional channels such as:
 Organized bazaars: approved by the authorities, crowded, chaotic, colorful, but
also dirty and without product standards nor trademarks)
 Informal bazaars (called Cho Coc), not approved by local Vietnamese
government which planned (unsuccessfully) to eliminate them. The retailer is a street
vendor that can be stationary or may move from place to place, typically selling
vegetables, eggs, meat, fish, ecc.
 Mom & pop stores: small family owned shops selling consumer stuff such as
food, drinks, toys, personal care products, etc.: in some streets, in a few hundred
meters, there can be 200 – 500 similar mom & pop stores
1
External decisions concerning channel structure
5. Competitors
 Successful distribution strategies
 Exclusive contracts with retailers and wholesalers
 Sisheido example:
 high-quality counseling and services tailored to the requests of each
consumer, and constantly meeting customer needs for skincare and makeup.
The direct control of the distribution channel
Sources:
http://www.shiseido.co.jp/e/ir/acc/ir_e0804acc/i
mg/brf_08041.pdf;
http://www.shiseido.co.jp/e/ir/annual/index.htm
Internal decisions concerning channel structure
Entry mode and degree of control
Distribution strategy and penetration objectives
 Intensive, selective or exclusive strategy?
Product complexity
 Relationship with intermediaries should be differentiated because complex
products require extensive information exchange and interaction catering to solve
functional problems: product delivery, installation and/or after-sale service, etc. In
some cases also top management is involved
Internal organization of the export department
 How many export managers? Which are their international experiences? Which
are their marketing capacities? Budget? Owned sales network or indepentent
intermediaries?
Intensive, selective or exclusive strategy? Some examples
Intensive strategy
 Michelin Group took an intensive strategy when
it entered Russia with its Michelin Truck Pro and
Tyre Plus partnerships. Michelin already had 82
existing branches in 61 towns when it decided to
extend its sales network in 2006 to every Russian
town of 150,000 residents or more in order to
provide proper coverage in this vast country.
 Fast moving goods manufactured by large
multinational companies which aim to penetrate
with their brands all the segments of the
population.
M = Manufacturer
W= Wholesaler
R = Retailer
Intensive, selective or exclusive strategy? Some examples
Selective strategy
 Armani Group, in the apparel sector,
which distribute its high quality
products not only through directly
owned stores (exclusive approach) but
also penetrating some countries through
the selection of the finest wear stores in
the main cities.
M = Manufacturer
W= Wholesaler
R = Retailer
Intensive, selective or exclusive strategy? Some examples
Exclusive strategy
• Zara, the brand of the
Spanish Inditex Group. Zara
penetrates foreign countries
solely through directly
owned stores where only the
company’s brand is sold.
M = Manufacturer
W= Wholesaler
R = Retailer
Managing international distribution channels
 Direct and indirect distribution channels
 Conventional versus vertical marketing systems
 Multichannel strategies
Conventional marketing system
Manufacturer
Wholesaler
Retailer
Consumer
Vertical marketing system
1675
Types of vertical marketing system
Corporate VMS
A vertical marketing system that combines successive stages of
production and distribution under single ownership (examples
are DOS – directly owned stores).
Contractual VMS A vertical marketing system in which independent firms at
different levels of production and distribution join together
through contracts to obtain more economies or sales impact
than they could achieve alone (examples are wholesalersponsored voluntary chains, retailer cooperatives or franchise)
Administrative
A vertical marketing system that coordinates successive stages
VMS
of production and distribution, not through common ownership
or contractual ties but through the size and power of one of the
parties.
1676
Multichannel distribution
 Companies usually define multiple channels (direct and indirect)
and choose the more suitable channel organization (conventional
or vertical) often proposing differentiated offers and/or brands.

Distribution channels in l’Oreal:
◦ 25 brands in 130 countries
Multichannel distribution
+ Lancome e-shop
http://www.careernomics.com/Loreal0709/can/excelling.php
Functions performed by intermediaries
Carrying of inventory
Demand generation
Physical distribution
After-sales service
Credit extension to customers
16-79
1
Types of channel intermediaries
 Agents: Agents sell supplier-owned products primarily to retailers
and other wholesalers, not taking title to goods but acting in
name of the company they represent
 Wholesalers: Wholesalers sell goods supplied by other firms to
retailers and/or directly to industrial, commercial and other end
users. They are distinguished from other types of intermediaries
in that they actually take title to the goods they sell.
 Retailers:
Criteria for evaluation foreign distributors
Source: Cavusgil, Yeoh and Mitri
(1995)
Grocery Retailing: the European Mosaic
Selling to Retailers



Manufacturers have to take into consideration the
variety of retail intermediaries that can be used in
the foreign markets.
Manufacturers can create partnerships with retailers
In some cases they have to develop owned stores
and/or franchising networks which are more suitable
to promote and sell their brands.
Selling to Retailers: some examples

For example, Bulgari's retail network consists of
264 exclusive Bulgari stores: 107 are DOS (directly
owned stores), 44 are franchised stores and 56 are
travel retail and wholesale stores). Bulgari also
distributes through independent watch retailers and
through the finest and selected perfumeries and
department stores.
Selling to Retailers: some examples
Pricing considerations
Companies set prices according to 4 sets of
factors:
– costs
– consumer perception
– competitors‘ prices
– societal consideration.
Competitors’ prices
The strenght of local competitors… an example:
Arvind Mills, an Indian company that makes denim jeans
for Lee, Wrangler, Arrow and Tommy Hilfiger - brands
which sell for pound 30 or more in the West. This local
company is also the owner of the biggest selling Indian
jeans brand Ruf and Tuf, which sell its products at just
pound 3 via tailors in the form of a complete "sew it
yourself" kit.[1]
[1] ―The bottom of the pyramid is where the real gold is hidden‖, Marketing
Week. London: Feb 8, 2007. pg. 18,
http://proquest.umi.com.ezproxy.lib.ucf.edu/pqdweb?index=3&sid=6&src
hmode=1&... 16/08/2008
Consumer perception: the de Longhi case
• de Longhi in Europe and USA
• Price positioning
• Advertising (see Video)
1. Is price positioning the same in different European countries?
2. Is this situation the result of company‘s marketing strategies or is
it determined by consumer perception?
3. What is the role of recent advertising campaigns in the European
market? And in USA
Consumers’ needs: the Nokia case
• de Longhi in Europe and USA
• Price positioning
• Advertising (see Video)
1. Is price positioning the same in different European countries?
2. Is this situation the result of company‘s marketing strategies or is
it determined by consumer perception?
3. What is the role of recent advertising campaigns in the European
market? And in USA
Contesto socio- economico e politiche di marketing
Nigeria - Nokia 1200
-
Multi phonebooks, for multiple users
-
Flashlight, to be used when there is a power failure
-
Call tracker, to set the time limit of a call
-
SMS languages not only in English but also in
Hausa, Igbo, Yoruba, ecc.
14 €
Creating
value for
consumers
Setting prices in an international context: the problem of price escalation
Tactics for
countering price escalation
•
•
•
•
Rationalizing the distribution process
Lowering the export price from the factory
Establishing local production of the product
Pressurizing channel members to accept
lower profit margins
Price and the internet
Comparison Shopping for Plasma TV Made Easy with Historic Pricing Charts.
Source: http://www.nextag.com/LG-42PC5D-42-High-540181875/price-history-html
--- Maximum
--- Median
--- Minimum
--- Maximum
--- Median
--- Minimum
Objectives, strategies and pricing policies
There are a number of strategic alternatives or approaches to setting
international prices:
cost versus market based approach
new product pricing: skimming versus penetration pricing
standardization versus adaptation approach
Pricing for new products with
innovative features and benefits:
• Market skimming pricing
• Pricing strategy used for new products that have unique
features and benefits over the competition.
• A high price is set for the new product to skim the maximum
price and generate the most profit.
• Market penetration pricing
• Initial low price to penetrate the market and convert as many
buyers onto the new product and grab a large market share.
• This is a short-term strategy that is dangerous and needs to be
supported by a robust range of products to leverage against.
Different countries: same price (standardization) or not (differentiation)?
Price dumping
Dumping is defined as selling products in other countries’ markets below cost or
below domestic prices, with the objective of obtaining relevant market shares in
the foreign countries.
However, dumping is controlled by many rules developed both at national (to
hedge local companies against dumping) and international levels. Since the
creation of the WTO in 1995 anti-dumping activities have been strongly
reduced.
Nevertheless anti-dumping investigations are still numerous, with China being
the biggest target
Price dumping: some examples
Global Anti-dumping initiations from 1980 to 2007 (first half)
Source:
http://www.antidumpingpublishing.com/uploaded/documents/CSDocuments/GTP%202007
%20(update%20Oct%202007).pdf
Price dumping: some examples
Main targets of anti-dumping initiations from 1995 to 2006
Target
Investigations (n°)
Target
Investigations (n°)
China, P.R.
536
Germany
78
Korea, Rep. of
229
Malaysia
72
United States
175
EU
63
Chinese Taipei
173
Ukraine
59
Japan
135
South Africa
54
Indonesia
130
Italy
44
India
127
Spain
42
Thailand
120
Singapore
41
Russia
101
UK
41
Brazil
92
Mexico
39
Source:
http://www.antidumpingpublishing.com/uploaded/documents/CSDocuments/GTP%202007
%20(update%20Oct%202007).pdf
Gray marketing / parallel imports
A parallel import occurs when:
- channel members located in low price markets, not under the strict control of the
manufacturer, resell its products to market areas for significantly higher prices.
-In another type of gray marketing, a company manufactures a product in its homecountry market as well as in foreign markets.
In this scenario, products manufactured by the company’s foreign affiliate for sales
abroad are sold by foreign distributors to gray marketers, who bring the products
into the producing company’s home-country market to compete with the
domestically produced goods.
- In both cases, the marketing opportunity that presents itself requires gray market
goods to be priced lower than goods sold by authorized distributors or
domestically produced goods.
Transfer pricing
• Transfer pricing is the price set and paid for products
shipped between units of the same organization.
• The unit can be a division, a foreign subsidiary or a joint
venture. Not only will these prices determine duties and
taxes that are relevant for customs and tax authorities, but
also will they affect the profitability of the divisions
involved in intra-corporate exchange.
• The latter is particularly critical when the foreign unit is an
intermediary, whose financial performance strongly
depends on transfer price levels.
Countertrade
A $ 9 billion barter deal
• The Democratic Republic of Congo is trading with the China Railway
Engineering Corporation, a Chinese state-owned company. The objective
is to plan a new road which will be the first endeavor of the biggest single
deal China‘s ever done in Africa, worth $9 billion.
• DR Congo will benefit from $6 billion of desperately needed infrastructure
— about 2,400 miles of road, 2,000 miles of railway, 32 hospitals, 145
health centers, and two universities. In return, China will receive precious
natural resources to feed its booming industries — 10 million tons of
copper and 400,000 tons of cobalt.
Source: Barter News, $9 Billion Barter Deal, 04/19/2008, retrieved on December 4th from
http://www.barternews.com/9_billion_dollar_barter_deal.htm
Countertrade
Countertrade is an umbrella term which encompasses the
trading/exchange of goods or services without using
currency.
A variety of trading practices are included, from the simple
exchange of goods for goods at an agreed value (barter) to
more complex export transactions.
Promotion and Advertising
Setting the promotion mix
Toyota
• Suggested marketing:
MR2 Sports Car
• Translation in French: M-R-deux
sounded like merde
Mercedes Benz
• Pre-launch marketing: The Vision
GST (Grand Sports Tourer) concept
for a minivan
• In Canada: GST is associated with
the highly unpopular Goods and
Services Tax