Journal of Sponsorship Volume 1 Number 3

Advocacy : Toyota’s secrets for partnering with trendsetters to create passionate advocates

Jennifer Savary Received (in revised form): 23rd January, 2008 Brand Dogs, 14 Voyage Street, Suite 1, Marina Del Rey, CA 90292, USA Tel: ϩ1 949 295 3606; E-mail: [email protected]

Jennifer Savary has been generating pas- that focuses on building connections with con- sionate relationships between hard-to-reach sumers and turning customers into advocates. consumers and blue-chip for over a The 2006 launch of the FJ Cruiser is a decade, most recently as the Senior Strategist powerful example of how to create, manage at Toyota Motor Sales, USA. While at Toyota, and measure these modern marketing initia- Savary led multiple vehicle launch teams, one of tives using focused objectives-based marketing which created the avid fan base for the FJ methods. Cruiser among hardcore off-roaders. An innova- tive thinker and proactive problem solver, Savary Keywords: advocacy marketing, objec- authored the ‘objective-based marketing (OBM) tives-based marketing, return on objec- strategy’, and designed the ‘return on objec- tives, consumer engagement, metrics, tives’ measurement system that Toyota currently measurement, community, strategy uses on over US$100m of marketing initiatives. Savary developed her addiction to big chal- lenges and smart solutions early in her career at INTRODUCTION Price Waterhouse, with clients such as Marriott, Imagine looking around a campfire in a JC Penny’s and Bell South. The excitement of remote town in the Colorado mountains. bringing proven results to other clients is Every person there has spent hours on- what convinced her recently to found Brand line, communicating and planning this Dogs, her OBM strategic marketing consultancy. trip. Each has driven for hours or days Savary earned her BA from Cornell University to gather and celebrate their new passion. and an MBA from University of Southern Four owners dedicated 11 months to California. In her spare time she further indulges organising the event — with no cor- her love of challenges by training for marathons porate involvement. Five hundred en- and iron-distance triathlons. thusiastic fans, gathered together from 33 states and four countries uniting to celebrate one thing — a brand new ABSTRACT product. How does such a powerful It is becoming increasingly difficult to make an spontaneous owner phenomenon come impact with consumers. Brands of all sizes are to be? This is the story of how Toyota struggling as traditional marketing efforts be- worked — way behind the scenes — to come more expensive and less effective. Toyota make this happen. Motor Sales, USA has addressed this problem Marketers today must begin all new with an innovative new marketing approach campaigns by asking the question: ‘What

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are we trying to achieve?’.Whatdowe raw number of consumers who were want the consumer to feel, think or do as aware of the product. a result of this particular marketing initia- Today, the job is more complex. Cus- tive? In modern marketing communica- tomers are cynical, better educated and tions, this simple step is often a challenge often sceptical about what companies say in itself. Many readers will simply state about their brands. Product choice is ‘buymyproduct’ in answer to the above proliferating in most categories and pur- question, and shake their heads at the chase motivations are evolving. Tradi- author’s naivety, but even this self-evi- tional media channels (television, print dent truth bears re-examination. Brands and radio) are more expensive and less that shout ‘Iexist’ and ‘Buy me now’ able to deliver the audience. Many brands before the consumer is receptive can are turning to the internet, but the cus- actually work against themselves. This tomary ad unit is not breaking presumptive focus is similar to being inap- through. messages are con- propriately propositioned by a very new stant, and consumers are near-genius at acquaintance. A common reaction to such blocking the ones they do not want to a proposition is to ignore the extremely consume. forward suggestion and person, and avoid These developments have forced today’s them at all costs in the future. A classic marketer into a world with new rules of example of this was the introduction engagement. Brands must now forge an of New-Coke in the 1980s. Marketing emotional connection with the consumer. powerhouse Coca–Cola failed to respect Marketing messages must show how a the relationship consumers had with their product is relevant to a consumer. Cam- brand and the classic formulation, and the paigns need to evoke affinity and create a result was a wholesale rejection of the ‘that brand is like me’ sentiment. Brands new product. This is often what happens need to show future customers not just to brands today when they focus ex- how a product meets their needs, but clusively on return on investment (ROI) how the product integrates into their life marketing. Where is the dinner? The and how the brand reflects their values dancing? The fine bottle of wine? Today’s and reinforces their self-image. Ultimately, marketing professionals have to be pre- this has to be done in such a way that pared to deliver the romance in order to entices the target to ‘pull’ the message, close the deal. acknowledging that this savvy group is able to avoid any message ‘pushed’ at them, if they so choose. CHALLENGE Fortunately, the discipline of sponsor- The modern marketing task has changed. ship and engagement marketing is ideally Some years ago, marketing departments and perhaps uniquely suited to this were primarily charged with generat- challenge. Engagement marketing profes- ing awareness. The theory ran that if sionals know that this discipline surpasses companies tell enough people about a other forms of marketing in inspiring product, some percentage of the popula- passion and loyalty, creating a sense of tion will make their way through the shared values and turning fans into stages of the purchase funnel and buy the brand advocates. The challenge lies in goods. If a brand manager wanted to demonstrating this intuitive knowledge increase sales, their primary tactic was to to the ‘C-level’ executives and brand message louder, in order to increase the managers.

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SOLUTION The many possible replies to this question In the early part of 2003, Toyota launched can overwhelm clients and agencies. In its Scion marque in the USA with addition, if every response is different, enormous success to a young trendsetting brands will end up with a myriad of audience. The Scion launch was a different objectives and still no clear way classic new-marketing approach: little to measure results and compare pro- mass media, no upfront television, with a grammes. Therefore, it is necessary to focus on community and pull messaging. employ an organising framework to bring From this experience, Toyota learned how clarity to the confusion. to connect deeply with a target, find and speak passionately to niche markets, and turn customers into advocates. Soon after ENGAGEMENT FRAMEWORK thelaunchofScion,Toyotabegantotry For this purpose, Toyota uses the engage- and apply these lessons to the larger ment framework (see Figure 1) to group Toyota brand. Because of the much larger and classify the different business objec- scope and different business needs of the tives it has established for vehicle market- parent brand, it quickly became apparent ing. For some launches, the business goal that Toyota needed a systematic approach is to create impressions (Level I: ‘See’). to creating and measuring these cutting- On the other hand, if a vehicle is later in edge new programmes. It was vital that its lifecycle, the marketing goal might be the new framework supported and al- to obtain a large number of test drives lowed for innovation and creativity, (Level II: ‘Touch’). The framework also but also provided consistency to allow encourages and allows for programmes management to understand the portfolio that are less traditional, for example, a of new marketing programmes. The campaign to educate consumers (Level result is called ‘objectives-based market- III: ‘Understand’),oraplantobuild ing’ (OBM), which Toyota now uses to online advocates (Level V: ‘Do’). Market- develop marketing goals for its vehicles ing campaigns should focus on one, and measure programme results. The two or, at most, three specificbusiness remainder of this paper is an introduction objectives. to the concepts of OBM, followed by a comprehensive case study illustrating their use. RETURN ON OBJECTIVES In order to evaluate and compare programmes that have different goals, OBJECTIVES-BASED MARKETING Toyota also needed to develop a new OBM states that the first step in develop- measurement system. Return on objec- ing a campaign is for everyone to agree tives (ROO) applies the OBM theory to the objective of that campaign. Once the the measurement and reporting challenge. objective is determined, the strategy, Each level is assigned a clear and channel selection and metrics are then repeatable set of metrics. As a result, all crafted to achieve that objective and Toyota campaigns that are Level II: measure success. While this approach may ‘Touch’ use the same metrics, such as the sound self-evident, shifts in the larger percentage of event attendees who visit marketplace have made answering the the Toyota booth, and are therefore question: ‘What are we trying to achieve?’ comparable to other ‘Touch’ programmes. far more complicated than ever before. Toyota ends up with approximately three

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Figure 1 Toyota’s Create advocates engagement 'Do' key — inspire to action framework Not just feel — DO Level V Brand promoter

Emotional connection

'Feel' Shared values This brand is like me Level IV Sentimental/affinity Trail drives

Educate/inform 'Understand' Product feature education Brand attribute exhibit Level III Capabilities demonstration Interactive vehicle display

Interactions w/Footprint 'Touch' w/Specific experiences w/Static vehicle displays Level II Micro site hits/open rate Shuttle drives

ImpressionsImpressions 'See' Onsite signage Advertising inclusion — logo Level I PR/media coverage Web/direct logo inclusion

to five metrics per objective level. These has saved agency fees and allowed Toyota metrics can then be used to communicate to allocate its resources where they are with management, agency partners and most needed. But the most important sponsorship properties. illustration of the power of OBM is a true to life example of how these constructs made a major difference to Toyota’s OTHER INDUSTRIES business. The unique nature of Toyota’sbusiness and the automotive industry generally is what led Toyota to select these five objec- CASE STUDY — FJ CRUISER TRAIL tive levels. It is important to note that TEAMS different brands and product types may The following case study details how require their own set of marketing objec- Toyota Motor Sales USA, Inc used OBM tives and therefore their own version of and the engagement framework to launch the engagement framework. For instance, the FJ Cruiser to hardcore off-roading a financial services company that spends a enthusiasts in 2006. The sceptical target large part of its budget targeting specific audience needed to be convinced about high net worth individuals might omit FJ Cruiser’s capabilities and commitment ‘Touch’ and add a new level —‘Entice’ to the sport, but once Toyota had their — to classify those initiatives. buy-in, the tight-knit, highly-connected, OBM has created a vocabulary that off-roaders were ready and willing to senior management is comfortable with, evangelise.

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Toyota Engagement Framework: Objective Setting & Performance Tracking Figure 2 Sample Sample objectives Sample tactics Sample metrics Methodology OBM programme Create advocates authored Inspire XXX blogs authored Consumer content posted trolling 'Evangelise' 'Do' XX owner events organized Amateur athlete teams sponsored Owner events created Observation planning worksheet Key — inspire to action Contingency programmes LifestyleEditorial Press (MEV) MEV analysis Brand promoter/owns the brand MySpace Friends Online Sentiment Research Level V ‘act — advocate or buy’ Vehicles bought RDR match Affinity index Emotional Connection XX% of attendees show Lifestyle integration Value alignment scale Survey — on site a increase of Y points Trail/authentic drives Net promoter index Pre/post or test/control 'Feel' Shared values This brand is like me on Affinity Index Supporting causes imput to target Collect surveys onsite Sentiment Illustrating values shared by target Loyalty measures Collect e-mails, survey follow up Trail rides Sharing in powerful moments Hand out incentives to revisit Level IV 'desire/covet' — intent Methodology: Survey

The OBM process selected. When faced with a logic- oriented target with strong rational pur- • set objectives chase motivations, or a sceptical target • decide tactics with product doubts, Toyota might utilise • establish relevant metrics to quantify a Level III: ‘Understand’ strategy. success In order to select a launch strategy for • design a methodology to learn both the FJ Cruiser, Toyota looked at three during and after the programme. factors. First, the business role of FJ Cruiser was to be a niche-market vehicle, Figure 2 shows an OBM planning highlighting Toyota’s off-road capabilities worksheet which can be used to facilitate and heritage in the truck space. In this OBM process. This case walks preparation for the launch of the Tundra, through each of the four steps in Toyota’s Toyota needed to firmly re-establish its OBM process. While the FJ Cruiser credibility as a leader in the 4 ϫ 4 launch is a Level IV/V programme, the category. The second factor is a clearly same steps would apply for programmes defined target audience. The launch on any of the objective categories (see team selected true influencers within the Appendix). off-roading community: ‘wheelers’, for whom off-roading is a sport of passion Set objectives and the 4 ϫ 4isanessentialpiece When faced with a new marketing chal- of equipment. With the off-roader’s lenge, Toyota starts by selecting between knowledge of vehicle capabilities, they are one to three objective levels. This deci- the most likely to be trusted by others as sion is based on three factors: a credible word-of-mouth source about vehicle features. It was believed that if • business needs; these true off-roaders became FJ believers, • a clear understanding of the target; they would adopt the FJ as their own, and and evangelise on behalf of Toyota for years to • the attributes of the product itself. come. The last factor in deciding objec- tives is honest evaluation of the product For example, a launch programme for an itself. In this case, early focus groups undifferentiated product with low aware- showed that there was concern about the ness would start as Level I: ‘See’.Ifa striking image of the truck. Toyota vehicle has observable feature/benefit needed to proactively address the finding advantages over its competitors, a simple that many customers thought the FJ was Level II: ‘Touch’ programme could be too pretty to get dirty, and that it would

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Objective Figure 3 FJ Create advocates Cruiser objectives ‘Do’ Inspire off-roaders to share their passion around FJ mapped to ‘Do’ Cruiser and unite in person or via a social network. engagement Level V framework Emotional connection ‘Feel’ Allow influential off-roaders to prove to themselves that ‘Feel’ Toyota and FJ ‘share my values’ and ‘fit my lifestyle’. Level IV

hit the market and fade out in 18 months ing the launch goal and objectives, Toyota as a ‘fad’. and its partner agencies built an in- Based on this analysis, the launch team’s tegrated launch plan to reinforce the overall goal was established: ‘to ignite the capabilities message across media channels love affair with FJ Cruiser and Toyota and marketing disciplines. Tactics were Trucks’. In order to do that, the team evaluated based on their ability to deliver needed to inspire passion within the the emotional resonance and advocacy influencer community and generate a needed to achieve the Level IV/V capability and authentic heritage image programme goals. As a result of this for the brand. The team selected the focused conversation, sponsorship and following two objectives: ‘Do’—inspire engagement marketing activities were off-roaders to share their passion around selected as the centrepiece of the launch FJ Cruiser and unite in person or via a campaign. Because the goal was advocacy social network; and ‘Feel’—allow and not large-scale awareness, no televi- influential off-roaders to prove to them- sion and little general market print were selves that Toyota and FJ ‘share my values’ in the plan — the fate of the launch truly and ‘fitmylifestyle’. See Figure 3 for the rested on engagement marketing. objectives mapped to the engagement The sceptical and long-time Jeep-loyal framework. off-roading community needed to see Once agreed upon, clear objectives the capabilities of the truck first-hand to served an even greater purpose. This be convinced. Toyota’s activation agency approach enabled an upfront dialogue George P. Johnson helped to develop the with management, setting clear expecta- FJ Trail Teams: a grassroots sponsorship tions and sign-off milestones. In addition, and activation programme that would win the clear objective framework facilitated over this hardened community, one trail conversations with agency partners, par- at a time. Toyota also re-established its ticularly in the unbundled world of active sponsorship of the Toyota Land sponsorship, where a client may be trying Cruiser Association. It sponsored and par- to manage multiple channel partners and ticipated in local grass-roots trail runs activation agencies towards the same across the country. Key events were iden- communications goals. tified on nearly every major trail around the country, and Toyota sponsored or Determine tactics supported them all. Every aspect of the The second step in the OBM process is to programme was crafted to reinforce the build an execution strategy. After identify- belief that Toyota is an authentic partner

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Figure 4 Photos of FJ Cruiser Trail Team Activation 2007

in the off-road world; from the high-end, agreed and easily understood framework multi-tool premiums that were distributed of objectives cuts through much of that to the technical trail-riding videos posted frustration, and provides an unemotional on the internet. Even the staffing process basis for good creative decisions. For was reversed; rather than hiring tradi- example, while building Trail Teams, tional staff and training there was a consistent charge by the them in off-roading, The Trail Teams client to focus on reaching the true staff was recruited from existing off-road influencer in the wheeling community. communities — and trained in mobile At one point, the agency partners raised marketing. Throughout the programme, the understandable concern that the FJ Trail Teams shared campgrounds with reach of the proposed programme might the community, giving away BBQ food be too limited, with a relatively small and putting on free movie nights — all number of impressions. Using the en- activations that were hyper-relevant to gagement framework, the team was this target audience. empowered to examine the explicit Throughout the development of these programme objectives. They determined tactics, the engagement framework was that touching fewer, but highly pas- a powerful catalyst for communication sionate, influential consumers would between client and agency. It is easy to better meet the stated objectives, rather waste considerable time and money than crafting a programme that would caught in frustrating back and forth reach a wider, but far less passionate and conversations when creating these types emotionally involved audience. Because of marketing actions. Having a mutually all parties had agreed upfront on

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Figure 5 New Objective New metrics metrics developed Create advocates ‘Do’ Inspire off-roaders to Advocacy index share their passion using engagement ‘Do’ around FJ Cruiser and Owner clubs established and framework Level V unite in person or via a owner events held social network.

Emotional connection ‘Feel’ Allow influential off- Affinity index roaders to prove to ‘Feel’ themselves that Toyota Trail drives Level IV and FJ ‘share my values’ and ‘fit my lifestyle’.

programme objectives, it was easy to of these new programmes. As discussed converse about the goals of the launch above, crafting a programme which and make the difficult trade-off decisions. sacrifices the number of impressions As a result, there was a consistent, fast in order to achieve a deep emo- and open dialogue between agency and tional connection was a difficult decision client about specific tactics, without for both the client and agency. The confusion or expensive and wasteful team needed to focus on accurately reworking of the plan. capturing and reporting success against Once it reached the marketplace, FJ the stated objectives, and intentionally Trail Teams was everything new sponsor- evolve beyond the traditional ‘impres- ship marketing should strive for: credible sions’ measurements that have long been word-of-mouth messages were flowing, the staple of sponsorship discussion. authentic viral content was being gener- This was the genesis of Toyota’sROO ated, communities were being created ... measurement system. ROO measures yet, even with all this success, the pro- how effective a given campaign has been gramme could have been on the chop- in achieving that programme’s stated ping block. The traditional, but outdated, marketing objectives. ROO acknow- metrics of cost per drive and impressions ledges that, for some programmes, the generated were not meeting the legacy number of logo impressions might be the benchmarks. In order to justify the in- correct metric — for example, if that vestment and measure the Trail Team’s programme is a Level I ‘See’, it should be success, Toyota needed to evolve its tradi- focused on generating logo awareness. tional approach to metrics and measure- But, if the campaign is focused on ment. creating emotional connections with a specific niche target, then the appropriate Metrics and measurement — Return on metric for that campaign is a measure of Objectives (ROO) the target’s change in emotional connec- Once all parties have acknowledged tion. Metrics need to be built as the result shared objectives, established relevant of a clear understanding of the pro- platforms and activation programmes, gramme objectives. ROO also serves as an there is a third step in the OBM process: alternative to the traditional ROI metric, measuring and reporting the effectiveness which tries to attribute a set number of

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FJTT progress report as of 9/11/07 Figure 6 Sample

Gate I Focus: Generate Advocates,advocates, influence Influence and and act Act OBM progress

● Realise a 30% increase in the advocacy index at Trail Team attended events vs. similar unattended control events. report CREATECreate ADVOCATES/EVANGELIZEadvocates/evangelise ● Gate 1 (4- wheel events)— – 48% increase to date. “DO”‘DO’ ● Inspire FJ owners to host 4 owner events within a 12 month time period. Level V ● To date, 26 owner events have been identified.

● Realise a 30% increase in the affinity index at Trail Team attended events vs. similar unattended control ev ents. EMOTIONALEmotional CONNECTION connection ● Gate 1 (4-wheel events) —– 63% increase to date.

● Encourage 5,760 (13%) attendees to share in the trail run experience with the FJ Trail Teams. “FEEL”‘FEEL’ ● Trail Teams have conducted 3,740 trail runs to date. Level IV

units sold to a given marketing pro- and sponsorship work — often better than gramme. Instead of forcing marketers to traditional media channels. The only lin- focus on immediate sales as a measure of gering question is how best to gather and success, ROO allows marketers to court report the powerful ROO information. consumers at each step of the purchase process. Coupled with a clear engagement Return on objectives methodology framework, ROO empowers marketers Everyone agrees on the objectives. and agencies to justify the importance and Management and partners are onboard. success of campaigns which are vital to There is a fantastic programme ready to the brand and the consumer relationship, launch. For the first time, everyone but which may have longer payback knows and agrees what success will look horizons than the 60 or 90 days. like and how it should be measured. The As previously mentioned, two primary final step is to design a methodology that objectives were established for the FJ will allow accurate measurement of the Cruiser during pre-launch brainstorming. programme’sROO. As seen in Figure 5, two new metrics One of the core ideas underlying ROO were then designed to capture the is the concept of measuring change. The progress and success of the programme for premise in OBM is that a group which each objective. has been exposed to the given campaign This new approach provides the oppor- will think, feel or act in a measurably tunity to understand and report the direct different manner than a group which has impact of the sponsorship discipline on not been exposed to that campaign. In the consumer. In addition, because each order to test how a particular marketing level of the organising framework has a action is impacting a group, it is helpful to maximum of five metrics, the overall have data on both the group that has been number of metrics is limited to a few impacted (test), and a group which was easily understood and repeatable key in- not exposed (control). After collecting dicators. Once management knows and this information it is a relatively simple understands that limited set of measures, process to compute the difference in the the challenge of constantly proving return responses. If the sample selection is done is over. Engagement marketing profes- well, researchers should be able to at- sionals are finally able to demonstrate tribute the delta between the two group’s consistently that engagement marketing opinions to the marketing message. This

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Table 1: Questions and results for FJ affinity index

IV: Emotional connections Control events Test events % change

Auto manufacturers supportive of lifestyle as a . . . (unaided) Toyota in top three mentions 34 66 94 Toyota not in top three mentions 66 34 –48

Statements about Toyota and FJ: agree/disagree (scale: 1–5) ‘Toyota is a brand I trust’ 3.2 4.0 25 ‘Toyota supports my lifestyle as a . . .’ 2.7 3.8 41 ‘FJ Cruiser suits my rugged lifestyle’ 2.6 3.7 42 ‘FJ Cruiser is tough like me’ 2.4 3.5 46 ‘Toyota enhances experience at events important to me’ 2.3 3.7 61 ‘FJ Cruiser suits my personality’ 2.5 3.4 36

can be done in many ways: test and Toyota and FJ Cruiser, their affinity control groups, pre- and post-, even self- and likelihood to advocate. The results reported shifts. Ultimately, marketing suc- showed an astonishing impact on the cess occurs when a change in beliefs, consumer and a clear return for Toyota. knowledge, affinity or advocacy can be Figure 6 illustrates a standardised directly correlated with exposure to a progress report showing these powerful specificcampaign. results. Easy to understand reporting is There are many ways in which to another benefit of clearly defined capture data. Properties self-report atten- objectives and metrics. dance and interaction figures. Activation partners track trafficinthecreated Level IV — Emotional connection footprint. Clever programmes include When FJ Trail Teams sponsored and ac- photo opportunities and data capture tivated an event, off-roaders reported a elements. There are third-party audits and nearly 63 per cent lift in the affinity research partners as well. Each of these index, when compared with attendees can have a role in measuring ROO, of at similar unsponsored and unactivated course, depending on which category the events. Affinity index questions focus on programme’s objectives fall into. FJ Trail measuring if the target believes this brand Teams, as a Level IV/V programme, is relevant to them and shares their values utilised two distinct methodologies: on- (see Table 1). The second Level IV new site research and the activation agency’s metric — authentic trail drives — was self-reported results. measured and reported by the on-site FJ Trail Teams utilised a test and control activation partner. model. The research partner chose three pairs of events, which were similar in Level V — Create evangelists demographics, region and event type. The change in advocacy index that resulted Trail Teams activated at three of the from an FJ Trail Teams activation was events and did not activate at their paired an impressive 48 per cent lift based on counterpart. At all six events, participants the questions shown in Table 2. This were surveyed about their feelings for weighted index is geared towards self-

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Table 2: Questions and results for FJ advocacy index

V:Advocacy Control events Test events % change

Likelihood to act (scale: 1–5) ‘Recommend any Toyota 4ϫ4 to friend or relative’ 2.9 3.8 31 ‘Recommend FJ to friend or relative’ 2.4 3.7 54 ‘Attend FJ Cruiser event’ 2.3 3.4 48 ‘Post positive news about FJ on forum or blog’ 1.9 3.3 74 ‘Start a conversation about FJ Cruiser’ 2.3 3.2 39 ‘Start my own FJ Cruiser group or event’ 1.5 2.1 40

reported likelihood to act, rather than a shift their social networks to create and organi- in perception or emotion (see Table 2). cally promote this owner event. This Toyota was delighted with these lifts. amazing display of advocacy yielded an These results clearly demonstrated that the owner event with 426 people represent- programme was working and that it was ing four countries, 33 states and two achieving both the stated FJ Cruiser ob- provinces in attendance — and 186 FJ jectives and increasing consumers’ belief Cruisers (see Figure 8). The organisers in the credibility of the overall Toyota recently announced the dates for an even brand — anice‘halo’ effect back to the bigger and better Second Annual FJ Sum- parent nameplate. mit (see Figure 9). The power of Level V new metrics Toyota used these new metrics — goes beyond these survey-based questions. change in affinity index, advocacy index, Level V programmes are created in order authentic trail drives delivered and owner to inspire an individual actually to do events held — to accurately and satisfac- something — blog, comment, start a torily measure and report the power and conversation etc. As a result, Level V success of the FJ Cruiser Trail Teams. metrics are often independently observ- able. In this instance, the programme had an important, directly recognisable, CONCLUSION new metric: the number of people who Toyota reached new heights with the FJ formed owner clubs and created new FJ Trail Teams campaign. Customers exposed owner events within a 12-month time to trail teams respond with ‘To y o t a ’ 75 period. Success was set at five new owner per cent more often when asked what clubs and four FJ owner events within a brand they would consider as their next year of the launch. vehicle purchase. Walking the floor at a The team initially felt this was a tall recent off-road expo in Southern Califor- order, but has been astounded to learn of nia, it was clear that the aftermarket over 25 FJ Cruiser owner events as at the community and off-roading consumers time of writing (October 2007). The most alike have embraced the FJ. There were inspirational of these was the First Annual equally as many FJ Cruisers as Jeeps on FJ Summit, held in Ouray, Colorado (see display at this hardcore consumer show Figure 7). Toyota watched with delight as less than two years after the product an independent group of owners created introduction. Ultimately, sales are strong a community, put up a website and used in all regions for a niche product that was

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Figure 7 Screen capture of FJ Summit 2007 (www.fjsummit.org homepage)

Figure 8 Group photo of the First Annual FJ Summit, July 2007, Ouray, Colorado

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Figure 9 Screen capture of FJ Summit 2008 (www.fjsummit.org homepage)

launched to a sceptical audience with finally, employing a standardised research no television or mass print support. In methodology. When employed correctly, the autumn of 2007, Toyota produced a this framework empowers marketers to Trail Teams Special Edition in honour of focus on delivering creative and effective this outstanding marketing effort. The solutions to their marketing challenges. FJ launch team was successful in utilis- The marketing task has changed. ing the emerging field of engagement Potential customers must be engaged in marketing in a central strategic role to a relationship long before they are break through the clutter and confusion in-market. They must be wooed gently, of modern marketing messages. with relevant messages and carefully Modern marketing necessitates the structured opportunities to interact. If the blend of art and science. FJ Trail Teams courtship is successful, the response of illustrates how an innovative, powerful, modern consumers is breathtakingly consumer-facing programme must be powerful. They will go far beyond built on a structured framework of clear, purchasing a product — they will blog, repeatable processes and disciplined post, vlog, connect, talk, campaign and measurement strategy. The OBM process even market on the brand’sbehalf.Yes, begins by first setting clear objectives, the challenge is harder, and the stakes then developing resonate tactics, establish- are higher, but the rewards are also ing clear performance metrics and, greater.

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APPENDIX: ENGAGEMENT FRAMEWORK

Name Level Title Example Colour key

Do Level V Create advocates Key — inspire to action ‘evangelise’ Brand promoter/owns the brand Feel Level IV Inspire emotional Shared value connection This brand is like me Sentiment Trail rides Understand Level III Educate Product features Brand attributes/personality Capabilities demonstrations Ride-n-drives Touch Level III Interactions W/footprint W/specific experiences W/static vehicle displays Shuttle type drives See Level I Impressions On site/signage Advertising/logo placement PR/media Web/direct

Jennifer Savary, 2008.

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