from the dealer and information about the relevant Rover model and the
varying specifications. It was presented in brochures exclusive to the Catalyst
programme.
A price list was intentionally not included, to prompt customers and
prospects to request this information from the dealer thereby initiating a dia-
logue. However, later market research found this was not the best approach
as recipients liked to receive full information ‘up front’. Incentives to test
drive or purchase were not usually included, unless prospects were felt to
need an additional nudge, and not included at all in the later stages of the
Catalyst programme.
c The dealer received a contact report listing to use to convert ‘hot leads’ into
sales. Industry estimates suggest that the VIP pack converted about 49 per
cent to test drive and 45 per cent of those people who took a test drive then
went on to purchase a car.
d On the completion of a sale, the dealer fed back details about the transac-
tion, and the communications ‘loop’ was completed.The people on the database now received a regular communication from
Rover. The point at which each prospect moved into the purchase window
could be monitored. A tailored approach to convert the prospect into a pur-
chaser could then be made.
The role of the dealer
Unlike the earlier programmes, the Catalyst programme put specific
demands on the dealer, but it also offered the prospect of greater rewards.
The programme relied upon the dealer network updating and enriching
the database. To ensure that dealers and all their staff understood the
Catalyst programme and their role in the total scheme of things, a special
team of 15 people was set up to spearhead a dealer development pro-
gramme.
A dealer pack was produced, which included a videotape explaining
how to make the most of Catalyst. A range of material was produced for
dealers, including a Catalyst Promotions Quarterly with promotional sug-
gestions and sample letters for prospects and customers.
In addition to providing a videotape and other materials to explain the
Catalyst programme and the processes to be followed, the specialist team
encouraged every dealer to reach a ‘model’ standard. To this end they
developed case studies and publicised success stories.
However, there were two barriers which were not always overcome and
which reflected more on the dealer than the development team:
1 The level of administrative discipline required was beyond the reach of a certain
number of dealers.
2 From the outset, Rover intended to cultivate a local expert at each dealership
to ensure the accuracy and currency of all data and sort out any problems.
102 Relationship Marketing