Volkswagen

Go Green: A Crisis Communication Plan

SMAD 442 #0001
December 7, 2015

Maddie Divita, Alex Fairchild, Amy Haloskey, Morgan Reynard,

Jacob Sanford, and Alex Smith

Table of Contents
Cover Memo ... 1
Executive Summary 2
Situation Analysis 4
SWOT Analysis ... 9
Strengths .. 9
Weaknesses ..12
Opportunities ..13
Threats .... 14
Primary Research .. 15
Target Audience .17
Communication Objectives .. 22
Themes and Strategies ... 23
Message Strategy ... 25
Media Strategy .. 29
Budget ....... 32
Plan for Evaluation ... 35
Statement of Benefits 37
Conclusion 38
References . 39
Appendices
Appendix A - Survey Questions . 46
Appendix B - Survey Results .. 48
Appendix C - Open Letter of Apology ... 53
Appendix D - Print Advertisement .54
Appendix E - Corporate Advertisement 55
Appendix F - Social Media Calendar . 56
Appendix G - Social Media Advertisement ... 57
Appendix H - Twitter .............. 58
Appendix I - Instagram ...... 59
Appendix J - Budget ........... 60
Appendix K - Power Point Presentation .... 61

Executive Summary
Research And Situational Analysis:
A crisis communication plan was developed to help combat the negative attention
Volkswagen faced after news that its vehicles contained defeat devices to cheat emissions
testing. The public was informed of this news in September of 2015. This crisis affected
Volkswagen consumers, sales, employees, owned brands, and the overall reputation of the
company and the automobile industry. In depth research was conducted in order to create a
situational analysis examining Volkswagen's history and company values, the details of the
emissions scandal, and most importantly how the news affected Volkswagens many
constituents. To supplement this information, a survey was conducted to help measure how the
public perceived the emissions scandal in order to determine how the campaign should be
structured and to establish the intended audience.
Objectives:
Based on the primary and secondary research conducted, it became clear that drastic
measures need to be taken in order to regain the consumers trust and to rebuild a positive brand
reputation. The aim of this campaign is to reverse the damage caused by the emissions scandal
and to establish Volkswagen as the top automobile company in the world. Volkswagen will take
proactive efforts to become more environmentally sustainable throughout production of its
vehicles. A more transparent communication strategy will be implemented quickly to resolve the
issue and to help prevent similar problems in the future. By the end of the year, Volkswagen
expects to see a 10 percent increase in sales as a result of this campaign.
Message And Media Strategy:
The Go Green campaign will focus heavily on social media due to the chosen target
audience and the transparent nature of social media. Not only is social media inexpensive
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Executive Summary
compared to traditional media outlets but also is where the target audience resides. Social media
allows Volkswagen to be able to engage with concerned customers in a timely and conversational
manner. The campaign will focus on the three social media platforms of Twitter, Facebook, and
Instagram. Print ads are another platform this campaign will use to rebuild the image of
Volkswagen. In an effort to maintain a consistent brand image and to resolve the issue as quickly
as possible, advertisements for the Go Green campaign will mirror those traditionally created
by Volkswagen. All advertisements and statements made throughout the campaign will maintain
an apologetic yet optimistic tone. Volkswagen takes responsibility for the crisis and will use this
as an opportunity to show the consumers that they will work to win back peoples trust.
Evaluation:
As the final step for the Go Green campaign, three parts will be measured: effective
crisis communication, impact on corporate social responsibility, and social media response
rates. The campaign can be monitored by the increase in awareness of current Volkswagen
consumers who own models with the defeat devices because the consumers deserve to know
where and how to fix their Volkswagen vehicles. Corporate social responsibly will be measured
by observing the sales of environmentally friendly Volkswagen vehicles. If the sales of vehicles
increase by 10 percent by the end of 2016, the numbers will indicate that people are dedicated to
helping Volkswagen work to make the Earth a cleaner place. Lastly, social media results will be
analyzed based on engagements throughout this campaign. In addition, the campaign will be
evaluated by the conversations and mentions of Volkswagen across social media platforms.

Situational Analysis
Volkswagen is a global manufacturer of passenger automobiles and commercial
vehicles. The Volkswagen Group manufactures the following models: Beetle, Golf, Polo, Passat,
and Audi. (Volkswagen of America, 2015). Volkswagens goal is to offer attractive, highperformance, and environmentally sound vehicles that compete in an increasingly tough market
and set world standards in its respective class (Volkswagen of America, 2015). Volkswagen is
owned by The Volkswagen Group headquartered in Wolfsburg, Germany. The Volkswagen
Group is one of the worlds leading automobile manufacturers and the largest carmaker in
Europe. The group owns other companies such as, Audi, SEAT, KODA, Bentley, Bugatti,
Lamborghini, Porsche, Ducati, Volkswagen Commercial Vehicles, Scania and MAN
(Volkswagen of America, 2015). In 2014, The Volkswagen Group increased the number of
vehicles delivered to customers to 10.137 million. There was a significant increase from 2013,
in which 9.731 million vehicles were delivered to customers. The Volkswagen Groups share of
the world passenger car market amounts to 12.9 percent (Volkswagen, 2014).
Each of The Volkswagen Groups manufacturers have individual characteristics and
operate as an independent entity on the market. Despite what many believe, The Volkswagen
Group does more than just manufacture cars; the groups power reaches into other fields as well.
The Volkswagen Group is active in manufacturing large-bore diesel engines for marine and
stationary applications, turbochargers, turbo machinery, compressors, and chemical reactors. The
Group also produces vehicle transmissions, special gear units for wind turbines, slide bearings
and couplings as well as testing systems for the mobility sector (Volkswagen, of America, 2015).
The reach of the company into different industry sectors increases the power and recognition of
the Volkswagen brand.

Situational Analysis
Background:
The Volkswagen Group was established in 1937 by the German government. The
company was originally operated by a Nazi organization known as the German Labour Front
(History.com, 2014). The companys production was stalled by the start of World War Two.
The factories were not used to produce cars, but instead military equipment to supply Germany
with the tools for the war. Volkswagen was able to start mass production again in 1946 and
control of the company was transferred to the West German government in 1949. In 1949, the
Volkswagen Type 1 Beetle was exhibited and sold in the United States for the first time. Only
two units sold that year (Wilson, 2010). The famous American advertising agency, Doyle Dane
Bernbach was hired by Volkswagen to increase popularity in the United States, where the
company lagged in sales compared to Toyota and Ford Motors. Volkswagen sales were stalled in
America because of the association with Volkswagen being a Nazi brand. With time and
successful advertising, Volkswagen became an everyday name in American households. Doyle
Dane Bernbach is credited with popularizing the car the Beetle.
James D. Armstrong of The College of Brockport cites Volkswagens growth in four
stages: the first was the influence of Adolf Hitler's demands for a German Volk-Wagen and the
second was the insight and development by Dr. Ferdinand Porsche, creator of the versatile
engineering designs that would make the car into an iconic superstar. The third was the post
World War Two existence of the Volkswagen factories and production equipment, and the fourth
element was the contemporary advertising under the direction of the Doyle Dane Bernbach
Agency (Armstrong, 2011).
The Volkswagen Brand, announced that Volkswagen and Porsche would merge as one
company on May 6, 2009. In October of 2009, Volkswagen announced it would take a 49.9
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Situational Analysis
percent stake in Porsche for $5.75 billion. And in December, Volkswagen took a 19.9 percent
stake in Suzuki, a deal valued at $2.5 billion (Wilson, 2015).
The Automobile Industry:
The automobile industry focuses on the commerce of how automobile models are
planned, designed, manufactured, and marketed. This industry is concerned with profits and
competition, with consumer demands for styling, safety, and efficiency, and with labor relations.
(Funk & Wagnalls New World Encyclopedia, 2014). Compared to other countries around the
world, The United States ranks as one of the largest automotive markets. From 2008 to 2012,
vehicle manufacturers produced an average of over 8 million passenger vehicles annually in the
United States (Select USA, 2015). The Alliance of Automobile Manufacturers is a trade
association of eleven car and light truck manufacturers. At the end of 2008, its membersBMW,
Chrysler, Ford, General Motors, Jaguar, Land Rover, Mazda, Mercedes-Benz USA, Mitsubishi,
Porsche, Toyota, and Volkswagenaccounted for roughly three-quarters of U.S. sales of cars
and light trucks (Funk & Wagnalls New World Encyclopedia, 2014).
In 2014, sales in the automotive industry were the highest they have been in eight years
(Auto Marketplace Sales Data, 2014). Small and middle-sized cars are now currently in the
highest demand by consumers. The only cars that have declined in sales are larger cars because
people are prioritizing saving gas money and being environmentally responsible (Auto
Marketplace Sales Data, 2014). In the United States, more than thirty automotive brands
compete for the seventeen million cars that are sold each year (Murphy, 2015). Forbes named
Ford Motor Company the largest auto company in 2015, followed by Volkswagen, Damier,
BMW Group, Honda Motor, General Motors, Ford Motors, Nissan Motors, Hyundai Motors and
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Situational Analysis
Saic Motors. Experts predict a growing demand for Green Cars in the automobile industry
(Muller, 2015).
Competition:
Volkswagens main competitors are Toyota and Ford Motors. Prior to the defeat
defects emission test scandal, Volkswagen reached its goal as the worlds largest car
manufacturer in sales (Reuters, 2015). The Volkswagen Group almost doubled its global annual
sales with Volkswagens revenue reaching an annual gross of $225 billion (Cremer & Bergin,
2015). Volkswagens competitors, such as Toyota and Ford, are now ahead of Volkswagen in
annual sales due to the scandal and the major stock plummet of Volkswagen (Reuters, 2015).
However, this scandal has negatively impacted the automobile industry as a whole, especially the
diesel market. Consumers have lost trust in the integrity of the industry (The VW Scandal, 2015).
Profit/Venues:
Volkswagen saw record sales and earnings in 2014. Volkswagen's net profit rose 20
percent to about $12.2 billion. Revenue grew 2.8 percent to 202.5 billion euros, topping
estimates for $214.7 billion. Volkswagen vehicles delivered rose 4.2 percent in 2014 to 10.14
million. (Investors Business, 2015).
Number Of Employees:
In 2014, Volkswagen released that there were 592,535 Volkswagen employees working in
its 119 production plants across the world (Muller, 2015).
Emissions Scandal:
At the end of September 2015, The Environmental Protection Agency broke the news that
several Volkswagen vehicles with TDI engines had been cheating emissions tests. The cars under
investigation contained software to lower their emissions levels. The devices were able to detect
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Situational Analysis
when the cars were undergoing an emissions test. It was only during the emissions testing that
the cars defeat devices were engaged, otherwise the cars emitted over the legal limit of emission
gases in the atmosphere. When the cars emit more pollutants, they are able to save fuel. There
are 14 models of cars that contain the emissions cheating software from Volkswagen, Audi, and
Porsche. Volkswagen has been forced to recall seven car models within America, which totals
about 500,000 cars in the United States alone (Davenport, 2015).
Figures have not been released pertaining to the European cars that contain the cheating
software, but it is estimated that 11 million total cars are affected. Since the scandal broke,
Volkswagens sales have plummeted. The company experienced its first quarterly loss in the last
15 years with a reported $1.84 billion loss in the third quarter of 2015(Ewing, 2015). The
companys CEO has resigned, and the new CEO, Matthias Mller has been in charge since
September, 25, 2015. Customers have lost trust in the once beloved Volkswagen brand.
Volkswagen must recover from this scandal to fix its image and restore dominance in the
automobile industry (Russell, 2015).

SWOT: Strengths
A SWOT analysis is: [a] situation analysis in which internal strengths and weaknesses
of an organization, and external opportunities and threats faced by it are closely examined to
chart a strategy. (Business Dictionary, 2015). SWOT analysis is an essential part of the overall
corporate planning process. In dealing with this crisis it is important that Volkswagen plans its
campaign in a way that utilizes its strengths and compensates for its weaknesses. It is equally
important that Volkswagen considers potential opportunities and threats before implementing the
campaign to better prepare for them should they arise.
Large Size:
As mentioned previously, Volkswagen claimed the title of the biggest car manufacturer in
the world, with a large, and loyal customer base. Before this year, Volkswagen had been known
for making reliable, efficient, and budget friendly products. The size of Volkswagen is beneficial
because the large number of employees will be useful in communicating Volkswagens plans for
change, and for helping to implement changes quickly and efficiently. The more people who can
defend the brand name and reinsure Volkswagens commitment to resolving the issue the more
reliable the company will look. Volkswagen has a lot of market power in the car-manufacturing
sector as well. Any developments Volkswagen makes in sustainable technology, or in
communication tactics will force competitors to do the same. Any corporate changes, like the
naming of a new CEO in response to this crisis can positively impact a very large population,
consisting of stakeholders, and competitors stakeholders, if done well (Volkswagen, 2015).

SWOT: Strengths
New CEO:
On September 25, 2015 Volkswagen welcomed a new CEO, Matthias Mller. Mller has
been the CEO of Porsche since 2010, and has exceeded his responsibilities in the position
(Volkswagen, 2015). Shortly after accepting the position, Mller made a statement saying:
My most urgent task is to win back trust for the Volkswagen Group by leaving no stone
unturned and with maximum transparency, as well as drawing the right conclusions from
the current situation. Under my leadership, Volkswagen will do everything it can to
develop and implement the most stringent compliance and governance standards in our
industry (Wolfsburg, 2015).
Under new leadership, Volkswagen can make the structural changes needed to be more
transparent to stakeholders, and to communicate more effectively within the company. Mllers
strong reputation will help assure stakeholders that Volkswagen is committed to strengthening
the company after this setback. The change in leadership will help the company regain trust, and
bring new ideas and insight to the organization (Volkswagen, 2015).
Online Presence:
Volkswagen has a strong online presence. The company has user-friendly websites that
are creative and informative. Any person looking for information on the company, its products,
or on emissions testing can easily find it. A new webpage has been dedicated to solely informing
the public on the problems with emissions testing. On the site, users can find information on
what happened, what Volkswagen was doing wrong, and how consumers may be effected
(Volkswagen, 2015). Statements are available from company leaders on plans to fix the
problem. By making this information readily available to the public Volkswagen has guaranteed
that interested individuals have a reliable platform to find information, and a space to have a
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SWOT: Strengths
conversation with the company. By admitting to cheating emissions tests, and quickly
responding to findings in a public manner, Volkswagen has maintained a degree of transparency,
and potential trust from the public that progressive actions are being taken (Volkswagen, 2015).
Sustainable Projects:
Volkswagen is already involved with environmental sustainability projects. The Think
Blue campaign focuses on managing the worlds resources carefully. The main goal of the
campaign is to transform Volkswagen into the most ecologically friendly car manufacturer in the
world by 2018 (Volkswagen, 2015). Volkswagen involves environmental experts in all stages of
the development process to help make sure that cars are efficient on the road, and throughout
their lifecycle. The company also offers fuel-economy training courses to help teach consumers
to drive in a sustainable fashion. Volkswagen has a partnership with People for Bikes, an
organization dedicated to encouraging people to ride bikes. A partnership with People for Bikes,
which could be seen as a competitor to Volkswagen, reflects dedication to promoting
sustainability and doing what is best for the planet, instead of solely Volkswagen sales. The
immense work Volkswagen does for promoting environmental sustainability shows that the
company is dedicated to the cause of creating a cleaner place to live (Volkswagen, 2015).

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SWOT: Weaknesses
Business Model:
The current business model used by Volkswagen is inefficient and has contributed to the
crisis. The current business model has two boards: the management board and the supervisory
board. The management board is led by executives and runs day-to-day operations within the
company. The supervisory board must approve any major decisions and has the power to hire
and fire management board members (McCrum, 2015). This two-board system hinders
communication and transparency. In regard to the cheated emissions tests, Volkswagen
executives claim to have been unaware of the defeat devices installed in the vehicles
(Volkswagen, 2015). In order to prevent crises like this, communication between employees
must be easily accessible across the board. While leadership acknowledges this problem,
creating a new corporate structure is a very difficult task and will take time and planning.
Product Recall:
Volkswagen has to make repairs to all turbocharged direct injection (TDI) products on
recall. This is an expensive and demanding task, as recalled products will likely be funneling in
for months to come. The effort and expense required for the repairs and replacements will take
away from the money and manpower available to make substantial changes for the
company. This will likely postpone development of new products and innovative ideas.
Owned Companies:
Volkswagen owns Porsche, Bugatti, and Lamborghini, which are publicly known to not
be fuel-efficient. While the demographic that buys these cars is not as concerned with
environmental issues, Volkswagens image is still tainted by owning these brands. The ownership
of these companies during a time of crisis may make Volkswagen seem negligent towards the
environment more than they would have otherwise.
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SWOT: Opportunities
Innovation:
Stricter emissions standards, along with public demand for environmentally friendly
products, encourage Volkswagen to find ways to create efficient and environmentally
sustainable products. In order to do so without drastically increasing production costs,
Volkswagen needs to explore innovative ideas and technologies. A desire to keep costs low,
along with pressure from stakeholders, could lead to new ideas in car manufacturing that
would spread to other manufacturers and change the entire industry (Strategic Management
Insight, 2013).
New Partnerships:
Consumer concern, along with lobbying and protests by environmental coalition
groups could lead to new relationships and partnerships. Partnering with organizations
devoted to environmental issues would allow Volkswagen to learn about environmental
issues, and gain a new perspective on how to improve the products. It also allows funding
and publicity for organizations involved, and could improve Volkswagens public reputation
and increase respect (Volkswagen, 2015).
Growth Through Acquisitions:
Volkswagen owns several car-manufacturing companies, all of which produce
different products and have diverse consumer bases (Volkswagen, 2015). Volkswagen can
acquire more companies to further develop and expand. By acquiring new companies with
sustainable practices and a strong reputation, Volkswagen can take over the new companies
practices and technologies, while working to improve its own reputation (Strategic
Management Insight, 2013).

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SWOT: Threats
Long Recovery:
It may take a long time for Volkswagen to fully recover from this crisis because
consumers tend to remember a scandal (Vilela, 2015). Any individual looking to buy a car in the
near future may be deterred from making a purchase from Volkswagen because of the recent
crisis. The next time these individuals buy a car, they may consider Volkswagen as a supplier
but there is no definite timeline to when they will be in the market for a new car. Any person
strongly affected by the results of emissions testing, will not be as likely to purchase their next
car from Volkswagen again.
Advertising by Competition:
Other car manufacturers may use this crisis as an advertising tool to promote their own
brand image or increase sales. Volkswagen is currently perceived as a company that may not
care much about the environment and sustainability. This presents an opportunity for other car
manufacturers to advertise themselves as a company that is environmentally friendly.
Competitors can now use their emission test results as tool to improve their brand image in
comparison to Volkswagen. This could prolong the negative image and make recovery more
difficult for Volkswagen.
Consumer Distrust:
Volkswagen is at risk of consumer distrust and disapproval. While the company is
making efforts to fix the problem at hand and improve production technologies, there is a
possibility that any positive change will be seen as damage control (Bansal, 2015). The public
may perceive sustainability efforts as a public relations maneuver, rather than a genuine desire
and commitment to be better.
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Primary Research
A survey was conducted to help determine the current perception of Volkswagen and to
guide plans for the Go Green campaign. Although data can be skewed in surveys due to the
lack of true random selection of participants, it provides valuable information from the
participants that do choose to take the survey. The main objective in using a survey as primary
research for the Go Green campaign is to identify constituents current perceptions of
Volkswagen and their views on environmentally sustainable efforts. This survey will help
determine who was most affected by the crisis and what changes they would like to see being
made. With this information, Volkswagen can tailor the Go Green campaign to a specific
audience in order to build trust and increase profit.
Survey Procedure
An online copy of the survey was issued to and completed by 100 participants through
SurveyMonkey over a period of 24 hours on November 16, 2015. Each group member posted the
survey on their Facebook page and encouraged their friends and family to take the survey.
Survey Sample
Participants in the survey included both males and females, with 21 percent being male
and 79 percent being female. A majority of the participants were under the age of 34 years old,
with 67 percent of them being 18 to 24 years old and 10 percent being 25 to 34 years old. Out of
100 participants, only 21 percent have owned a Volkswagen vehicle. Most of the participants
accessed the survey through the link posted on Facebook, meaning that they most likely use
social media on a daily basis. A complete list of survey questions can be found in Appendix A.
Survey Results
While analyzing the survey results, it was discovered that the top two qualities that
people look for when buying a car is price and safety. Out of 100 participants, almost 85 percent
15

Primary Research
had seen a Volkswagen advertisement and around 3 percent of people said advertisements
convinced them to purchase a Volkswagen. 56 percent of the participants said they have heard
about the Volkswagen emissions issue and 36 percent of people said this caused them to be less
willing to purchase a Volkswagen. 45 percent of people still consider the company
environmentally friendly. The survey also revealed that 88 percent of the participants are more
likely to support businesses and companies if they are environmentally friendly. Complete
survey results and graphic representations can be found in Appendix B
Survey Discussion
The results of this survey helped to establish how aware the public is of the recent results
of Volkswagen emissions testing and how consumers feel about the scandal. Since the survey
results found that 88 percent of those surveyed are more likely to buy from a company that is
environmentally friendly, this campaign will focus on the efforts Volkswagen is taking to become
more environmentally sustainable. The survey helped establish the main objectives of the Go
Green campaign and allowed Volkswagen to understand how its constituents view the company.
Survey Rationale
Surveys help to gain feedback from constituents and measure what a large group of
people thinks about a brand or situation. Surveys are cheap and easy to distribute, especially
when conducted online. They are also more convenient for people to participate in as opposed to
interviews and focus groups and allow results to represent a greater amount of people in a
relatively short amount of time. A survey was chosen to gather information for this campaign
because it provided information from different demographics and did not require a large portion
of the campaign budget.

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Target Audience
The target audience for Volkswagen is fairly diverse: from someone looking to purchase
their first car, to someone who has owned many cars and has experience in buying from the
automotive industry. Both these audiences depend on reliability, high safety ratings and fair
prices when considering a car to purchase. Both target audiences for this campaign are relatively
young consumers. A car is a high-involvement purchase, meaning it is a decision that comes
with much time and thought (Business Dictionary, 2015). The target audiences of Volkswagen
set aside time to conduct lengthy research before making a big financial investment in a
vehicle. The target audience of the Go Green campaign will be a subset of the general
audience of Volkswagen. The Go Green campaign will focus on consumers who are more
likely to have been affected by the emissions scandal and are turning to Volkswagen for answers.

The First-Time Car Buyer

Demographic Information:
A typical person in this target market is young, in their early to mid twenties. For this
campaign, the first car buyers gender skews female. The majority if this target audience is single
with no children. Though she is young, she is be financially independent. She has an entry-level
full time job, making $40,000 a year. The environment, comfort, and convenience are most
important to her.
Behavioristic Information:
She is looking for a car that is relatively cheap, but reliable because she has a twenty
minute daily commute to her job. This is her first independent car purchase, so she relies on the
reputation of brands, and wants to buy from a company that is known to be reliable and
popular. The consumer wants to get good gas mileage, so she can save her money on gas. Our
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Target Audience
target consumer does not care about having fancy features in her first car like Bluetooth, sound
systems, and rearview cameras.
Media Consumption:
She has a strong online presence and gets most of her information online through social
media sites like Facebook and Twitter. According to Adweek, Millennials spend an average of
almost 18 hours per day consuming media (Bennet, 2014). Before making large purchases, the
target consumer conducts research online and reads user reviews from websites like Yelp and
Kelley Blue Book. She is active online, so her awareness level of the emissions testing scandal is
high. She continues to keep up to date on Volkswagens response to the issue by following them
on social media channels. She wants to buy from a company with strong corporate values and a
positive vision.
Psychographic Information (VALS):
According to VALS (Values, Attitudes, and Lifestyles), this target audience falls under
the experiencer consumer group. She is an early adopter and often the first to adopt new and
forget about old trends. The target consumer is highly social and mobile; most of her buying
trends are directly related to word of mouth rather than through advertising. She is likely to be
willing to spend money but is not in the wealthiest consumer group. The consumer believes that
she is important, as well as the decisions she makes and products she buys. (SBI, 2015). The
philanthropic efforts of companies affect their buying decisions as well (SBI, 2015). Our target
consumer keeps up to date with Volkswagen to monitor if their values align with hers.

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Target Audience
The Family Man
Demographic Information:
The family man is in his 30s with a wife and two children under the age of six. He needs
a car to support his familys on-the-go lifestyle. The family man lives in the suburbs, roughly 30
minutes outside of the major city in which he works. He has an average, but steady, income as
does his wife. Their total family income is $65,000, which is higher than the average household
income. The average American household income for 2014 was $53,657 (United States Census
Bureau Quick Facts, 2014).
Behavioristic Information:
This is not his first car purchase, but his preferences have changed since his last car
purchase, which was after graduating college. Safety features are extremely important to him
now because he is concerned with the safety of his children. Accommodations are another
important feature of the car; being a busy family man he expects car accommodations to make
his travels more enjoyable. He would like to be able to buy a car with Bluetooth, a navigation
system, and a DVD player. In his eyes, Volkswagen is a reliable company that produces durable,
attractive, and high-performance vehicles. He has a larger budget than the first-time car buyer,
but still does not want to spend over $35,000 on a car. Most of his money is spent on his
childrens expenses and bills because they are attending private school.
The reliability and durability of the car is very important. A goal for the family man is to
find a car that will last long enough to give to his kids when they start driving. The family man
needs a car with good gas mileage as he commutes 30 minutes to work, and often takes day trips,
and vacations with his family. The environment is not his first priority in decision-making, but
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Target Audience
he likes to feel that his purchases are helping not hurting the environment. His family recycles
and buys some products organically.
Media Consumption:
Technology is a big part of The Family Mans life; he uses it for convenience more than a
social experience. The family man does have a Facebook to keep in touch with his college
friends and past colleagues. He logs onto to Facebook at most three times a week. He does not
use social media as his main news source. He tends to like traditional media better, like
newspaper, magazines, and television shows. The Internet is his main platform to research
companies and products, but he probably does not follow them on social media platforms.
Psychographic Information (VALS):
According to VALS, The Family Man is part of the Achievers consumer
group. Achievers have a me and my family first attitude. They have full time jobs and are
very committed to their family. They are goal oriented and adapt products and trends when the
bulk of other consumers do. They value technology that provides a boost in
productivity. However, in their mind, technology is not a way around working hard and making
things themselves. They enjoy some peer sharing, but also value privacy (SBI, 2009).

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Target Audience
For the Go Green campaign, Volkswagen will target the first-time car buyer. The
results of the conducted survey, which consisting mostly of 18-24 year olds, found that 88
percent of the respondents are more likely to support environmentally friendly businesses. This
is the group that Volkswagen will have to work the hardest to win the trust of because it is
important to young people that companies have environmentally sustainable practices. It is
important to Volkswagen to prove to the First-Time Car Buyer that its practices are up to her
standards. In addition, a younger target audience allows Volkswagen to build long-standing
relationships with these individuals. If the efforts of the campaign are successful, the First-Time
Car Buyer will not only have trust in Volkswagen, but will support the company and buy its
products for years to come.

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Communication Objectives
The 2015 emissions crisis caused the companys reputation to instantly plummet in the
eyes of consumers (Hemus, 2015). After being a top contender in the global stock market for 52
weeks, Volkswagens stocked dropped by 50 percent. Volkswagen is currently facing many
pending lawsuits in light of the emissions test scandal (Reuthers, 2015). With a damaged
reputation and decreased sales, consumers are anxiously awaiting to see how the once-great
Volkswagen will recover from this scandal. Internal measures have been taken to help the
reputation of the company, including CEO Martin Winterkorns resignation (McCrum, 2015).
The communication objectives for the Go Green campaign are:
1. Increase sales by 10 percent by the end of 2016
In order to reverse the negative impacts of the falsified emissions testing, the Go Green
campaign is aiming to increase its overall sales. This time-oriented goal will hold
Volkswagen accountable for making the necessary environmentally friendly changes to
its company.
2. Increase transparency
One of the major outcomes of the emissions scandal was the decrease in public trust. By
focusing the campaign on social media platforms Volkswagen is aiming to facilitate an
open dialogue, therefore increasing its transparency.
3. Communicate that Volkswagen is dedicated to making environmental changes
In order to communicate that the Go Green campaign efforts are more than just a
publicity stunt, Volkswagen will also increase corporate social responsibility efforts. The
company is not promoting its products, but rather its values. Taking this step will help
increase authenticity of both the campaign and reiterate Volkswagens commitment to the
environment.
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Theme & Strategies

Since the Go Green campaign is in response to a crisis, it is important that the tone of
the campaign expresses both remorse for the past and a commitment to a better future. It is also
important that the identity of Volkswagen is clearly established and expressed throughout the
campaign to help rebuild a stronger brand image and regain the trust of the public. It is
important that Volkswagen does not make any drastic changes in its branding and identity
throughout the process in order to avoid confusing the public.
Go Green
The theme of this campaign is Go Green. The goal is to learn from past mistakes in
order to improve the conditions of Volkswagen products and services and ultimately, the
planet. Volkswagen will do so by working to discover and implement innovative technologies
that are environmentally sustainable in order to build better vehicles. The focus of this campaign
will be to inform constituents of the changes Volkswagen is making and to encourage
suggestions and feedback. The campaign will convey the remorse Volkswagen has for the
damages it has caused and the aspirations it has for the future.
Strategy:
The campaign strategy is to tie the changes Volkswagen is making to the
environment. Since the target demographic cares about the environment and takes sustainability
into account when purchasing a car, this will be greatly emphasized throughout the
campaign. Rather than simply providing information about what Volkswagen is doing to
improve, the campaign will emphasize the commitment Volkswagen has to the environment.
Visual pieces will convey the Go Green theme through natural imagery and the color
green when possible. Visual pieces will be similar in structure and appearance to those
traditionally used by Volkswagen to help maintain its brand image and increase
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Theme & Strategies

cohesiveness. This structure consists of a dominant image accompanied by playful text in the
original Volkswagen font. A hybrid logo will be included on all visual pieces to let viewers
know that they are part of the Go Green campaign. This new logo serves to also inform
viewers that Volkswagen is in the process of developing hybrid versions of all its car models. All
pieces of the campaign will provide viewers with the opportunity to find more information and to
contact Volkswagen to increase transparency and encourage feedback.

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Message Strategy
Open Letter of Apology:
The open letter of apology is from the CEO of Volkswagen to the public. It is meant to
kick start the Go Green campaign and doubles as Volkswagens formal announcement of its
remorse for the emissions problems and a commitment to resolving the issue and doing better in
the future. The goal of the letter is to make a proactive effort to apologize to the public and
accept responsibility for the emissions scandal to begin to repair the companys image. In an
effort to be more transparent, it also outlines Volkswagens plans for the upcoming months and
further into the future. The letter encourages readers to stay informed about the changes
Volkswagen is making and to provide consumer feedback. The open letter of apology serves to
hold Volkswagen accountable for its promises and to continue to encourage a safe and open
dialogue between the company and its constituents.
Print Advertisement
The print advertisement is an 8.5 X 11 design to be featured in magazines. The print
advertisement, which features an image of a ladybug in grass, is meant to be simplistic and
reflective of the Go Green theme. The earthy aspect of the image illustrates the connection to
the environment and draws a parallel to one of Volkswagens most popular vehicles, the
Beetle. The headline, Another bug we can learn from, helps to further establish this
parallelism. The tagline acts as both an informative statement and a call to action. It clearly
states that Volkswagen is going green and encourages viewers to become involved and go to
Volkswagens website to learn more about its efforts.
There is a limited amount of text on the print advertisement. This is to help establish
brand recognition and maintain a consistent brand image. Traditionally, Volkswagens
advertisements have a strong image accompanied by a catchy, yet simplistic headline and
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Message Strategy
tagline. Volkswagens advertisements do not typically have a lot of copy and this advertisement
reflects that. Volkswagens advertising campaign for the Beetle took the world by storm. This
campaign was named the number one ad campaign by Adweek. The Think Small campaign
used very little body copy to advertise their message. Instead, the campaign focused on images
of the car models (Garfield, 1999). Staying true to Volkswagens roots, the Go Green
campaign follows similar guidelines to previous successful Volkswagen ad campaigns. The
similarity in style, structure, and font of this advertisement to previous advertisements helps to
ensure that Volkswagen is repairing its brand image, rather than confusing the public.
Social Media Advertisement
The social media advertisement is designed for Facebook and can easily be reformatted
to be shared on Instagram, Twitter, and the Volkswagen website. The social media
advertisement is similar in structure and style of the print advertisement, featuring a dominant
image supported by simple and clever copy. The image shows two people peeling back the blue
paint on a car to show that the car is green underneath. The underlying green color is meant to
visually illustrate the Go Green theme, as the color green is widely associated with the
environment and sustainable practices. The headline, Blue to you. Green to the earth., helps to
better convey the message. Though the car is physically blue. However, the message is that the
internal components of the car are green and that they are environmentally friendly thus
explaining the green hood that is being revealed. The peeling away motion of the image also
reflects Volkswagens efforts to remove its harmful practices and products from the Earth.
Social Media advertisements are important to this campaign because the target consumer,
the First Car Buyer, is a heavy user of social media. Advertising on social media allows
Volkswagen to reach the target demographic where this specific demographic likes to
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Message Strategy
be. Having a strong social media presence establishes an opportunity for an easy dialogue
between the company and its constituents. The shareability of social media also allows the
information to be transferred between friends in which helps to spread the message quickly and
promotes trustworthiness. The low cost of social media allows Volkswagen to post often
throughout the campaign.
Corporate Advertisement:
The corporate advertisement is meant to reflect the efforts Volkswagen is taking to
increase its corporate social responsibility. While the advertisement will run during the Go
Green campaign, it is not designed to combat the crisis but to help illustrate Volkswagens
values and social efforts. The advertisement is created for Twitter and will run on April 22nd of
2016 on Earth Day. The advertisement is consistent with the rest of Volkswagens advertising in
that it features a dominant image, has simple text, and uses the same style and fonts as other
advertisements.
The image featured in the Corporate Advertisement is the Volkswagen logo made out of
flowers to illustrate the concept that Volkswagen cares about the planet. The advertisement
wishes viewers a Happy Earth Day and challenges them to do their part to make a difference in
protecting the planet. While the advertisement does fit into the Go Green campaign theme, it
is not meant to sell Volkswagen products but informs the public that Volkswagen cares about the
Earth and that they should as well.
Media Calendar:
Twitter: Volkswagen currently tweets consistently once a day with an attached photo.
Every tweet created by Volkswagen recently used the hash-tag, #Volkswagen. Volkswagen uses
other forms of multimedia as well such as short video clips. Tweets vary from links,
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Message Strategy
Volkswagens website, to media releases. The Volkswagens account has had few retweets in
the past month and minimal conversations with other Twitter users. Tweets are either sent early
in the morning or around noon. Studies show that tweets in the early morning and during lunch
breaks are the most likely to be seen and engaged in by users (Adweek, 2015).
Facebook: Volkswagen is not extremely active on this media platform. Volkswagen
typically posts once to twice a month. The company does engage with users who comment on its
social media posts. Studies show that Wednesdays and Thursdays are the peak days for
Facebook posting (Adweek, 2015). This crisis communication campaign will increase
Volkswagen social media presence on the two platforms. Increasing social media presence will
develop a stronger relationship with the target audience. More frequent posting to social media
will help establish stronger brand awareness. The reason a media calendar was created is to keep
the company on track during a time where there is a chaotic environment and a great amount of
distraction. The calendar increases organization and increases the cohesiveness of the company.

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Media Strategy
In order to communicate Volkswagens message that it is going green in response to the
falsified emissions testing, the company needs to utilize the most efficient and cost effective
media strategies. Volkswagen plans to run a print advertisement in magazines, post
advertisements and information on both Facebook and Twitter, and use the companys website to
its advantage by keeping constituents up to date with the latest news regarding the emissions
issue for the Go Green campaign. Social media will be used the most for this campaign
because it is fairly inexpensive when compared to other forms of traditional media and the
campaigns target audience uses social media in order to gather news and information. This will
balance out the high expense of running print advertisements in magazines.
Magazine
Running print advertisements in magazines will be advantageous for Volkswagens Go
Green campaign because it will create repeated exposure for the company. According to Neil
Kokemuller, repeated exposure is created when using advertisements in magazines because
people normally keep magazines sitting around in households and businesses for a long period of
time, allowing the advertisement to reach numerous people (Kokemuller, n.d.). Using magazines
for the Go Green campaign will also act as an extension to Volkswagens current advertising
and marketing strategies. Volkswagen has run numerous print advertisements in 2015 and was
even recognized by Digital Agency Network as having one of the most creative advertisements
(Digital Agency Network, 2015). This recognition increases the attention that Volkswagens
print advertisements are receiving, making it a more effective and efficient media strategy to use.
Facebook
With 2,959,826 likes, Facebook will be a valuable communication tool for the Go
Green campaign. Volkswagen is currently using Facebook to inform constituents, especially
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Media Strategy
Millennials, about the emissions issue and particular recalls that consumers should be concerned
with (Facebook, 2015). The company is also taking responsibility for making a mistake and
claiming that they are taking steps to fix the emissions scandal (Facebook, 2015). The Go
Green campaign can use Facebook in a similar manner. Volkswagen will admit their role in
falsifying emissions testing and explain how they are going to fix it by going green. Visual
advertisements as well as information accompanied by a to a call to action will be posted on
Volkswagens Facebook page.
According to a Forbes article, social media has the ability to humanize companies due to
its interactive features (DeMers, 2014). Social media is a place where brands can act like people
do, and this is important because people like doing business with other people; not with
companies (DeMers, 2014). Volkswagen needs to be able to relate with people more than ever
during this emissions crisis. Facebook will allow the company to not only facilitate
conversations with concerned constituents, but it will also portray the company as human; a
human that makes mistakes but is willing to go the extra mile to fix it.
Twitter
Social media is a good medium to use when a company wants to convert its messages
into conversations with constituents (DeMers, 2014). Twitter is a social media medium known
for facilitating conversations through favorites, retweets, and replies. By posting information
and corporate social responsibility advertisements about how Volkswagen is going green on
Twitter, the company can encourage feedback from constituents and even make them feel as
though they are a part of the Go Green movement. Making constituents feel important during
this campaign is the key to encouraging them to participate in the call to action.
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Media Strategy
Twitter is also known for its concise communication platform, allowing only 140
characters or less of text and limited photos or videos per tweet. This method is advantageous
for Volkswagen because it already uses minimal marketing strategies. Since the campaigns
target audience has already been primed to view Volkswagen advertisements with strong visuals
and little text, advertisements on Twitter will immediately resonate with them. Twitter is also a
relatively inexpensive communication medium, allowing Volkswagen to have a greater budget to
post more social media advertisements.
Volkswagen
Volkswagen will use its website as a place where people can become more educated on
the call to action as well as join the company in the movement to Go Green. An Open Letter
Of Apology will be posted on the companys website as well as updates about Volkswagens
specific steps to Go Green in order to include constituents in the campaign. Using
Volkswagens website for a means of marketing and communication will be relatively
inexpensive since there is already a group of people being paid to manage the website. Using the
website throughout the campaign, is important because it is a controlled medium, Volkswagen
has control over what is posted and will only post positive news and updates.

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Conclusion
Volkswagen is a well-established company that has prided itself on trust and reliability
since 1937. The recent crisis that Volkswagen experienced by installing defeat devices in the
vehicles to pass emissions test with flying colors has tarnished its brand reputation.
Volkswagens stocks have dropped by 30 percent since the scandal has been made public
(Reuthers, 2015). As a result of this crisis, it is necessary to create a campaign focused on
apologetic crisis communication, as well to reinsure consumers that Volkswagen is dedicated to
environmental sustainability. In order to communicate Volkswagens message of Going Green,
the campaign is designed to use creative advertisements in print, magazines, and across social
media platforms to regain consumer trust. As a result, the goal of this campaign is to increase
sales by 10 percent by the end of 2016 and restore brand reliability among constituents.

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Appendix C
Open Letter of Apology

53

Appendix D
Print Advertisement

54

Appendix E
Corporate Advertisement

55

Appendix F
Social Media Calendar

56

Appendix G
Social Media Advertisement

57

Appendix H
Twitter

58

Appendix I
Instagram

59