Executive Summary

The purpose of preparing this report is to study how MSN Autos can identify its
marketing opportunities through applying the Framework for Marketing Opportunity. A
brief background of MSN Autos will be outlined. Next, MSN Autos market opportunity
will be illustrated using the Framework of market opportunity.

Firstly, customer’s buying process and customer decision process will be

discussed in terms of identifying the unmet and underserved customer needs. Secondly,
market segmentation will be done by using geographic, demographic and benefits
segmentation. Meanwhile, the potential target segment that will be identified that will
likely to support its determination about the underserved and unmet needs will be people
who are aged 25 to 54 at working class with and without family. Thirdly, direct and
indirect competitors will be identified by using the competitor mapping to assess the
advantage relative to competition.

In addition, company resources like brand name, workforce, continuous growing

of revenue, technology support and affiliation will be assess to deliver the offerings to
consumers. Next would be followed by assessing market readiness of technology by
evaluating technology vulnerability, technology adoption as well as the impact of new
technology.

Furthermore, an opportunity story will be craft by including attributes including

target segments, consumer benefits, critical resources, resource sourcing, method used to
monetize the opportunity as well as the initial sense of the magnitude of the financial
opportunity. The last step of the market opportunity framework would be assessing the
opportunity attractiveness by considering factors like unconstrained opportunity, segment
interaction, growth rate, market size and profitability.
 Last but not least are the recommendations given based on the underserved and
unmet needs and shall later on follow by the conclusion.

Table of Content
Executive Summary.............................................................................................................1
Table of Content..................................................................................................................2
1.0 Introduction....................................................................................................................3
1.1 Purpose.......................................................................................................................3
1.2 Background................................................................................................................3
1.3 Scope..........................................................................................................................3
1.4 Methodology..............................................................................................................3
1.5 Limitation...................................................................................................................3
1.6 Plan ...........................................................................................................................4
2.0 Framework of Market Opportunity................................................................................5
2.1 Identify the Unmet and/or Underserved Customer Need .........................................5
2.1.1 Customer’s Buying Process ...............................................................................5
2.1.2 Customer Decision Process.................................................................................6
2.2 Identify the Specific Customers to Pursue.................................................................9
2.2.1 Market Segmentations........................................................................................9
2.3 Assess Advantage Relative to Competition.............................................................11
2.3.1 Direct Competitors and Indirect Competitors...................................................11
2.3.2 Competitor Mapping.........................................................................................12
2.4 Asses MSN Auto’s resource to delivering the offering...........................................14
2.4.1 Company Resources..........................................................................................15
2.4.2 Partner/Affiliation.............................................................................................16
2.5.1 Assess Market Readiness of Technology.........................................................17
2.6 Specifying the opportunity in concrete terms..........................................................18
2.7 Assess opportunity attractiveness............................................................................21
2.7.1 Unconstrained Opportunity...............................................................................21
2.7.2 Segment Interaction..........................................................................................21
2.7.3 Growth rate.......................................................................................................21
2.7.4 Market Size.......................................................................................................22
2.7.5 Profitability.......................................................................................................22
3.0 Recommendation.........................................................................................................23
4.0 Conclusion...................................................................................................................24
5.0 Reference List..............................................................................................................26
6.0Appendix.......................................................................................................................29

2
1.0 Introduction
1.1 Purpose

To study how MSN Autos can identify its market opportunities through applying the
Framework for Marketing Opportunity.

1.2 Background

MSN Autos, one of the MSN families’ website, is the largest global network online
automotive sites which provide consumers with comprehensive research, buying and
ownership services (MSN Autos Fact Sheet, 2003). It acted as a third parties automotive
site. It is the most visited automobile website in the internet. MSN Auto is formerly
known as MSN CarPoint before the year of 2002 (MSN Autos Chronology, 2003).

1.3 Scope

The information was mostly based on secondary resources from the internet, textbook,
articles and internet journal.

1.4 Methodology

In order to complete this report, online resources and websites are visited; articles, online
journal and relevant textbook are used for better understanding about the framework of
market opportunity of MSN Autos.

1.5 Limitation

There are restrictions to obtain the current and latest information relating to MSN Autos
regarding the operation and resources of the company.

3
1.6 Plan

Firstly, in-depth investigation was carried out for MSN Autos, which focus mainly on the
seven steps of the Framework for Marketing Opportunity. All the seven steps are
interrelated to investigate and discuss about the company. Lastly, recommendations are
given to better enhance the company and the customer buying experience

4
2.0 Framework of Market Opportunity

2.1 Identify the Unmet and/or Underserved Customer Need

2.1.1 Customer’s Buying Process

Ranked as the largest global network of online automotive sites, MSN Autos
has three groups of customers. However, this report will focus mainly on the buyers
segment. By focusing on the buyers, a simple customer’s car buying process can be
drafted. Through observation and close study on the important steps of the buying
process, MSN Autos can develop and integrate fundamental attributes to ensure that their
customers are satisfied with the company online buying process. Exhibit 1 shows the
customer buying process tree for purchasing a car.

Problem
Problem
Recognition
Recognition
Prepurchase

Information
Information S
a
Exhibit 1: Customer Buying Process Tree for Car Purchase

Gathering
Gathering
5
2.1.2 Customer Decision Process

The set of unmet and underserved needs of customers or also known as

opportunity nucleus can be reveal by analyzing the customer decision process. (Rayport
& Jaworski, 2003). If MSN Autos is able to identify these needs, they can further
enhance and fulfil these needs which eventually will ease and improve their customer
buying experience with MSN Autos. Exhibit 2 illustrates the customer decision process
for a car buyer.

Proce

Realize the
Realize the
Exhibit 2: Customer Decision Process to Identify Unmet and Underserved Needs

When a customer recognizes the need to buy a car, the customer will be provoked to
collect information about the car that he/she is interested in. As the customer visit MSN

6
Autos, detailed reviews, descriptions, features and ratings on numerous different cars are
available for customers to peruse. Although the information on cars are accessible to
everyone, only residents of United States and 14 other developed countries are offered
this services. Therefore, this is one of the unmet needs that MSN Autos did not provide to
other potential customers in other countries.

Apart from that, MSN Autos has failed to provide a comprehensive guide for car
beginners. The car description that MSN Autos offer to its customers is difficult to
comprehend by a car dummy. Therefore, some people might not find this information to
be useful. Moreover, there is no clear and distinct customer service link in the main
webpage. Due to that, customers may find the website inconvenient and not user friendly.

After gathering information, customers will compare and evaluate this information to
decide which car is suitable for them. However, not all car information is available to
viewers. For instance, car rating and reliability data are not provided for certain cars
especially on latest and luxury cars. On contrary, some cars are rated only by user and
hence, customers will feel uncertain on cars that are not by car expert. Thus, this is
another unmet and underserved need.

Subsequently, customer will select the most suitable car and go for a test drive. As car is
a high involvement product, consumers will evaluate the car again after the test drive in
order to ensure that the right decision has been made. The customer will negotiate with
the car dealer and make purchase decision once the customer is satisfied with the car.
Thereafter, the customer will enjoy the new car. There is no unmet or underserved need
here that is pertinent to MSN Autos as these three steps are reconciled between the
buyers and the car dealer.

If the customer is please with the buying experience, the customer will stay loyal and
may repeat again in the future. Over here, the unmet need is that MSN Autos did not
offer any loyalty system or incentives that encourage customers to re-visit MSN Autos

7
for car information. Without such programs, potential customers can always browse other
similar websites.

A large number of MSN Autos current service offering is shown in exhibit 3.

Egg Diagra

Exhibit 3: Egg Diagram

8
2.2 Identify the Specific Customers to Pursue

The next step in the framework is to identify specific customer segments that MSN Autos
can pursue. In this section namely the geographic segmentations, consumer demographics
and benefits will be emphasized.

2.2.1 Market Segmentations

2.2.1.1 Geographic

MSN Autos targets on U.S. region mainly on areas that are most populated. However,
MSN Autos also target on develop countries such Australia, Austria, Belgium, Canada,
Denmark, Finland, France, Germany, Italy, Japan, the Netherlands, Sweden, Switzerland,
and the United Kingdom. MSN Autos consider that these countries do have the potential
of growth of sales in automobiles. At the moment Autos MSN have created live Web
sites to these countries mentioned above with 11 different languages for the ease of
understanding to these potential customers. (Autos, 2006)

2.2.1.2 Demographics

MSN Autos has monthly audience of over 7.9 million and had decided to narrow down
its target audience to profitable potential customers. MSN Autos profile had shown that
MSN Autos viewer’s age ranges from 25-54 years old are the majority group that view
this webpage. (Microsoft, 2007). This group is working class people and might be a
group that has started a family. As proved, 71% that automobiles viewer are married
(Microsoft, 2007).

9
Exhibit 4: Demographic profile of MSN Autos

2.2.1.3 Benefits

MSN Autos had offered a few valuable services for the benefits of viewers in terms of
convenience. One of the services provided is the gas price checking. In the U.S, gas
prices changes frequently. MSN Autos had gathered these oil priced information from the
Oil Price Information System (OPIS) and they are the only comprehensive source of U.S.
wholesale and retail petroleum prices. Therefore, MSN Autos receives pricing data from
over 90,000 gas stations across the nation and inform viewers about the frequent changes.
(Autos, 2006).

10
Another benefit that MSN Autos had provided is the Real Time Traffic Information
where viewers are provided with information on areas that are caught with heavy traffic.
With the Real Time Traffic Information, viewers are aware on areas that are involved in
heavy traffic and thus can use the information to avoid any unnecessary traffic jam.
(Autos, 2006)

Over the years, MSN Autos had built great affiliation with MSNBC. MSNBC is the
major media/information provider in the website. It has the ability to provide ample
information concerning with any question on cars. For example, MSN Autos can now
provide viewers with latest information about the arrival of a new car model, where
viewers can be updated with latest information regarding the latest car in the market. On
top of that, MSNBC also present interesting information such as car-testing result of a
particular car (MSNBC, 2006).

2.3 Assess Advantage Relative to Competition

2.3.1 Direct Competitors and Indirect Competitors

MSN Auto’s direct competitors are those third party automotive websites that provide
detailed car information and operate independently of car manufacturers. According to
Keynote (2007), the leading provider of measurement for internet performance, the best
third party automotive websites are Edmunds.com, Kelley Blue Book and Cars.com. As
compared to MSN Autos, these direct competitors offer very similar services in terms of
in-depth information, description and research on various types of cars.

On the other hand, MSN Autos indirect competitors are websites that are associated with
car linkage between buyers and sellers but do not concentrate on cars as their main sales
or trade. The example of MSN Auto’s indirect competitor are eBay and
I-offer. The competitor profiling in the exhibit below shows the comparison attributes
between MSN Autos and its direct and indirect competitors.

11
Exhibit 5: Competitor Profiling for MSN Autos

Look for car

2.3.2 Competitor Mapping

information
There are four main dimensions that were significant given to MSN Auto’s customer
segments and this comprises of amount of information, brand recognitions, technology
and cars supports and other perks. Above, the competitors mapping shows that MSN
Autos against three of its direct competitors that are Edmunds, Kelly Blue Book (KBB)
and Cars.com. The purpose of assessing the competitive advantage of MSN Autos against

Link to car
its competitors is to show the performance level of several segments of offerings.

It is visibly shown that MSN Autos does provide generous amount of information for

accessories
customers to view. MSN Autos also provide customers ratings and expert ratings for
viewers to have better understanding about a particular car. All information that is needed
can be found in just one webpage and hence, this lessens the hustle for customers to
search individually on information from other webpage. If Edmunds were to compared to
MSN Autos, more thorough information was given to viewers for better understanding of

Provides latest 12
a car. Edmunds also provides car rating and comments to increase customer’s confidence
in buying cars. As for KBB and Cars.com, wide-ranging information was also given.
However, their information was not as detailed as Edmunds. Edmunds certainly has
competitive advantages because they provide a webpage environment that not only
contributes valuable information but sufficient and understandable comments for
customers.

MSN Autos does stands out exceedingly in terms of brand recognition. MSN Autos had
originated from MSN, which is the subsidiary of the mega company, Microsoft. Through
Microsoft, MSN Autos is recognised as a reliable and important websites where 7.9
million unique viewers have visited this site (Autos, 2006). The exceptional brand name
of MSN Autos has generated more visitors to view their websites. Aside from MSN
Autos, most viewers does not have wide knowledge of Edmunds, KBB and Cars.com in
terms of how well known is the brand unless of course if research have been done by
viewers on the website. Cars.com however, has a very good advantage of brand
recognition as their domain name is simple and yet self explanatory. Nonetheless, MSN
Autos still has strong competitive advantage in this area as Microsoft has long been
established.

One of the advantages that MSN Autos inherited from the support of Microsoft is
revolutionary technology. Microsoft’s.NET technology is used to provide customers the
latest and accessible function that increases the user-friendliness and fulfilment of
customer. Even though MSN Autos has great technology, all three competitors do also
provide each individual software that are beneficial to viewers. Edmunds had selected
Oracle (R) Application Server 10g and Oracle BPEL Process Manager, components of
Oracle Fusion Middleware. Customers that viewed Edmunds finds that Oracle does help
to increase operational efficiency and speed time-to-market. (icrossing,2003)
KBB had used the LeadDrive, a new Internet-based dealer solution presents recognizable
Kelley Blue Book information and Trade-In values, allowing the dealer to customize
links driving shoppers to other areas of their site. (KBB, 2006). Cars.com in the other
hand uses AdManager's XML Integration Module where their technology allows

13
increased targeting capabilities and speeding ad delivery. No doubt all three competitors
have good technology that helped to increase potential viewers however; MSN Autos had
a better opportunity to draw viewer’s attention because of the great affiliation with
Microsoft. (The Auto Channel, 2006)

Lastly, MSN Autos does provide viewers the benefit as they view this website. MSN
Autos provides direct links of cars supports and other perks. For example, MSN Autos
had provided viewers directly to dealers who sells car accessories while the rest do not.
Besides, MSN Autos also do provide additional services such as real time traffic and gas
pricing that the three other competitors does not. In this area, MSN Autos definitely has a
better advantage than the rest.

Dimension
of
Comparison

Amount of
Exhibit 6: Competitor Mapping

2.4 Asses MSN Auto’s resource to delivering the offering •

Information 14
2.4.1 Company Resources

2.4.1.1 Brand name - autos.msn.com

MSN Autos is the sub-company of Microsoft. It is obvious that visitor will associate the
website and the domain name itself with Microsoft. The brand name of Microsoft is
ranked 2nd out of 50 most valuable brand in the world (Duncan, T., 2005). The
outstanding brand name of Microsoft has become the greatest customer-facing asset for
MSN Auto.

In addition, MSN is famous among all internet users as it covers from health (MSN
health) to finance (MSN money). The MSN Autos (automotive) is one out of the many
groups from MSN. The well recognized brand name has become a key success factor of
MSN Autos which can help to attract user to use/visit the website.

2.4.1.2 Great Workforce

Microsoft Company owns loyal, hardworking, and diverse workforce (Hafner, 2001). It
has become an invisible asset which help MSN Autos to run and enhance the operation of
the business so as providing more unique services to the consumer.

2.4.1.3 Continuous growing of revenue

MSN Autos, the subsidiary of Microsoft can rely on the revenues and profits from
Microsoft. The 30% rising of revenues and profits a year with merger/acquisition or
investment in 92 companies over the past five year of Microsoft does provide MSN Auto
sufficient capital and resources such as experience, technology to survive and lead the
competition against their main rival, Edmunds, Kelly Blue Book, Cars.com.

15
2.4.1.4 Unique services

MSN Auto's My Car feature and Personal Auto Pages enable customers to register their
vehicle and receive relevant and customized news and content, which are local traffic
alerts, gas prices, driving directions, service reminders, recall notices, service discounts,
repair estimates and service provider information (MSN Autos Fact Sheet, 2003).

2.4.1.3 Technology Support

Technology support from Microsoft with the use of Microsoft’s .NET technology can
leverage the website to create an unparalleled user experience and meet customer’s
demand for broad consumer services offerings (MSN Autos Fact Sheet, 2003). Besides,
Java language, xML and C++ technology are used in creating the website.

2.4.2 Partner/Affiliation

MSN Autos has successful business and marketing relationships with AutoNation, eBay,
OPIS, TeleAtlas and Kelley Blue Book, as well as with Ford, Volvo, GM, Toyota and
Porsche (MSN Autos Fact Sheet, 2003).

Furthermore, MSN Autos also has strong affiliation with MSNBC and it provides
customer with updated information on car. In addition, The North American International
Auto Show, Paris Motor Show, Geneva Auto Show and the Canadian International Auto
Show are major international auto shows, where MSN Autos is the official consumer
website that provides real-time coverage of all the auto shows above, (MSN Autos Fact
Sheet, 2003).

16
Exhibit 7: MSN AUTOS RESOURCE SYSTEM DIAGRAM

Experience in Strong
industry - brand Great Work Force
Microsoft name

Technology Unique Growing of revenue

support Services and profits

Domain name –
auto.msn.com Easy
access Strong affiliations
locations

2.5.1 Assess Market Readiness of Technology

2.5.1.1 Technology Vulnerability

The internet user in US comprises of 205,326,680 at year 2005 while, the total US’s
population is 298,444,215 at year 2006 (CIA Fact Book, 2006). 69% of the country
populations are internet user. As internet has officially become an important part of
Americans’ lives, (Fan, 2005) it is therefore a great opportunity for the user to cope with
the idea of purchasing automobile online. In addition, the successful of eBay shows the
trend of online purchasing is continuously growing (Beale, 2006).

17
MSN Autos has the advantages of avoiding fraud issue as user complete the deal in the
offline environment where customers will make payment if they are satisfied with the
automobile.

2.5.1.2 Technology Adoption

MSN Autos has had to balance its use of technology against the newness of the internet
to consumers. MSN Autos has the cutting-edge technology support from Microsoft. The
use of xML, C++ and JAVA language in the website provide MSN Autos the newest and
user-friendly function that increases the ease-of-use and satisfaction of customer.

2.5.1.3 Impact of New Technologies

MSN Autos has the ability to track the customer’s ‘clickstream’, the sequence of pages
visited, and time spent on different pages. These are valuable data to MSN Autos because
it helps in site design to optimize revenues; and to potential advertisers, because it lets
them assess the effectiveness of ads placed in various parts of the site. MSN Autos’
pioneering use of technology may be somewhat risky; but given the potential rewards of
first movers advantage and the newness of all the e-commerce Web technologies, it is
probably right to invest in systems which gives scalability and power.

2.6 Specifying the opportunity in concrete terms

After identifying the comparative advantage, company capabilities and readiness of

technology, Autos MSN should be able to target the segments that are likely to support its
determination about the underserved or unmet needs. To specify the opportunity in
concrete terms, target segments, customer benefit, critical resources, critical “reasons to
believe”, methods to monetize the opportunities as well as an initial sense of the

18
magnitude of the financial opportunity are included in the company business plan
(Rayport & Bernard, 2004).

Firstly, potential target segment will be divided into two categories which include both
male and female aged 25 - 54 working class with and without family. According to
Aksoy, Ask, Bayriamova & Matiesanu (2006), the Internet is becoming an increasingly
important channel for automotive researchers. Online automotive researchers are now
likely to contact a dealer online than they do so off-line.

Secondly, opportunity of other attributes will be simplified in the table below for easier
understanding.

19
Target Market Aged 25 to 54 working Aged 25 to 54 working
class with family class without family

Value Proposition Provide in depth vehicle Provide in depth vehicle

reports on family car and reports on passenger car and
consumer reports on car consumer reports on car
prices. prices.

Customer Benefits Provide easier link to Provide more information

customer service and faster on price and model of cars
responds to customer according to consumer’s
inquiries via e-mail. affordability.

Critical Resources SUV forum by customizing Passenger car forum by

their offerings on brands customize their offerings on
that customer viewed. brands that customer
viewed.

Reasons to Believe Brand Recognition and Great affiliation with well

strong established brand. known online company.
(eg: KBB and MSNBC)
Resource Sourcing In house. In house.

How to Monetize To find partners via To find partners provide

collaboration to provide high quality leads that will
value added services. turn into sales.

Opportunity Magnitude Large Medium - Large

Exhibit 8: Autos MSN Opportunity Story

In order to satisfy both segments, MSN Autos should provide different services tailored
to their specific needs.

20
2.7 Assess opportunity attractiveness

Subsequently, focus should be on customer and market dynamics. Factors like

unconstrained opportunity, segment interaction, growth rate, market size, and
profitability shall be taken into account (Rayport & Bernard, 2004).

2.7.1 Unconstrained Opportunity

There will certainly be unconstrained opportunities since more and more consumers has
shop for cars through the internet and about 60% of online users who have purchased a
vehicle within the past year use the Internet to research their next auto purchase (Britt,
2007). Hence, Autos MSN shall closely follow up with their customers’ enquiries and
provide them with appropriate feedback.

2.7.2 Segment Interaction

Segment interaction is a crucial factor. Customers have always wanted to look for review
and opinion from post-purchase customers as their opinions are unbiased. Post purchase
customers are seen as trustworthy and credible compared to dealers as dealers will
normally mention only positive values of their own brands.

MSN Autos has also their Consumer Created Content on their website where Autos MSN
use that to increase brand awareness and sales. In addition, Autos MSN has created a
“Looking for a car” message board to allow customers to share tips or strategies in terms
of buying, selling or maintaining a car.

2.7.3 Growth rate

21
U.S. Department of Labour Employment & Training Administration has complemented
the automotive industry as a high growth industry. An investment of approximately $12
million is used to help automotive workers to work quickly and efficiently with new
production processes to develop industry-standard automotive technician training
programs at technical high schools (U.S. Department of Labour Employment & Training
Administration, 2007).

Furthermore, research has also shown that European light vehicle sales to grow 2% in
2007, which will move the market beyond 21million units for the first time. The
automotive data specialist claims that the current year is likely to reach 20.8million units,
up 2.4% over 2005 (Authoritative & timely global business information, 2006).
Therefore, Autos MSN can continue pursuing their goal in the US and European with
greater hopes.

2.7.4 Market Size

According to the vertical market research portal (2006), the market exhibited solid
growth of 18% in inflation-adjusted dollars between 2001 and 2006 with approximately
$35 billion in 2006 sales. The baby boomers in US are currently approaching retirement
age and will devote more time to travel and leisure. The increasingly diverse U.S.
population demonstrates increased minority participation in car culture (The vertical
market research portal, 2006). Hence, Autos MSN can actually generate their sales by
capturing this part of market online.

2.7.5 Profitability

Origination reviews to specs and consumer feedback, the Internet has become the most
powerful conductor of vehicle sales (Chee, 2004). Acoording to Aksoy, Ask,
Bayriamova, & Sehgal (2006), regarding consumers' purchase decisions the Internet has
more influence on the new car market than it has on the used car market and for online

22
used car market, buyers have increasingly rely on searches of online classified
advertising listings.

However, Prichard (2007) has a different point of view regarding the automotive industry
where the total US sales will drop in 2007 by approximately 90,000 units, to 16.5 million.
In spite of that, Autos MSN still provide the best offerings with good management to
generate profits.

Exhibit 9: Autos MSN Overall Opportunity Assessment

3.0 Recommendation

23
MSN Autos obtain benefits from the marketing framework opportunities. From current
technological advancement, the website is able to attract new potential customer while
retaining its current customer at the same time. However, MSN Autos’ overseas website
is not fully utilized as there is lesser user using the services as compare to US’s market.
Therefore, by paying more attention on the overseas website, MSN Autos can enjoy
continuous growth and increase in revenue.

It is obvious that basic car education is not given by MSN Autos; the provision of this
information can help MSN Auto to create a new market. Furthermore, customer services
are essential for business to be success. The customer support link of MSN Autos should
be located in the significant page such as home page to increase the ease-of-use which in
turn increases customer satisfaction.

Lastly, customer-loyalty is one of the major issue faced by online business as the
switching cost is lower therefore customer tend to switch brand. The introduction of
customer loyalty program can increase the switching cost. Car accessories discount can
be given as rewards to frequent buyer who had made deal through this website. It is
essential that MSN Autos collaborate with the accessories dealer in order to provide this
offer.

4.0 Conclusion

24
In the competitive online environment, it is difficult to compete with others as the
offering is relatively similar. New technology evolved rapidly and online businesses are
becoming transparent to competitors. However, by using MSN Autos overall opportunity
assessment as an illustration, they have scored fairly well. Being part of Microsoft
Corporation had really boost MSN Autos as one of the most visited websites. MSN Autos
can further succeed if they can position themself with unique insight by understanding
consumer’s precise needs. Furthermore, the level of profitability depends on how
excellent can they deliver their benefits to customers and satisfy them.

25
5.0 Reference List
Aksoy, B., Ask, J., Bayriamova, Z. & Sehgal, V. (2006), “US online automotive forecast,
2005 to 2010 new and used car sales, financing, and insurance”, Jupiter Research, ,
<http://www.jupiterresearch.com>, viewed 10 January 2007

Aksoy, B., Ask, J., Bayriamova, Z. & Matiesanu, C. (2006), “US automotive consumer
survey: Understanding the demographic, behavioral, and attitudinal characteristics of
leads”, Jupiter Research, , <http://www.jupiterresearch.com>, viewed 10 January 2007

Authoritative & timely global business information (2006), “Germany: CSM forecasts
modest market growth for Europe in 2007”, viewed 10 January 2007, <http://www.just-
auto.com/article.aspx?id=89960>

Beale, M. (2000), ‘E-Commerce Success Story: eBay, Exclusive Interview with Kevin
Pursglove’, <http://www.ecommercetimes.com/story/2127.html>, viewed 15th January
2007

Britt, P. (2007), “Auto motivation: Dealers' online sales zoom”, <

http://www.destinationcrm.com>, viewed 10 January 2007

Chee, B. (2004), “2004 Online automotive market report”, viewed 10 January 2007, <
http://www.autobytel.com/content/research/index.cfm/action/showArticle/aid/138898>

CIA, (2006), ‘The world Fact Book – United States’

<https://www.cia.gov/cia/publications/factbook/geos/us.html>, viewed 17th January 2007

Duncan, T. (2005), Principles of Advertising & IMC, second edition, McGraw-

Gill/Irwin, United States

Fan, J. (2005), ‘Low-Hanging Fruit Lies in Global Markets’, AC-Nielsen.

<http://www.nielsen-netratings.com/pr/pr_050318.pdf>, viewed 15th January 2007

26
Hafner, A. W. (2001), ‘SWOT Analysis: Microsoft Corporation’,
<http://www.bsu.edu/libraries/ahafner/awh-th-swot-ms.html>, viewed 15th January

Keynote, (2007), “Edmunds Edges Ahead of Kelley Blue Book in Online Race for Car
Buyers”, <http://www.keynote.com/company/press_room/releases_2006/01.10.06.html>,
viewed 15 January 2007

Lienert,D.(2007) “MSNBC:The year’s most fuel-efficient cars” ”

<http://www.msnbc.msn.com/id/15212753/ >viewed 17th January 2007

Media Information Centre: KELLEY BLUE BOOK LAUNCHES NEW INTERNET-

BASED TECHNOLOGIES FOR DEALERS,
<http://www.kbb.com/kbb/MediaCenter/PressReleases.aspx?
ContentUniqueName=2006&ContentId=3>, viewed 19th January 2007

Microsoft, 2003, MSN Autos Fact Sheet,

<http://www.microsoft.com/presspass/newsroom/msn/factsheet/msnautosfs.mspx>,
viewed 15th January 2007

Microsoft Digital Advertising Solution ,2007, MSN Autos,

<http://advertising.microsoft.com/Autos?tab=profile>, viewed 20th January 2007

Microsoft, 2003, MSN Autos Chronology,

<http://www.microsoft.com/presspass/newsroom/msn/factsheet/MSNAutosChronology.
mspx>, viewed 15th January 2007

Microsoft: “MSN Autos Local Traffic Reports”

<http://autos.msn.com/everyday/TrafficReport.aspx?upd=1&metro=NYC>> viewed 15th
January 2007

27
Microsoft: “MSN Autos Local Gas Pricing”
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6.0Appendix

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