The Context

Pennzoil, an iconic American brand in the motor oil industry, has long been known for its high-performance engine oils made from natural gas. However, as competitors like Mobil 1 gained ground, Pennzoil struggled to connect with a new generation of drivers who were becoming increasingly detached from the traditional car culture. The brand’s legacy, once associated with the American free spirit, had begun to feel outdated, and Pennzoil needed to reposition itself to appeal to a younger, tech-savvy audience while maintaining its leadership in the synthetic oil market.

By 2021, Pennzoil had set ambitious growth targets of generating $XXX million, but the brand needed a new strategy to reach these goals. Following a highly competitive pitch for Shell’s global advertising account, I was tasked with leading the Customer Experience Strategy for Pennzoil. This was a crucial aspect of the overall marketing and communications strategy, aimed at re-engaging the brand’s core audience while reaching new, untapped segments.

The Issue

Pennzoil’s brand, while respected for its quality products, had become stagnant and disconnected from a significant portion of its potential customer base. The main challenges included:

• Relevance: The brand was no longer resonating with younger drivers who valued innovation and convenience.

• Brand Perception: Pennzoil had become associated with an aging customer base and was seen as more of a legacy brand in the motorsports space, rather than a modern, innovative choice for the everyday driver.

• Growth Targets: Pennzoil needed to hit ambitious growth targets, but this would require broadening its appeal beyond the traditional DIY car enthusiasts.

My role

As the Senior Customer Experience Strategy Consultant, I led a team of strategists, data analysts, and junior consultants to assess Pennzoil’s market position and identify new customer segments. I conducted a comprehensive audit of Pennzoil’s existing research and led key initiatives, including market immersion, customer interviews (both B2B and B2C), and social listening. This helped us uncover critical insights into what today’s drivers really cared about and how Pennzoil could evolve to meet those needs.

I worked closely with Pennzoil’s Head of Brand, the Head of Strategy at VCCP, and senior executives to use these insights and create a holistic customer journey framework. This would inform our approach to communications, product development, and brand positioning, ensuring that Pennzoil’s messaging was more aligned with the needs of today’s drivers.

The Work

We identified two key customer segments for Pennzoil:

1. DIY car owners who still change their own motor oil.

2. DIFM (Do It For Me) drivers, who prefer to have their oil changed by professionals.

I worked with the team to map out two distinct customer journeys for each segment, gaining insights into their behaviours, preferences, and pain points. The research revealed that many consumers, particularly younger drivers, no longer saw car maintenance as a bonding experience but rather as a chore to avoid. This shift in perspective led to apathy toward Pennzoil and other motor oil brands.

We also discovered that Pennzoil’s unique product formula—made from natural gas and free of sludge—was hard for customers to understand and appreciate. We had to find a new, engaging way to highlight these advantages and bring them to life in a way that felt modern and relatable.

To address these challenges, my team and I developed a comprehensive communications framework that identified four growth drivers. We also hosted a collaborative workshop with the Pennzoil marketing team, which generated over 61 ideas aimed at repositioning the brand and making it relevant to a broader audience. This resulted in several innovative ideas that expanded Pennzoil’s brand presence beyond motorsports.