By 2005, the vehicle tracking category had grown to a multi-billion Rand industry with over 10 competing brands fighting for a market that had reached maturity. With market penetration stalling at 20%, Tracker's fitments had reached a ceiling of 300 000 units.
The room for growth for Tracker was to grow the market, not to get consumers to switch from another vehicle tracking brand. The key insight was that consumers saw tracking devices as another form of insurance. They somehow made sure to ignore the fact that fitting a Tracker is an effective way to look after the safety of their loved ones.
Based on this key insight, an integrated campaign was launched to shift the behaviour of their consumers.