AutheAuthenticity: Is It Real or Is It Marketing?
Case Opening Statements – This case is about the struggle between a new corporate identity geared toward a return to the roots or legacy of Hunsk Engines (HE) a motorcycle manufacturer, versus the status quo. Marty Echt, new head of marketing for the HE determines that the brand has gotten away from its authenticity” and needs to rectify that problem.
Problem Identification – The Hunsk problem, was that they moved their brand away from what had made them successful, which was marketing to the demographic described as “fiercely independent, confident and edgy”. (Weinberg, 2008) This move away from the non-conformist was worsened by pandering to a demographic that was looking for a quiet refined ride and then toward a more youthful rider and finally as an eco-friendly piece of machinery. This created a brand identity crisis. It was Marty Echt’s goal to re-align HE back towards their “roots” thereby reestablishing the link to their most profitable demographic.
Factors Impacting the Problem - The main factor impacting this issue, as I see it, is that the current regime of employees is not in sync with the Hunsk customer. They are described as hard working but not motorcycle enthusiasts by any stretch of the imagination. They are good group of employees but they may lack the vision needed to provide the products, services and brand images to the Hunsk “true believer”.
There is a Perception disconnect that Echt is attempting to reconcile. The old regime, in an attempt to broaden the Hunsk reach has moved away from the traditional customer who has brought success to the brand and is attempting to attract a totally different set of customers who represent a 180 degree change from the traditionalists.
Recommendations, including implementation guidelines
I believe what Mr. Echt should do to promote his “Back to our roots” campaign is that he should require that all sales and demo team members familiarize themselves with the “Hunsk” traditional customer not just the bikes. I believe this can best be accomplished by setting up focus groups, celebrating “Hunskness” through corporate sponsored events such as picnics, bike shows, holiday parties and then requiring that the aforementioned staff is interacting with this customer base on as personal level as possible. The goal would be to immerse these employees in the lifestyle of the riders that they attract so that they can see what makes them tick. This would also allow Hunsk to show to this disregarded demographic that they are the “True believers”. This would convey the perception to these “believers” that they are the reason for Hunsk’s success. This would also provide an opportunity for the Hunsk employee to change their perception on who is actually their core customer and that it is imperative that they do all that they can to understand this groups needs and desires so that the Hunsk brand is brought back to prominence. nticity: Is It Real or Is It Marketing?
Case Opening Statements – This case is about the struggle between a new corporate identity geared toward a return to the roots or legacy of Hunsk Engines (HE) a motorcycle manufacturer, versus the status quo. Marty Echt, new head of marketing for the HE determines that the brand has gotten away from its authenticity” and needs to rectify that problem.
Problem Identification – The Hunsk problem, was that they moved their brand away from what had made them successful, which was marketing to the demographic described as “fiercely independent, confident and edgy”. (Weinberg, 2008) This move away from the non-conformist was worsened by pandering to a demographic that was looking for a quiet refined ride and then toward a more youthful rider and finally as an eco-friendly piece of machinery. This created a brand identity crisis. It was Marty Echt’s goal to re-align HE back towards their “roots” thereby reestablishing the link to their most profitable demographic.
Factors Impacting the Problem - The main factor impacting this issue, as I see it, is that the current regime of employees is not in sync with the Hunsk customer. They are described as hard working but not motorcycle enthusiasts by any stretch of the imagination. They are good group of employees but they may lack the vision needed to provide the products, services and brand images to the Hunsk “true believer”.
There is a Perception disconnect that Echt is attempting to reconcile. The old regime, in an attempt to broaden the Hunsk reach has moved away from the traditional customer who has brought success to the brand and is attempting to attract a totally different set of customers who represent a 180 degree change from the traditionalists.
Recommendations, including implementation guidelines
I believe what Mr. Echt should do to promote his “Back to our roots” campaign is that he should require that all sales and demo team members familiarize themselves with the “Hunsk” traditional customer not just the bikes. I believe this can best be accomplished by setting up focus groups, celebrating “Hunskness” through corporate sponsored events such as picnics, bike shows, holiday parties and then requiring that the aforementioned staff is interacting with this customer base on as personal level as possible. The goal would be to immerse these employees in the lifestyle of the riders that they attract so that they can see what makes them tick. This would also allow Hunsk to show to this disregarded demographic that they are the “True believers”. This would convey the perception to these “believers” that they are the reason for Hunsk’s success. This would also provide an opportunity for the Hunsk employee to change their perception on who is actually their core customer and that it is imperative that they do all that they can to understand this groups needs and desires so that the Hunsk brand is brought back to prominence.