This document provides a marketing plan for a Harley Davidson integrated media campaign targeting women ages 35-55 in Central New York with a household income over $50,000. It includes a SWOT analysis, target market details, campaign theme of "Escape to Freedom," recommended creative executions, proposed media mix including television, radio, magazines, events, direct mail and website, and a budget summary. The goal is to increase awareness and motorcycle sales to women through an emotional approach combined with informative elements.
Harley-Davidson was founded in 1903 and is the largest motorcycle manufacturer in the world. However, its core customer base of men over 35 is shrinking, so it must pursue growth opportunities abroad and attract new demographics. The document outlines Harley-Davidson's strategy, strengths, challenges from foreign competition, and alternatives like expanding into foreign markets, lowering costs, and targeting women and younger riders to remain competitive.
Harley-Davidson uses the Harley Owners Group (HOG) as a marketing tool to promote its brand and lifestyle. In India specifically, Harley has tweaked its HOG strategy to be more family-friendly and aligned with cultural preferences. It organizes five annual regional HOG events across India rather than just one national event, allowing it to maintain relationships with customers and generate revenue through merchandise and services. This customized HOG approach has proven effective, with over 90% of Indian customers participating in events each year.
This presentation illustrates the analysis of Harley-Davidson's competitive strategy. It is based on the case from Grant, R., 2010. Contemporary Strategy Analysis. 7th edition, pp. 636-654
This document provides an analysis of Harley-Davidson's motorcycle industry and the company's strategy. Part 1 analyzes the industry, discussing its dominant features, Porter's five forces, and drivers of change. Part 2 analyzes Harley-Davidson's strategy, including its present focused differentiation strategy, positive recent financial performance, opportunities in international markets and among new demographics, and strengths identified in an EFE matrix. The document conducts a thorough analysis to evaluate Harley-Davidson's industry and strategy.
This document provides a summary of Harley-Davidson's business strategy. It discusses Harley-Davidson's founding in 1903 and history of successes and milestones. However, it also notes increasing competition, an aging rider base, and a difficult economic environment as challenges. The strategy outlines plans to deliver results through focus, transform product development, expand globally, and adopt a customer-led marketing approach to ensure long-term profitability, appeal to emerging markets, attract young riders, and sustain for stakeholders.
Harley Davidson a comprehensive Case Study SolutionSalman Hanzala
The document provides an analysis of Harley Davidson Inc. for its 100th anniversary. It discusses the motorcycle industry features and analyzes Porter's five forces. It also examines Harley Davidson's current strategies, opportunities and strengths through EFE and IFE matrices. The financial analysis shows the company's strategies have been working well, with increasing profitability and market share over the last three years.
Harley-Davidson historically dominated the US motorcycle market through cultural ties, constant innovation, and contracts with government agencies. However, in the 1970s Honda disrupted the market with more affordable, technologically advanced motorcycles. Harley struggled as it focused on mass production over quality. Currently, Harley's main competitive advantages are its strong brand and owner communities, though these may not be sustainable against newer competition. Going forward, Harley faces challenges in attracting younger riders and expanding internationally. Its strategy now includes new models, marketing events, and rental programs. Recommendations include penetrating large new markets like India and China while attracting younger demographics.
Harley-Davidson was founded in 1903 in Milwaukee, Wisconsin by William Davidson, Walter Davidson, Arthur Davidson and William Harley. It began as the Harley-Davidson Motor Company and produced its first motorcycle with a small engine for a regular pedal bike. Since then, Harley-Davidson has grown to become the largest motorcycle manufacturer in the world. It faces challenges attracting new demographics and expanding globally but utilizes strategies like international expansion, new product development, and a focus on its strong brand and culture to maintain its competitive advantage.
Harley-Davidson was founded in 1903 and is the largest motorcycle manufacturer in the world. However, its core customer base of men over 35 is shrinking, so it must pursue growth opportunities abroad and attract new demographics. The document outlines Harley-Davidson's strategy, strengths, challenges from foreign competition, and alternatives like expanding into foreign markets, lowering costs, and targeting women and younger riders to remain competitive.
Harley-Davidson uses the Harley Owners Group (HOG) as a marketing tool to promote its brand and lifestyle. In India specifically, Harley has tweaked its HOG strategy to be more family-friendly and aligned with cultural preferences. It organizes five annual regional HOG events across India rather than just one national event, allowing it to maintain relationships with customers and generate revenue through merchandise and services. This customized HOG approach has proven effective, with over 90% of Indian customers participating in events each year.
This presentation illustrates the analysis of Harley-Davidson's competitive strategy. It is based on the case from Grant, R., 2010. Contemporary Strategy Analysis. 7th edition, pp. 636-654
This document provides an analysis of Harley-Davidson's motorcycle industry and the company's strategy. Part 1 analyzes the industry, discussing its dominant features, Porter's five forces, and drivers of change. Part 2 analyzes Harley-Davidson's strategy, including its present focused differentiation strategy, positive recent financial performance, opportunities in international markets and among new demographics, and strengths identified in an EFE matrix. The document conducts a thorough analysis to evaluate Harley-Davidson's industry and strategy.
This document provides a summary of Harley-Davidson's business strategy. It discusses Harley-Davidson's founding in 1903 and history of successes and milestones. However, it also notes increasing competition, an aging rider base, and a difficult economic environment as challenges. The strategy outlines plans to deliver results through focus, transform product development, expand globally, and adopt a customer-led marketing approach to ensure long-term profitability, appeal to emerging markets, attract young riders, and sustain for stakeholders.
Harley Davidson a comprehensive Case Study SolutionSalman Hanzala
The document provides an analysis of Harley Davidson Inc. for its 100th anniversary. It discusses the motorcycle industry features and analyzes Porter's five forces. It also examines Harley Davidson's current strategies, opportunities and strengths through EFE and IFE matrices. The financial analysis shows the company's strategies have been working well, with increasing profitability and market share over the last three years.
Harley-Davidson historically dominated the US motorcycle market through cultural ties, constant innovation, and contracts with government agencies. However, in the 1970s Honda disrupted the market with more affordable, technologically advanced motorcycles. Harley struggled as it focused on mass production over quality. Currently, Harley's main competitive advantages are its strong brand and owner communities, though these may not be sustainable against newer competition. Going forward, Harley faces challenges in attracting younger riders and expanding internationally. Its strategy now includes new models, marketing events, and rental programs. Recommendations include penetrating large new markets like India and China while attracting younger demographics.
Harley-Davidson was founded in 1903 in Milwaukee, Wisconsin by William Davidson, Walter Davidson, Arthur Davidson and William Harley. It began as the Harley-Davidson Motor Company and produced its first motorcycle with a small engine for a regular pedal bike. Since then, Harley-Davidson has grown to become the largest motorcycle manufacturer in the world. It faces challenges attracting new demographics and expanding globally but utilizes strategies like international expansion, new product development, and a focus on its strong brand and culture to maintain its competitive advantage.
Here are 3 key strategies Harley should pursue to succeed in emerging markets like Brazil, China, and India against competitors with lower costs:
1. Price competitively by adjusting prices regionally and introducing products at lower price points tailored to local purchasing power.
2. Refocus their brand image through modernized designs and introducing lighter motorcycle models to appeal to younger consumers.
3. Invest in local production through assembly plants in these regions to lower costs and be responsive to local market needs, labor forces, and avoid high import tariffs. This will allow Harley to better control their value chain and compete on price.
Pursuing an aggressive international expansion into these large emerging markets is critical for Harley to sustain long-
Harley Davidson HBR Case analysis- Preparing for the next centuryJibin Joseph
Here are potential responses to the questions:
B1/B2
Q1. Some people tattoo the Harley Davidson logo on their body because the brand has become a lifestyle and a culture. It represents freedom, rebellion and individuality for many riders. Tattooing the logo is a way for super fans to permanently identify with the brand.
Q2. Harley Davidson seems to be trying to balance going back to its roots while also moving into the future. On one hand it is preserving traditions like the V-twin engine, but it is also innovating with new designs, technologies and targeting younger riders. It remains to be seen if this dual approach will be successful long term.
C1/C2
Harley Davidson has focused on building a strong brand identity centered around a motorcycle lifestyle. They established a niche in the market for heavy, customized chopper-style motorcycles. While they faced competition in the past, Harley Davidson has retained their position through aggressive marketing that emphasizes the brand experience and community. Looking forward, opportunities exist in expanding into new markets and demographics, though threats remain from lower-cost competitors and an aging customer base.
Harley-Davidson offers a range of motorcycles and related products and services. It has five motorcycle segments and sells parts, accessories, apparel and other licensed products. It also offers financial services and runs a museum. While its core customer is middle-aged men, it is trying to expand to women and younger riders. However, it faces challenges in attracting new demographics and competing in changing markets and against other motorcycle brands.
Social media report about HarleyDavidson, Honda & Ducati USI
We are digital marketing students and we developed a social media report about Honda, Ducati and HarleyDavidson. Check out also our blog http://mibdigitalscanners2013.blogspot.ch/
Group8 ModE12014 Harley Davidson Assignment_presentation version 9 May 2016 (3)Pieter Taljaard
The document provides an analysis of Harley-Davidson's strategic position, including a PESTEL analysis of the macro environment, an analysis of competitors and customers in the motorcycle industry, a look at Harley-Davidson's internal strengths and weaknesses, and an overview of their business model and strategic options going forward. It finds that while Harley-Davidson has a strong brand and market position in the US, opportunities exist to expand into new markets and adapt their marketing to changing consumer preferences and increased environmental regulations.
1) Honda was able to manufacture better quality motorcycles at lower costs through practices like Kaizen (continuous improvement), Just-in-Time (JIT) manufacturing, and extensive quality statistics.
2) While Harley-Davidson initially struggled against foreign competitors like Honda, it was able to bounce back by learning Japanese manufacturing techniques, rebranding its image, and engaging customers through organizations like HOG.
3) It is debatable whether focusing solely on quality improvement without considering costs is the right approach. Harley-Davidson has found success due to strong branding and marketing rather than competing directly on price.
The document summarizes Harley Davidson's response to challenges faced during the recession from 2007-2009. Key actions taken included consolidating production facilities, restructuring the workforce through layoffs and flexible employment, and renegotiating agreements with unions. Additionally, decision making was centralized and a new CEO was appointed. These strategic changes helped improve profit margins from 12.5% in 2009 to 16% in 2011.
This document summarizes Harley-Davidson's business strategy and history. It discusses how Harley-Davidson focuses on differentiation within the heavyweight motorcycle market by appealing to customers' lifestyle needs. It also examines Harley-Davidson's key strengths in brand recognition and unique customer experiences, as well as weaknesses in international exposure. The document outlines mistakes made when Harley-Davidson became complacent due to its postwar monopoly, and attributes its turnaround success to goal orientation, strong management and marketing practices like the Harley Owners Group.
The goal is to increase sales of the Harley Davidson Sportster motorcycle among women ages 35-44. The plan is to use inclusion marketing to promote the Sportster and market the Harley brand directly to this target audience. This will be done through a television, print, and outdoor advertising campaign in top cities like New York and Los Angeles, as well as sponsoring events. The objective is to increase Sportster sales by 3,000 units within one year.
Harley-Davidson has pursued four key business strategies that have led to increased market share and cost savings:
1. Leveraging strong brand loyalty among customers through programs like H.O.G.
2. Expanding their target market to include independent women riders by designing more accessible motorcycles.
3. Increasing plant efficiency by reorganizing production processes and facilities to eliminate bottlenecks.
4. Growing international sales in regions like Latin America through new regional headquarters and cultural marketing.
Harley-Davidson has traditionally pursued a differentiation strategy focused on heavyweight cruiser motorcycles that appeal to a sense of lifestyle and experience. However, the company faces threats to its competitive position from changing customer demographics and preferences. To sustain its advantage, Harley-Davidson should pursue strategies to reduce costs, enhance differentiation through innovation, and lock-in customers internationally while protecting its intellectual property. Specifically, the company could lower prices by improving efficiency, increase sales volumes for economies of scale overseas, and invest more heavily in research and development to create new types of motorcycles.
Harley Davidson has a long history dating back to 1903 and has survived economic downturns and competition to become a iconic brand. It builds loyalty through programs like H.O.G. that create a sense of community among riders. H.O.G. originated as a way to improve manufacturing and engage customers through shared experiences like group rides. The document discusses how Harley continues to connect with customers and younger audiences through personalization, empowering customer reviews and feedback, and making the complaint process easy.
A new global brand management strategy for Harley-DavidsonJoren Lemiegre
Harley-Davidson is one of the most mythological brands in the world. Every Harley-driver has its own stories and every Harley-bike its own history. In the last decade however, Harley-Davidsons’ core driver has become much older.
The aim of this project was to develop a new global brand strategy for Harley-Davidson to attract younger consumers. After some research it became crystal clear that Harley-Davidson is a real lovebrand and that it cannot do anything it wants. The risk of loosing loyal customers was too big. Following is the conclusion of the research:
Research shows that the new generation values authenticity and uniqueness more than ever. This is good news for Harley-Davidson which distinguishes itself from competitors with these values. Harley-Davidson has to seize this opportunity by sticking to its values by introducing modern techniques and modern design touches combined with the old elegance of Harley-Davidson. Retro design with a modern touch has never been cooler before.
Furthermore, Harley-Davidson has to stay away from categories that will harm the brand DNA and brand equity. Racing and performance motorcycles do not comply with the brand identity and cannot be introduced unless under a different brand name. The values of the target group for this kind of motorcycles will never comply with Harley-Davidsons’ brand values.
And finally, all this, has to be done without chasing away the current Harley-buyer. This customer still has to be able to identify itself with the brand. Therefore the feeling to belong to a strong community is more important than ever. HOG is a very successful marketing programme and it has to be supported all year long.
By applying these techniques, Harley-Davidson will remain a real lovebrand with high brand equity. Harley-Davidson stands for fun, experience and happiness with a little touch of rebellion. Every Harley-rider has its own story, but everyone single one of them has the same dream: Freedom
Harley Davidson is a leading American motorcycle manufacturer known for its cruiser style motorcycles. Founded in 1903, Harley Davidson has grown to sell a variety of motorcycle and lifestyle products. It dominates the US motorcycle market with nearly 50% market share but faces challenges expanding internationally where it holds only 7.7% of the European market. While Harley Davidson has strong brand loyalty and financial performance in the US, it will need to diversify its product line and expand its global presence to maintain long term success as demographic and competitive trends evolve.
Harley-Davidson is seeking to leverage its brand advantage in India. As an iconic American motorcycle brand known for representing freedom and individualism, Harley-Davidson sells luxury cruiser motorcycles globally, including in India which is one of its top Asian markets. However, the brand faces challenges in India including lack of brand recognition compared to local brands, price sensitivity of Indian customers, and lack of infrastructure like fuel and service centers to support the Harley-Davidson riding experience. Harley-Davidson's strategies to address these challenges include expanding its dealership network, offering customized affordable models, organizing community events, and collaborating with other companies to improve support services in India.
This document provides an overview of Harley-Davidson's history and operations. It discusses how the company was founded in 1903 in Wisconsin and became a leading American motorcycle manufacturer. It also outlines Harley-Davidson's mission and brand positioning. The document analyzes the company's competitive position in various markets and pricing strategy. It considers ways Harley-Davidson can improve its market share and reduce price pressures, such as expanding into new markets and customization options.
Harley Davidson is an American motorcycle manufacturer founded in 1903. It has established itself as a leading brand in the heavyweight motorcycle segment and has over 1 million members in its Harley Owners Group. While its US market share has declined in recent years, Harley has expanded internationally with markets in Europe, Asia, and Australia now larger than its domestic US market. Looking ahead, Harley faces opportunities to further expand abroad and challenges around ongoing capacity constraints, price competitiveness, and attracting new demographics like women and younger riders.
Harley Davidson ( Strategic Management Report) Mission, VisionIMM Graduate School
Harley Davidson is one of the best known motorcycle producers in the world. It was founded in 1903 in Milwaukee, Wisconsin and has since grown to produce not only motorcycles but also various branded merchandise. While it has a very loyal customer base attracted to its promotion of freedom and lifestyle, Harley Davidson also faces challenges such as high costs, overdependence on the US market, and competition from other motorcycle manufacturers. To maintain its strong brand and market position, the company will need to continue innovating, expanding internationally, and attracting new demographic groups to riding.
Harley-Davidson is looking to engage younger consumers like Generation X and Generation Y in order to boost declining sales. Their target audience has traditionally been older Baby Boomers. Black Sheep Media has created a marketing plan called "How far will you go?" that aims to lower the average age of Harley consumers by targeting 30-40 year olds through various media channels and softening the brand's image to appeal to these audiences. The plan will use television, magazines, out of home advertising, social media, and experiential marketing to reach potential new customers.
Harley-Davidson has faced declining sales in recent years, particularly among younger consumers and women. As a result, the company has launched a review of its global agency assignments to improve its marketing strategies and regain market share. Harley-Davidson hopes that making changes to its creative, digital, and media agencies will help the company better target key audiences and drive demand.
Here are 3 key strategies Harley should pursue to succeed in emerging markets like Brazil, China, and India against competitors with lower costs:
1. Price competitively by adjusting prices regionally and introducing products at lower price points tailored to local purchasing power.
2. Refocus their brand image through modernized designs and introducing lighter motorcycle models to appeal to younger consumers.
3. Invest in local production through assembly plants in these regions to lower costs and be responsive to local market needs, labor forces, and avoid high import tariffs. This will allow Harley to better control their value chain and compete on price.
Pursuing an aggressive international expansion into these large emerging markets is critical for Harley to sustain long-
Harley Davidson HBR Case analysis- Preparing for the next centuryJibin Joseph
Here are potential responses to the questions:
B1/B2
Q1. Some people tattoo the Harley Davidson logo on their body because the brand has become a lifestyle and a culture. It represents freedom, rebellion and individuality for many riders. Tattooing the logo is a way for super fans to permanently identify with the brand.
Q2. Harley Davidson seems to be trying to balance going back to its roots while also moving into the future. On one hand it is preserving traditions like the V-twin engine, but it is also innovating with new designs, technologies and targeting younger riders. It remains to be seen if this dual approach will be successful long term.
C1/C2
Harley Davidson has focused on building a strong brand identity centered around a motorcycle lifestyle. They established a niche in the market for heavy, customized chopper-style motorcycles. While they faced competition in the past, Harley Davidson has retained their position through aggressive marketing that emphasizes the brand experience and community. Looking forward, opportunities exist in expanding into new markets and demographics, though threats remain from lower-cost competitors and an aging customer base.
Harley-Davidson offers a range of motorcycles and related products and services. It has five motorcycle segments and sells parts, accessories, apparel and other licensed products. It also offers financial services and runs a museum. While its core customer is middle-aged men, it is trying to expand to women and younger riders. However, it faces challenges in attracting new demographics and competing in changing markets and against other motorcycle brands.
Social media report about HarleyDavidson, Honda & Ducati USI
We are digital marketing students and we developed a social media report about Honda, Ducati and HarleyDavidson. Check out also our blog http://mibdigitalscanners2013.blogspot.ch/
Group8 ModE12014 Harley Davidson Assignment_presentation version 9 May 2016 (3)Pieter Taljaard
The document provides an analysis of Harley-Davidson's strategic position, including a PESTEL analysis of the macro environment, an analysis of competitors and customers in the motorcycle industry, a look at Harley-Davidson's internal strengths and weaknesses, and an overview of their business model and strategic options going forward. It finds that while Harley-Davidson has a strong brand and market position in the US, opportunities exist to expand into new markets and adapt their marketing to changing consumer preferences and increased environmental regulations.
1) Honda was able to manufacture better quality motorcycles at lower costs through practices like Kaizen (continuous improvement), Just-in-Time (JIT) manufacturing, and extensive quality statistics.
2) While Harley-Davidson initially struggled against foreign competitors like Honda, it was able to bounce back by learning Japanese manufacturing techniques, rebranding its image, and engaging customers through organizations like HOG.
3) It is debatable whether focusing solely on quality improvement without considering costs is the right approach. Harley-Davidson has found success due to strong branding and marketing rather than competing directly on price.
The document summarizes Harley Davidson's response to challenges faced during the recession from 2007-2009. Key actions taken included consolidating production facilities, restructuring the workforce through layoffs and flexible employment, and renegotiating agreements with unions. Additionally, decision making was centralized and a new CEO was appointed. These strategic changes helped improve profit margins from 12.5% in 2009 to 16% in 2011.
This document summarizes Harley-Davidson's business strategy and history. It discusses how Harley-Davidson focuses on differentiation within the heavyweight motorcycle market by appealing to customers' lifestyle needs. It also examines Harley-Davidson's key strengths in brand recognition and unique customer experiences, as well as weaknesses in international exposure. The document outlines mistakes made when Harley-Davidson became complacent due to its postwar monopoly, and attributes its turnaround success to goal orientation, strong management and marketing practices like the Harley Owners Group.
The goal is to increase sales of the Harley Davidson Sportster motorcycle among women ages 35-44. The plan is to use inclusion marketing to promote the Sportster and market the Harley brand directly to this target audience. This will be done through a television, print, and outdoor advertising campaign in top cities like New York and Los Angeles, as well as sponsoring events. The objective is to increase Sportster sales by 3,000 units within one year.
Harley-Davidson has pursued four key business strategies that have led to increased market share and cost savings:
1. Leveraging strong brand loyalty among customers through programs like H.O.G.
2. Expanding their target market to include independent women riders by designing more accessible motorcycles.
3. Increasing plant efficiency by reorganizing production processes and facilities to eliminate bottlenecks.
4. Growing international sales in regions like Latin America through new regional headquarters and cultural marketing.
Harley-Davidson has traditionally pursued a differentiation strategy focused on heavyweight cruiser motorcycles that appeal to a sense of lifestyle and experience. However, the company faces threats to its competitive position from changing customer demographics and preferences. To sustain its advantage, Harley-Davidson should pursue strategies to reduce costs, enhance differentiation through innovation, and lock-in customers internationally while protecting its intellectual property. Specifically, the company could lower prices by improving efficiency, increase sales volumes for economies of scale overseas, and invest more heavily in research and development to create new types of motorcycles.
Harley Davidson has a long history dating back to 1903 and has survived economic downturns and competition to become a iconic brand. It builds loyalty through programs like H.O.G. that create a sense of community among riders. H.O.G. originated as a way to improve manufacturing and engage customers through shared experiences like group rides. The document discusses how Harley continues to connect with customers and younger audiences through personalization, empowering customer reviews and feedback, and making the complaint process easy.
A new global brand management strategy for Harley-DavidsonJoren Lemiegre
Harley-Davidson is one of the most mythological brands in the world. Every Harley-driver has its own stories and every Harley-bike its own history. In the last decade however, Harley-Davidsons’ core driver has become much older.
The aim of this project was to develop a new global brand strategy for Harley-Davidson to attract younger consumers. After some research it became crystal clear that Harley-Davidson is a real lovebrand and that it cannot do anything it wants. The risk of loosing loyal customers was too big. Following is the conclusion of the research:
Research shows that the new generation values authenticity and uniqueness more than ever. This is good news for Harley-Davidson which distinguishes itself from competitors with these values. Harley-Davidson has to seize this opportunity by sticking to its values by introducing modern techniques and modern design touches combined with the old elegance of Harley-Davidson. Retro design with a modern touch has never been cooler before.
Furthermore, Harley-Davidson has to stay away from categories that will harm the brand DNA and brand equity. Racing and performance motorcycles do not comply with the brand identity and cannot be introduced unless under a different brand name. The values of the target group for this kind of motorcycles will never comply with Harley-Davidsons’ brand values.
And finally, all this, has to be done without chasing away the current Harley-buyer. This customer still has to be able to identify itself with the brand. Therefore the feeling to belong to a strong community is more important than ever. HOG is a very successful marketing programme and it has to be supported all year long.
By applying these techniques, Harley-Davidson will remain a real lovebrand with high brand equity. Harley-Davidson stands for fun, experience and happiness with a little touch of rebellion. Every Harley-rider has its own story, but everyone single one of them has the same dream: Freedom
Harley Davidson is a leading American motorcycle manufacturer known for its cruiser style motorcycles. Founded in 1903, Harley Davidson has grown to sell a variety of motorcycle and lifestyle products. It dominates the US motorcycle market with nearly 50% market share but faces challenges expanding internationally where it holds only 7.7% of the European market. While Harley Davidson has strong brand loyalty and financial performance in the US, it will need to diversify its product line and expand its global presence to maintain long term success as demographic and competitive trends evolve.
Harley-Davidson is seeking to leverage its brand advantage in India. As an iconic American motorcycle brand known for representing freedom and individualism, Harley-Davidson sells luxury cruiser motorcycles globally, including in India which is one of its top Asian markets. However, the brand faces challenges in India including lack of brand recognition compared to local brands, price sensitivity of Indian customers, and lack of infrastructure like fuel and service centers to support the Harley-Davidson riding experience. Harley-Davidson's strategies to address these challenges include expanding its dealership network, offering customized affordable models, organizing community events, and collaborating with other companies to improve support services in India.
This document provides an overview of Harley-Davidson's history and operations. It discusses how the company was founded in 1903 in Wisconsin and became a leading American motorcycle manufacturer. It also outlines Harley-Davidson's mission and brand positioning. The document analyzes the company's competitive position in various markets and pricing strategy. It considers ways Harley-Davidson can improve its market share and reduce price pressures, such as expanding into new markets and customization options.
Harley Davidson is an American motorcycle manufacturer founded in 1903. It has established itself as a leading brand in the heavyweight motorcycle segment and has over 1 million members in its Harley Owners Group. While its US market share has declined in recent years, Harley has expanded internationally with markets in Europe, Asia, and Australia now larger than its domestic US market. Looking ahead, Harley faces opportunities to further expand abroad and challenges around ongoing capacity constraints, price competitiveness, and attracting new demographics like women and younger riders.
Harley Davidson ( Strategic Management Report) Mission, VisionIMM Graduate School
Harley Davidson is one of the best known motorcycle producers in the world. It was founded in 1903 in Milwaukee, Wisconsin and has since grown to produce not only motorcycles but also various branded merchandise. While it has a very loyal customer base attracted to its promotion of freedom and lifestyle, Harley Davidson also faces challenges such as high costs, overdependence on the US market, and competition from other motorcycle manufacturers. To maintain its strong brand and market position, the company will need to continue innovating, expanding internationally, and attracting new demographic groups to riding.
Harley-Davidson is looking to engage younger consumers like Generation X and Generation Y in order to boost declining sales. Their target audience has traditionally been older Baby Boomers. Black Sheep Media has created a marketing plan called "How far will you go?" that aims to lower the average age of Harley consumers by targeting 30-40 year olds through various media channels and softening the brand's image to appeal to these audiences. The plan will use television, magazines, out of home advertising, social media, and experiential marketing to reach potential new customers.
Harley-Davidson has faced declining sales in recent years, particularly among younger consumers and women. As a result, the company has launched a review of its global agency assignments to improve its marketing strategies and regain market share. Harley-Davidson hopes that making changes to its creative, digital, and media agencies will help the company better target key audiences and drive demand.
Harley Davidson must capture new market share from younger demographics like millennials and minorities while retaining its aging customer base. It proposes two campaign strategies: 1) An "Open Roads" campaign featuring a national motorcycle tour, digital content, and social media or 2) A "My First Bike" campaign partnering with Save the Children to share customer stories and donate bicycles to underprivileged children. The latter is recommended for strengthening the brand through emotional storytelling while working within budget and timeline constraints.
This document summarizes the branding strategy and loyal customer base of Harley-Davidson motorcycles. It discusses how Harley-Davidson has evolved from merely a mode of transportation to a symbol of pride and lifestyle. The iconic bar and shield logo used since 1910 is recognized worldwide. Harley-Davidson targets baby boomers and has successfully expanded to attract female riders, maintaining a loyal customer base through experiences and a sense of community. The consistent branding and integrated marketing communications over 100+ years has made Harley-Davidson a cult brand worldwide.
Harley-Davidson's core customers of baby boomers are aging, so the company needs a new strategy to attract younger riders. The proposed plan targets men and women aged 25-55 by offering a wider range of cheaper bikes. It aims to promote Harley's image rather than just the products through college tours, forums, urban expos, and social media advertising focusing on lifestyle rather than the rider. The key risks are losing existing customers and competition from others targeting youths.
Harley-Davidson has strengths as a well-known brand with a growing female demographic, but weaknesses in being new to women customers. Competitors like Honda, Suzuki, and Kawasaki have actively targeted women through promotions. Kawasaki saw sales jump from 32% to 45% after a campaign targeting women. The U.S. market has potential for growth in regions like the Pacific Coast, Southwest, and New England. Competitors include Honda, Suzuki, Yamaha, Kawasaki, BMW, and others, with Honda spending the most on advertising at over $9 million.
Introduction Harley-Davidson, America’s largest motorcycle produc.docxnormanibarber20063
Introduction
Harley-Davidson, America’s largest motorcycle producer, is an iconic brand worldwide that provides a unique customer experience. The company produces custom, cruiser, and touring motorcycles, and offer parts, accessories, riding gear, apparel, and general merchandise. The latter provides wholesale and retail financing and insurance to Harley-Davidson dealers and riders located in the United States, Canada, and other international markets. (David & David, 2016). The motor cycle industry is an intensely competitive industry with many big competitors, which is why Harley had struggled over the last few years. This report will cover the following; 1) Harley’s vision and mission statements, 2) Internal/external strengths and weaknesses, SWOT Analysis, and lastly, a recommendation on the strategic direction for the company supported by the two Matrices, SPACE Matrix and the SWOT Matrix. Company Background
Harley Davidson is America’s largest motorcycle producer that was first incorporated in 1907 by William S. Harley and Arthur Davidson. It started off in a small shed in Milwaukee, Wilsconsin with its first dealership opening in Chicago, 1904. They targeted customer needs with its unique offerings and earned price premiums. Harley operates in two primary business segments, Motorcycle & Related Products (Harley-Davidson Motor Company), and Financial Services (Harley-Davidson Financial Services). In 2014, Harley’s worldwide retail sales increased by 2.7% versus the prior year. The company has sales in almost 90 countries, with one-third of its sales coming from outside the United States. (David & David, 2016). Today, Harley remains a dominant force in the market but faces challenges in creating products relevant to younger riders and women, as well as developing international sales in countries such as India. (David & David, 2016).Mission and Vision Statement
Many organizations today develop a vision statement that answers the following question, “What do we want to become?” “Developing a vision statement is often considered the first step in strategic planning, preceding even development of a mission statement.” (David & David, 2016). Whereas, a mission statement identifies the scope of a firm’s operations in product and market terms. It addresses the standard question which is, “What is our business?”
Harley-Davidson’s current mission statement is as follows, “We fulfill dreams through the experience of motorcycling, by providing to motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segments.” The company’s vision for sustainability is, “We preserve and renew the freedom to ride.” (David & David).
We know that Harley-Davidson’s goal is to increase company shipments by 4-6% to 282,000-287,000 motorcycles worldwide, and projects its operating margin for all of 2015 from the Motorcycle segment to be 18-19 percent. We also know that the company’s strategic.
This document provides an overview and analysis of Harley Davidson's marketing strategy in India. It begins with an introduction to Harley Davidson as an iconic American motorcycle brand. It then discusses Harley Davidson's brand personality and segmentation strategy in India, targeting wealthy executives and entrepreneurs. The marketing strategy section outlines Harley Davidson's objectives of gaining market share and brand loyalty in India. It analyzes the company's use of events, partnerships with hotels and clubs, and a focus on building a loyal biking community to promote the brand. Competitors in India like Royal Enfield and Victory are also mentioned.
Harley Davidson was founded in 1903 in Wisconsin and is now the largest motorcycle manufacturer. It has two segments, HDMC for manufacturing and HDFS for financial services. It uses premium pricing and selective distribution aligned with its cult branding. Events like H.O.G rallies and the Riding Academy help build strong brand loyalty among its loyal, primarily older male customer base. Younger customers could be attracted by introducing lighter bikes and targeting them in marketing.
The document outlines Harley-Davidson's 2014 media plan to increase sales of motorcycles to younger males aged 18-34. The plan aims to increase awareness of the Harley-Davidson brand within this target market by 15% and increase website visits by 15%. It allocates 40% of the $10 million budget to cable TV ads on ESPN, Discovery Channel and History Channel during primetime hours. Another 20% will fund banner ads on Google Maps and Yahoo Mail. The remaining budget is split between outdoor ads, magazine spreads, and social media promotion.
Harley Davidson is launching a new media campaign to increase brand awareness and customer demand by 5% during the spring and summer months. With a $10 million budget, the campaign will use various media channels including radio, newspapers, internet, TV, magazines and cable from February through June. The target audience includes adults ages 25-54 who identify as "Experiencers" or "Achievers" based on a lifestyle survey. The media objectives are to reach 40% of U.S. households with a GRP of 1,500 while maintaining 70% reach throughout the campaign. The media plan allocates funds across different channels with a total spend of $9,047,004, leaving $952,996 remaining in the
Harley Davidson - Marketing Strategies: Past, Present and Future.geniusdevil110
Marketing Strategies: Past, Present and Future
Course: Marketing Strategy
University of Ottawa
Group Members:
Asif A. Ali
Ali Mirza
Matt Conley
Raj Gill
Shana Tannis
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South University Online
Title of Short Essay
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References
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Author, A.A. (Copyright). Course xxxx: Title of course not capitalized: Week X: Specific lecture not capitalized. Retrieved from URL
Title of article. (Date of publication). Newsletter/Website Title Capitalized. Retrieved from URL
CASE 14: Harley-Davidson: Strategic Competitiveness that Spans Decades
Joel Cunningham
Pallavi Daliparthi
John Klostermann
Brian Rabe
Texas A&M University
“It’s more than a brand. It’s a culture.”1
Kent Grayson
Professor of Marketing, Northwestern University
Introduction
Harley-Davidson is an American cultural and business icon on the level of Levi Strauss and Coca-Cola. Often imitated, but never duplicated, Harley-Davidson has managed to survive, and has, at times, thrived for many decades. Through depression, recessions, world wars, high technology developments, Japanese competition, and increasing government regulation, Harley-Davidson has maintained operations where over a dozen other U.S. motorcycle firms have failed. Harley-Davidson has even survived over a decade as a subsidiary of a bowling alley service firm. It has achieved this by essentially relying on designing, manufacturing, selling, and servicing a relatively static product: two wheels, a 45° V-Twin engine, and a set of handlebars.
How has Harley-Davidson managed to survive through these and other hardships in a motorcycle market that is dominated by leisure riders? How has it kept the doors open while its historic U.S. rival, Indian Motorcycles, is currently in its fourth incarnation? How has it maintained its attractiveness with outlaw bikers, investment bankers, and those who appear to be experiencing a “mid-life crisis” and who sometimes turn to the firm’s products as a result? More importantly, what is this firm selling that keeps it as the industry leader in full-size motorcycles? The answer to these questions is not a 526-pound batch of steel with 250 feet of wiring, but rather the fact that Harley-Davidson is selling the American dream of freedom. How it is able to do this is a fascinating story.
The Challenge
With over 6,000 employees, 1,400 franchises, and nine production facilities, Harley-Davidson has managed to survive the economic downturn that was in full force in late 2007 and for the next few years; but the firm is not out of the woods yet. In fact, Harley-Davidson is struggling with three pivotal issues, the first of which is that the firm’s products are viewed as leisure items. The other two issues are similar in nature in that they deal with the fact that managing the firm’s target market is challenging, particularly as demand for its products is changing. Individually and collectively these issues pose a real chall.
The document discusses Harley-Davidson, including its founding in 1903 in Milwaukee, Wisconsin by William Harley, Arthur Davidson, Walter Davidson and William S. Harley. It then discusses Harley-Davidson's brand positioning, experience, personality, extension through licensing, association through sponsorships, consistency in marketing, welfare through community involvement, and alternative branding strategies such as awareness, acquisition, and licensing. The case study enhanced knowledge of successful branding techniques used by Harley-Davidson and how brands can be extended and strengthened over time.
The Harley-Davidson motorcycle company was founded in 1903 in Milwaukee, Wisconsin. It began as a small operation building motorcycles out of a backyard shed. By the 1950s, Harley-Davidson had become the undisputed leader in the U.S. motorcycle market, known for its iconic cruiser style motorcycles. However, by the late 20th century, Harley-Davidson faced declining market share as it struggled to attract younger riders. While the brand remains strongly associated with baby boomers, Harley-Davidson must find ways to expand its customer base and adapt to changing consumer preferences to ensure its long-term success.
This document provides an analysis of Harley-Davidson Inc. It discusses the company's history beginning in 1903, current ownership and corporate governance structure. It then analyzes Harley-Davidson's global business strategy, production strategy across six plants globally, main competitors in the heavyweight motorcycle market, and uses Porter's five forces to examine competitiveness in the industry.
Harley-Davidson's digital strategy aims to attract younger riders through social media, mobile apps, and viral campaigns. The plan includes growing a blog community, using Foursquare for scavenger hunts and badges, customizing motorcycles with new tech accessories, creating a science fiction mascot, and producing viral videos like a Stormtrooper on a Harley. The annual budget for the campaign is $150,000 excluding licensing costs for a mascot.
Rawson provides instrumentation, control, and automation solutions for power generation applications. They represent leading manufacturers to offer innovative products and integrated solutions. Rawson can improve control, optimize processes, and reduce costs for utilities through their expertise in applications like boiler control, water treatment, turbines, and emissions monitoring. The document describes several case studies and solutions Rawson has provided to power plants.
The document discusses Econ® ball valves and accessories. It provides details on Econ®'s full port, flanged ball valve with a spring return actuator and positioner. The Econ® product line includes ball valves, butterfly valves, control valves, and other valve products. Econ® valves are designed to modern standards and have features that make them suitable for a wide range of applications. Quality is a priority, with inspections done to ensure high standards are met. Econ® valves offer low cost and good performance. Dimensions and materials of construction are provided for the Econ® E10 series ball valve.
The document provides information about Econ rack and pinion pneumatic actuators. It describes the key features of the actuators including their rack and pinion design, torque output, angle of rotation, lightweight design, and certifications. It also provides details on materials, sizes available, pressure and temperature specifications, and general operation of the spring return and double acting models. Technical drawings and specifications are included for configuration and installation reference.
I created this for one of our clients. It was to recognize their efforts in raising money for Susan G. Komen-Houston Branch. It was placed in a monthly newsletter.
I created this for one of our clients. It was to recognize their efforts in raising money for Susan G. Komen-Houston Branch. It was placed in a monthly newsletter.
I created this for one of our clients. It was to recognize their efforts in raising money for Susan G. Komen-Houston Branch. It was placed in a monthly newsletter.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
1. Table of Contents
Executive Summary 2
SWOT Analysis 3
Target Market 7
Promotional Program Situational Analysis 9
Positioning and Campaign Theme 10
Creative Recommendations 11
Creative Production
Television Story Board 12
Radio Commercial 15
Magazine Advertisement 16
Direct Mail Postcard 17
Website Homepage 18
Advertising Media Recommendations 19
Television 19
Radio 22
Magazine 24
Promotional Event 26
Direct Mail 28
Website 30
Budget Summary 32
References
Citations 33
PRIZM Descriptions 34
Television Schedule 40
Census Breakdown 41
1
2. Executive Summary
Higher Ground has developed an Integrated Media Campaign for Harley Davidson
that will increase awareness and sales of their motorcycles among women in Central New
York. After in depth analysis, we decided that the most likely females in the Central New
York area to actually purchase a Harley Davidson motorcycle would be between the ages of
35-55. Furthermore, Harleys are a luxury item, we narrowed this group down even more by
making sure their annual household income was at least $50,000.
In order to properly address and attract this audience we decided on the campaign
theme of “Escape to Freedom.” The underlying message behind the theme is for women to
forget about all their responsibilities and obligations. This element of escape can be
accomplished by purchasing a Harley Davidson motorcycle.
To communicate the theme, Higher Ground has decided to advertise on television,
on the radio and in several magazines. Through the advertisements, women will form an
image in her mind that will allow her to see the product and its benefits. She will also feel an
emotional connection to the motorcycle because she can see how it will satisfy her needs.
While the target audience may see how they could benefit from owning a Harley it
doesn’t necessarily mean that she will actually take the steps to do so. The advertisements
use an emotional approach, but because a motorcycle is a high involvement product, the
proper amount of information must be provided. Therefore, in order to get the ball rolling
Higher Ground has also decided to make women in Central New York aware of the changes
that Harley Davidson is going through to better cater to their informational needs. To deliver
the information to the intended audience Higher Ground created a promotional event. This
promotional event is for those all women who may be interested in purchasing a Harley. To
get women to attend the event, as push them to attend classes and visit the website a
postcard will be sent out to potential buyers. Lastly a website was created to provide the
target audience with a plethora of information as well as a way to communicate with other
females and the dealership’s sales teams.
Our media mix consists of six separate outlets through which we will advertise. With
six media options we can communicate a sufficient amount of information as well as draw
in a large percentage of our intended target market. This mix will increase not only interest
but also increase the number of bikes sold to females at the Harley Davidson dealerships in
Central New York.
In conclusion, we used a combination of six execution formats to make up the
Integrated Media Campaign and we were still able to stay within the one million dollar
budget. We have fostered influential ideas to create an affective promotional plan to target
women in Central New York, while remaining within the campaign budget.
2
3. SWOT
Brand Strengths
The Harley Davidson Motor Company has a multitude of brand strengths. First off,
the brand is a strength within itself. The Harley Davidson brand is extremely recognizable
and has a loyal following. Harley Davidson has a long history and rich tradition in bike
building and their bikes designs are unique to the brand.
Due to its licensing expansion, Harley Davidson has been able to further penetrate
the market and gain capital off of its name. Harley Davidson products now include clothing,
shoes, accessories and even home décor. This expansion has increased Harley’s image,
market reach and familiarity.
The number of dealerships that sell Harley Davidson Motorcycles and products
featuring the Harley symbol have also increased in recent years. Harley has decided to
franchise itself by allowing individuals with the wanted skills to open and run a certified
Harley Davidson dealership or sell out of an existing dealership. Expansion has led to an
overall increase in riders because the motorcycles are more available. By expanding into
more locations the relationship between the consumer and company has strengthened. On
Sundays it isn’t uncommon for Harley owners to meet up at their local dealership and then
head out for an afternoon ride.
One of the main reasons that people buy a bike from Harley Davidson is to feel a
part of that “Harley” culture. Harley Davidson, to many, represents a mix of freedom,
strength, rebellious attitudes, the occasional bad boy tendencies and pride in being an
American. In many ways Harley has become an icon of the American culture. Harley
motorcycles have a unique sound to them. For those even vaguely familiar with the sound,
3
4. will recognize a Harley bike even before seeing it.
Brand Weaknesses
Traditionally, Harley Davidson’s are seen as a “man’s” bike. One stereotypical
image of a Harley rider is a middle aged man wearing a pair of jeans, a black t-shirt and a
bandanna on his head, riding a top a big, loud HOG. In the past Harley has catered more
toward males. They have done so because they know that majority of Harley’s current riders
are male and that the most likely purchaser of a bike will be male. Eighty-eight percent (88
%) of Harley owners are males, and the average age of a bike owner is between the ages of
35-47 (“Demographic Profile”). Therefore a brand weakness includes its minimal market
penetration and market reach.
The main reason as to why Harley has appealed mainly to men is because Harley’s
bikes are quite large in comparison to other bikes on the market. Because of their size they
can be tough to handle.
Harley Davidson’s bikes are higher end bikes that come with large price tag.
Customization as the type of model contributes to the overall price. Therefore a brand
weakness of Harley is that many individuals view owning a Harley as being financially
unlikely. In fact, according to Harley Davidson’s website, the average income for a Harley
bike owner is around $80,000 (“Demographic Profile”).
It isn’t uncommon for Harley riders to be stereotyped. The Harley Davidson brand is
associated with a rough crowd and motorcycle gangs. While this appeals to some people, it
also deters potential consumers because they don’t want to be seen in that light. It must be
noted that there are two branches of motorcycle clubs. The first is the “99 per centers.”
These clubs make up 99% of the motorcycle riding population and many are members of the
4
5. American Motorcycle Association. The other type of Motorcycle Club is the “one per
centers” or Outlaw Motorcycle Gangs (“Motorcycle club”). Due to popular culture, the
Harley Davidson brand has a long-standing association with the concept of a outlaw
motorcycle gang. Gangs like Hell’s Angels, the Outlaws, Pagans and Banditos are
international gangs, whose members can be found riding on top of a Harley Davidson.
Because of their association with the Outlaw Motorcycle Gangs and societies continuing
belief that Harley Davidson’s attract individuals with criminal dispositions, the brand itself
has been tainted.
Brand Opportunities
“Women represent an economic powerhouse, making over 85% of the consumer
purchases (in the United States) and influencing over 95% of total goods and services.
Women also purchase 50% or better in traditional male categories like automobiles,
consumers electronics, and PCs” (Learned). The previous statistic demonstrates why women
are becoming an important group for marketers to focus on. The ability to for women to
climb the corporate ladder is no longer an issue. Many women are holding important
positions in companies and therefore have a greater disposable income. Harley Davidson has
not tapped into this market. While the number of female riders has slightly increased in past
years, there is still a lot of room for expansion. The Harley Davidson brand can take
advantage of this opportunity and increase their number of female riders.
Everyone in the United States knows and is experiencing the effects of the
increasing price of gasoline. A motorcycle is a more economically savvy approach to getting
around. You can ride just as far on a motorcycle and not have to spend as much on gas.
More people may be willing to invest in a motorcycle or switch over to a motorcycle to
5
6. decrease their gasoline consumption.
Brand Threats
With the increasing importation of foreign motorcycles to the American market,
more people, especially women have been driven to these brands. Foreign motorcycles
companies offer smaller bikes. Also, foreign companies offer their bikes at lower prices than
Harley Davidson.
Depending on ones economic situation, people, especially those in Central New
York might not be willing to spend as much money on luxury goods or have the financial
means to do so. This would have implications for the dealerships in Central New York
because the campaign would be compromised.
The weather is very unpredictable in Central New York. It can go from being a
beautiful sunny day then a snowstorm will blow through. The winters can be especially
harsh and driving a motorcycle in winter could be dangerous. The roads could be plowed or
they could be covered in snow. A potential buyer might wonder if it is worth buying a
Harley motorcycle if they can only drive it for a limited time throughout the year.
Target Market
Using the PRIZM market segmentation tool we were able to break up the social
6
7. groups found within Central New York. We looked up the groups in cities like Skaneateles,
DeWitt, Cicero and Baldwinsville. These cities are home to such groups as the Upper Crust,
Big Fish, Small Pond, God’s Country, Greenbelt Sports, American Dreams and Mayberry-
ville (“My Best Segments”). [Definitions of these segments can be found in the references
section] Each of these groups backed up our beliefs on whom we thought the best target
market for our campaign and their availability in Central New York.
Our primary target market is a woman between the ages of 35-55, and who live in
the Central New York area. The Central New York area includes Cayuga, Madison, Oneida,
Onondaga and Oswego counties. Their annual household income is $50,000 and above.
These women can be workingwomen or stay at home moms and they can be single or
married. Based on our research of census data we narrowed this specific group down to
20,678 women. [For the complete breakdown of the census information please turn to the
references section]
Their psychographic and behavioral traits are that they enjoy the outdoors and like
excitement in their lives. While they love spending time with their families and friends, they
also enjoy their alone time. While society does have an effect on what they do, they also
pride themselves in their personal independence. They have tomboyish tendencies and are
active. They are adventure seekers in the fact that they like to have fun and try new things.
For our women ages 35-55, the people that will influence their purchase decision the
most are their significant other, family and friends. Significant others will be the main
source of influence because they are both contributing to the household income. A large
purchase it is going to have an effect on the other individual. Family and friends are also
another influence because they shape who an individual is. Family and friends will most
7
8. likely be concerned with the safety of their friend more than anything. Women also tend to
be more self-conscious and concerned with what others think of them. However, our goal is
to make a Harley so emotionally appealing to the female audience that they don’t care what
others think.
Out target market will be more likely to buy a motorcycle if they are provided the
proper amount of information to make an informed decision (Learned). Other decision
criteria includes if the motorcycle is within their financial budget. Is the dealership making
an effort to get to know them and address their needs and concerns? Will they be able to
handle the bike and ride it comfortable without fear? What type of features and warranties
are available to them if they do purchase a bike? The quality and safety of the bike is of
great concern to females. Does owning a motorcycle address their emotional expectations?
Do they feel free while riding, does it allow them explore Central New York and while
riding are they able to get away from stress and just focus on themselves?
8
9. Past Promotional Events for Central New York dealerships
Harley Davidson has hosted and sponsored many events in previous years. They
have recently made an effort to get more women involved by showing support through
promotional events. At these events, dealerships across the country present consumers and
non-consumers with knowledge and support. A few events include: Women’s Garage Party,
“Rides of March”, Open House Party for New Service, Demo Day, Ride for a Cure and a
Winterization seminar. Each event addresses different aspects of being a Harley rider. At the
Women’s Garage Party, interested females are introduced to current riders in their area. A
garage party is a social gathering at a dealership for potential female riders. At the
dealership, these women are exposed to the Harley motorcycling experience and are able to
socialize with women who share their same passion. A Demo Day is a hands-on experience
for women and men where they are educated on the proper ways to ride, sit and even pick
up a Harley Davidson motorcycle. Ride for a Cure was an open house event where the
proceeds were donated to Carol M. Baldwin Breast Cancer research fund. Women who get
involved such in events such as these seem to have adventurous and courageous attitudes
and are less concerned about getting their hands dirty for a change. While these events were
helpful in drawing some attention, we believe that they were not affective as they could
have been. This is due to the fact that they didn’t cater specifically to women. Such events
weren’t widely advertised and those who might have been interested in attending were not
aware of the events.
9
10. Positioning and Campaign Theme
In terms of our positioning strategy we will position ourselves away from the
competitors. We will accomplish this by showing our primary target market how they can
benefit by owning a Harley Davidson motorcycle. Harley Davidson offers a benefit that no
one else can match and we can cater our product to the wants and needs of the female
consumer. Higher Ground will use brand superiority as well as the idea of “Freedom” to
position ourselves to the consumer.
Our Positioning statement for this campaign for Harley Davidson is to increase
awareness of Harley Davidson among female clientele ages 35-55 in Central New York. We
chose this age range because we believe the established workingwoman has the financial
means to buy a luxury vehicle such as a Harley. Our campaign is directed to more of a
pastime rather then a vehicle of transport so the middle to upper class is the main part of our
target audience. The awareness of Harley Davidson is common amongst most of America,
but many women just don’t associate themselves with riding a Harley Davidson. Our goal at
Higher Ground is to place Harley Davidson in a light that shows women how and why they
will benefit from owning a Harley.
The theme for our campaign to drive women to buy a motorcycle and become part of
the Harley family is “ Escape to Freedom.” These workingwomen have busy lifestyles.
They have two jobs. They have to fulfill the needs required by their occupation and in many
cases, raise a family. We at Higher Ground feel the best way to grab a hold of our target
market is to make them aware of their daily stresses and hardships and then show them how
they can get away from it all. A Harley is the best way for workingwomen to focus on their
personal happiness.
10
11. Creative Recommendations
To help Harley disseminate their message to the target audience, an effective
approach must be used to pique interest in the brand itself. To help facilitate this process,
Harley Davidson must attract the 35-55 year old female population in the Central New York
area. This can be achieved through several different types of marketing executions.
The advertising objectives of Higher Ground’s IMC plan are to increase awareness
about the changes Harley Davidson has made in designing their bikes to be more female
friendly. Another objective of our advertisements is to increase female attendance at Harley
Davidson classes at Performance Harley Davidson and Harley Davidson/Buell of Utica.
Lastly, our advertisements will cause the target audience to realize that a Harley Davidson
motorcycle is the best way to escape from their daily responsibilities and just focus on their
selves for once.
Once again the campaign is designed to connect with the modern workingwoman
who has a busy lifestyle and wants an outlet to escape from her hectic schedule. The goal is
to strike an emotional chord by showing a female who is able to balance her busy lifestyle
and take time for her by riding her own Harley Davidson motorcycle. The campaign uses
affective (feeler) strategy because the motorcycle is a high involvement product that
produces a psychological response. The campaign will elicit emotional responses by
highlighting the benefit of owning a Harley motorcycle, which is self-satisfying and a
needed release from responsibilities. The advertisements will stimulate interest by using the
emotional appeals of excitement, self-realization, pleasure and freedom. Then to make the
women actually buy the motorcycle we will provide them with the information and steps
necessary.
11
15. Promo Radio Script
Sound: Door opening
Sound: Heels clicking
Sound: Harley engine sound
Play song (Life is a Highway) from 59 second mark for around 6 seconds then fade during
dialogue
Dialogue: “Ladies, do you want to escape to freedom?”
Action: Pause
Dialogue: “You can with a Harley Davidson. Just come down to Wegmans off Thompson
Road on April 26-27th from 11 to 3 for the How To On Being Female
Biker. For more information visit your local Harley Dealer or check out
www.womenridersCNY.com.”
Bring song (Life is a Highway) back to full strength after dialogue
15
19. will consist of television, radio, magazine, a promotional event, direct marketing and a
website.
Television commercials will play during programs that a majority of the target
market watches. Commercials will also be placed on radio stations where the majority of
viewers are women and at times when the target audience viewing is the highest. To cater to
this particular segment we will place our advertisements in several magazines that have very
high percentages of women readers who fall into our target market. Hosting an event,
where potential female bikers and current bikers gather and discuss their experiences, will
create strong bonds between existing and future owners. Our brand loyalty will be even
stronger after this occurs. It will create excitement and interest by showing how committed
the brand is to its female riders.
Through direct mail and a website we will be able to inform the target audience
about the instructional clinics each dealership holds for females interested in motorcycles.
Television
When trying to reach our target market, we believe that television is a profound way
to advertise Harley Davidson to women in the Central New York area. Television has taken
over as one of the most popular media outlets in the past few decades. This is because
television allows viewers the chance to experience new and creative ideas that are difficult
to fully understand without the use of images, pictures or sound. The popularity of television
has drastically increased, especially now that there is cable television. Television has
become a huge part of peoples everyday lives, tuning into popular television shows may
help increase the outlook on Harley Davidson, especially those geared toward women.
Daytime television, early fringe and prime time television are our main focal points and we
19
20. are hoping to influence women to learn more about the Harley products and services. We
are also willing to run advertisements during morning television shows that most women are
likely to watch. Television is the ideal advertising medium and with this said, we are hoping
that it develops into a very interesting and ingenious appeal for women in the Central New
York area.
Advertising our commercials during different time segments is essential when
deciding to raise awareness in women aged 35-55 in the Central New York area. Many
woman have demanding lives and we came up with six television shows that our
commercials would show during, either because of the show’s popularity or because we felt
that woman would have a more effective response during these times.
Time Television
Segments Shows Months
Daytime The View
Television Monday-Friday March thru July
11a-12p
Early Oprah February thru July
Fringe Monday-Friday 4p-5p
Newschannel 9@ 5p
Monday-Friday March thru July
5p-5:30p
Primetime Desperate House
Television Wives September-November and January-May
Sunday 9p-10p
Grey’s Anatomy
Thursday 9p-10p September-November and January-May
Newschannel 9 @
11p
March thru July
Monday-Friday
11p-11:35p
In selecting these time segments wisely, the showings of the advertising
commercials will be shown either once or twice every time the show airs. For The View
20
21. Oprah and the News the commercial will run twice. For the series Desperate Housewives
and Grey’s Anatomy the commercial will show only once but will run for the entire season.
There may be a high variation in the type of television shows that women watch, so
we have decided that it was wise to have a variety of television shows that market to the
individual characteristics of the distinct Harley woman. The View would target those
women who are home in the mornings and have time in the day to lounge. It is possible that
the women who watch this talk show are open to new ideas and may consider unusual
ventures. The View has a diverse group of women who have dissimilar opinions, but are
likely to influence others.
Oprah has a considerable effect on women and running our commercials during this
show and time will have a drastic response, especial for those women who are dedicated
viewers and look up to the messages that she sends across. These women tend to look for
exploration and want to get away from the everyday hassles of life, which are sometimes
depicted in the talk show.
We believe that two separate news times are necessary if a workingwoman returns
home late in the evenings; she will be given the opportunity to see our commercials again if
she decides to watch the primetime news at 11pm, or for the first time if she wasn’t home at
5pm.
As for Desperate House Wives and Grey’s Anatomy, which only run once a week
for both shows, most women stay glued to their television sets. Although these television
shows are showed on one network, ABC, the overall reach to our target market will develop
knowledge of Harley for women on a consistent scale and encourage women to “Escape to
Freedom”. It is important for women to be interested in Harley products and our theme, but
21
22. the main goal is to increase awareness, create a product need and encourage women to
purchase a Harley Davidson motorcycle as soon as possible.
Radio
In terms of using the radio for our activation plan, we feel that the radio can be a
strong outlet to reach out to women and expose Harley Davidson. The radio is an
inexpensive way to get a message across to listeners at one time. We plan on using radio
stations such as classic and light rock stations in order to capture our target market. By using
the radio as a media outlet we can be both selective and flexible with our actual ad. Based
on our target market of women ages of 35-55, we were able to selectively choose which
radio stations to use in order to get full market reach.
According to an article published by Arbitron Inc. and Joint Communications about
female radio listeners, “There are nine factor groups driving tune-in. Each of these nine
groups is looking for music when they first turn on the radio, yet each of them is attracted to
a specific aspect of radio programming.” Our primary target market, females is categorized
into the “Mood Seeker”, “Infoholics” and “Just Music Fans.” For all three groups their top
formats include Adult Contemporary and Contemporary Hit Radio.
The stations we will use are Lite Rock FM 105.9 and 96.9 Classic Rock. Both stations
have a similar genre of classical or contemporary rock. Our main reasoning for this is that
we believe that these stations will fit our age range of women best (“Character Clusters”).
Lite Rock FM 105.9 96.9 Classic Rock
7-9am 2X’s 7-9am 2X’s
3-6pm 2X’s 3-6pm 2X’s
In terms of actual rates for these radio stations, a typical radio spot during the day
22
23. cost from about $100-$250 for a 30 second to 1 minute spot (Baldini). We will be able to
direct our radio spots during times that we feel are adequate in reaching the target audience.
We will be running two radio spots throughout the spring and summer months, each
30 seconds in length. The first one is directed toward our promotional event at Wegmans in
late April. This radio spot will be a great way to gain recognition for this event to ensure
that people are aware of it.
The times for these radio spots will air 4 times a day on each station we use. The
distribution of the 4 times will consist of twice in the morning and twice in the afternoon.
The morning time spot will be from 7am-9am. We chose this times section because many
women within our target market will be driving to work at this point in the morning and/or
driving there kids to school. Our second time slot is from 3pm-6pm. Starting at 3pm
schools get out so many moms will be picking up their kids or starting their commute home
from work.
The clip begins with the sound of a door opening, which a representative of a woman
opening a door into the world of Harley Davidson. Since our campaign theme is escaping to
freedom this is a good opening for our commercial. Then the sound of heels clicking is
played in the radio spot. Since our target market is woman this represents the typical
business woman/mother, this tells the listener that a woman is involved in this commercial
before they even here any dialogue. Following the heels, the classic Harley Davidson engine
sounds is played. Instead of veering away from the classic Harley style, in our activation
plan we feel that keeping classic Harley sound is important. So the loud sound of an engine
revving really gives a classic feel to our radio commercial. After the engine sound the first
dialogue is spoken “Ladies do you want to escape to freedom.” This ensures the listener
23
24. knows that this commercial is directed towards women as well as introducing our campaign
theme “Escape to Freedom.” We decided to use the song “Life is a Highway” because it
serves as a song of empowerment as well as a very catchy song for the listener. We felt it
was important to use a song that would remain in the mind of the consumer after hearing it.
Also, since we are playing this spot on classic and lite rock stations it is a song that fits that
genre of music. The final dialogue consists of information about our promotional event and
also tells listeners to visit our website, www.womenridersCNY.com.
For our second radio spot the same basic components will be involved. The only
difference is there will not be any information about our promotional even because it would
have already happened. Instead there will be more information about the website, classes.
This radio spot will be aired in the summer months (May-August).
Magazine
Choosing to advertise through magazines came about through our research into the
various media outlets. By employing magazines, we would be able to target our specific
demographics without heavily overlapping into other target segments. Women use
magazines as a way to supplement their daily lives and connect with other women.
Magazines are also recycled as they are passed down from friend to friend. Magazines target
very specific audiences and can be expected to influence more viewers opinions. Lastly, the
quality of the print will reflect positively on Harley Davidson and we can provide a copy
with information.
The magazines that we decided would fit best into our marketing plan are, Cooking
Light, Martha Stewart Living, and Good Housekeeping. We chose these magazines due to
the present demographics represented by the subscription numbers we found in the media
24
25. kits. Based on the amount of women in our target market that read these magazines, we
have determined that it would be most beneficial to advertise in these magazines.
Martha Stewart Living in the Northeast/Mid Atlantic region has 390,000 issues in
circulation. It is a huge benefit to be able to advertise in a particular region of the country,
especially since we are only targeting women in the Central New York region. Better
Homes and Gardens creates an even bigger opportunity in being able to reach our target
market with 400,000 subscriptions in the Northeast region. We decided to advertise in
Cooking Light based off of the demographic profiles given to us in their media kit. The
profile of their affluent readers suggests around 2.7 million women read this magazine. The
median age of the readers is 49 years of age thus Cooking Light fits perfectly into our target
market. Besides affluent readers, women make up 84% of the total readers of this magazine
and the median household income per reader is $66,000.
The magazine print advertisement will be a one page, full color ad that will be
placed prominent place within each magazine. The advertisement will appear once in one of
the monthly magazines. The advertisements will appear during the following months.
Month Magazine
January
February
March Good Housekeeping
April Cooking Light
May Martha Stuart
June Good Housekeeping
July Cooking Light
August Martha Stuart
September
October
November Martha Stuart
December Cooking Light
As we are reaching our target market through several reputable magazines, we
will be concentrating on our main campaign theme of “Escape to Freedom”. This is the
25
26. underlining message we are sending to all the women who view our advertisement. The
way this will help get women to notice our brand, and therefore purchase a Harley, is
through emotional appeals. Appeals that our advertisement evokes will be pleasure,
excitement, self-realization and freedom. All this will be portrayed through our beautiful
imagery of the woman driving her bike out of the city into the bright clear countryside and
free road.
As a Harley Davidson motorcycle is a luxury item, and is a high involvement
purchase for any demographic, it is necessary to include a copy at the bottom of the page, as
a lot of information will be necessary before arriving at the conclusion that you should
invest.
Promotional Event
As part of our IMC campaign Higher Ground will be hosting a Promotional and
Informational event, “The how to…on being a female rider.” The purpose of this event is to
create a visible event for Harley Davidson centered on women. This event will not only
serve as a promotion but an informational session in which Harley personnel will have a
chance to explain to women why a Harley bike is right for them.
The event will be hosted in Wegmans’ parking lot of Thompson Road. Wegmans is
an ideal location to host the event. It is a high trafficked area by those in our target market.
It can be a convenient stop for those who want to plan it with a trip to the grocery store.
Also, since there will be a high volume of our target market at Wegmans on the weekend
there is a high possibility of attracting the attention of those just there to shop. Being in
Wegmans’ parking lot provides easy access to catering from Wegmans. Wegmans provides
a good variety of catering options. The increased traffic at Wegmans that the event will
26
27. create will forge good relations with Wegmans and possibly allow for more of a partnership
in future events. We will be offering a 10-dollar gift card to Wegmans for every woman
who test-drives a bike. We chose to host the event from April 26th and 27th. We felt that
springtime in Central New York would be the best buying time and therefore the best time
to host this event. The event will be hosted from 11am to 4pm giving a five hour block for
people to come each day.
The event will be centered on the attending women test-driving a Harley. Current
female riders and sales personnel will be on location. The riders will be there to offer a
seminar type experience. The riders will outline tips and points that make it easy for women
to envision them being able to handle a Harley Davidson and why a Harley is necessary in
their life. The goal of this promotion is to give women who are interested in purchasing a
Harley Davidson a chance to ease some of their doubts and also gain visibility and interest
from a larger portion of the target market. The sales people will be on hand to discuss
purchase points and begin a sales conversation. In a high involvement purchase it is
important to establish a relationship with the customer. Having sales people on hand,
especially female sales personnel will begin the process of developing this relationship. The
female personnel will connect better emotionally. Having the chance to establish a good
rapport with the customer before they begin the purchase process will put them at ease.
There will also be multiple stations set up with information on customization, specifications,
and testimonials. We hope to get around 500 women to walk through and experience, and
300 test-drives.
We have allocated seven thousand dollars to this event. Renting the parking lot will
cost approximately 500 dollars for the two days. The catering will cost around 2,000 dollars.
27
28. We will allocate 3,000 dollars for the Wegmans gift card, and another 1,500 dollars for
equipment.
Direct Mail
Through the use of direct mail, the Harley Davidson dealerships of Central New
York will be able to instantly direct their efforts to their intended target market. As
mentioned before the target market consists of 20,676 women.
Higher Ground chose to use direct mail as part of our campaign because women the
most likely member of a family to sort through the mail. While direct mail has a high rate of
disposability, we will combat this issue by using high quality materials and an eye-catching
image on our postcard. If her husband or boyfriend currently owns a Harley motorcycle then
she is even less likely to dispose of the postcard cause she instantly has a direct connection
with the brand.
The postcards have a coupon for riding classes on the back. The classes will be
taught by females and will introduce our target market to the bikes and facilitate Harley
Davidson into their evoked set of brands. At these clinics, we will show women how to
mount the bike, straddle the seat correctly, and not fall off. In addition to this, we will let
the bike tip over and demonstrate the appropriate means of lifting it back up. The clinics
will allow females to bond with others in their class and ask any questions they may have.
The 4 x 6 postcard will be in full color, front and back. The postcard will consist of a
bold picture of a Harley in purple set against a fading black backdrop with the “It’s Your
Time to Ride to Freedom” in purple across the top of the postcard. The overall postcard will
have a glossy look to it.
We will acquire some addresses for our target market through direct marketing
28
29. services and the US Postal Service. However, we have figured out a more strategic approach
to compiling the mailing list. We will use the current database that the two dealerships have
in addition to the corporate Harley Davidson’s database. Using the dealerships database will
we take the male riders in Central New York who have a spouse or girlfriend in addition to
the females that have submitted their information to the dealers’ database. That list plus a
list of females in Central New York who have created an account on the corporate website
will make up our beginning mailing list. Before each batch of direct mail is sent out the list
will be updated to include new information gathered from the promotional event and any
new subscribers
While reading through a variety of articles, it became apparent that many current
female riders purchased their bike because their husbands or boyfriends had one. Patty
Stahlgren explains here reasoning for buying her Harley Dyna Glide, “It took me six months
on the back of my husbands bike before I wanted my own…It’s so free-spirited and it’s a
good stress release” (Hundley). “A lot of women have ridden on the back of motorcycles
and they’ve gotten tired of it, because you can’t see anything or do anything back there,”
said Jamie Rosenkrans, the current owner of Jim’s Harley Davidson in St. Petersburg,
Florida, “Plus, we women have broken the glass ceiling a tad and we’re able to afford these
things” (Hundley).
We will send out the post cards during 3 separate times during the year. One in
November, right before the holiday season starts to get women thinking about what they
might want as a gift. A postcard will also be sent out in March, the month before our
promotional event an again in June. June is right in the middle of Central New York’s peak
riding season.
29
30. Using www.directmail.com a batch of 25,000 postcards can be created for a printing
price of $1,000 and $6,139 for shipping. In total the price for direct mail will be $7,139.00.
Website
Higher Ground will launch a website specifically designed for the women of Central
New York. Within the website there will be multiple pages to address the concerns and
needs that may come about during the process of purchasing a Harley motorcycle and even
after they have their own bike. The website will enable Harley Davidson to reach a large
portion of the target market.
The features of the website include a Events page which lists the different events the
dealerships and Harley Davidson Corporate will be hosting. Next there is a page, which
contains a calendar of the classes that are being held at Performance Harley Davidson and
Harley Davidson/Buell of Utica. Within the Classes page, visitors can sign up for classes
online and pay for them with a credit card via Paypal. The Bikes page will feature
information on the bikes available at the dealerships. Many people in general are uneducated
about motorcycles and what certain specs of a bike mean. To assist them in their journey to
becoming an educated Harley rider we will provide definitions for certain specs. Such an
effort is also available on the corporate Harley Davidson website.
A very important feature of this website will be the link to the Escape to Freedom
blog which is for the women of Central New York. Here potential women riders and current
riders can exchange information on their favorite bikes, riding routes and whatever else they
wish to discuss. The Contact page will allow potential buyers to contact members of the
sales team with questions and concerns. The Links button provides links to clothing outlets
that specialize in motorcycle clothing, customization garages in the Central New York area
30
31. and other websites that might be helpful.
The reason why Higher Ground decided to create a website as part of the Marketing
Mix is because we found articles that said that females are the majority of online users.
Andrea Learned, in her article The Six Costliest Mistakes You Can Make in Marketing To
Women writes, “Women have become the majority of Web users and do the most on-line
shopping in the US.” She continues
“If you truly understood the role of women want your brand to play in their life, all
your efforts would focus on informing them as consumers. This includes any e-mail
correspondence, site navigation, archives and customer service. Seventy-eight
percent of women in the US use the Internet for product information before making a
purchase and 33% research products ad services on-line before buying offline”
With this website we will provide the information needed to make an informed purchase
decisions while also allowing them the to meet other women and form relationships. The
ability to form relationships through, talk to real people and overall serve them better will
not only reflect positively on Harley Davidson dealerships but also create a continuous
emotional attachment to the brand itself. The website itself will cost $4,000 to design and
launch and $50 a month to maintain (Jacob). The total cost for the website for a year will
come out to be $4,600.
31
32. Budget
Higher Ground ended up not using the full million dollars we were provided. We
chose to reserve around $19,000.00 for anything that could come up in the future. The
money could be used to throw another promotional event, to feature more radio spots or
send out more direct mail. The final budget has been broken down as follows:
Media Mix
Percentage
Starting Amount $1,000,000 of Budget
Television (March thru July) $275,440 27.54%
The View $20,000 2.00%
News Channel 9 @ 5pm $56,000 5.60%
Desperate Housewives $13,440 1.34%
Oprah $48,000 4.80%
News Channel 9@ 11 pm $60,000 6.00%
Grey's Anatomy $78,000 7.80%
Direct Mail $7,139 0.71%
Printing $1,000 0.10%
Shipping $6,139 0.61%
Website $4,600 0.46%
Design and Hosting $4,000 0.40%
Maintenance(per year) $600 0.06%
Radio $200,125 20.01%
Magazine (March thru July) $486,598 48.66%
Cooking Light, 2 Months $206,000 20.60%
Martha Stuart, 3 Months $135,468 13.55%
Good Housekeeping, 2 Months $145,130 14.51%
Promo Event (April) $7,000 0.70%
TOTAL $980,902 98.09%
Citations
32
33. “Advertise with Us.” Cooking Light Magazine Online. 3 Nov 2007
<http://www.cookinglight.com/cooking/perks/advertise/index.html>.
“Advertise with Us.” MarthaStewart.com. 3 Nov 2007
<http://www.marthastewart.com/advertise?rsc=footer>.
Baldini, Joe. Personal Interview. 12 November 2007.
“Character Clusters: Soccer Mom Block.” Mediaspan Network. 23 Nov 2007
<http://mediaspannetwork.com/Article.asp?id=330495>.
“Contacts”. Better Homes and Gardens. Meredith Corporation. 3 Nov 2007
<http://www.meredith.com/mediakit/bhg/print/contact.html>.
“Demographic Profile (2002-2006).” Harley Davidson USA Online. 28 Sept 2007
<http://investor.harley-davidson.com/demographics.cfm?bmLocale=en_US>.
Hundley, Kris. Stereotypes left in their dust. 7 Nov 2004. St. Petersburg Times Online. 28
Sept 2007
< http://www.sptimes.com/2004/11/07/Business/Stereotypes_left_in_t.shtml>.
Learned, Andrea. The Six Costliest Mistakes You Can Make in Marketing to Women. 2003.
Inc.com. 28 Sept 2007 < http://www.inc.com/articles/2003/01/25019.html>.
Jacob, Gerald P. Personal Interview. 30 Nov. 2007
“Motorcycle club.” 7 Dec 2007. Wikipedia: The Free Encyclopedia. 18 Oct 2007
<http://en.wikipedia.org/wiki/Motorcycle_club>.
“My Best Segments.” Claritis Inc. 23 November 2007
< http://www.claritas.com/MyBestSegments/Default.jsp>.
“What Women Want: Factors Driving Tune-In and Tune-Out.” April 2002. Arbitron Inc.
and Joint Communicatons. 29 November 2007
33
34. PRIZM NE Segmentation System
01 Upper Crust
The nation's most exclusive address, Upper Crust is the wealthiest lifestyle in America--a haven for
empty-nesting couples over 55 years old. No segment has a higher concentration of residents earning
over $200,000 a year or possessing a postgraduate degree. And none has a more opulent standard
of living.
2006 Statistics:
US Households: 1,699,636 (1.51%)
Median HH Income: $110,142
Lifestyle Traits
L Spend $3,000+ foreign travel
Shop at Bloomingdale's
Atlantic Monthly magazine
Golf Channel
Jaguar XK
Demographics Traits:
Ethnic Diversity: White, Asian, Mix
Presence of Kids: HH w/o Kids
Age Ranges: Age 45-64
Education Levels: Graduate Plus
Employment Levels: Professional
Homeownership: Mostly Owners
Urbanicity: Suburban
Income: Wealthy
Income Producing Assets: Elite
34
35. 09 Big Fish, Small Pond
Older, upper-class, college-educated professionals, the members of Big Fish, Small Pond are often
among the leading citizens of their small-town communities. These upscale, empty-nesting couples
enjoy the trappings of success, belonging to country clubs, maintaining large investment portfolios
and spending freely on computer technology.
2006 Statistics:
US Households: 2,539,806 (2.26%)
Median HH Income: $82,416
Lifestyle Traits:
: Belong to a country club
: Own a motor home
: Atlantic Monthly magazine
: 1960s nostalgia music
: Lexus LS430
Demographics Traits:
Ethnic Diversity: Mostly White
Presence of Kids: HH w/o Kids
Age Ranges: Age 45-64
Education Levels: Graduate Plus
Employment Levels: Management
Homeownership: Mostly Owners
Urbanicity: Town/Rural
Income: Upscale
Income Producing Assets: Elite
11 God's Country
When city dwellers and suburbanites began moving to the country in the 1970s, God's Country
emerged as the most affluent of the nation's exurban lifestyles. Today, wealthier communities exist in
the hinterlands, but God's Country remains a haven for upper-income couples in spacious homes.
Typically college-educated Baby Boomers, these Americans try to maintain a balanced lifestyle
between high-power jobs and laid-back leisure.
2006 Statistics:
US Households: 1,735,899 (1.55%)
Median HH Income: $83,827
35
36. Lifestyle Traits
L Travel for business
Take a golf vacation
Skiing magazine
Outdoor Life Network
Toyota Land Cruiser SUV
Demographics Traits:
Ethnic Diversity: Mostly White
Presence of Kids: HH w/o Kids
Age Ranges: Age 35-54
Education Levels: College Grad
Employment Levels: Management
Homeownership: Mostly Owners
Urbanicity: Town/Rural
Income: Upscale
Income Producing Assets: High
23 Greenbelt Sports
A segment of upscale exurban couples, Greenbelt Sports is known for its active lifestyle. Most of
these middle-aged residents are married, college-educated and own new homes; about a third have
children. And few segments have higher rates for pursuing outdoor activities such as skiing, canoeing,
backpacking, boating and mountain biking.
2006 Statistics:
US Households: 1,612,141 (1.44%)
Median HH Income: $57,042
Lifestyle Traits
L Go snowboarding
Go horseback riding
North American Hunter magazine
American Experience TV
Subaru Impreza
36
37. Demographics Traits:
Ethnic Diversity: Mostly White
Presence of Kids: HH w/o Kids
Age Ranges: Age 35-54
Education Levels: College Grad
Employment Levels: White Collar, Mix
Homeownership: Mostly Owners
Urbanicity: Town/Rural
Income: Upper-Mid
Income Producing Assets: Above Avg.
29 American Dreams
American Dreams is a living example of how ethnically diverse the nation has become: more than half
the residents are Hispanic, Asian or African-American. In these multilingual neighborhoods--one in ten
speaks a language other than English--middle-aged immigrants and their children live in middle-class
comfort.
2006 Statistics:
US Households: 2,447,099 (2.18%)
Median HH Income: $52,863
Lifestyle Traits
L Go ice skating
Go sailing
Read Sunday newspaper
Ebony magazine
Lexus IS300
Demographics Traits:
Ethnic Diversity: White, Black, Asian, Hispanic
Presence of Kids: Mostly w/Kids
Age Ranges: Age 35-54
Education Levels: Some College
Employment Levels: WC, Service, Mix
Homeownership: Homeowners
37
38. Urbanicity: Urban
Income: Midscale
Income Producing Assets: Above Avg.
37 Mayberry-ville
Like the old Andy Griffith Show set in a quaint picturesque berg, Mayberry-ville harks back to an
old-fashioned way of life. In these small towns, middle-class couples and families like to fish and
hunt during the day, and stay home and watch TV at night. With lucrative blue-collar jobs and
moderately priced housing, residents use their discretionary cash to purchase boats, campers,
motorcycles and pickup trucks
2006 Statistics:
US Households: 2,794,581 (2.49%)
Median HH Income: $53,563
Lifestyle Traits
L Eat at Lone Star Steakhouse
Go hunting with a gun
Bassmaster magazine
Country Music TV
Chevy Silverado
Demographics Traits:
Ethnic Diversity: Mostly White
Presence of Kids: HH w/o Kids
Age Ranges: Age 35-54
Education Levels: High School Grad
Employment Levels: BC, Service, Mix
Homeownership:
Mostly Owners
Urbanicity: Town/Rural
Income: Upper-Mid
Income Producing Assets: Above Avg.
38
39. Television Schedule
January-May 11a-12p 4p-5p 5p-5:30p 9p-10p 9p-10p 11p-11:35
Desperate Grey's
The View Oprah Newschannel 9 House Wives Anatomy Newschannel 9
Week 1 (M-F) (M-F) (M-F) (Sun) (Th) (M-F)
Desperate Grey's
The View Oprah Newschannel 9 House Wives Anatomy Newschannel 9
Week 2 (M-F) (M-F) (M-F) (Sun) (Th) (M-F)
Desperate Grey's
The View Oprah Newschannel 9 House Wives Anatomy Newschannel 9
Week 3 (M-F) (M-F) (M-F) (Sun) (Th) (M-F)
Desperate Grey's
The View Oprah Newschannel 9 House Wives Anatomy Newschannel 9
Week 4 (M-F) (M-F) (M-F) (Sun) (Th) (M-F)
September -
November 11a-12p 4p-5p 5p-5:30p 9p-10p 9p-10p 11p-11:35
Desperate Grey's
House Wives Anatomy
Week 1 (Sun) (Th)
Desperate Grey's
House Wives Anatomy
Week 2 (Sun) (Th)
Desperate Grey's
House Wives Anatomy
Week 3 (Sun) (Th)
Desperate Grey's
House Wives Anatomy
Week 4 (Sun) (Th)
* (M-F) = Shows run Monday
through Friday
* (Sun) = Shows run only on
Sundays
39