Thorr Motorcycles appeared exceptionally successful in its marketing attempt, which moved their higher end motorcycle models to the next grade. Thorr Motorcycles maintained a 40 percent market share because of iconic brand loyalty. For extended period, sales had decreased. This appeared largely because of constant changing market demographics that seemed characteristic of a
They also invest a lot in the R&D department. Customer loyalty is HD’s strongest competitive advantage. 80% of the people who have an Harley & wént to buy an another motorcycle will buy an Harley again. As the figures of market share have showed, the expansion of HD is one, maybe the biggest challenge for the future. The female market is on the good way in the US but the development of the European & more specially the Asian market will asked to the management of HD to be innovative & creative.
The energy beverage companies are targeting same group of people as Red Bull and it is hard to make significant increase in profit. To make more profit companies should target diverse types of consumers to differentiate your company from the other companies in the same branch. The heavy consumers of energy beverages are consist of males between 12 and 34 ages. In this market is high brand loyalty which means that average consumer is limiting his/her choice to only 1.4 different brands. The convenience stores and supermarkets are the dominant off-premise retail channels for energy beverages.
First and foremost, Wawa had put significant emphasis on its ability to continue to change with the times and identify emerging trends in their industry. One of the company’s core values is actually “Embrace Change”. An example of Wawa embracing change is when they moved from relatively small stores with limited parking spaces, to increasingly large four acre lots with greater parking capacity and the ability to sell gas. Their chairman, Dick Wood, justified this strategy by stating that big stores mean flexibility, and since you don’t know what you’ll be doing ten years from now you will have much more options with a larger area compared to the previous smaller legacy stores. Although this isn’t exactly an example related to technology, Wawa wanted to stay true to
However, if Ducati wants to enter into other markets, it would have to first address manufacturing and financing issues to meet the potential demand. Ducati is a strong, recognizable brand name. TPG has the ability to leverage this name as Harley Davidson has done and increase its product line. Harley Davidson has a strong historical record of loyal consumers who purchase both bikes and apparel. Ducati can also expand into
Age and lifestyle are hand and glove to faithful CruiserThorr customers. The motorcycle conveys a message of status, power, timelessness, and masculinity that customers between 35 and 50 respond to most. Although the CruiserThorr appeals to all ages, the cost of the motorcycle causes consumers, younger than 35, to purchase economical alternatives from Thorr Motorcycles’ competitors. The perceptional map reveals that the CruiserThorr, although stylish and appeals to a particular lifestyle, no longer can compete with the pricing and service offerings of its competitors. Although the suggested marketing plan includes quality engineering as a key
Also it shows that buying a Ford would be patriotic; you’re a proud all-American. The truck is red, and the Ford sign is blue and white – the colors of the American flag. Some people care strongly for the environment, so they would feel as though they’re helping the environment by buying a Ford fuel efficient truck. One would also feel strength because of the bold masculine font and the fact that the large truck is occupying more than 50% illustrates strength. The power to drive through any weather shows that the truck is strong and at its best, which is how the customer would be as
Under the pressure coming from large national brewers, MMBC is considering to extend its product line: launch Mountain Man Light to attract a new market segment and remain profitable. Although launching light beer may attract a new market segment and get more exposure for MMBC, MML may “drown” in the sea of large light beer brands and even lose loyal customers from its core brand Lager. The main customers of MMBC are blue collar, middle-to-lower income men over age 45. MMBC is famous for its “toughness”, so the market they serve is traditional baby boomer generations. In general, United States was the largest beer-consuming market in the world with over $75 billion in annual sales in 2005.
How did Ducati become a profitable motorcycle maker despite its small scale? Ducati, founded in 1926, was originally a manufacturer of radio and electrical components. It was not until the post-war era that Ducati began production of its first motorcycle. Ducati enjoyed comfortable levels of growth in its early stages. However, in the mid 1990s Ducati found itself on the brink of bankruptcy.
Along with the right advertising campaign and efficient R&D, Honda had become the dominant motorcycle brand in America. Company was changing Strategy according to situation or time changes, which was more flexible. Does the story told by the Honda executive in the (B) case differ from the one you expected after reading the (A) case? Yes. Honda (A) indicated a perfect deliberate Strategy.