Harley Davidson Final Media Plan
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Harley Davidson Final Media Plan
Megan Anderson, Braden Berry, Haley Ostrander, Hayden Hester
Table of Contents:
I. Executive Summary
1. Situation Analysis
2. Competitive Overview
3. Target Audience Analysis
4. Campaign Objectives
5. Creative Strategy
6. Media Mix Objectives
Executive Summary
1. Situation
Analysis
a. The
main
objective
is
to
convince
our
target
audience
that
they
should
purchase
a
Harley
motorcycle
by
giving
them
the
promise
of
the
Harley
experience.
We
know
our
target
audience
is
aware
of
the
Harley
brand,
however,
to
drive
purchase
consideration
we
have
developed
a
campaign
that
relates
directly
to
our
target
market.
2. Competitive
Overview
a. Harley’s
main
competitors
are
Honda,
Suzuki,
Yamaha,
and
Kawasaki
because
combined
they
share
92%
of
the
light
sport
bike
sales.
We
plan
to
position
ourselves
against
these
brands
in
order
to
gain
some
of
the
market
share.
3. Target
Audience
a. Harley
Davidson
will
target
25-‐44
year
old
males
with
an
income
of
$50,000
or
higher,
married
and
have
some
children.
The
media
plan
will
target
these
individuals
and
try
to
get
them
to
consider
purchasing
a
motorcycle.
4. Campaign
Objectives
a. The
goal
of
the
campaign
is
to
not
only
create
purchase
consideration
for
the
Harley
bikes
but
to
position
Harley
towards
a
slightly
younger
demographic.
Our
message
will
convey
that
Harley
is
an
escape
to
everyday
life
and
hopefully
by
creating
a
message
speaking
directly
to
them,
we
will
be
able
to
persuade
them
to
consider
and
buy
a
Harley
motorcycle.
5. Creative
Strategy
a.
“Escape
the
everyday,
Life
is
calling”
b. We
hope
to
attract
our
target
audience
by
creating
a
desire
for
the
emotion
riding
a
Harley
brings
out.
We
believe
our
target
market
will
be
able
to
relate
to
this
campaign
because
they
are
in
the
beginning
to
middle
of
their
careers
and
just
finding
out
what
life
in
the
real
world
is
like.
We
feel
as
though
this
message
appeals
to
them
by
wanting
to
escape
their
everyday
lives,
including
jobs,
stress
and
tedious
tasks.
We
hope
to
convey
that
they
will
be
able
to
get
away
on
their
Harley
to
experience
life
and
the
thrill
that
riding
a
Harley
motorcycle
can
offer.
c. We
believe
this
slogan
can
be
developed
further
into
a
whole
campaign,
with
different
slogans
such
as
“Escape
the
yard
work,
life
is
calling”
and
“Escape
the
office,
life
is
calling”
to
further
appeal
to
precise
tasks
they
might
be
looking
to
get
away
from.
d. Overall,
our
creative
strategy
showcases
that
Harley
can
provide
a
relief
from
the
mundane
life
and
give
an
escape.
Along
with
this
we
have
developed
a
few
promotional
ideas
to
enhance
our
goal
of
purchase
consideration.
6. Media
Mix
Objectives
a. Overall
our
media
mix
contains
outdoor,
radio,
internet,
and
magazines.
i. Outdoor-‐
we
hope
to
reach
a
maximum
amount
of
our
target
audience
via
outdoor
ads,
this
is
a
time
when
they
are
travelling
either
to
or
from
work
ii. Internet-‐
our
plan
includes
advertising
on
websites
that
our
target
market
will
primarily
look
at
during
leisure
time
or
when
they
are
bored
at
work,
later
on
we
will
define
which
sites
we
will
primarily
place
the
Harley
ads
in.
iii. Radio-‐
we
plan
to
target
them
in
the
morning
and
afternoon
at
the
times
they
are
most
likely
to
be
in
their
cars,
driving
to
and
from
their
jobs.
Also,
we
want
to
reach
them
during
work
on
sites
such
as
Pandora.
iv. Magazines-‐
this
is
where
Harley
has
excelled
in
advertising,
they
are
a
strong
brand
with
a
great
brand
identity
but
our
message
specifically
targets
working
men,
ages
25-‐44,
so
we
plan
to
place
our
ads
strategically
in
magazines
that
fit
this
demographic.
1. Situation Analysis SWOT Analysis Strengths: Harley already has a solid base of brand loyal consumers, but the idea is to use this renown and try and push it to the younger demographic. The Harley brand consistently ranks among 10 best known American brands (Media Flight Plan, 2011). We want to express and explain the idea of owning a Harley is much like its very own lifestyle. It goes beyond just owning the bike and riding. You become part of an elite club and membership is respected among other riders. Our focused demographic of this new campaign is changing to a younger audience meaning more opportunity to capitalize on new consumers. The HOG clubs even act like free advertising for the brand (Media Flight Plan, 2011). The HOG club does tend to lean towards the older, rebellious crowd that Harley already has a hold of, but these clubs help give the brand a renown and respect across motorcycle riders. Weaknesses: The current average age of a Harley consumer has gone from 38 to 46 (Media Flight Plan, 2011). Harley motorcycle sales have decreased 21% worldwide due to more competitive companies starting to make a push for more motorcycle sales. There are some individuals that might not like the idea of being part of the “fraternity” or “Harley club” feel that the bikes give, rather it be younger or older. This is a hard sell to someone that doesn’t care about the community for their specific motorcycle. The typical Harley cruiser is an expensive $16,000, and the customer base is mostly upper-‐middle class (Media Flight Plan, 2011). Opportunities: Harley also holds the top ten growth stocks since IPO(Media Flight Plan, 2011). Current economic forecasts indicate 10-‐15% higher demand for the category, meaning that the “idea” of owning a motorcycle is still a hot topic on people’s minds (Media Flight Plan, 2011). American sales of light sport bikes increased 90% in 3 years, targeting minority groups (Media Flight Plan, 2011). This increase helps us put Harley out there with these new light sport bikes that they are producing and target these same groups. Threats: Industry wide US retail demand for heavyweight motorcycles declined 21% (Media Flight Plan, 2011), competitors have a larger share in sales of light sport bikes, Competitors have been coming up with lighter and faster bikes. The younger demographic we are going for typically leans towards these types of bikes. Michigan state police replaced their Harley's for the faster BMW motorcycles. 4 P’s Price: $17,000 Harley V-‐Rod, $10,000 Buell Firebolt, $4,000 Buell Blast. A cheaper, smaller, sportier bike will offer the young consumer less buyer remorse, and allow them to spend money in other places instead of throwing a large lump sum towards this single recreational vehicle. Product: The approach we want to take with this new, sportier bike is a younger more “crotch rocket” type bike. We want to focus on the speed and the innovative water cooled engines, which all attract a younger demographic.
Place:
The
younger
demographic
will
be
able
to
make
their
purchases
at
one
of
the
international
stores
in
the
U.S.
or
online
if
a
store
is
not
logically
reachable.
Promotion:
In
the
past,
Harley
has
promoted
largely
to
the
older
men
demographic
with
their
HOG
type
bikes.
These
are
loud,
bulky,
and
meant
to
look
mean
in
a
sense.
Many
of
today’s
ads
focus
on
riding
the
bike
at
in
the
country
or
enjoying
nature.
Our
approach
for
this
specific
campaign
will
be
to
focus
more
on
the
speed,
and
the
release
a
young
man
will
have
on
life
while
riding
his
“sport
bike”,
rather
it
be
in
the
cities
or
in
the
country.
2. Competitive Analysis
Harley’s
main
competitors
are
Honda,
Suzuki,
Yamaha,
and
Kawasaki
because
these
competitors
combined
share
92%
of
the
light
sport
bike
sales.
Harley
is
competing
against
the
Asian
innovations.
This
is
a
major
concern
due
to
the
fact
that
the
main
competitors
are
all
Asian
based
companies.
We
will
position
Harley,
the
American
company,
as
the
bran
that
can
offer
the
same
type
of
bike
or
even
better
at
a
cheaper
price
and
American
made
in
order
to
attract
a
younger
demographic.
The
U.S.
population
of
young
adults
ages
18-‐34
is
three
times
larger
than
the
traditional,
current
customer
base
of
older
men.
There
is
a
lot
of
opportunity
to
grow
and
reach
out
to
that
segment
and
take
over
more
of
the
share
of
sales
from
other
competitors.
Harley
has
developed
an
extremely
brand
loyal
fan
base;
however,
the
other
companies
have
attracted
a
younger
demographic
for
a
much
longer
time
and
some
specialize
in
just
the
sport
bikes.
This
is
a
problem
because
the
younger
demographic
typically
prefers
these
sports
bikes,
and
it
is
difficult
to
introduce
a
Harley
sport
bike
into
the
mix,
since
Harley
is
known
for
its
HOGs.
Some
critics
claimed
that
“Harley
hasn’t
built
better
bikes
than
its
four
main
Japanese
competitors,
but
it
has
built
a
far
better
brand.”
This
brand
awareness
is
one
aspect
that
will
help
push
Harley
to
a
younger
demographic.
Honda
is
the
main
competitor
because
first
and
foremost,
their
bikes
are
much
more
affordable
sitting
at
an
average
of
$11,000
for
their
high-‐speed
sports
bikes,
and
they
offer
multiple
bikes
below
$6,000.
This
is
important
because
the
target
market
this
specific
campaign
is
going
for
might
not
have
that
large
of
an
amount
of
disposable
income.
They
also
have
a
much
larger
selection
for
sports
bikes
that
are
already
targeted
towards
a
younger
demographic.
Honda
is
a
foreign
company,
and
they
already
hold
the
belief
that
foreign
made
products
(such
as
vehicles)
are
more
reliable
and
cost
less
to
maintain.
Competitive
Spending
Analysis
with
Share
of
Voice
The
graph
below
shows
a
distribution
of
share
of
voice
in
each
medium.
Below
are
the
totals.
100
Network
TV=
42%
90
Spot
TV=
3%
Cable
TV=
20%
80
Syndication=
0%
70
Magazines=
33%
Local
Magazines=
0%
60
Hispanic
Magazines=
100%
50
Harley SOV
National
Newspaper=
100%
40
Newspaper=20%
Hispanic
Newspaper=
0%
30
Network
Radio=
100%
20
National
Spot
Radio=
68%
10
Local
Radio=
25%
US
Internet
=
41%
0
Outdoor=
58%
NETWORK TV NATL NEWSP OUTDOOR
Overall,
Harley
has
a
strong
share
of
voice
in
many
areas
such
as
Hispanic
newspaper,
national
newspaper
and
network
radio
(Media
Flight
Plan,
2011).
Because
there
is
an
increased
potential
in
Hispanic
markets,
having
a
strong
voice
in
that
area
is
a
perfect
strategy.
This
helps
because
as
earlier
stated,
many
of
the
competitors
of
Harley
in
the
sport
bike
category
are
successful
at
targeting
these
minority
groups.
They
are
lowest
in
Hispanic
newspaper
so
some
more
research
might
be
necessary
to
evaluate
whether
or
not
having
more
share
of
voice
there
would
be
beneficial.
Harley
is
also
almost
a
ghost
in
other
areas
such
as
local
magazines,
local
radio
and
spot
TV.
It
is
clear
they
have
a
very
national
focused
strategy
and
we
believe
it
is
a
well
recognized
brand
and
those
ads
have
a
much
high
reach,
however,
it
might
be
interesting
to
test
specific
spot
TV
ads
and
place
local
radio
spots
to
speak
directly
to
the
new
consumer
they
are
trying
to
attract.
Honda,
a
main
competitor,
has
12
vehicle
types
that
they
put
advertising
towards
versus
Harley
who
only
has
media
for
3.
To
keep
up
with
trends
and
compete
with
Honda,
analyzing
their
media
spend
and
allocating
more
dollars
where
they
are
might
be
a
good
strategy.
3. Target Audience Analysis
160
140 HH Owners
120
Plan to Buy/
100 Lease
80 Primary Rider
60
PR 18-44
40
20 PR 45+
0
Radio Magazine Outdoor
The
chart
above
displays
the
index
numbers
for
each
media
outlet
including
radio,
internet,
magazine,
prime
TV
and
outdoor
and
is
then
divided
into
five
target
markets
including
Harley
owners,
people
who
plan
to
buy
or
lease
within
the
next
12
months,
primary
riders,
primary
rider
18-‐44
and
primary
riders
45
and
above.
The
media
with
the
highest
index
numbers
in
the
category
of
those
planning
to
buy
or
lease
a
Harley
is
magazine,
radio,
and
outdoor
advertising.
All
of
these
outlets
had
an
index
number
ranging
from
119
to
134.
We
believe
targeting
them
through
that
media
will
be
the
best
strategy
for
Harley
according
to
the
Harley
media
data.
The
media
with
the
highest
index
numbers
in
the
category
of
primary
riders
ages
18-‐44
is
radio,
internet
and
outdoor.
We
decided
that
Harley
should
analyze
the
data
from
this
target
audience
of
current
Harley
owners
to
see
what
their
media
habits
are
so
that
we
can
hopefully
attract
new
customers
in
this
younger
age
bracket,
the
one
Harley
wants
to
improve.
Later
on
we
will
specify
media
strategies
based
on
the
media
outlets
we
intend
to
focus
on.
Overall,
the
media
we
will
use
for
this
demographic
is
magazines,
radio,
outdoor
advertising,
and
internet.
As
Harley
strives
to
reach
a
younger
demographic,
we
plan
to
analyze
that
specific
group
of
consumers.
We
plan
to
use
Harley
demographic
data
specifically
for
the
people
who
plan
to
buy
or
lease
a
Harley
in
the
next
12
months
and
the
primary
riders
ages
18
to
44
as
that
is
the
market
we
need
to
know
more
about.
For
the
primary riders ages 25 to 44 we found the target market demographics to be slightly different from the prior. We need to target men ages 25-‐44, with some college, employed making $50,000 or higher, are married and have some children in the household. These were the areas with the highest index numbers but ages 18-‐34 had very high index numbers as well. The overall objective of Harley is to attract a younger demographic or “millennial’s”. Millenials are described as “optimistic yet realistic, self-‐inventive, individualistic, they rewrite the rules, killer lifestyle, irrelevance of institutions, internet savvy, assume technology, and accept the idea that friends equal family.” (4) These key terms can be used in the creative brief as well as to help with a richer understanding of the target market. 4. Campaign Objectives Reach/ Frequency and GRP Objective Based on the amount of media we plan to use and advertise in, we project an estimate of at least 60% reach to all of the channels selected in the media mix. Reach would range from 60% to 80% during the later cycles in the campaign, the idea would be that the target market would begin to recognize and remember Harley Davidson. We especially hope to transition the traditional brand image to a younger, sportier brand image. The best frequency to achieve would be 4.0. The combination of high frequency and reach to a more narrow consumer segment will hopefully increase consideration. We then hope the consumer will continue throughout the purchase funnel from consideration all the way to purchase. With the current strength of the Harley brand loyalty, we believe they will become loyal consumers of the Harley bikes. We will use a 4 cycle scheduling approach throughout the 12 month campaign. Cycle 1: May/ June/ July Cycle 2: August/ September/ October Cycle 3: November/ December/ January Cycle 4: February/ March/ April Cycle 1 and 2 will consist of a heavier approach to advertising. These cycles are in the warmer, summer months and the cooler fall months. These are the times in which young adults are out of school, enjoying time off, and have more time to spend engaging in outdoor activities. Also, there are many holidays which revolve around the summer and fall months in which we plan to advertise around. Harley also has the opportunity to host promotional events including rallies and such. Cycles 3 and 4 will have a lighter approach considering young adults are back in college or back to work. While looking at trends, events, and promotional times we believe these are the slower months. To investigate further we would need more research on sales by month that we could base our advertising strategy on. Radio: Radio will be used primarily in cycles 1 and 2. We plan to focus a majority of our spending here and target our demographic while they are out travelling. We will place ads in Pandora as well as specific stations which we have explained in the media strategy. Cycles 3 and 4 will be lighter as we will focus on other media. Outdoor: Outdoor advertising will be used in cycles 1 and 2 as we predict there will be more travel, road trips and promotional events to tie our advertising too. Harley has traditionally been successful in outdoor advertising, we think we the combination of placement, timing, and a unique campaign will lead to consideration from our younger demographic.
Internet: Internet will be used in all 4 cycles. Our target audience is the primary users of the internet and we plan to have a constant web presence. We believe this will increase sales, create leads to the Harley website, and reinforce the other media we will be in. Magazines: We will advertise more primarily in cycles 1 and 2. However, we will stay consistent with advertising in cycles 3 and 4 but will decrease the amount of magazines. Due to the high circulation and mix of demographics we will reach we believe this will strengthen the overall objective to redesign the image of Harley bikes. It is also a great opportunity to provide a visual and brand identity for the new, sportier bikes. Geographic Objective and Strategies Our objective is to re-brand Harley to our target demographic, men ages 18-34, by positioning ourselves as younger and more innovative to break away from the stereotypical Harley rider. Our geographic strategy will consist of a national and spot campaign. We decided that a national campaign would be the most effective because in order for Harley to maintain a strong brand image as stated in our creative brief, a national campaign is not limited to one specific area, and has the potential to reach more people than a spot campaign. To determine where our spot advertising will be, we chose to use three categories from the Harley data that we felt was most relevant to our campaign and would help us target the right people in order to increase our sales and brand awareness. These three categories include: motorcycle commuter use, recreational vehicle use, and above average house hold income. The reasoning these categories were most relevant to our campaign is explained below in our Geographic Market Analysis. Below are the top ten markets with the highest estimated values that we plan to have spot advertising in. Spot Markets & their Estimated Value Percentages: Los Angeles 26.81% San Diego 10.58% San Francisco 20.00% Dallas-Ft. Worth 10.28 % New York 17.83% Chicago 10.21% Phoenix 14.11% Philadelphia 9.97% Seattle-Tacoma 10.85% Sacramento 9.81% Geographic Market Analysis We have decided to target men between the ages of 25-44. When determining the appropriate spot and national advertising that will best reach our target audience, we base our choices on the calculated estimated value percentages. This information gave us the top ten markets which determine where we place our spot- market campaigns. To find our total estimated value, we first calculated the estimated value of motorcycle commuter use. This is an important category to our campaign because we would like to focus on individuals that already use a motorcycle as their primary means of transportation. We felt it was necessary to factor in this category because should they look to purchase a new motorcycle, we want them to think of Harley- Davidson. We also chose the recreational vehicle use category because the tone of our campaign is highlighting free-spiritedness, which is an attitude that recreational vehicle users have. Lastly, we chose cities with an above average household income. These three categories are what we used to come up with the total estimated value percentage. Along with the national campaign, we decided that targeting the top 10 markets with the highest estimated values with spot advertising would strengthen the campaign. Below is a chart that displays our calculations for the estimated value.
Top 10 Markets and Estimated Values Map of Spot Market
Market Motorcycle Recreational Above Estimated Value
Commuter Use Vehicle Use Average HH Total %
Income
Los Angeles 9.42 2.06 13.97 26.81
San Francisco 7.75 1.65 11.49 20.00
New York 2.45 1.22 3.63 17.83
Phoenix 4.82 2.74 7.15 14.11
Seattle- Tacoma 2.45 2.68 3.63 10.85
San Diego 3.09 2.17 4.58 10.58
Dallas- Ft. 2.01 1.89 2.98 10.28
Worth
Chicago 1.00 1.46 1.48 10.21
Philadelphia 1.68 1.48 2.49 9.97
Sacramento 2.20 2.77 3.26 9.81
5. Creative Brief
Brand
Position:
We
want
Harley
to
be
seen
as
America’s
brand.
We
also
want
it
to
be
viewed
as
the
ONLY
bike
one
should
even
consider.
We
don’t
necessarily
want
to
completely
re-‐brand
what
Harley
is
but
we
want
it
to
be
viewed
as
a
more
of
a
way
of
life.
Buying
a
Harley
will
not
only
save
money
verse
buying
a
car
but
it
is
also
buying
your
way
into
a
club
and
a
way
of
life.
Owning
a
Harley
will
allow
you
to
be
apart
of
something
that
not
everyone
can
be
a
part
of.
It
is
almost
like
a
fraternity
that
is
exclusive
to
only
bike
owners.
“If
you
ride
a
Harley,
you
are
a
member
of
a
brotherhood,
and
if
you
don't,
you
are
not."
For
Harley,
it
is
that
complex
and
that
simple.
All
their
products
spark
a
feeling,
kindle
a
memory
and
point
to
the
journey
ahead.
For
Harley
management,
if
it
doesn't,
it
doesn't
qualify
as
a
genuine
Harley.”
(2)
Promise:
Escape
from
everyday
life
Tone:
American
icon,
free
spiritedness,
rebellious,
up-‐lifting,
more
than
a
machine,
it’s
not
a
way
of
travel-‐
it’s
a
way
of
life,
uplifting,
humorous
Tag
line:
Escape
the
Everyday,
Life
is
Calling
Promotions: The quote below describes the importance of promotions and the relationships they create with the consumer. According to Harley, “Our idea is that we are close to the customer. And we’re not just saying, ‘We are close to the customer.’ We are actually riders. We participate in events as riders. I think one of the greatest strengths is the passion and enthusiasm here at the motor company for our riders. We always want to be out, talking to them – whether it be at [big bike rallies like] Sturgis or Daytona Beach or a [local] rally. We want to shake hands with riders and hear what they have to say.” (2) “Harley Davidson’s most important promotional tool is the brand image of a truly American product. Such a tool appeals to the domestic market, and owning a Harley-‐Davidson bike fits well into supporting the national feelings of pride for America.” (3) It will be important not to lose the original brand image of Harley Davidson. 6. Media Mix Objectives Magazines: “Interestingly, Harley never shows people on bikes in advertisements. The idea is that with a Harley-‐Davidson, you can be anyone you want to be." (5) Our magazine advertisements will embrace the tone and spirit of Harley Davidson and create ads consistent with the current Harley brand personality. We want to feature the innovation and make it appeal to the younger demographics. To determine a strategy for where we will place our ads, we analyzed the Harley media data. Based on the highest index numbers for the target audience of those who plan to buy or lease within the next 12 months, we will advertise specifically in Motorcycle, 229, Automobile, 214, Motorcyclist, 269 Car Craft, 243 and Cycle World, 286. We understand these are magazines that currently target car and motorcycle enthusiasts and our competitors most likely have ads in those magazines as well. To expand out to reach our younger demographic of people we also plan to place ads in Sports Illustrated, Car and Driver, GQ and Men’s Fitness. We would like to try to reach a larger audience and generate more interest in the sportier models with the mix of demographics each magazine reaches. Each of these magazines has a circulation ranging from 1 million to 3 million readers according to In Stash. (6) Internet: We want to target a younger demographic so we suggest buying more ads in mobile and search. We want to appear first in all searches related to sport bikes and motorcycles. We want ads specifically on YouTube, we think that it would be effective to be able to showcase our product and brand personality through visual and interactive ads. According to Google Insights, “YouTube has the highest reach, captivating audiences for up to five minutes per session. Also, the richer format afforded by video platforms means ads have a greater impact than on news or social media sites.”(7) For mobile ads we will focus on primarily tablets and smart phones. Radio: According to Harley media data, the most appropriate radio stations to advertise on are Mexican, Tejano, Ranchera, gospel, with a shocking index number of 189, rock, and urban radio for the target market of those who plan to buy or lease within the next 12 months. For the primary riders ages 18 to 44 the most effective, according to the data, are most likely rock, alternative, and all talk radio. We suggest focusing on the target audience that is planning to buy or lease considering they might currently be in vehicles in which they listen to radio more often. We suggest promoting prices or sales promotions considering the younger audience does not have as much expendable income.
Outdoor: Based on the Harley market data we analyzed which market was performing the best in sales. We decided to look specifically at the ages 18 to 34. We plan to place outdoor ads in the markets performing the best in each city including Boston, New York, and Los Angeles. The index numbers for this media outlet was particularly high so the message and creative will have to align with something that attracts the younger demographic. Social Media: According to Randy Sprenger, manager of electronic advertising and direct promotions for Harley-‐Davidson, “One of the greatest advantages for social media is the voice of the customer. We’ll post a question, such as, ‘Are you in favor of darkening the bike out, blackening the bike out or shiny chrome?’ We’ll get customers to comment. It won’t be unusual to receive 300 to 500 comments. It helps us learn what people are saying outside the walls of Harley.” (2) Scheduling and Timing Objective Cycle 1: May/ June/ July Cycle 2: August/ September/ October Cycle 3: November/ December/ January Cycle 4: February/ March/ April Cycle 1 and 2 will consist of a heavier approach to advertising. These cycles are in the warmer, summer months and the cooler fall months. These are the times in which young adults are out of school, enjoying time off, and have more time to spend engaging in outdoor activities. Also, there are many holidays which revolve around the summer and fall months in which we plan to advertise around. Harley also has the opportunity to host promotional events including rallies and such. Cycles 3 and 4 will have a lighter approach considering young adults are back in college or back to work. To investigate further we would need more research on sales by month that we could base our advertising strategy on. Scheduling and Timing Strategies Radio: Radio will be used primarily in cycles 1 and 2. We plan to focus a majority of our spending here and target our demographic while they are out travelling. We will place ads in Pandora as well as specific stations which we have explained in the media strategy. Cycles 3 and 4 will be lighter as we will focus on other media. Outdoor: Outdoor advertising will be used in cycles 1 and 2 as we predict there will be more travel, road trips and promotional events to tie our advertising too. Harley has traditionally been successful in outdoor advertising, we think we the combination of placement, timing, and a unique campaign will lead to consideration from our younger demographic. Internet: Internet will be used in all 4 cycles. Our target audience is the primary users of the internet and we plan to have a constant web presence. We believe this will increase sales, create leads to the Harley website, and reinforce the other media we will be in.
Magazines:
We
will
advertise
more
primarily
in
cycles
1
and
2.
However,
we
will
stay
consistent
with
advertising
in
cycles
3
and
4
but
will
decrease
the
amount
of
magazines.
Due
to
the
high
circulation
and
mix
of
demographics
we
will
reach
we
believe
this
will
strengthen
the
overall
objective
to
redesign
the
image
of
Harley
bikes.
It
is
also
a
great
opportunity
to
provide
a
visual
and
brand
identity
for
the
new,
sportier
bikes.
Our
national
approach
will
include
magazine
and
internet
advertising.
Along
with
magazine
and
internet,
we
plan
to
have
spot
advertising
using
outdoor
and
radio
in
our
top
ten
markets.
The
following
chart
justifies
why
we
chose
Radio,
Magazine,
Internet,
and
Outdoor
based
on
Index
numbers
in
out
specific
Target
Market
which
is
Primary
Riders
Age
18-‐44.
Index
Numbers
based
on
Primary
Rider
Age
18-‐44
Mediums
Heavy
(I)
Radio
151
Magazine
103
Internet
146
Outdoor
149
Budget
Objective
and
Strategies
Media
Breakdown
Budget
Strategy
Radio
$1.3
Million
Magazine
$3.2
Million
Outdoor
$6.3
Million
Internet
$4.4
Million
Total=
Estimated
$15.2
Million
12 Month Flowchart of Schedule with Total GRP’s and cost for each Medium We kept our internet advertising consistent throughout the year and increased it only in December due to an increase in advertising in general from retailers and the auto industry that revolves around the holidays. Cycles 1 and 2 are our heavier periods of advertising so we have increased the ads from 20 in cycles 3 and 4 to 30. We have outdoor advertising in both cycles 1 and 2 to reinforce our campaign and during our heavier time of advertising. We chose to use spot radio advertising during the morning and evening drive because our spots markets are larger cities we predict commuting. We believe this will be the most effective strategy to increase our reach and frequency.
Works Cited
1.
"The
Future
of
Harley
Davidson."
Notions
of
an
Ordinary
Kat.
Notions
of
an
Ordinary
Kat,
11
Dec.
2010.
Web.
18
Oct.
2013.
.
2.
"How
Harley-‐Davidson
Drives
Mobile
Marketing,
Facebook."
AdWeek.
AdWeek,
29
Apr.
2009.
Web.
18
Oct.
2013.
.
3.
Thompson,
Kevin.
"Harley-‐Davidson's
Marketing
Strategy
Overcame
Competition."
Yahoo
Contributor
Network.
Yahoo,
20
Dec.
2006.
Web.
18
Oct.
2013.
.
4.
Theilfoldt,
Diane.
"Generation
X
and
The
Millennials:
What
You
Need
to
Know
About
Mentoring
the
New
Generations."
Generation
X
and
The
Millennials:
What
You
Need
to
Know
About
Mentoring
the
New
Generations.
Gen
X
and
The
Millennials,
12
Aug.
2004.
Web.
18
Oct.
2013.
.
5.
"Harley
Davidson:
Marketing
an
American
Icon."
Harley
Davidson:
Marketing
an
American
Icon.
Corporate
Design
Foundation,
n.d.
Web.
18
Oct.
2013.
.
6.
"Top
12:
Magazines
for
Men."
InStash
RSS.
InStash,
n.d.
Web.
20
Oct.
2013.
http://www.instash.com/top-‐
12-‐magazines-‐for-‐men
7.
"Evaluating
the
Effectiveness
of
YouTube
Think
Insights
Google."
Evaluating
the
Effectiveness
of
YouTube
Think
Insights
Google.
Google
Insights,
July
2012.
Web.
20
Oct.
2013.
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