14297859 hbr case study hunsk automobiles

8/13/2019 14297859 HBR Case Study HUNSK Automobiles

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HBR Case Study

Authenticity: Is It Real or Is It Marketing?

Presented By (Group !:

Arpita Bahadur

Gaura" #u$ar

Manish Gupta

Pa"an #u$ar

Ran%ini # Ballal

&ani &yas


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'uestion:

Should Gordon continue to ack Marty)s no hold arred Authenticity

approach?

Ans:

Marty)s Approach:

Introducing Back*to*roots strategy in organi+ation,

-ocusing on authenticity .ithin the organi+ation y in/using the internal

custo$ers (e$ployees! .ith the /eel o/ Hunsk eing an Authentic Co$pany,

Stressed Hunsk to hold on to its "alues,

Belie"ed that e$ployees 01A e sa$e as that o/ custo$ers,

0e*e$phasis on Cause Marketing,

0iscouraged those e$ployees .hose $indset .as not si$ilar to that o/

Marty)s,

2$phasi+ed that corporate culture needs to re/lect the authenticity o/ the

randing $essage it sends out,

Marty)s no*hold*arred approach did i$pro"e Hunsk)s position as an Authentic

Co$pany .hich could e seen in results* ne. tagline3 ne. ads and the ne. looks,

4he Marketing Ca$paign .as dyna$ic,

But his approach also let so$e "ery good people in $arketing depart$ent /eel out

o/ place, 2$ployees throughout the co$pany .ho had done terri/ic .ork /or years.ere /eeling dis$issed3 censored3 $arginali+ed,

5e elie"e that Gordon should ack Marty to*

Instill the rand6product)s attriutes into the organi+ation to $ake Hunsk a

$ore authentic co$pany,


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-ocus on the three ele$ents that pro"ide the /oundation /or organi+ational

authenticity: identity3 i$age3 and actions,

2$ployees at Hunsk to 7li"e the rand8,

0irect Hunsk to resol"e the inconsistency y gi"ing up /or*purpose actionsand eco$e an authentic /or*pro/it usiness,

Create a .ork culture .here e$ployees .ill ha"e a sa$e $indset as that o/

custo$ers,

4hese actions .ill e$po.er Hunsk to e $ore Authentic .hich .ill 9

* i$pro"e the creati"ity o/ e$ployees

* $oti"ate e$ployees

* e$ployees are percei"ed as identi/ied .ith the organi+ation

* Authentic /unctioning sti$ulates e$pathy

* Authentic /unctioning sti$ulates integrity

Custo$ers .ill start associating the$sel"es .ith Hunsk a/ter seeing the ne.

pro$otions .hich .ill help Hunsk 2ngines to regain its cult status,

4here is a flip sideto all o/ this ho.e"er, Marty takes the concept o/ authenticity

a little too /ar and al$ost to a /anatic point, His li$iting on the careers non*iker

e$ployees is one thing that could de/initely hurt Hunsk, Maye increasing iker

spirit solely in the $arketing depart$ent $ight help; doing it throughout the

co$pany is de/initely har$/ul, -iona3 /or euality3 .hich .ould then

lead to a loss o/ custo$ers, nce again on the hel$et issue3 Marty is passing up apri$e usiness opportunity /or the i$age o/ authenticity, Hunsk could sign

agree$ents .ith a hel$et $aker to ad"ertise their hel$ets alongside their superior

$otorcycles /or >uite a it o/ $oney,

All in all3 5e elie"e that the idea o/ going authentic is a good one3 ut it shouldn=t

e taken too /ar, I/ a co$pany egins to oppress e$ployees and dri"e the$ a.ay
http://authenticorganizations.com/harquail/2008/02/22/you-don%E2%80%99t-have-to-%E2%80%9Clive-the-brand%E2%80%9D-to-give-the-brand/http://authenticorganizations.com/harquail/2008/02/22/you-don%E2%80%99t-have-to-%E2%80%9Clive-the-brand%E2%80%9D-to-give-the-brand/


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all /or the sake o/ i$age3 then they ha"e taken too /ar, Ho.e"er3 i/ they $ake so$e

changes to increase their appeal to custo$ers and e

14297859 hbr case study hunsk automobiles

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