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Major Media Consultants

Camille Aig-Imoukhuedi

Lauren Craig

Aimee Cundiff

Toni Dawkins

Media Planning, Fall 2011–McCreery

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Table of Contents

PLAN SUMMARY THE PROBLEM

SITUATION ANALYSIS Target Research Market Information Creative and Media Background SWOT Analysis

SOLUTION Creative Strategy Media Objectivs Media Strategies

APPENDIXWORKS CITED

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Executive Summary The iconic Harley-Davidson motorcycle company was founded in 1903 in Milwaukee, Wisconsin where it is still headquartered today. Since being founded, Harley-Davidson has become one of the most well recognized motorcycle brands and a fixture in American culture. But an aging consumer base of Baby Boomer generation males as well as the recent economic downturn is threatening Harley’s growth. Harley must rejuvenate its business during a time when more Americans are deeming a secondary vehicle, such as a sleek motorcycle a pricey luxury. To expand their brand, Harley wants to target their Sportster model that was introduced in 1957 towards women. The model is a less expensive, sleeker, and more light-weight alternative to the well-known cruiser bikes (Gray). Major Media Consultants’ goal is to create an effective media plan that will increase sales of Sportster models among women by 3,000 units in the year 2012 and expand the Harley-Davidson’s franchise as a whole. Currently, Harley-Davidson claims 47% of the U.S. market for on-road motorcycles, but Japanese motorcycle manufacturers could potentially claim the female motorcycle prospects that Harley hopes to acquire with their variety of lightweight, female-friendly bikes (Clothier). Harley-Davidson must convince women to experience their brand so that this new audience yearns to be a part of the Harley culture. This will require deviating from their traditional advertising tactics and messages, traditionally geared towards males through the use of macho imagery, and expanding their current marketing efforts aimed at reaching women such as the “Women Riders” microsite. After conducting research, we crafted a media plan that strategically targets women 25-44 both nationally and in select promising markets. Our plan is to reach both the married career women with older children and the single adventurous women with disposable incomes. Although Harley claims the highest share of voice amongst its competitors and engages in the most advertising spending, additional effort must be made to reach the lucrative female market via the media they utilize the most. These media include magazine, radio and non-traditional channels such as sponsorships, events, and Internet marketing. Our campaign will challenge women to “take the reigns” with Harley-Davidson and join the large number of proud riders that exist in the Harley community.

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The Problem

Although Harley-Davidson has a vibrant culture, strong brand loyalty, and dominants 60% of the US market for models class 850 cc and above, their overall domestic sales have decreased by 28% (MFP Case Study). This is because Harley’s male demographic is growing older and this market is almost completely saturated. As a result, the motorcycle giant needs to reach the female motorcycle market which has steadily grown from 5.3% to 10.8% in the last decade (MFP Case Study). In order to increase sales Harley must promote a different product to a new market. The Sportster is a model that has already gained some popularity among women. We will increase awareness of Sportster models by targeting a primary audience of women 35-44 and a secondary target of women 25-34. Major Media Consultants’ goal is to create an effective media plan that will increase sales of Sportster models among women by 3,000 units in the year 2012 and expand the Harley-Davidson’s franchise.

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situation analysis

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Target Research

DEMOGRAPHICSWe have determined the primary female target consumer of the new Harley-Davidson campaign as women between the ages of 35-44 who are most likely married with older children, or “empty-nesters”. Our secondary target encompasses younger women between the ages of 25-34 who are usually single, have a career, and a college education. The majority of these women are Caucasian and a smaller percentage are Hispanic. More than 50 percent of those planning to purchase a Harley within the next 12 months have an income of at least $50,000. (MFP Demographics). We will focus on this segment because of their high purchasing potential.

PSYCHOGRAPHICS & BEHAVIORGRAPHICSMajor Media Consultants discovered that the women who are most compatible with the Harley-Davidson Motorcycle brand can be described as adventurous and thrill-seeking, yet family oriented. They are likely to have been previously exposed to recreational riding. They want to experience the freedom and independence of riding for themselves but are very concerned with the safety aspects of riding a motorcycle (Clothier). These women would benefit from the opportunity to escape from the stress of balancing work and family. They enjoy socializing with friends and meeting new people. They occasionally read books about adventure and watch scary movies to get a thrill outside of their everyday lives. (“Harley-Davidson USA,” “Facebook,” “Harley For Women”).

MEDIA HABITSResearch into the target market of those planning to buy a motorcycle within the next 12 months showed that they are heavy users of radio and magazines (MFP Media Data). Major Media Consultants decided to spend heavily in those categories to obtain an effective reach and frequency amongst those planning to buy a motorcycle, but need to be persuaded that Harley is the superior choice. These individuals are medium users of Internet and network television, which justified the budget allocation to these media (MFP Media Data). In the print category, the target reads primarily women’s magazines as well as news and entertainment weeklies (MFP Media Data). These women also have busy schedules due to family obligations or careers. As a result, they spend a substantial amount of time in the car listening to stations with formats like adult contemporary and country.

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Target ProfilesJANICE is a 40-year-old woman living in

Pennslyvania. She works as a financial assistant and is the mother of two boys who have recently graduated high school. Janice spent 18 years heavily involved in her sons’ schooling, athletics and other extra-curricular activities as well as working part time. Now that her sons are gone, she has realized how much more free time she has and is searching for a new hobby. Janice’s husband Bill takes motorcycle rides every Saturday, when the weather permits. Bill used to encourage Janice to ride with him, but once the kids came, she just couldn’t find the time. She knows that her sons are about to have some of the most memorable experiences of their lives and she is interested in creating new adventures for herself.

LISA is a single, 25-year-old woman. She loves adventure and incorporates this passion into

her career, dating life, and hobbies. She is inspired by life and the challenges it presents. She has a full-time job as a marketing consultant for IKEA in San Diego. When she wants to unwind, she usually goes to a local Starbucks and reads escapist novels on her e-reader. Lisa enjoys listening to contemporary pop music and female country music singers such as Miranda Lambert and the Dixie Chicks. When the weekend rolls around, Lisa likes to go to concerts or party with her friends. She has a strong family life and keeps in touch by calling, Skyping, or via email and Facebook. She connects with others in her community by volunteering at her local church and values companies that make an effort to help the community.

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Market Information

MARKET LEADER, COMPETITION, MARKET SHARE

When a person thinks of motorcycles, they think of Harley-Davidson. Because of their high brand awareness and aforementioned customer loyalty, Harley is the market leader in the class of two wheeled transportation. This awareness is the result of high advertising spending. According to our research, Harley is the leader in spending amongst its top four competitors, with expenditures in all media equaling 34.02% of the total market. Yamaha is in second with expenditures accounting for just under 18% of the market, followed by Honda with 13.02% and Victory with 11.86%. Both Suzuki and Kawasaki trail behind these companies with less than 10 percent of the market each.

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Both the Category Development Indices and the Brand Development Indices were useful in determining where to place our spot buys. CDI revealed which markets had the most potential for sales while BDI related how well Harley was expected to perform in each market. We chose to place additional advertisements in five markets that had both high CDI and low BDI. The markets we chose that met these qualifications were Orlando, Florida; San Diego, California; Pittsburgh Pennsylvania; Wilkes-Barre, Pennsylvania; and Phoenix, Arizona. A complete table with BDI and CDI for all 50 markets can be found in the appendix.

Once Major Media Consultants decided upon five markets, we obtained their estimated value percentages to determine how much money should be allocated towards each. The factors that we considered were motorcycle sales, the number of women ages 25-44, the percentage of motorcycle commuters and average income. We placed additional importance on the percentage of motorcycle commuters and average income by weighting them twice as much as the other two factors. We weighted the percentage of motorcycle commuters because people who live in areas where motorcycle riding is more common are more likely to buy motorcycles and we weighted income because motorcycles are an expensive purchase and those with more disposable income are more likely to incur the additional costs.

Market InformationBDI & CDI

DMA Market Name

W25-44 % of US Commuters

Estimated motorcycle

sales

Avg. HH Income

Total Across

EV%

Phoenix, AZ 29.40 84.86 29.40 43.13 186.79 31.13% San Diego, CA 21.56 54.40 22.04 47.69 145.69 24.28% Orlando, FL 21.41 50.53 20.91 38.91 131.76 21.96% Pittsburgh, PA 18.48 7.04 18.71 36.73 80.96 13.49% Wilkes-Barre, PA 9.15 3.17 8.94 33.54 54.80 9.13% Total 100.00 200.00 100.00 200.00 600.00 100.00  

Table 1: Reranked DMA markets

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Creative and Media BackgroundPAST ADVERTISING CREATIVE The Harley-Davidson company has enjoyed a rich advertising history reflective of the constantly evolving brand. Early advertisements were traditional in format and simply informed consumers about the product. During Harley’s restructuring in the 1980s, the brand began its over 30 year partnership with advertising agency Carmichael Lynch. This agency helped to establish Harley as a household name by targeting the core consumer and capturing their subculture. The advertising campaign in 1997, “The Book of Harley”, showed the brand’s connection with its riders in a series of print ads. When the brand celebrated its 100th anniversary in 2003 with a campaign bearing the tagline, “True for the first 100 years. True for the next 100 years”, it included print advertisements placed in enthusiast magazines as well as a year long traveling party for consumers (Baar). Keeping with its emphasis on print advertising, Harley-Davidson launched its small “Build Yours” campaign in early 2008, which promoted customization features along with the parts and accessories division of the brand by creating portraits out of different motorcycle parts (Clarke). Later that year, when faced with the economic downturn and increased uncertainty, Harley launched the 11 million dollar “Screw It, Let’s Ride” campaign. The print advertisements presented Harley as a bold, fearless brand that weathered many storms in its century-long history. They also created a microsite for riders to share their stories and interact with the brand by sharing their “rally cry” (“Milwaukee, Wisconsin Journal Sentinel”). These campaigns all aimed to strengthen Harley’s image by engaging consumers and connecting with the core audience. Harley also engaged in inclusive advertising to reach the breadth of its audience. One of the most successful inclusive campaigns was aimed at Hispanic riders, or “Harlistas”. This integrated media mix targeted Hispanic males aged 30-59 and shared authentic personal stories from these types of men and their quest for the American Dream. Much like previous campaigns, this aimed to capture the diverse lifestyles of Harley riders with a combination of strong visuals and copy in the print work supplemented with video and an online presence. In 2010, Harley encouraged apprehensive, potential customers to finally take the plunge with its “Say Something” campaign. They enlisted Maxim model Marisa Miller to promote the campaign which included magazine ads, event sponsorships, and a commercial. The campaign encouraged men to stop dreaming and start riding. The supermodel, provided a challenge to men to get out there and start riding by showing her doing burnouts and handling her own Harley. Although a woman was the center of the campaign, she was mainly used to target men through the use of sex appeal (Harley-Davidson Motorcycle Dreamers). In August 2010, Harley’s agency of record, Carmichael Lynch ended its thirty-year long partnership with the company citing that they have taken Harley as far as they could (Halliday). This era of Harley advertising allowed for less traditional advertisements and aims to target an even wider audience. In May 2011, Harley debuted its “No Cages” campaign which utilized a crowd-sourcing strategy proposed by the advertising agency Victors & Spoils (Harley-Davidson USA). Harley-Davidson’s use of innovative crowd-sourced, user-generated advertising is a testament to the development of the company. We want to take Harley’s advertising a step further and show women that they too can fit into the Harley culture by reaching them through the media they utilize the most.

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Creative and Media BackgroundMEDIA BACKGROUND

Advertiser Total Network TV

Spot TV

Cable Syndication Mags Local Mags

Hispanic Mags

Harley-Davidson

34.02% 42.10% 3.19% 19.55% 0.00% 33.28% 0.00% 100.00%

Honda 13.02% 15.55% 4.14% 21.18% 0.00% 13.63% 0.00% 0.00%

Kawasaki 5.95% 0.00% 3.11% 0.00% 0.00% 11.34% 0.00% 0.00%

Suzuki 5.38% 12.32% 47.10% 0.42% 0.00% 2.58% 0.00% 0.00%

Victory 11.86% 0.00% 5.85% 25.60% 0.00% 10.36% 0.00% 0.00%

Yamaha 17.85% 30.04% 31.51% 32.87% 0.00% 5.91% 0.00% 0.00%

 Advertiser Nat’l Newspaper

News- papers

Hispanic Newspa

pers

Network Radio

Nat’l Spot Radio

Local Radio

US Internet

Outdoor

Harley-Davidson

100.00% 1.88% 0.00% 100.0% 67.96% 25.15% 33.60% 57.56%

Honda 0.00% 3.02% 100.00% 0.00% 0.00% 0.00% 7.05% 0.00%

Kawasaki 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 11.70% 1.95%

Suzuki 0.00% 2.27% 0.00% 0.00% 0.00% 0.00% 14.57% 1.37%

Victory 0.00% 1.07% 0.00% 0.00% 32.04% 32.04% 2.85% 3.73%

Yamaha 0.00% 6.61% 0.00% 0.00% 0.00% 0.00% 26.11% 3.60%

  Table 2: Share of Voice for Harley-Davidson and top competitors

Advertiser Network TV

Spot TV

Cable TV

Syndication Magazines Local Mags

Hispanic Mags

National Newspap

ers Harley-Davidson

10.56% 0.26% 14.66% 0.00% 37.44% 0.00% 2.34% 11.24%

Honda 10.19% 0.89% 41.51% 0.00% 40.07% 0.00% 0.00% 0.00%

Kawasaki 0.00% 1.46% 0.00% 0.00% 72.90% 0.00% 0.00% 0.00%

Suzuki 19.52% 24.42% 2.01% 0.00% 18.36% 0.00% 0.00% 0.00%

Victory 0.00% 1.38% 55.07% 0.00% 33.43% 0.00% 0.00% 0.00%

Yamaha 14.36% 4.93% 46.99% 0.80% 12.66% 0.00% 0.00% 0.00%

 Advertiser Newspapers

Hispanic newspap

ers

Network Radio

Spot Radio

Local Radio

US internet

Outdoor Total

Harley-Davidson

0.11% 0.00% 4.15% 2.53% 0.46% 12.54% 3.70% 100.00%

Honda 0.44% 0.03% 0.00% 0.00% 0.00% 6.87% 0.00% 100.00%

Kawasaki 0.00% 0.00% 0.00% 0.00% 0.00% 24.93% 0.72% 100.00%

Suzuki 0.81% 0.00% 0.00% 0.00% 0.00% 34.34% 0.56% 100.00%

Victory 0.17% 0.00% 0.00% 3.42% 2.80% 3.05% 0.69% 100.00%

Yamaha 0.71% 0.00% 0.00% 0.00% 0.55% 18.57% 0.44% 100.00%

  Table 3: Media Mix for Harley-Davidson and top competitors

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Advertiser Jan Feb Mar Apr May Jun Jul Harley-Davidson 19.57% 15.72% 4.61% 6.30% 4.24% 15.95% 3.11%

Honda 5.67% 3.57% 2.64% 8.96% 42.49% 5.64% 8.63%

Kawasaki 14.51% 11.48% 4.71% 7.73% 15.29% 15.70% 4.67%

Suzuki 11.87% 9.88% 3.45% 4.72% 7.41% 20.46% 3.47%

Victory 0.00% 0.00% 11.56% 21.54% 11.55% 16.57% 1.21%

Yamaha 5.37% 2.48% 1.57% 17.39% 16.97% 4.75% 6.41%

 

Harley has the highest share of the market amongst its top four competitors in the motorcycle category. They spend the most in newspapers, magazines, as well as radio. They also focus a portion of their budget on Hispanic Magazines and Spot television and none of their budget on syndicated television and local magazines. Unlike many of their competitors, such as Suzuki and Yamaha who spend a lot of their budget in just a few categories, Harley-Davidson maximizes their budget by spending in mul-tiple categories. Harley spends the most in January, February, June, and December. Their closest competitor, Yamaha, spends the most in April, May, and October. While Harley’s current budget, media mix, and advertising schedule have been effective in the past, it is going to be necessary to modify spending to make current and future media buys relevant to Harley’s new target audience.

Advertiser Aug Sep Oct Nov Dec Total Harley-Davidson 9.21% 2.20% 3.50% 5.34% 10.24% 100.00%

Honda 7.29% 6.06% 5.90% 0.82% 2.33% 100.00%

Kawasaki 7.98% 3.08% 3.85% 3.73% 0.12% 100.00%

Suzuki 11.84% 15.54% 9.53% 1.08% 0.75% 100.00%

Victory 8.59% 12.66% 0.44% 3.03% 12.85 100.00%

Yamaha 4.48% 2.75% 23.32% 10.35% 4.17% 100.00%

  Table 4: Media Spending by Month for Harley-Davidson and top competitors

MEDIA BACKGROUND

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SWOT Analysis

Table 5: SWOT Analysis

Strengths • High Brand Recognition and loyalty

• Harley is embraced as not only a product but a lifestyle (MFP)

• Offers completely custom bikes (Harley-Davidson USA)

• Contributes to the Muscular Dystrophy Association (Harley-Davidson USA)

• Harley has the largest Motorcycle Club in the nation with over 600,000 member (Thornton)

• Recognized as pioneer in consumer-led marketing

• Implements consumer recommendations made on brand’s Facebook page (Harley Davidson Next Generation)

• The Sportster is already a popular model among women who ride Harleys (MFP)

Weaknesses • Harley’s traditional demographic of older males has already been saturated (MFP)

• Sales are decreasing both domestically and international (MFP)

• Harley stock is continually fluctuating (Market Intelligence Center)

• Harley recently suffered a recall of 308,000 motorcycles (NASDAQ)

• In the last two years Harley has threatened to move production out of main assembly in York, Pennsylvania concerning local employees (Woodyard)

Opportunities • Harley Baby Boomers are to instill the sense of pride in owning a Harley into their children and grandchildren

• Female Harley Owner Groups are becoming prevalent across the United States (MFP)

• In the last decade the percent of women riders in the 850cc class and above has increased from 5.3% to 10.8% (MFP)

Threats • Economic recession is a potential threat to sales

• There is a large amount of competition within the motorcycle category (MFP)

• Japanese offer more variety in terms of lighter motorcycle models

 

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Harley-Davidson has the strongest reputation in the US market for motorcycles. In fact, to most people Harley is not just a brand, but it is a way of life–an identity. This company isn’t just in business to make money, they support multiple philanthropies as well as their consumers. Harley’s customer service does not stop after purchasing a prod-uct. The brand offers classes to help consumers learn to ride and a mentoring program to help every rider discover their “Harley-Davidson Identity”. It is because of these reasons, that they have the largest motorcycle club in the world and higher brand loyalty than their competitors. Despite their positives both as a company and a brand, because Harleys are bought as a second or third vehicle, they are a luxury that few can afford right now. The economic recession has drastically impacted their sales in the United States as well as abroad, and the fierce competition amongst sportier bikes is also worrying for Harley’s business. These factors combined with Harley’s massive recall and the threat of the Pennsylvania factory being sold does not bode well for future sales. However, the growing interest in bikes from women combined with the undying loyalty from current and future consumers will help Harley-Davidson through any hardships that they may face.

SWOT Analysis

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thE

solution

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Our advertising strategy aims to reach mid-to-high income women age 25-44 who need some assurance not only that they can handle a motorcycle, but that Harley has the right model for them. These women may have just sent their children off to college or have husbands who ride Harleys. Our campaign will deviate from the image of Harley as the bike of choice for leather-clad, tattooed men and make it more approachable and appealing for women seeking a little more thrill in their lives. By using real-life stories from female Har-ley owners, our campaign will have the underlying message that anyone can learn to ride and join the Harley culture. Similar to the “Say Something” campaign, our campaign will chal-lenge and encourage women to just “go for it” but instead of using the sex appeal of a Maxim model, we will showcase the everyday woman, who happens to also ride a Harley. Traditional media including magazine, television, and radio, advertisements will consist of images or voices of real female Harley riders and stories of their personal journey to the Harley community and its impact on their lives. Much like the Harlistas campaign, the use of these personal stories will help to build a personal connection with women and hope-fully inspire them to try riding. If they are already looking to purchase a motorcycle, these advertisements will show them that Harley is the best option because of the community and culture surrounding it. With a friendly and approachable tone, the ads will address issues such as safety and support, that would concern new female riders. Harley-Davidson will invite these women to “Take the Reigns with Harley” in various ways. Non-traditional advertising would include a brand loyalty program, product placement, sponsorships, and New Media that would capture the female market. The Harley-Davidson loyalty program would provide discounts on secondary motorcycles within a household, encouraging women to purchase their own Harley. Also, Harley would sponsor events held by non-profits such Susan G. Komen for the Cure and Mother’s Against Drunk Driving in order to support causes important to women. We also propose that Harley-Davidson sponsors a country music concert series including successful female acts such as Gretchin Wilson, Miranda Lambert, and Sara Evans in order to increase the presence of the brand in the targets’ everyday life. Product placement of the Sportster bike in movies and television would also increase the immersive nature of the Harley-Davidson brand. Also, to remain relevant in the digital age, we believe a Harley-Davidson should develop a female-centered smartphone and Facebook application that allows consumers to “build their own Sportster”, connect with other female riders and access helpful resources will be valuable to them.

Creative Strategy

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Media Objectves & StrategiesTARGET AUDIENCE OBJECTIVESWe found that 12% of Harley-Davidson’s motorcycles are purchased by women (Business-week). Four dealerships reported that women purchase 70-80% of their Sportster inventory. Our campaign’s target audience goal is to increase the sales of the Harley-Davidson Sportster by women between the ages of 25-44 by 3,000 units by the end of the 2012 fiscal year (Media Flight Plan). We will be reaching the older members of Generation X by increasing our pres-ence in women’s home and outdoor magazines; contemporary, country and rock radio; and smartphone applications and interactive websites. We will reach the younger demographic through increased presence in celebrity and sports magazines, country and popular hits radio channels,product placement, and non-traditional media.

REACH, FREQUENCY & GRP OBJECTIVESUsing Ostrow’s Model, Major Media Consultants calculated that the frequency goal should be 2.7. We decided to aim for a frequency higher than this during the three months when we plan to advertise more heavily. We did this because although Harley is a market leader they are going after a different target demographic and psychographic. We also believe that having a frequency a little higher than Ostrow’s Model recommends will be more effective in reaching this target audience since the Sportster is not one of the more popular Harley models.

Our goal was to gain an 80% national reach and a 2.7 average frequency during the campaign launch in the spring months of March and April in order to gain awareness within the market before the summer months, which are prime for riding in most areas of the country. With Harley’s spot advertising in the five key markets, we aim to gain a national and spot reach of 85% and an average frequency of 3.0 during the peak months of May, June, July and August. The campaign would return to national only during September and October with 80% reach and 2.7 frequency . This will serve as a reminder that Harley-Davidson is the best option for women in the target market before the winter months approach and motorcycle sales decrease and our advertising will cease.

GEOGRAPHIC OBJECTIVESWe decided to make spot buys during the months of May through August within the top five markets Tampa, Florida; San Diego, California; Pittsburgh Pennsylvania; Wilkes-Barre, Pennsylvania; and Phoenix, Arizona, which were selected primarily based on income level and percentage of motorcycle commuters. This will achieve a reach of 85% and a frequency of 3.0, with 255 GRPS, higher than the national-only goals.

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BUDGET AND COST OF MEDIA PLAN

With a predetermined budget of 23 million dollars, we planned a national campaign as well as a spot campaign in the top five DMAs. We set aside 5 million dollars for non-traditional advertising including sponsorship and new media, along with a Harley loyalty program, that we would supplement with our left over budget of $274,000. Our contingency totaled $500,000 for national and spot advertising for any unexpected costs that we would incur during the campaign.

MEDIA AND VEHICLE MIX

We plan to spend most heavily in media categories that have the highest indices amongst people planning to buy a motorcycle within the next 12 months. From the quintiles, we learned that our target market is more likely to be heavy users of magazines and radio and for other media, including Internet and television. We spent heavily in magazines and plan to place full-color advertisements in women’s and general interest magazines with a high percentage of potential buyer readership including People, Rolling Stone, and Life & Style Weekly (MRI Media). We plan to buy spots on network radio mainly during morning and evening drive in the formats most popular amongst the taget audience, which include contemporary hit radio (CHR), urban, country, and adult contemporary (MRI Media). Other advertising spending focused on Internet keyword search, sponsorship and targeted sites in order to place Harley-Davidson at the forefront on the web. We also planned buys in cable television and national syndication in order to have a audio-visual element to the campaign, a helpful factor for this high-involvement purchase.

Media Objectves

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Media Objectves

Spot TV 1%

Spot Radio 1%

Nat'l Syndication 2%

Cable TV 7%

Internet 12%

Network TV 13%

Network Radio 14%

Magazines 24%

Non-traditional 26%

Table 6: Proposed Media Mix

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Media StrategiesBUDGET AND COST OF MEDIA PLANWith a predetermined budget of 23 million dollars, we planned a national campaign as well as a spot campaign in the top five DMAs. We set aside 5 million dollars for non-tra-ditional advertising including sponsorship and new media, along with a Harley loyalty program, that we would supplement with our left over budget of $274,000. Our contin-gency totaled $500,000 for national and spot advertising for any unexpected costs that we would incur during the campaign.

MEDIA TIMING AND SCHEDULEThere were several considerations that affected our scheduling decisions. In order to meet our reach and frequency goals, we created a flighting schedule that peaks during the summer when motorcycle trial and sales would be highest. In order to stay within our budget yet effectively reach our target market, we opted to launch the campaign in March, advertise the most in the summer months, and taper down in October. Although we will not advertise in the winter months of January, February, November and December, we are still confident that our campaign will be successful. We surpassed our goal and established a reach of 90% and frequency of 4 from May to August and will claim a high share of voice amongst the competitors in this peak season.

Table 7: MFP Year at a Glance

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Media Solution

Table 8: Media Buys Flowchart

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Appendix One Market Name W25-44 Est. Motorcycle

Sales Est. Brand

Sales CDI BDI

New York, NY 3197.6 27026 12941 39 65

Los Angeles, CA 2628.5 66942 19804 117 121

Chicago, IL 1452.8 13991 9358 44 103

Philadelphia, PA 1112.3 19080 7675 79 110

San Francisco et al, CA 1061.5 22962 10343 99 156

Boston et al, MA-NH 963.6 21899 6398 104 106

Washington et al DC-MD 982.2 20862 8225 97 134

Dallas-Ft. Worth, TX 988.1 19093 5801 89 94

Detroit, MI 747.9 18532 4494 114 96

Atlanta, GA 928.7 22273 5454 110 94

Houston, TX 825.7 15921 4854 88 94

Cleveland, OH 541.2 13387 2966 113 88

Minneapolis-St. Paul, MN 639.2 10478 4281 75 107

Seattle-Tacoma, WA 661.9 17339 5251 120 127

Miami-Ft. Lauderdale, FL 625.7 8807 3255 64 83

Tampa et al, CA 500.4 16923 3410 155 109

Pittsburgh, PA 380.2 13968 2023 168 85

St. Louis MO 443.6 10250 2599 106 94

Sacramento et al, CA 533.4 16664 3597 143 108

Phoenix, AZ 604.9 21955 4210 166 111

Denver, CO 556.5 12645 3994 104 115

Hartford & New Haven,CT 368.3 8969 2853 112 124

Orlando et al, Fl 440.4 15618 2746 162 100

Baltimore, MD 426 10756 3082 116 116

San Diego, CA 443.6 16456 3642 170 131

Indianapolis, IN 387.1 6367 2160 111 89

Table 9: BDI & CDI

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Portland-Auburn, ME 140.5 4838 762 158 87

CIncinnati, OH 328.5 7048 1988 98 97

Kansas City, MO-KS 336.4 7359 2017 100 96

Milwaukee, WI 319.7 5536 1947 100 96

Charlotte, NC 393.2 10891 2138 127 87

Nashville, TN 352.2 10045 1726 131 78

Raleigh et al, NC 392.4 10384 2068 121 84

Columbus, OH 327.5 6332 1838 89 90

Greenville et al, SC-NC 279.8 8568 1223 140 70

Buffalo, NY 217.3 6065 1437 128 106

Grand Rapids et al MI 272.8 4078 1315 68 77

Norfolk et al,VA 273.8 8134 1544 136 90

Memphis, TN 260.8 4743 1130 83 69

New Orleans, LA 257.6 5615 1085 100 67

W. Palm et al, FL 212.3 5227 1773 113 134

Salt Lake City, UT 343.3 6373 2506 85 117

San Antonio, TX 300.5 8127 1556 124 83

Oklahoma City, OK 226.5 4182 1097 85 77

Providence et al, RI 240.5 5842 1406 111 94

Louisville, KY 233.8 4319 1172 85 80

Harrisburg et al RI-MA 231.4 7056 1429 140 99

Greensboro et al, NC 235.6 6673 1049 130 71

Wilkes-Barre et al, PA 188.3 6678 863 162 73

Birmingham et al, Al 253.63 8029 1206 145 76

 

Market Name W25-44 Est. Motorcycle Sales

Est. Brand Sales

CDI BDI

New York, NY 3197.6 27026 12941 39 65

Los Angeles, CA 2628.5 66942 19804 117 121

Chicago, IL 1452.8 13991 9358 44 103

Philadelphia, PA 1112.3 19080 7675 79 110

San Francisco et al, CA 1061.5 22962 10343 99 156

Boston et al, MA-NH 963.6 21899 6398 104 106

Washington et al DC-MD 982.2 20862 8225 97 134

Dallas-Ft. Worth, TX 988.1 19093 5801 89 94

Detroit, MI 747.9 18532 4494 114 96

Atlanta, GA 928.7 22273 5454 110 94

Houston, TX 825.7 15921 4854 88 94

Cleveland, OH 541.2 13387 2966 113 88

Minneapolis-St. Paul, MN 639.2 10478 4281 75 107

Seattle-Tacoma, WA 661.9 17339 5251 120 127

Miami-Ft. Lauderdale, FL 625.7 8807 3255 64 83

Tampa et al, CA 500.4 16923 3410 155 109

Pittsburgh, PA 380.2 13968 2023 168 85

St. Louis MO 443.6 10250 2599 106 94

Sacramento et al, CA 533.4 16664 3597 143 108

Phoenix, AZ 604.9 21955 4210 166 111

Denver, CO 556.5 12645 3994 104 115

Hartford & New Haven,CT 368.3 8969 2853 112 124

Orlando et al, Fl 440.4 15618 2746 162 100

Baltimore, MD 426 10756 3082 116 116

San Diego, CA 443.6 16456 3642 170 131

Indianapolis, IN 387.1 6367 2160 111 89 Table 9: BDI & CDI Cont.

25

Appendix Two

Ostrow’s Model (Assumes a base of 3.0)Marketing Factors that Affect FrequencyEstablished Brands (Harley is a well est. brand, founded in 1903) -.2High Market Share (Harley sells the most bikes out of all competitors) -.2 Dominant Brand in the market (Harley is the most popular brand) -.2High Brand Loyalty (Buying a Harley is buying a lifestyle) -.2Short Purchase Cycle, High Volume +.1Product used (Harleys can only be used when weather permits) -.1occasionally = -0.6 Copy Factors That Affect FrequencyComplex copy (Ads are more copy heavy) +.2 Copy more unique than competition -.2New Copy Campaign (Starting “Harladies” Campaign in 2012) +.2 Image type copy (Showing real women) +.2 Single Kind of message (All copy will tell a Harley “story”) -.1To avoid wear out: new messages (New campaign and audience comes a new message) -.2Larger ad unit -.1 =-0.0

Media Factors that Affect FrequencyHigher ad clutter in media mix (Advertising heavily in spot TV and radio) +.2Non-compatible environment (New audience, but fitted for each medium) +.1Attentiveness to media high (High involvement product category) -.2Pulsed or flighted campaign (Flighted) +.2 Many Media Used (Many media used) +.2 Opportunities for repetition (the media chosen allows for repetition) -.2 =0.3 TOTAL= - .03

Table 10: Ostrow’s Model Calculations

26

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