Case study II

The key issue in this case study is whether the motorcycle manufacturer, HUNSK, should use Marty’s approach which may restore authenticity to the brand. The source of this issue is that sales are declining. Marty, who is really passionate about motorcycles, is trying to change the culture of the company by trying to make it more authentic. He is one of the few people that truly understand how to market its products that reflect of the image of the products that were formally produced. At the same time, his lack of consultation with the existing marketing team has led to problems with his plan being implemented. In fact, many employees in the marketing department feel that they are being censored, marginalized and were not consulted about important decisions in marketing its products. Marty’s vision of his authentic approach will probably be effective but there will also have to be modifications to his approach.
Marty wants employees to be a part of the motorcycle culture. He is considering that adopting part of this culture which may be an appropriate solution to increasing sales. I agree that the employees of this company who are members of this culture or should certainly be familiar with all aspects of motorcycle culture so that they can adapt its products and its marketing campaign to meet the needs of its customers. Restoring authenticity is one of the major parts of Marty’s approach to increasing sales. However, he may not realize that authenticity is in this organization may be different from having authenticity in its products and in its marketing plan. He should try to restore authenticity to its marketing plan and products, and then focus on reestablishing authenticity as a core value in the organization. This organization should not confuse the attributes of the brand/products with the attributes of the organization. The attributes of a