Authenticity Case

In the case study, the motorcycle company Hunsk Engines has gone through several marketing VPs and campaigns, and finally Gordon McMaster, the CEO hired Marty Echt as the new head of marketing. Hunsk used to be considered a rival to Harley-Davidson. Harley made the wild brute machines with their characteristic growl, but Hunsk appealed to those who wanted a bike that ticked like a clock even as it moved like a rocket. However, over the years, the company seemed to lose its direction and made the mistake of trying to expand its reach at the expense of existing market. Marty, who is really passionate about motorcycle, viewed Hunsk as the real deal not just some knockoffs. He started his authenticity approach and it did show some favorable results, but it also made some very good people in the marketing department feel out of place, dismissed and marginalized. So this brings Gordon the problem that whether he should continue to back Marty's authenticity approach.

I think Hunsk is on the right track and there is nothing wrong with Marty's authenticity approach. Companies should have a consistent culture and vision that represent what they are and what they can bring to the customer. In this particular case, authenticity is Hunsk's best solution. Hunsk had tried to move into light motorcycles, target youth market and label themselves eco-friendly, but these marketing campaigns all failed because they are contrary to Hunsk's origination. An original Hunsk rider should be fiercely independent, confident and edgy. Marty seems to be one of the few people within Hunsk who truly understand its product. He was trying to bring Hunsk back to its roots, inside and outside, to win their customers' heart back. Authenticity is the core component that differentiates Hunsk from others motorcycle companies and the core competency that Hunskcan rely on to beat its rivals in the industry. In my opinion, the CEO should fully support this approach and apply it as the company's vision. All successful companies have a leader with a clarified vision. Steve Jobs had the vision of focusing on design and user experience and years after years he still believes in it with no doubt. All the employees throughout Apple share the same vision as their CEO and thus turn their every single product to a huge success.

Those employees who lack passion for their product are the real problem, and the CEO has allowed the problem to fester. Gordon doesn't seem wholly committed to Hunsk's transformation. His role should be promoting the new vision within Hunsk and reinforce it. He doesn't have sufficient insight into the people who work for him, and he needs to address the significant disconnect between his staff and the brand. Every company should be driven by the CEO's vision. Gordon needs to try his best effort to change Hunsk's internal culture to match the company's external image. Also, the company should only

...