Thorr Motorcycles 1

Thorr Motorcycles: Perceptual Map Marketing

Gary Phillips

University of Phoenix
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Thorr Motorcycles: Perceptual Map Marketing

Molded and marketed as Thorr Motorcycles, attributes were modeled after the Norse God

of Thunder, Thor—strong, honest, and simply reliable product design, and loyal customers lived

a lifestyle of freedom, mobility, and masculinity. Successful marketing, which promoted high-

end motorcycles as an integral component of one’s lifestyle had served the purposes for

sustaining Thorr with a 40% market share—iconic brand devotion (Apollo Group Inc., 2008).

Over the past months, sales have been waning largely because of changing market demographics

—aging customer base, younger generations influx, and competition.

The high-end lifestyle image and pricing was not appealing to the younger set; the time

was ripe for seizing the opportunity for repositioning Thorr’s image in an expanding market.

Assessing how consumers perceive brands, what factors are most important, and comparing

attribute preferences by mapping the various aspects or dimensions is a process for creating

perceptual maps—a statistical process, which is just one aspect of marketing research.

Determining the most appropriate attributes to include in constructing the mapping model begins

with Phase I, Phase II developing a marketing plan after assessing the feasibility for

repositioning the existing Thorr machine, or introducing a new brand for sparking interest,

desirability, and Phase III controls for gauging the effectiveness of the marketing plan and

constant monitoring for a readied stance for making seamless, cost effective adjustments.

Phase I

Discovering market position begins with an assessment of consumer perception for Thorr

Motorcycles, in relation to competitors by choosing pertinent parameters, which clarifies

strengths and weaknesses. Information gleaned from Phase I will provide the framework from
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which positioning strategies, new product development options, and marketing plans can be

launched within budget for ensuring success—increased sales, revenues, market share, and

enhanced corporate value.

Quality engineering, price, lifestyle image, and cool were choices that approximated

scenario optimal selections. Brand Thorr is synonymous with quality engineering a core value

that must not be abandoned. Maintaining quality engineering sustains customer perceptions of

excellent quality products, which is an important aspect of corporate credibility. Occupying the

mind space of target markets with a notion of credibility is one-step in assuring that Thorr will be

a company that individuals look forward to doing business.

Pricing is important to most consumers, especially during contracting economies. Cruiser

Thorr pricing schedule was negatively viewed by respondents, and an insight was gleaned that

pricing strategies would have to reflect these facts. It became apparent that younger customers

had less disposable cash, thus part of the solution was revealed that offering more affordable

products, which still retained a standard of high quality, seemed to be attributes for developing a

new marketing plan and possibly a new product line.

Creating a lifestyle within product design will create a situation when customers will

primarily make a purchase based on acquiring a lifestyle, an image, fulfilling a psychological

need for acceptance—belong to a group. Choosing cool, is an attribute that comprises lifestyle;

therefore, opting for services would have provided an additional unique dimension for deciding

to reposition Cruiser Thorr. Added dimensions of functionality, which cover four appropriate

mapping attributes will provide more solid footing for making a decision to target a new market

segment—the younger generation—with an exciting, hip, affordable machine, which

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reinvented a lifestyle, continued dedication to quality, featured expanded services, including

finance options, maintenance training, and club ride rallies, that would serve to establish loyalty

with customers, dealers, and distributors (Apollo Group, Inc. 2008).

Phase II

Analyzing the information provided by perceptual mapping and other marketing research

information must be considered carefully, constructively, and fairly by applying critical thinking

skills. How will marketing strategies placed into action effect other aspects of the corporate

environment—internally and externally in the marketplace of many eyes and ears tuned in on

marketing strategy position and consumer perceptions influenced by segmentation into changing

demographics offering new products aimed at younger customers. Will a less expensive new

model with enhanced financing opportunities and expanded services erode customer perceptions

of Thorr Motorcycles losing touch with a commitment to excellence in quality?

The evidence revealed that a different segment— younger individuals influenced by price

more so than the aging customer base that has buoyed Thorr’s success over the years is fueling

the growing motorcycle market. The younger generation could not care less about the brand

image of Cruiser Thorr, let alone purchasing one, which is way out of the preferred price range.

For these reasons and the fact that Cruiser Thorr is in stage four of its product life cycle—

declining sales—the marketing plan should launch a brand new product, one that sustains the

corporate core value of commitment to quality excellence and offers the new market niche

affordability, financing options, and enhanced services. This will require a differentiation in the

marketing mix.

According to Perreault and McCarthy, Jr., 2004, “By differentiating the marketing mix
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to do a better job meeting customers’ needs, the firm builds a competitive advantage” (p. 81).

Shifting the market plan with changing differentiation attributes mix now focused on

affordability, attractive financing options, and expanded services including social fraternities, the

new customer base will be more inclined to view the innovative two-wheeler as a commodity,

which offers superior value and quality. Realigning internal corporate processes and unifying the

change in focus on a new product goal will cause other processes in the marketing mix to

function smoothly for promoting and placing the new product in a position to be perceived in a

positive light. Attracting this new demographic and creating a buzz about the new now

motorcycle will also sustain the lucrative licensing of product accessories that has been an

important component of the corporate landscape and market environment.

Phase III

The perceptual map considerations for Cruiser Thorr were appropriate and by

incorporating attractive financing options, some of the younger demographic segments opted for

the higher priced Cruiser. This was an effective consideration for continuing the Cruiser brand,

even though the product life cycle is in its final stages. Assessing the correct parameters for

RRoth fell a bit short of the mark. Not including the cool parameter in the control or monitoring

phase of the marketing plan for analyzing partial research findings was a mistake and one that I

should have considered separate from lifestyle in this phase of the marketing plan. Cool is the in

word and a defining characteristic of lifestyle association by the younger crowd.

Using the more efficient engine—increased miles per gallon coupled with lower

maintenance costs—in the RRoth machine was a sound move, which not only provided the

vehicle for offering affordability, but the technical knowhow provided by research and
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development has successfully sustained a core value of Thorr Motorcycles—a commitment to

engineering quality excellence.

Conclusion

Fierce competition is commonplace in the evolving global marketplace and oftentimes

corporations experience performance changes such as sagging sales, which affected the product

revenues for Cruiser Thorr, a brand that had sustained corporate values and created wealth for

shareholders over the years. The forces that be at Thorr Motorcycles, moved swiftly to determine

the parameters, which could be the cause for sales to decline in an expanding market sector.

Management effectively transformed a problematic situation into an opportunity for

creating new product lines, which provided a differentiation of marketing mix with greater

emphasis on affordability, financing options, refined engine technologies, and enhanced services,

which combined to create renewed interest in a product brand that was fast becoming known for

a reinvented lifestyle—the image of cool. Capitalizing on market research paved the way for

some of the younger generation to opt for the high-end Cruiser Thorr, which was offered with

attractive financing and insurance plans. The mix combined to infuse increased sales for Cruiser

Thorr, a product in the last stages of its product life cycle and introduce an innovative product

that was establishing itself as a popular lifestyle brand, which was just in the beginnings of its

product life cycle—a good mix for young and old alike!
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References

Apollo Group, Inc. (2008). Cruiser Thorr Simulation. Retrieved July 11, 2009, from University

of Phoenix database

Perreault, W.D., McCarthy Jr., E.J. (2004). Basic marketing: A global-managerial approach,

(15th Edition). McGraw-Hill Companies.