Essays on Integrated Marketing Communication of Triumph Bonneville Motorcycles Case Study

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The paper "Integrated Marketing Communication of Triumph Bonneville Motorcycles " is an outstanding example of a marketing case study.   This research paper intends to look at an analysis of the potential expansion of the Triumph Bonneville Motorcycles to other countries and to reach great or large numbers of the clients across the world. The Triumph Company is leading in local and trailing slightly internationally behind a Japanese company in motorcycle sales, this was according to a market survey done by Bonneville Research Institute in 2012. The Company needs to do some large scale advertisement of their product in order to stretch itself to the ever-growing need for motorbikes in the world.

This has called for the use of integrated marketing communication which could produce stronger message consistency. It will build brand name equity for the Triumph Company as well as generate significant sales impact. To sum it all IMC will develop the company’ s capability to reach out for more customers, with the right message at the right time and place (Harrison, 1996). 2.0 Background information The Triumph Company has a long rich past, originating from the last 100 years of success.

The Triumph Company was built from successful inventions of Siegfried Bettman who moved to England and started producing Triumph cycles product that eventually hit the market in 1886, and in subsequent years, the product had gained huge popularity in England. The founder developed a strong and the first motorbike in 1902, which was supplied to the British army. The business expertise of the founder enabled his product to gain absolute attention and his slogan, “ go your own way” was more than exhilarating especially in the search for more clients.

Triumph gained confidence within the country and a substantial amount of money was earned. Several changes were made within the motorcycles and also within the brand. A vast level of advertising and promotion was done in the 1950s and this was replicated over the next several years and this is still done up to this day. The component that conceptually characterizes the acquisition of Triumph motorcycles, at the very basic level enlightens key strategic elements that decompose themselves through the procedural factors aiding the integrity of the product and further confirmation about its subsequent use.

The practicability of major inputs which The Triumph company has invested in the last 100 years through behavioural variables and constants reveals a correlative assessment of people’ s (riders) wants and in practice, these associations explain the types of motorbikes that Triumph has come with throughout its history. May (2005), explains the technical risks and behavioural approaches disseminated at equivalent levels to sustain customers who have found Triumph product to be of great importance to them and hence have continued to use it repeatedly.

This, in turn, has made it possible to force the product into the market hence making it one of the most sought after motorbikes in the history of Australia and its neighbouring regions and the world at large. The influences of key factors cased as per Triumph strategy show elements that elementarily tries to bring The Triumph Company marketing opportunities to generate the holistic models (May 2005) that offer distinct personalization of customer management strategies and factored marketing theories. The key choices miniaturized as per Triumph marketing component is aimed at achieving a rapid marketing platform.

Notably, the key problem faced reveals a huge marketing vacuum in the company’ s organizational theory. According to market statics released last year by a New York statistics firm, it was found that business that looks out for their customers’ needs make more profits than those that operate by not catering for customers needs. This is the base of our company looking out for our customers’ needs.


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Tourism NT

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May, J. (2005). Compliance Motivations: Perspectives of Motor Industry. Berkeley: University of California Press, 27: 317–47

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