Lance Carson
In the mid-1990s, Harley-Davidson, the iconic American motorcycle maker, decided to enter the world of perfumes and colognes. The brand, strongly associated with the biker myth and a macho image, wanted its followers to ride hard and smell good. The idea behind the launch was that Harley owners would be able to complete the all-encompassing Harley-Davidson lifestyle and smell like their bikes. However, the brand extension was considered too far, and the perfumes failed to take off, with many Harley fans accusing the company of Disneyfying the brand.
| Characteristics | Values |
|---|---|
| Year of Launch | 1994 |
| Brand Name | "Hot Road" |
| Target Audience | Harley-Davidson riders |
| Product | Perfumes and colognes |
| Price Range | $25-60 |
| Scent | Woody with faint traces of tobacco |
| Brand Image | Rebellious and macho |
| Tagline | "Ride Hard, Smell Good" |
| Variants | Cool Spirit, His Destiny, Black Fire, Destiny Man, Destiny Woman, Legendary Harley-Davidson |
| Outcome | Failed |
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What You'll Learn
Harley-Davidson wanted to create a lifestyle brand
In the mid-1990s, Harley-Davidson attempted to expand its brand image by creating a line of perfumes and colognes. The idea was that Harley owners would be able to complete the all-encompassing Harley-Davidson lifestyle and smell like their bikes. The brand was known as \"Hot Road\" and featured various colognes and perfumes with woody and spicy fragrances.
However, this brand extension was not well-received by Harley-Davidson's customers. Many riders loved the brand and would buy almost anything with the Harley logo on it, but they were not willing to purchase a bottle of perfume. This extension was seen as too far of a stretch for lovers of the motorcycle brand, and many accused the company of "Disneyfying" the brand and believing that more products equalled more sales.
The failure of the Harley-Davidson perfume line serves as a reminder that even companies with a strong brand image and loyal customer base can face challenges when expanding into new product categories. It is essential for businesses to understand the true nature of their brand and ensure that any new products are consistent with their brand values to avoid alienating their core customers.
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The company wanted its customers to smell good
In the mid-1990s, Harley-Davidson decided to enter the world of boutique perfumes and colognes. The company wanted its customers to smell good and thought that its loyal customers would want to smell like their bikes. The brand was known as "Hot Road" and featured various colognes for men and scents for women. The first edition was created in 1994, and the last in 2005. The colognes were developed with L'Oreal and had top notes of mint, bergamot, and pineapple, with middle notes of cypress and cedar and base notes of sandalwood, patchouli, and leather.
Harley-Davidson has a strong association with "the biker myth" and a macho image. The company wanted to capitalize on its brand image and become a lifestyle brand, offering products such as party drinks, infant clothes, Christmas ornaments, and colognes. However, this brand extension was too far for many Harley-Davidson riders, who loved the brand but were not willing to spend money on a bottle of perfume. The company was accused of "Disneyfying" the brand and believing that more products equalled more sales.
The failure of Harley-Davidson's perfumes and colognes is a reminder that even companies with a strong brand image and loyal customer base can fail when they venture into unfamiliar territory. It is essential for businesses to understand the true nature of their brand and the values that their customers associate with it. Line extensions that are inconsistent with brand values can alienate core customers and adversely affect other core products.
Despite the failure of Harley-Davidson's perfumes and colognes, the company has survived numerous challenges over the years, including periods of poor economic health and product quality. The perfumes and colognes may not have been a success, but Harley-Davidson continues to be a well-known and respected brand, with a devoted consumer base.
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The brand extension was too far
Harley-Davidson is a brand strongly associated with "the biker myth" of the open road, freedom, strength, and fearlessness. Its customers are devoted, and the company has successfully sold them accessories and branded items like T-shirts, leather jackets, caps, helmets, socks, gloves, and key chains. However, its attempt to sell perfumes and colognes in the mid-1990s was a step too far for many of its loyal customers.
The Hot Road perfumes and colognes were developed with L'Oreal and featured various scents for men and women. The company wanted its followers to "ride hard and smell good" and even smell like their bikes. However, many Harley-Davidson riders, while loving the brand and willing to buy almost anything with the Harley logo on it, were not willing to spend their money on a bottle of perfume, with prices ranging from $25 to $60.
The brand extension was seen as a "Disneyfication" of Harley-Davidson, with the company believing that more products equalled more sales. This move into unfamiliar territory proved that even the best branding ideas can fail in the face of a fickle buying public. As Charles "Chuck" Brymer, former chief executive officer of the Interbrand Group and now president of DDB Worldwide, points out, brand extensions inconsistent with brand values can be disastrous and even adversely affect other core products.
The failure of Harley-Davidson perfumes and colognes serves as a reminder that companies must understand the true nature of their brand and not alienate their core customers.
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The perfumes were too expensive
Harley-Davidson's perfumes and colognes were too expensive for their target audience. The motorcycle brand's loyal customers were not willing to spend $25 to $60 on a bottle of perfume. This was a brand extension too far for Harley-Davidson's motorcycle enthusiasts, who accused the company of "Disneyfying" the brand and believing that more products equalled more sales.
Harley-Davidson's brand image is strongly associated with "the biker myth" of freedom, strength, and fearlessness. The company attempted to capitalise on its rebellious, macho image by becoming a lifestyle brand, offering products such as party drinks, infant clothes, Christmas ornaments, and colognes. However, this extension of the brand was not well-received by Harley-Davidson's customers, who did not see how perfumes and colognes fit with the brand's values and image.
The failure of Harley-Davidson's perfumes and colognes highlights the importance of understanding a brand's true nature and target audience before expanding into new product lines. While brand extensions can be successful, they must be consistent with the brand's values and image to avoid alienating core customers. In the case of Harley-Davidson, the perfumes and colognes were too far removed from the brand's rugged, macho image and, therefore, failed to resonate with their customers.
Despite the failure of the perfumes and colognes, Harley-Davidson has had success with other non-motorcycle products, such as T-shirts, leather jackets, caps, helmets, socks, gloves, and key chains. These products complement the Harley-Davidson lifestyle and are more affordable and accessible to the brand's target audience.
Today, the Hot Road perfumes and colognes have found a place in the Museum of Failure in Helsingborg, Sweden, alongside other infamous flops such as Colgate's frozen dinners, a Donald Trump board game, and Coke BlaK, a coffee-flavoured soda.
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The scents were not appealing
The scents of Harley-Davidson's perfumes and colognes were not appealing to customers. The brand attempted to capitalise on its rebellious, macho image by launching a line of perfumes and colognes in the mid-1990s. The "Hot Road" selection featured the fragrant aromas of wooded glades with overtones of tobacco. The idea behind the launch was that Harley owners would be able to complete the all-encompassing Harley-Davidson lifestyle and smell like their bikes.
The brand was known as the “Hot Road” and featured various colognes for men and scents for women. The first edition was created in 1994, and the last in 2005. The colognes were developed with L’Oreal but are rarely seen these days. One of the colognes, called Cool Spirit, was described as having "the crisp top notes of bergamot, pineapple, apple, lavender, and cypress [with] an almost mossy undertone." Another cologne, His Destiny, was described as "manly".
However, the scents of the perfumes and colognes were not well-received by customers. Many Harley-Davidson riders loved the brand and would buy almost anything with the Harley logo on it, but they were not willing to spend their money on a bottle of perfume. The brand extension was seen as too far, and many customers accused Harley-Davidson of "Disneyfying" the brand. The company still struggles to attract new customers and keep its once-loyal customers.
Today, the “Hot Road” perfumes and colognes have made their way into the Museum of Failure in Helsingborg, Sweden, alongside other failed products such as Colgate’s frozen dinners, a Donald Trump board game, and Coke BlaK, a coffee-flavoured soda.
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Frequently asked questions
In the mid-1990s, Harley-Davidson attempted to expand its brand by launching a line of perfumes and colognes.
The idea was to allow Harley owners to complete the all-encompassing Harley-Davidson lifestyle and smell like their bikes.
The brand was known as "Hot Road", and included colognes like "Cool Spirit" and "His Destiny".
Harley fans were not willing to spend money on a bottle of perfume, and many accused the company of ""Disneyfying" the brand.
While the product line tanked in Harley showrooms, some of the scents may still be available online on platforms like eBay and Fragrancenet.
