By Mark Alison
We started with a non-existent product. We had no idea what it would look like, what it was named or how much it would cost. But we had a determined product manager who was looking for help. Brian had called The Alison Group because he needed something more than advertising.
The Gap Analysis showed a big $600 hole between the high-end walk mower at $600 retail, a Honda, and the low end rider, a $1200 Murray, and he was determined to fill it. Our job, help them design and sell a new machine “From the ground up.” We started in April.
In May we conducted surveys. We targeted consumers who shopped the lawn and garden section of major retailers like Sears, Lowes, Depot. By late May we had enough data for the product design engineers. The machine was definitely a rider but not the typical one. Research said, “Nobody cuts grass at night.,” so no headlights. “Put the engine behind the rider,” and, “make it a battery start,” they said, but include a pull rope back-up. This was good stuff. We drilled down using focus groups to find likely buyer demographics.
June – We conducted mall intercepts to test out a potential lift lever, speed changer and seat. The high back seat was a big hit but it added a $14 cost at manufacturing. We felt is was a good selling point. One respondent said, “If you’ve ever had a low back rider mower lurch forward on you, you will appreciate a high back seat.” Consumers also wanted a 24” deck to ride through a single gate. We tested price points. Honestly, the little machine was starting to look like a much improved old Snapper brand rider I had helped market in the 70’s.
In August the engineers pieced one together and we took it to the Lawn and Garden magazine capital of the world, Ames IA., and presented to 20 editors. We had one small window in time to make the Spring lawn and garden magazines and this was it. They asked to see the mower in operation. We held our breath and rolled the prototype off the truck. The US made Briggs & Stratton motor built especially for this unit worked flawlessly. They were impressed and called it a “Category Buster.” We were encouraged.
September – Selling to distribution. We prepared the card deck to pitch the lawn and garden majors. Afraid the little machine, we had now branded the “Weed Eater One” would cannibalize higher margin mowers, retailers were reluctant to buy in. Three of the majors delayed their decisions. But Wal-Mart with rider sales at zero the year before, was very interested. We had learned that people would buy it if they could take it home in their car so the box was engineered to fit into the back of a mini-van. We pitched that feature along with the price. Wal-Mart was sold. Virtually every other retailer capitulated.
October – December. Husqvarna ordered 50,000 Weed Eater Ones to be built. We refined the target audience to retirees who were downsizing and a second target we found – first-time, home-owners. Our team created :30 second TV commercials and print ads for spring in the middle of winter.
March – May. We placed media in select cities based on our target demo and other overlays including Spring’s arrival which could lag by over 30 days in our desired markets. The machines were delivered in February. We were sure it needed a story to sell it at retail but someone forgot to attach our beautifully designed FABS (features and benefits) hang-tags. All we could do then was wait.
Magazines hit, ads hit, PR hit, the internet buzzed. What began as a Gap Analysis – our little $799 machine, sold out! Brian, the PM was a happy man. The next year every major lawn mower manufacturer made their version of the Weed Eater One – a new category of mower was born. 12 months from idea to reality. That’s the power of good marketing.