After a seemingly unstoppable growth period during the beginning of the 21st century, the iconic American brand Harley Davidson was in serious trouble. Not only did the 2008 global economic crisis hit it hard, but more importantly, its core target market was shrinking fast (Seizemore 2013). Composed primarily of American Baby Boomer males, this aging demographic had plenty of disposable income and sought an escape from the monotony of daily life by indulging their long-lost aspirations of rebellion (Holt 2004). As profitable as this market segment once was, Harley Davidson had no choice but to shift branding gears and create new customer experiences.