Today marks my 2nd year working in the online marketing department of a gigantic retailer.  I’ve learned a few things while working in corporate America:

1. They do a whole lot of research to define who is buying their products

2. They try to reach the consumer where they go online (and in other media) and use lots of available resources to track them down

3. They try really hard to understand the consumer and craft a voice that will resonate

With these common-sense marketing insights fresh in my mind, I began wondering why snowboard companies don’t seem to follow them, and instead focus a self-defined “core.” I sure don’t have all the answers, but I have some ideas and a lot of opinions; so here goes.

The gooey center: I’m pretty sure the snowboard industry is among the few using a “core” model. Core implies that a large, central population sustains the consumer-base — like planets revolving around the sun. To work well, the orbiting consumer is smaller, less profitable and attracted, like moths, to the inner-circle. This is how snowboarding began 30 years ago and it all seems good until you look at the numbers.

Although 31% of Burton.com visitors are over the age of 35 (and 54% have kids) according to Quantcast, Burton insists on targeting the “core” (a group they define as teen males). Another source reports that 45% of Burton visitors are 25-49, compared to just 35% age 12-24. Their sweet spot for web-traffic is between age 25-34 (over 16% of their traffic). They’re rich too; 59% have a house-hold income of $100,000+/year.

TransWorld Snowboarding’s website is frequented most by 35-44 year olds, who make up 27% of their traffic. And 68% of SnowboardMag.com’s traffic is over age 35. Now we could sit here and argue about the data reliability of Comscore, Neilson, Quantcast and the like, but billions in online advertising dollars are determined by this data and the smartest media planners in retail trust them.

The standard snowboard marketing plan Again, I’m no expert on how snowboard companies actually develop their marketing plans, but it doesn’t seem at all scientific. My analysis is based entirely on where I see companies appearing.

1. Get a sweet team of riders to sponsor (depending on the budget, these can range between no-name up-and-comers to super stars)

2. Sponsor some contests; nothing sells product like seeing your logo spray-painted on the side of a rail as a pro sails over at 30 mph

3. Sponsor some snowboard videos so consumers see your logo buried in the snazzy, art-directed opening sequence

4. Ad in Transworld or other snowboard magazine with banner ads on established snowboard websites (the big retailers probably have an Affiliate Program)

5. Sweet Flash website, product catalog and demo tent

6. Maybe play around with social media, if time allows

And while this isn’t all bad, there are some big holes. Mainly, this plan only targets the most engaged, most elite group. It’s preaching to the choir–a choir that already owns equipment with established brand preferences. Where are placements targeting new-comers, recreational riders, weekend warriors, beginners, skiers or perspective snowboarders? Placements that would promote sales growth and attract new participants.

So where do snowboarders and potential snowboarders go? According to online data, sites that capture the largest composition of snowboarders include StarWars.com, MySpace, Wal-Mart, Wired and WindowsITpro. This is the typical clickstream of a middle-age computer nerd. Not that K2 needs to launch a media plan on WindowsITpro, but a few behaviorally targeted placements on MySpace or in an ad network wouldn’t hurt. Neither would supporting some of the less established snowboard blogs, websites, learning resources, publications for golf/sailing/biking/skiing and other sports with frequent cross-over. Throw in sponsored lessons and public demos for good measure.

The bro says “brah” Given the data above, it seems odd that the snowboard industry insists on producing content meant for 16 year old boys.  David Benedek interviewed Jake Burton in the August Snowboarder and explores, “why the actual culture of snowboarding doesn’t really seem to mature.” According to Jake Burton, “kids are the most important market,” and he “thinks everybody wants to be young. And the older you get, the more you want to be young. I mean, I can tell you from experience. ” I guess that says it all right there. The three simple marketing rules above are determined, not by data, but by what industry insiders “think” and “experience.”

Perhaps the formulaic approach to marketing comes from trying to stay authentic to the sport’s roots. But it seems more and more like the industry is just playing it safe; avoiding the risk that comes with change. And while I believe the familiar “core” voice has a place in snowboard culture, so do voices with more maturity, friendliness , diversity and depth. As the sport’s participants start families (and riders learn later in life), that “core” seems more like a gelatinous, gooey mess that wouldn’t exist without support from that silent majority of outsiders. Brah.