Harley Davidson Final

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  • 1. Dr. V. N. Bedekar Institute of Management Studies, Thane The Riders, Dhanraj Koli P-16 Rohit Mundhara P-21 Neha Pandey P-24 Pratik Purav P-29 Saurabh Shinde P-35 Renu Karia P-43
  • 2. You might be a biker if… You pull your bike intoYou can’t remember your a the motel room and use You take You wave atanames orof your bike your kids for picture on your bike You carry bikers even when you a ride birthdays, kids’ motorcycle parts in You have put but you can remember tha Harley-Davidson made the Knucklehead, Panhead, Sh Evolution, and Twin Cam 8
  • 4. A Biker’s Sign… • Harley Davidson: - class - attitude - aggression - power • “I would rather push a Harley than
  • 5. Company Profile • Ranked 397 in fortune 500 list • Started in 1903 • Earned loyal customers since 106 years • H.O.G.®- the Harley Owners Group®: over one million members around the
  • 6. • Known for its product quality • Market Leader in Heavyweight Motorcycle Segment • Presence in U.S., Europe, Australia, and Asia
  • 7. Histor y
  • 8. Today
  • 9. Mission We fulfill dreams through the experience of motorcycling, by providing to motorcyclists and to the general public an expanding line of
  • 10. Vision HD, Inc. is an action-oriented, international company, a leader in its commitment to continuously improve our mutually beneficial relationships with stakeholders (customers, suppliers, employees, shareholders, governments and society). HD believes the key to
  • 11. Values These are our values. They are the heart of how we run our business. They guide our actions and serve as the framework for the decisions and contributions our employees make at every level of the Company.
  • 12. Corporate Social Responsibility Influence of religion and tradition. Spread of education and its quality. Role of social and cultural institutions.
  • 13. Microeconomic Policies -Pricing policy -HR policy
  • 14. Human Resource Committee Duties and Responsibilities is to review the; Total compensation Career development and management succession plans Make recommendations regarding the
  • 15. Human Resource Incidents that may involve a potential conflict of interest Disclosure of any waivers of any conflict of interest Regular reports to the Board. Reassess annually the Human Resources Committee performance
  • 16. Pricing Policy
  • 17. International Expansi Asian Marke i.e. Thailand Asian Market Taiwan Not Promising ? Potential Customers Key Considerati Focus on Europe And Australia •Culture •Income
  • 18. Harley in India
  • 19. Partnering –
  • 20. Buel l Harley-Davidson Financial Services In 2003, the Buell Motorcycle Company became a wholly-owned subsidiary of Harley- Davidson, the same year that Harley- Davidson celebrated its 100th birthday. In August 2008, Harley-Davidson purchased the
  • 21. Macroeconomic policies
  • 22. ax structure Govt policies on
  • 23. Tax • Tax on Bikes in US varies from state to state - Hawaii, Montana – No tax - Colorado – 2.9% - California – 4.5% - Texas – 8.25% - Alabama – 10% • Motorcycles will now be included as “Qualified Vehicles” in section 1008 of the legislation of this tax relief bill. Anyone purchasing a new motorcycle can deduct the Sales and Excise Tax
  • 24. Customs duty for new vehicles Customs duty for old vehicles
  • 25. Monetary Policy • Composition of 3 Taxes Luxury Tax Gas Guzzler Tax Corporate Average Fuel Economy • 10% Import Tax
  • 26. Import Tax
  • 27. Corporate environmental policy This policy reflects Harley- Davidson’s commitment to sustainable business practices which include: compliance with environmental regulations, advancement of environmental awareness, minimization of environmental risks, reduction of emissions and waste and conservation of energy and water consumption. Scope
  • 28. Challenges of Pol
  • 29. Harley Davidson Results • Revenue for the full year 2008 was $5.59 billion 2007 was $5.73 billion Net Income for the full year 2008 was $654.7 million Tax paid by Harley Davidson during FY2008
  • 30. Brand Recognition Trademark Licensing Supplier relationship Designer Store Service Distribution Channel
  • 31. The international market is now larger than the U. S. Customers value quality parts. Women and younger riders are increasing becoming interested in bikes. Industry registrations
  • 32. Weakness Price factor Brain drain Reliant on few suppliers Market share Ongoing capacity constraints
  • 33. Threats Harleys ongoing capacity restraints Loss in domestic market share in recent years Competitors of Harley Davidson Environmental protection laws
  • 34. SWOT Analysis S-O Strategies • Expand production into Europe and Asia S-T Strategies • Increase strong brand name W-T Strategies • Improve employee relationships
  • 35. Possible Strategies Expand into Foreign Markets • Asia • Europe Product Development • Expand Motorcycle line for younger • Buell expansion Concentric Diversification • Other recreational vehicles • Expand HOG and BRAG owner me groups
  • 36. Webliograbhy References • www.Harleydavidson.com • www.usautomakers.gov • www.wikipedia.com • www.Usgovtstate.gov