This document provides an analysis of Harley-Davidson's motorcycle industry and the company's strategy. Part 1 analyzes the industry, discussing its dominant features, Porter's five forces, and drivers of change. Part 2 analyzes Harley-Davidson's strategy, including its present focused differentiation strategy, positive recent financial performance, opportunities in international markets and among new demographics, and strengths identified in an EFE matrix. The document conducts a thorough analysis to evaluate Harley-Davidson's industry and strategy.

1. Part 1: Industry Analysis
1.Industry Dominant Features
2.Porter’s five forces analysis
3.Drivers of change
Part 2: Company Analysis
1.What is the present strategy of the company
2.How well is the company’s present strategy working?
( require completefinancial analysis for the last three
years)
3.What are the opportunitiesand strengths faced by the
company? Develop a EFE Matrix
4.What are the strength and weaknesses of the
company? Develop a IFE matrix
5.Identify the strategic issued/problems faced by the
company
6.Develop TOWS matrix
7.Identify the alternative strategies which may be
suitable to resolve the issue
8.Develop SPACE matrix
9.Recommend strategy

2. Part 1: Industry Analysis
Q1: What are the industry’s dominant features?
A: William Harley and Arthur Davidson were conducting the experiments of different ideas to
build their own motorcycles in the year of 1903 by working inside a 10x15 wood shed of
Davidson family backyard situated in Milwaukee, Wisconsin, USA. They built and sold three
motorcycles in same year. In year 1904, they built and sold 8 units with the help of Arthur’s
brothers, William and Walter, as mechanics. After that, they move their work from a shed to a
bigger work place of Juneau Avenue. At Juneau, in year 1907; they incorporated a company with
name of Harley – Davidson (H.D) motorcycles. In year 1969, the management of Harley –
Davidson was taken over by AMF Inc. In light of the given case study, the following are the
dominant features of the industry:
 Number Of Rivals:
In year 1975 till year 1980, Honda Motor Company introduces a motorcycle named Gold
Wing in USA, which gets famous for it low price large touring motorcycle. Whereas,
Suzuki and Yamaha were entering the industry with H.D look-a-like motorcycles.
 Degree Of Product Differentiation:
In year 1981, the company’s management was shifted hands from Amf towards Vaughn
Beals, the head of Harley at that moment. The new management installed a Material as
Needed (MAN) system of inventory for stablizing the productions and reduce the number
of inventories held in warehouse. Management purchase and installs a Computer Aided
Design (CAD) system thtat allows them to change the entire product line while
maintaining the traditional design of work. In year 2001, Harley – Davidson introduce the
V – Rod style for placing its motorcycle cruisers’ engines.
 Market Size and Market Growth:
In the U.S., Harley-Davidson (H.D) has growing its appeal across borders and
generations 35.9% of total productions of motorcycles were shipped to international
markets.

3.  Demographic and Market Conditions:
The segments of the market they cater are based on the demographic factors of market
segmentation. Now they are developing the strategy to focus on the growth of market
share between young adults, women, and their traditional core customers segments of the
markets so that they can be well line-up alongside these population trends.

4. Q2: Analyze Porter’s five forces acting on the industry?
A: The analysis of Porter’s five forces is given below.
Force1 – Rivalry among the competitive sellers of same industry: In North America, 43%
Harley – Davidson 651+ CC motorcycle were registered in year 2001, rest 57% market share is
with rivals. In Europe, the market share of Harley – Davidson 651+ CC motorbikes is 7%, rest
93% is with the rivals. In Asia-Pacific, H.D market share of 651+CC motorcycles is 20%, rest
80% resides with rivals. Rivals of H.D had their rivalry on product style, design, ease of service,
and performance features. The market is reaching to its maturity and availability of motorcycles
with easiness of working alongside with it plays an important role in determining the level of
profit earned. The major rivals all around the world are Honda Motors, Suzuki Motors, Yamaha
Motors, BMW Motors, Ducati Motors, and Kawasaki Motors.
Force2 – Firms in other industry offering substitute products: Heavyweight motorcycles are
a luxury item for the vast majority of consumers so there are few close substitutes for
heavyweight motorcycles that could serious affect the market. Passenger cars are weak
substitutes for heavyweight motorcycles because consumers rarely purchase them to satisfy
transportation requirements. These bikes are more of a luxury item than a necessity for traveling
from point A to point B. Even though motorcycles may be better through traffic and use less
gasoline than a car a consumer purchasing a motorcycle for these reasons would be more
inclined to purchase a lighter motorcycle, which would be more maneuverable and fuel-efficient
than a heavyweight bike.
Force3 – Bargaining power of buyers: Individual buyers have high bargaining power as they
have a choice in switching between the products offered in the industry. Individual buyers have
sufficient bargaining leverage for influencing the terms of sale in their favor. Another factor of
high bargaining power of buyers is the moderate or less differentiation between the motorcycles.
Force4 – Bargaining power of Supplier: The suppliers and/or manufacturers of 651+ CC
motorcycles have low bargaining condition. But the suppliers of repair parts have a moderate
bargaining power for the engines repairs as the substitute available for specific engine repair
parts are hard to find. Buell has the potential to influence the market as they are customizing the
engine as per the collaboration with HD.
Force5 – Potential new entrants’ threats: The threats of new entrants is very low because the
new entrant have to bring some drastic change in the infrastructure of motorcycle building as the
industry is going towards maturity.
Forces Strategic Significance
Internal Rivalry LOW-MODERATE
Threat of New Entrants LOW
Threat of Substitutes Products LOW-MODERATE

5. Bargaining Power of Buyers HIGH
Bargaining Power of Supplier LOW
Threats for new entrants
Factors HUFA MUFA Neutral MFA HFA comment
Economies of
scale
Capital require
red
Access to
distribution
channels
Expected
retaliation
Differentiation
Brand Loyalty
Experience
Curve
Govt. Action
Small
Low
Ample
Low
Low
Low
Insignificant
Low
2
3
3
3
3
4
5
5
Large
High
Restricted
High
High
High
Significant
High
Exit Barriers
Factors HUA MUA Neutral MA HA Comments

6. Specialized
Assets
Fixed Cost of
Exit
Strategic
interrelationship
Government
Barriers
Hi
Hi
Hi
Hi
1
2
3
4
LOW
Low
Low
Low
Competitive Rivalry
Factors HUFA MUF
A
Neutra
l
MFA HF
A
Comment
Composition of
Competitors
Mkt. Growth rate
Scope of
competition
Fixed storage Cost
Capacity Increase
Degree of
differentiation
Strategic Stake
Equal
Size
Slow
Global
High
Large
Commo
dity
High
1
1
2
2
2
4
4
Unequal
Size
High
Domesti
c
Low
Small
High
Low

7. Threats of Substitutes Products
Factors HUFA MUFA N MFA HFA Comment
Threat of
Obsolescence of
Industry’s product
Aggressiveness of
substitute products in
promotion
Switching Cost
Perceived price/
value
Hi
Hi
Low
Hi 1
3
4
5 Low
Low
High
Low
Powers of Buyers
Factors HUFA MUFA N MFA HFA Comment
Number of
Important buyers
Threat of
Backward
integration
Product supplied
Switching cost
% of buyer’s cost
Profit earned by
buyer
Importance to final
quality of buyers
Pr.
Few
High
Commodity
High
High
Low
High 1
2
2
2
3
5
5
Many
Low
Specialty
Low
Low
High
Low

8. Powers of Suppliers
Factors HUFA MUFA N MFA HFA comment
# of important Suppliers
Switching cost
Availability of
substitutes
Threat of forward
integration
Importance of Buyer
industry to supplier’s
profit
Quantity purchased by
the industry of
supplier’s product
Suppliers product an
important input to the
buyer’s business
Few
High
low
High
small
low
Highly
Important
1
2
2
3
3
4
4
Many
Low
high
Low
large
High
Less
important

9. Over All Industry Attractiveness
Factors Unfavorable Neutral Favorable
Entry Barriers
Exit Barriers
Rivalry among existing firms
Power of buyers
Power of Suppliers
Threat of substitutes
1
1
1
2
3
3
QNO3) what are the Drivers of change for the industry?
There are many forces which play main role in shaping the industry so does in biking industry
there are some very crucial forces are influencing and changing industry direction some most
important of them are this four forces or drivers which are being explained in below description.
1) Regulatory Influences and Government Policies:
Steel tariffs had been put by President Bush in 2002 on steel that posed a threat toward all steel
using manufacturing products and biking industry was one of those industries which has great
used of steel in their bikes.
Assessment of Impact:
If steel tariffs put in place it surely posed a great threat because the cost of manufacturing bike
will increase and it will leave a great impact on the industry on the one hand it will reduce the
demand of bikes if bikes prices increased less people would like to make a purchase or shift to
substitute on the other hand it will decrease the profitability of the firms as cost increases. This
result could be loopholes big enough to drive a flatbed of cold-rolled sheet metal through.

10. Needed Strategy Changes:
Companies should make a bond with internal American steel supplier so by doing this those
manufactures would have a competitive advantage over rivals who will purchase expensive tariff
levied steel from the other world, so by internally steel purchasing one manufactures can cope up
with this industry changing force and make it an opportunity and increase profitability.
2) Global Recession:
Recession may also shape the industry and make a turn toward different direction so it did
happen in this industry as well.
Assessment of Impact:
When the recession collides to the economy, people tend to save money instead of investing into
stocks and inclined not to purchase luxuries and as heavy bikes are also parts of recreation not
mostly used for typical transportation. So this industry has also felt the impact by this driver of
change.
Needed strategy Changes:
Harley strategy was also doing favorable in spite of recession because Harley had seen sales and
stock price growth and among the 17 wall street analysts were tracked by Bloomberg where 16
rated it buy and only one hold” it. That’s a clear sign of attraction in Harley stocks, by this there
strategy seemed to hold true that this is a recession-resistant, but off course it’s not recession
proof.
3) Changes in who buys the Product and how they use it:
This is another driver of change as it moving the this industry toward a new direction which is
making its way as more and more females using this heavy bikes where as It had believed to be
the man love to have a heavy bike or it used to be the masculinity sign but the percentage of
purchases of heavy bikes made by ladies have been increasing every years.

11. Assessing impact:
The change in purchaser demography may have an impact on the industry as it’s creating new
gender into purchasing the product of this industry it will also increase the demand of product as
more buyers are entering into the industry it can alter industry and competitive condition.
Needed Strategy Changes:
Harley must need to take females into consideration, while designing their bikes in order to
attract more this demographic purchaser, they can also design a different model for females that
may have less weight than the male one but will seem and maintain the same shape and design
with a heavy and rough image.

12. PART 2: COMPANY ANALYSIS
Q1) what is the present strategy of the company?
Business Strategy:
Focused differentiation
 Company exclusively focused on heavy weight motorcycle segments.
 Distinctive design and well known for heavy customization.
 Best style and quality.
 Not just a product but symbols of American Free-spiritedness.
 Brand focused on becoming a "lifestyle brand” or “a cult brand”.
 A strong bond between Customers and Product.
 Had made it beyond competition.
 Majorly the target group is people age between 35 and above.
 First to launch “The ladies of Harley” for women.
CURRENT INTEGRATION AND CORPORATE STRATEGIES
1. Vertical Integration
2. Horizontal Diversification
1. VERTICAL INTEGRATION
• HD uses both backward and forward integration
• More than 750 suppliers of g&s are used in the design and manufacture of motorcycles,
parts and accessories
• The control of inputs is a necessary part of just-in-time manufacturing
• HD has been backward integrating to maintain control over the quality of suppliers
• HD owns most of its distributors
• Distributing completed motorcycles throughout the world
• HD is responsible for the delivery of parts and accessories

13. 2. HORIZONTAL DENSIFICATION
• HD has acquired Buell Motorcycles and Eagle mark Financial Services, in order to
provide new product lines for their customers
• Buell was acquired in order to be able to provide customers with a V-twin powered
Sport motorcycle
• This type of motorcycle has become increasingly popular with the younger and
European riders
• Eagle mark provides motorcycle financing, motorcycle casualty insurance and
extended service contracts for HD and Buell motorcycles
• They also issue the HD Chrome VISA Card, allowing riders and customers to show
their brand loyalty
Q2) How well is the company’s present strategy working? (Require complete financial
analysis for the last three years)
Particulars 2001 2000 1999 1998 1997
Gross Profit to sales ratio 35.1 34.1 34.1 33.5 33.3
Net Income To sales ratio 13.0 12 10.9 10.3 9.9
Interest income to sales ratio 0.5 0.6 0.3 0.2 0.4
Cost of goods sold to sales ratio 64.9 65.9 65.9 66.9 66.7
Profit before tax to sales ratio 20.0 18.9 17.2 16.3 15.7
Selling expense to sales ratio 17.2 17.7 18.2 18.3 18.6
Working Capital 949154 799521 430840 376448 342333
Current Ratio 2.3 2.6 1.8 1.8 1.9
Quick Ratio 2.1 2.2 1.5 1.4 2.9
Debt to equity ratio 78% 73.30% 81.90% 86.40% 93.40%
Debt to Asset ratio 43.60% 42.30% 45.02% 46.30% 48.30%
Receivable turnover 12.8 days 12.3 days 15.1 days 63.7 days 21.2 days
Inventory turnover 30.2 days 36.5 days 38.1 days 41.4 days 36.4 days
Days of operating cycle 43 days 48.8 days 53.2 days 105.1 days 57.6 days
At the time when auto dealers are increasing their profits with high margins with 0% financing
Harley every bike sold and dealers charged two thousands to four thousand dollars above the
sticker price. This has been fueled mainly by continued strong demand and the most of their
bikes. Including sportster, customs, touring and the Buell lines. Management of the company
focused on the trimming of the cost and also with the increase in the sales of the parts and
accessories, which results in improved operating margin of the quarter and the full year. Since

14. Harley went the public and its shares are risen 15000% Harley Davidson Stock had remained
strong even when the market is weakening. Short sellers bearish investors that is when the
market is fallen who sells shares hoping to replace them later with the cheaper ones are banking
on at some point the story cracking says Chris Cox a Goldman Sachs analysts who is bullish on
Harley Shares “ My point is that it does it’s not happening any time soon”
If we observed the financial analysis of Harley Davidson mentioned in the above table. It’s
clearly visible that the company financial performance is improving continuously and the figure
of the ratio shows the significant improvement in the financial performance of the company.
Hence we can say that the financial performance of the company is good.
Q3) what are the opportunities and strengths faced by the company? Develop an EFE
Matrix?
EXTERNAL ANALYSIS FACTOR (EFE) MATRIX
Key External Factors Weight Rating
Weighted
score
OPPORTUNITIES
The European demand for Harley Davidson is the highest in
the international market and represents the single largest
motorcycle market in the world 0.15 4 0.6
The international heavy weight market is growing and is now
larger than the U.S. heavyweight market 0.15 4 0.6
Women and younger riders are increasing interested in bikes 0.1 3 0.3
Market share is increasing in Europe and Asia for the last two
years 0.1 3 0.3
Increasing demand in US markets for bikes 0.1 2 0.2
Customers value quality parts 0.025 1 0.025
THREAT
Harleys ongoing capacity restraints caused a shortage supply
and a loss in domestic market share in recent years 0.15 4 0.6
Harleys average buying age is 42 years old and increasing 0.1 3 0.3
The European Union's motorcycles noise standards are more
stringent than those of Environmental Protection Agencies in
the U.S. and increased environmental stand 0.025 3 0.075
Some competitors of Harley Davidson have larger financial
and marketing resources and they are more diversified 0.025 2 0.05
Environmental protection laws 0.025 4 0.1
Buell division needs to continue to produce a quality
motorcycle under Harley's brand name 0.05 1 0.05
TOTAL 1 3.2

15. Q4) what are the strength and weaknesses of the company? Develop an IFE matrix?
INTERNAL ANAYLSIS FACTOR (IFE) MATRIX
Key External Factors Weight Rating
Weighted
score
STRENGTHS
Strong brand name 0.15 4 0.6
It has strong market department 0.15 3 0.45
Strong relations built on trust and respect with suppliers and
dealers 0.1 3 0.3
It is only major American motorcycle manufactures 0.1 3 0.3
The standard and performance segments of Harley Davidson
make up 70 % of the European heavy weight motorcycle market 0.1 4 0.4
WEAKNESSES
Harley Davidson doesn’t emphasize price in it’s product 0.1 2 0.2
Loss of benefits 0.1 3 0.3
Lack of opportunity for advancement 0.1 3 0.3
Facing ongoing capacity constraints 0.05 4 0.2
Difficult to attract and retain talented employee 0.05 4 0.2
TOTAL 1 3.25
Q5) Identify the strategic issued/problems faced by the company?
The first and foremost addressed problem was for Harley was facing the national
competition in this market.
1) Retail motorcycle financing
2) Banks and different financial institution that provide retail financing to local markets.
3) Wholesale financing market condition of Banks and other institutions and aircraft
manufactured were also giving a tough time.
4) In September 28 they also had to face a Lawsuit which was lodged against them by a
nationwide class. The reason behind it’s that the repairing suits were defective found.
5) Capacity constraints led to decreased international market share
6) Due to rapid expansion, quality control suffered

16. 7) The first issue Harley-Davidson must successfully address is the fact that consumers
see the firm’s products primarily as leisure items. This means that in many consumers’
eyes, purchasing motorcycles, performance parts, and high-dollar apparel is a luxury
rather than a necessity. Because of this, Harley’s products must compete for funds from
what at least sometimes can be volatile discretionary budgets for consumers. When
economic conditions are challenging, the motorcycle market tends to experience
difficulties in terms of generating adequate sales. While Harley-Davidson’s revenue
streams originate from several sources, very few of them appeal to a cost-sensitive
consumer base.
8) Harley-Davidson is challenged to effectively specify its target market as a first step to
appropriately serving that market’s needs. Historically, the firm’s target market has been
males between the ages of 29 and 55. However, in the last decade, Harley-Davidson has
pursued younger riders and women as a means of expanding its target customer
segments. But expanding the segments the firm serves with its products is not a risk-free
decision or choice for the firm to make in that serving others might cause the firm to lose
its ability to effectively serve the specific needs of the 29- to 55-year-old male (again, the
historical target customer). This matter is considered more fully later in the case.
9) Demands and cost drivers for the motorcycle market are ever changing. Overseas
competitors have shifted their focus from being the least expensive to being affordable
and to providing a wider variety of motorcycles to customers as options to purchase. This
competitive shift has put pressure on Harley-Davidson’s key markets and has forced the
firm to respond. With over 12 percent and 48 percent of the European and U.S.
heavyweight motorcycle market respectively, Harley-Davidson has a substantial territory
to defend.
Q6) DevelopTOWS matrix?
TOWS ANALYSIS:
S-O Strategies
 Expand production into Europe and Asia
 Expand marketing to female riders
S-T Strategies
• Increase strong brand name
W-O Strategies
• Pursue foreign markets more agressively
W-T Strategies
• Improve employee relationships

17. Q7) Identify the alternative strategies which may be suitable to resolve the issue?
 Expand into Foreign Markets
• Asia
• Europe
 Product Development
• Expand Motorcycle line for younger market
• Buell expansion
 Concentric Diversification
• Other recreational vehicles
• Expand HOG and BRAG owner member groups
 Made new alliances with some local bike companies to produce low cost in India
 Increasıng dıversity programing
• Tour
• museum
 Increasing Adversting Activities

18. Q8) DevelopSPACE matrix?
Financial Strength(FS)
Leverage +6
Liquidity +4
Return on investment +3
Working capital +4
Industry Strength(IS)
Growth potential +5
Profit potential +4
Capacity utilization +4
Ease of entry +5
Environmental Stability(ES)
Competitive pressures -4
Risk -2
Price range of competing products -5
Demand fluctuations -2
Competitive Advantage(CA)
Market share -2
Loyalty -1
Product life cycle -1
Product quality -1
SPACE Matrix Calculations
ES Average Score = -3.25 + Average FSScore ( + 4.25 ) = + 1
Average CA Score = -1.25 + Average ISScore (+ 4.50 ) = + 3.25

19. FS
Conservative +5 Aggressive
+4
+3
+2
+1 *
CA -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6 IS
-1
-2
-3
-4
-5
Defensive Competitive
ES
Q9) Recommend strategy that the company should follow?
A) RECOMMENDATIONS
1 BRANDING TO GENERATION Y
The goal of this paper is to get insights into the Harley-Davidson brand and to make it more
attractive to young people outside the US. In the following paragraphs, generation Y and how
they can be targeted more efficiently will be described by using research of Van den Bergh on
this subject. (VAN DEN BERGH, Joeri, 2011)
1.1 AUTHENTICITY/ REALNESS
Van den Bergh states that authenticity is still one of the major drivers for young people to
consider a brand. (VAN DEN BERGH, Joeri, 2011). Authenticity however, is not anymore about
origin, history and heritage but all about being honest to yourself, to your consumers and to
society. The classic interpretation of authenticity should never be shouted but only be whispered.
Eristoff has used this insight to build “Pretty honest for a vodka-campaign”.
Recommendation 1: If Harley-Davidson wants to appeal to young people, it has to keep it real
and it has to stay true to itself.
1.2 SELF-IDENTIFICATION WITH THE BRAND
The new generation is stimulus junkies. They have grown up in a society where advertising and
stimuli are omnipresent. They know advertising is there to sell products but they couldn’t be

20. bothered less about it. Content is king but they have more trust in people than ever. Friends help
this generation decide what to buy and employees or shop personnel are key to sell products.
Brands that appeal to this generation use social media and don’t push their messages but engage
the new consumer by offering him control.
Recommendation 2: Harley-Davidson has to engage with young people through social media and
offer them the power to become brand ambassadors. Harley-Davidson has to friend its
consumers.
1.3 UNIQUENESS
Another thing that is very important for branding to young people is uniqueness. On this subject,
Van den Bergh’s theories are aligned with the preliminary paragraphs about brand equity. In
order to appeal to young people, brands have to be unique, that is, they need to position
themselves with a unique brand DNA or brand identity. Furthermore, this complies with Aaker’s
model because it is all about brand perception. In order to make this work, a consistent
positioning through the years is indispensable. A brand that is doing very well in this area is
Lynx which has been using the same brand mantra for decades: “helping man to attract women”.
Recommendation 3: Harley-Davidson has to stick to its brand positioning and brand DNA.
Trying to change this identity will damage the brand.
2 GENERAL RECOMMENDATIONS
2.1 QUALITY
The product quality of Harley-Davidson is one of its weaknesses. This will have to be fixed. If
Harley-Davidson wants to keep high brand equity, it will have to improve the quality of its
products.
2.2 BRAND MANAGEMENT EXTENSION
If the brand wants to stay relevant for every consumer, Harley-Davidson will have to develop
marketing programs for every life stage of the consumer. New consumers and old consumers
both have a different depth of relationship with the brand but both need tailored communication
plans. Apply Kapferer’s model for brand management extension and adapt marketing programs
to different consumer life stages.
2.3 BRAND EXTENSIONS
Harley-Davidson made a mistake by launching too much category extensions like perfume but
not only this kind of category extension can harm the brand. It is not wise for Harley-Davidson
to start producing bikes in the race category or performance category. First of all, extending the
Harley-Davidson brand in these categories will damage the brand DNA and secondly, buyers of
these kinds of motorcycles will never be convinced about Harley-Davidsons brand values. They
have other values and they will never match those of Harley-Davidson. Creating a new sub brand
can be a solution if it is financially possible. If Harley-Davidson wants to avoid brand dilution,
the brand has to be more careful with category extensions.
Line extensions on the other side, can help to strengthen the brand and to make it more attractive
to certain target groups.
Recommendation 8: Continue introducing line extensions but avoid too much line extensions to
remain profitable.
3. BRAND COMMUNICATION STRATEGIES

21. Placing the brand communication strategy behind the recommendations may seem a bit strange,
but since this brand communication strategy is based on the recommendations, it is better to
present it here.
4. TARGET AUDIENCE
The target audience of the new brand communication strategy is young people between 20 and
35 who are attracted by values like freedom, pleasure and dreams with a touch of rebellion. Men
as well as women have to be taken into consideration, eventually with different but consistent
communication plans. Because of the current customer profile of Harley-Davidson, the new
brand communication has to appeal to baby boomers as well without driving them away from the
brand.
OBJECTIVES
- Making Harley-Davidson more appealing to young consumers and raise sales in this category
without repelling existing consumers.
- Creating a real relationship with each type of consumer
- Keeping a strong brand equity throughout all consumer groups
- Improving the brand image among young consumers
CREATIVE STRATEGY
The new creative strategy will be based on the CRUSH-model to appeal to younger consumers.
The focus will lay on realness, uniqueness, self-identification with the brand and happiness with
a rough edge. Young people are attracted by these values and this kind of creativity. Every
marketing campaign will have to respond to this model. Furthermore, the creative strategy will
mainly focus on user-generated content. Harley Davidson is a strong brand with lots of fans who
like to show this. Engaging these fans by stimulating them to create their own content and
sharing it, will give the creative boost Harley-Davidson needs.