Harley-Davidson was founded in 1903 and produced their first motorcycles in 1907. They developed new engine and chassis designs over the next decade to improve their bikes. In the 1950s and 1960s, Harley-Davidson launched their Superbike lines like the Sportster and Electra Glide which became symbols of counterculture in the US. Throughout its history, Harley-Davidson has focused on innovation, expanding their customer base, and building a strong brand community to ensure their loyal fan following.
Harley Davidson - Marketing Strategies: Past, Present and Future.geniusdevil110
Marketing Strategies: Past, Present and Future
Course: Marketing Strategy
University of Ottawa
Group Members:
Asif A. Ali
Ali Mirza
Matt Conley
Raj Gill
Shana Tannis
MBA case presentation on Nike's sustainability initiative
- I handled the design and creation of the PowerPoint presentation
- Research into Nike's Sustainable business practice
- Illustrate how Nike is a great example of how to integrate sustainability into a company culture
Harley Davidson - Marketing Strategies: Past, Present and Future.geniusdevil110
Marketing Strategies: Past, Present and Future
Course: Marketing Strategy
University of Ottawa
Group Members:
Asif A. Ali
Ali Mirza
Matt Conley
Raj Gill
Shana Tannis
MBA case presentation on Nike's sustainability initiative
- I handled the design and creation of the PowerPoint presentation
- Research into Nike's Sustainable business practice
- Illustrate how Nike is a great example of how to integrate sustainability into a company culture
PESTLE analysis................................Bajaj auto ltdNikita Bhatkar
PESTLE Analysis is one of the most comprehensive models to study the effect of various forces present in the environment and subsequently prepare oneself to exploit the opportunities and defend against the threats.The presentation has shown this methodology through an example been done for Bajaj Auto. Ltd
L’Oreal: Local Knowledge, Global Brand
Case Study: What are Some of L’Oreal’s Ways?
Author: Ted Landgraf
The purpose of this case study is: Show how important market
analysis is in all business areas; Know your competition; To strive
and prosper, be an “ABC Organization”; Think outside of the box;
Innovation is powerful; Branding is necessary; Global strategy is
fundamental; Know Your SWOT; and Much more.
harley davidson history, pricing, STP, HOG
This is prepared simply for practicing presentation-skills and understanding “slideshare”’s online platform. All content is simply for the learning purpose. We don’t claim accuracy or complete information. All information is presented just for overview. Any inadvertent use of company name, images are unintentional. & if brought to notice, we will remove them.
PESTLE analysis................................Bajaj auto ltdNikita Bhatkar
PESTLE Analysis is one of the most comprehensive models to study the effect of various forces present in the environment and subsequently prepare oneself to exploit the opportunities and defend against the threats.The presentation has shown this methodology through an example been done for Bajaj Auto. Ltd
L’Oreal: Local Knowledge, Global Brand
Case Study: What are Some of L’Oreal’s Ways?
Author: Ted Landgraf
The purpose of this case study is: Show how important market
analysis is in all business areas; Know your competition; To strive
and prosper, be an “ABC Organization”; Think outside of the box;
Innovation is powerful; Branding is necessary; Global strategy is
fundamental; Know Your SWOT; and Much more.
harley davidson history, pricing, STP, HOG
This is prepared simply for practicing presentation-skills and understanding “slideshare”’s online platform. All content is simply for the learning purpose. We don’t claim accuracy or complete information. All information is presented just for overview. Any inadvertent use of company name, images are unintentional. & if brought to notice, we will remove them.
Brand Analysis of Harley Davidson (from Indian perspective).Jay Shah
I have attempted a brand analysis of one of the giants in Automobile sector: Harley Davidson. This analysis is done keeping in mind the Indian market. The brand is doing great globally but to get dominance in the Indian market, it needs to understand India's consumer behavior because India is not like any other market. They need to be more flexible in their framing their strategic plans. The competition between HD and Royal Enfield is exciting for the consumers as well as marketers. Well, i wish that the best marketer may win!
CASE 14 Harley-Davidson Strategic Competitiveness that Spans Dec.docxwendolynhalbert
CASE 14: Harley-Davidson: Strategic Competitiveness that Spans Decades
Guriqbal Cheema
Joel Cunningham
Pallavi Daliparthi
John Klostermann
Brian Rabe
Texas A&M University
“It’s more than a brand. It’s a culture.”1
Kent Grayson
Professor of Marketing, Northwestern University
Introduction
Harley-Davidson is an American cultural and business icon on the level of Levi Strauss and Coca-Cola. Often imitated, but never duplicated, Harley-Davidson has managed to survive, and has, at times, thrived for many decades. Through depression, recessions, world wars, high technology developments, Japanese competition, and increasing government regulation, Harley-Davidson has maintained operations where over a dozen other U.S. motorcycle firms have failed. Harley-Davidson has even survived over a decade as a subsidiary of a bowling alley service firm. It has achieved this by essentially relying on designing, manufacturing, selling, and servicing a relatively static product: two wheels, a 45° V-Twin engine, and a set of handlebars.
How has Harley-Davidson managed to survive through these and other hardships in a motorcycle market that is dominated by leisure riders? How has it kept the doors open while its historic U.S. rival, Indian Motorcycles, is currently in its fourth incarnation? How has it maintained its attractiveness with outlaw bikers, investment bankers, and those who appear to be experiencing a “mid-life crisis” and who sometimes turn to the firm’s products as a result? More importantly, what is this firm selling that keeps it as the industry leader in full-size motorcycles? The answer to these questions is not a 526-pound batch of steel with 250 feet of wiring, but rather the fact that Harley-Davidson is selling the American dream of freedom. How it is able to do this is a fascinating story.
The Challenge
With over 6,000 employees, 1,400 franchises, and nine production facilities, Harley-Davidson has managed to survive the economic downturn that was in full force in late 2007 and for the next few years; but the firm is not out of the woods yet. In fact, Harley-Davidson is struggling with three pivotal issues, the first of which is that the firm’s products are viewed as leisure items. The other two issues are similar in nature in that they deal with the fact that managing the firm’s target market is challenging, particularly as demand for its products is changing. Individually and collectively these issues pose a real challenge to the company’s long-term success. Without addressing these issues, Harley-Davidson may lose its ability to create value for customers and to serve stakeholders’ needs as a result.
As noted, 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 ...
CASE 14 Harley-Davidson Strategic Competitiveness that Spans.docxtidwellveronique
CASE 14: Harley-Davidson: Strategic Competitiveness that Spans Decades
Joel Cunningham
Pallavi Daliparthi
John Klostermann
Brian Rabe
Texas A&M University
“It’s more than a brand. It’s a culture.”1
Kent Grayson
Professor of Marketing, Northwestern University
Introduction
Harley-Davidson is an American cultural and business icon on the level of Levi Strauss and Coca-Cola. Often imitated, but never duplicated, Harley-Davidson has managed to survive, and has, at times, thrived for many decades. Through depression, recessions, world wars, high technology developments, Japanese competition, and increasing government regulation, Harley-Davidson has maintained operations where over a dozen other U.S. motorcycle firms have failed. Harley-Davidson has even survived over a decade as a subsidiary of a bowling alley service firm. It has achieved this by essentially relying on designing, manufacturing, selling, and servicing a relatively static product: two wheels, a 45° V-Twin engine, and a set of handlebars.
How has Harley-Davidson managed to survive through these and other hardships in a motorcycle market that is dominated by leisure riders? How has it kept the doors open while its historic U.S. rival, Indian Motorcycles, is currently in its fourth incarnation? How has it maintained its attractiveness with outlaw bikers, investment bankers, and those who appear to be experiencing a “mid-life crisis” and who sometimes turn to the firm’s products as a result? More importantly, what is this firm selling that keeps it as the industry leader in full-size motorcycles? The answer to these questions is not a 526-pound batch of steel with 250 feet of wiring, but rather the fact that Harley-Davidson is selling the American dream of freedom. How it is able to do this is a fascinating story.
The Challenge
With over 6,000 employees, 1,400 franchises, and nine production facilities, Harley-Davidson has managed to survive the economic downturn that was in full force in late 2007 and for the next few years; but the firm is not out of the woods yet. In fact, Harley-Davidson is struggling with three pivotal issues, the first of which is that the firm’s products are viewed as leisure items. The other two issues are similar in nature in that they deal with the fact that managing the firm’s target market is challenging, particularly as demand for its products is changing. Individually and collectively these issues pose a real challenge to the company’s long-term success. Without addressing these issues, Harley-Davidson may lose its ability to create value for customers and to serve stakeholders’ needs as a result.
As noted, 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 f ...
CASE 14 Harley-Davidson Strategic Competitiveness that Spans De.docxtidwellveronique
CASE 14: Harley-Davidson: Strategic Competitiveness that Spans Decades
Guriqbal Cheema
Joel Cunningham
Pallavi Daliparthi
John Klostermann
Brian Rabe
Texas A&M University
(Hitt, 01/2014, p. 176)
Reference
Hitt, M.,Ireland, R., and Hoskisson, R. (2011). Strategic Management: Competitiveness and Globalization. [Vital Source digital version]. Mason, OH: South-Western Cengage Learning.
The citation provided is a guideline. Please check each citation for accuracy before use.
Introduction
Harley-Davidson is an American cultural and business icon on the level of Levi Strauss and Coca-Cola. Often imitated, but never duplicated, Harley-Davidson has managed to survive, and has, at times, thrived for many decades. Through depression, recessions, world wars, high technology developments, Japanese competition, and increasing government regulation, Harley-Davidson has maintained operations where over a dozen other U.S. motorcycle firms have failed. Harley-Davidson has even survived over a decade as a subsidiary of a bowling alley service firm. It has achieved this by essentially relying on designing, manufacturing, selling, and servicing a relatively static product: two wheels, a 45° V-Twin engine, and a set of handlebars.
How has Harley-Davidson managed to survive through these and other hardships in a motorcycle market that is dominated by leisure riders? How has it kept the doors open while its historic U.S. rival, Indian Motorcycles, is currently in its fourth incarnation? How has it maintained its attractiveness with outlaw bikers, investment bankers, and those who appear to be experiencing a “mid-life crisis” and who sometimes turn to the firm’s products as a result? More importantly, what is this firm selling that keeps it as the industry leader in full-size motorcycles? The answer to these questions is not a 526-pound batch of steel with 250 feet of wiring, but rather the fact that Harley-Davidson is selling the American dream of freedom. How it is able to do this is a fascinating story.
The Challenge
With over 6,000 employees, 1,400 franchises, and nine production facilities, Harley-Davidson has managed to survive the economic downturn that was in full force in late 2007 and for the next few years; but the firm is not out of the woods yet. In fact, Harley-Davidson is struggling with three pivotal issues, the first of which is that the firm’s products are viewed as leisure items. The other two issues are similar in nature in that they deal with the fact that managing the firm’s target market is challenging, particularly as demand for its products is changing. Individually and collectively these issues pose a real challenge to the company’s long-term success. Without addressing these issues, Harley-Davidson may lose its ability to create value for customers and to serve stakeholders’ needs as a result.
As noted, the first issue Harley-Davidson must successfully address is the fact that consumers see the firm’s products primarily as leisure items. ...
This is about Harley Davidson.Marketing tactics used by them .
videos won't work in presentation.
(please open in latest version of power-point or get template of "wood type")
Harley Davidson - Istanbul University MBA (Strategic Management) by Seyar Seyar Hakimzada
This Presentation includes History of bikes, history of Harley , current position in the market , how harley davidson survived from several challenges , what strategies they adopted and what are entrepreneur aspect of the company.
1. Significant Issues
Harley-Davidson was regularly producing bikes ,nicknamed the ‘silent Grey
fellow’in 1907, Harley-Davidson was incorporated as a company and produced
150 bikes in first year. Inspired by the success of their initial efforts, other family
members assisted the partners, and an upgraded version of bike was developed
by 1909.
This model had a new engine, know as the ‘V-twin’ (because the engine had two
cylinders arranged in a ‘v’ angle)
The company kept its focus on innovation and up-gradation technologies,
introduced front-brake system and the unique teardrop-shaped gas tank.these
innovation and sales strategy helped beat competition successfully.
In 1916,Harley-Davidson took another step and launched
The enthusiast’ magazine for its customer.the idea was to provide its customers
with the latest information on the company products and the motorcycle
industry.
In 1952, the company launched the K-model in the market.harley-Davidson
became the sole manufacture of motorcycles in the countr.
in 1950s and 1960s Harley-Davidson,s popularity and sales grew it out a new
range of SUPER-BIKES –the sportster,Duo-Glide,Electra-Glide and super-
Glide.These loud and heavy-weight bikes soon became the symol of
counterculture in the US.
In 1983 the company launched a trademark –licensing programme for its dealers,
which helped the company eliminate the problem of bootlegged merchandise.
HD also produced a number of models in other than ,grey, colours. This helped
company to attract repeat purchase .
2. What factors have been responsible for Harley-Davidson becoming a cult.
In 1990 when H-D realised that a lot of women were buying its motorcycles and
merchandise, the company began offering products to suit the tastes of its new
customer profile
Anyone interested in motorcycles is definitely familiar with name Harley –
Davidsion.the idea of innovation became popular.william Harley and Arthur
Davidson opened a small moter shed in 1903.
Harley- Davidson was quite aware of the fact that its brand was its biggest
strength and decided to leverage the same for boosting growth.the enthusiast
magazine had contributed to enhancing the customer experience the magazine
was also provide a platform for HD customers to share their views & opinions.
Every HD owner was given a one-year free membership to HOG(Harley Davidson
Group) so 33000 members joined the group in a short time.Hog was to involves
customers in a way that would forge stronger relations & bond between the
customers and the company.Through this itsorganised several bikes rallies &
tours.
HD organised a three-day dealer-tanning programme, which came to be known as
Harley- Davidson University. Through this tranning program they trained his
dealers to develops their bussiness and communication and leadership skills to be
able to sales more effectively.
Tattooed motorcycle enthusiasts travelling across the US group on their HD
chopper Peter Fonda blockbusters movie Easy Rider epitomised.The culture of
bikers are raised fonda to iconic status rivalling that of his legendary henry fonda
motorbikes in black leather gear became an image increasing associated with the
nature.
HD produced new ranges of superbikes like the Sporter,Duo-Glide,Electra-Glide
and Super-Glide.These loud & heavy-weight bikes soon became the symbol of
counterculture in US.
3. Positioning & Secret of the fanatical customer loyalty to HD.
The part of Harley-Davidsons success was due to Davidson’s innovative idea of
setting up a network of dealers that would sell only H-D motorcycles. The
company was able to attract large number of dealers to this network as it
promised them a handsome share in profits and also offered product guarantees.
HD realised that alot of women were buying its motorcycles and merchandise the
company began offering products to suit the taste of its new customer profile for
the different colors that was liked by women.
HD had also expanded into niches that were looking for other than heavyweight
vehicles from the company such as customised touring ,sports touring,and sport-
street motorcycle categories.
HD ensured that production did not exceed the demand for its motorcycles. This
led to an increase in demand to such an extent that in the late 1990s customers
had to wait for six months to eight month for buying HD motorcycle.
HD motorcycles craze and ‘halo’ was such that old model were fetching prices
25%-30% higher than the list price for the new models.
The company worked on the premise that the customers experience transcended
the product.Product is no doubt the core but HD sold its customers the total ‘HD
riding experience’.