Harley Davidson is one of the best known motorcycle producers in the world. It was founded in 1903 in Milwaukee, Wisconsin and has since grown to produce not only motorcycles but also various branded merchandise. While it has a very loyal customer base attracted to its promotion of freedom and lifestyle, Harley Davidson also faces challenges such as high costs, overdependence on the US market, and competition from other motorcycle manufacturers. To maintain its strong brand and market position, the company will need to continue innovating, expanding internationally, and attracting new demographic groups to riding.
This presentation illustrates the analysis of Harley-Davidson's competitive strategy. It is based on the case from Grant, R., 2010. Contemporary Strategy Analysis. 7th edition, pp. 636-654
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
This presentation illustrates the analysis of Harley-Davidson's competitive strategy. It is based on the case from Grant, R., 2010. Contemporary Strategy Analysis. 7th edition, pp. 636-654
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
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!
There is a full description and case study of the American legend Harley Devidson with there history,market share,balance sheet as well as lots more content.......
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!
There is a full description and case study of the American legend Harley Devidson with there history,market share,balance sheet as well as lots more content.......
Harley Davidson case study of PHILIP KOTLER MARKETING MANAGEMENT from Chapter Creating Long Term Loyality Relationships .
A presentation created during a marketing internship by Prof. Sameer Mathur IIM lucknow
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.
Introduction Harley-Davidson, America’s largest motorcycle produc.docxnormanibarber20063
Introduction
Harley-Davidson, America’s largest motorcycle producer, is an iconic brand worldwide that provides a unique customer experience. The company produces custom, cruiser, and touring motorcycles, and offer parts, accessories, riding gear, apparel, and general merchandise. The latter provides wholesale and retail financing and insurance to Harley-Davidson dealers and riders located in the United States, Canada, and other international markets. (David & David, 2016). The motor cycle industry is an intensely competitive industry with many big competitors, which is why Harley had struggled over the last few years. This report will cover the following; 1) Harley’s vision and mission statements, 2) Internal/external strengths and weaknesses, SWOT Analysis, and lastly, a recommendation on the strategic direction for the company supported by the two Matrices, SPACE Matrix and the SWOT Matrix. Company Background
Harley Davidson is America’s largest motorcycle producer that was first incorporated in 1907 by William S. Harley and Arthur Davidson. It started off in a small shed in Milwaukee, Wilsconsin with its first dealership opening in Chicago, 1904. They targeted customer needs with its unique offerings and earned price premiums. Harley operates in two primary business segments, Motorcycle & Related Products (Harley-Davidson Motor Company), and Financial Services (Harley-Davidson Financial Services). In 2014, Harley’s worldwide retail sales increased by 2.7% versus the prior year. The company has sales in almost 90 countries, with one-third of its sales coming from outside the United States. (David & David, 2016). Today, Harley remains a dominant force in the market but faces challenges in creating products relevant to younger riders and women, as well as developing international sales in countries such as India. (David & David, 2016).Mission and Vision Statement
Many organizations today develop a vision statement that answers the following question, “What do we want to become?” “Developing a vision statement is often considered the first step in strategic planning, preceding even development of a mission statement.” (David & David, 2016). Whereas, a mission statement identifies the scope of a firm’s operations in product and market terms. It addresses the standard question which is, “What is our business?”
Harley-Davidson’s current mission statement is as follows, “We fulfill dreams through the experience of motorcycling, by providing to motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segments.” The company’s vision for sustainability is, “We preserve and renew the freedom to ride.” (David & David).
We know that Harley-Davidson’s goal is to increase company shipments by 4-6% to 282,000-287,000 motorcycles worldwide, and projects its operating margin for all of 2015 from the Motorcycle segment to be 18-19 percent. We also know that the company’s strategic.
SECTION E International Issues in Strategic ManagementCase.docxedgar6wallace88877
SECTION E International Issues in Strategic Management
Case 9 Harley Davidson: An Overreliance on Aging Baby Boomers
Alan N. Hoffman
Bentley University
Natalia Gold
Northeastern University
The authors thank Barbara Gottfried, and Bentley University MBA students Cristina Montalvo, Robert Bondy, Michael Ferriero, and John O’Rourke for their research and contributions to this case. Printed by permission of Dr. Alan N. Hoffman. Please address all correspondence to: Dr. Alan N. Hoffman, Dept. of Management, Bentley University, 175 Forest St Waltham, MA 02452, [email protected].
Company Background
In 1903, William S. Harley and Arthur Davidson produced the first Harley-Davidson motorcycle in a 15’ x 10’ wooden shed with the words ‘Harley-Davidson Motor Company’ etched into the door. The warehouse was located in Milwaukee, Wisconsin, the company’s headquarters to this day. They were soon joined by Arthur’s brother Walter, and by 1910, the company had begun to establish itself, using its current “bar and shield” logo for the first time; the logo that it trademarked with the U.S. Patent Office In 1911. In 1981, Harley-Davidson, Inc. purchased the Harley-Davidson Motorcycle Company from AMF Incorporated via a management buyout, incorporated, then went public in 1986. Over the years, Harley-Davidson had made a name for itself as the most well known producer of heavyweight motorcycles in the North American market; and, although its international sales were not significant until the late 1990s, the company then quickly became the most renowned brand in the world.
Harley-Davidson, Inc., a publicly traded company listed on the New York Stock Exchange as “HOG,” divided its operations into two segments: Motorcycles & Related Products, and Financial Services. The Motorcycles & Related Products segment designed, manufactured, and sold wholesale heavyweight motorcycles, motorcycle parts, accessories, and general Harley-Davidson merchandise to retail customers through a network of independent dealers in North America, Europe, Middle East, Africa, Asia Pacific, and Latin America (Exhibit 1). The Financial Services segment, known as Harley-Davidson Financial Services (“HDFS”), provided wholesale and retail financing as well as insurance-related services. HDFS customers were primarily end-users from the Harley-Davidson retail stores, drawn from its networks primarily in the United States and Canada.
Exhibit 1
Harley-Davidson’s U.S. and International Dealerships
FULL SERVICE DEALERSHIPS AND SRL’S
2012
2011
2010
2009
2008
2007
2006
USA
695
706
729
758
787
788
679
Canada
73
74
74
74
74
76
75
Europe region
371
370
364
369
381
370
354
Asia Pacific region
281
274
272
254
200
194
178
Latin America region
47
44
40
40
45
49
31
Totals
1,467
1,468
1,479
1,495
1,487
1,477
1,317
Strategic Direction
Harley-Davidson’s mission was to design and manufacture premium motorcycles for the heavyweight market. As of 2013, the company offered seven different models: Sportster, Dyna, Softa.
SECTION E International Issues in Strategic ManagementCase.docxrtodd280
SECTION E International Issues in Strategic Management
Case 9 Harley Davidson: An Overreliance on Aging Baby Boomers
Alan N. Hoffman
Bentley University
Natalia Gold
Northeastern University
The authors thank Barbara Gottfried, and Bentley University MBA students Cristina Montalvo, Robert Bondy, Michael Ferriero, and John O’Rourke for their research and contributions to this case. Printed by permission of Dr. Alan N. Hoffman. Please address all correspondence to: Dr. Alan N. Hoffman, Dept. of Management, Bentley University, 175 Forest St Waltham, MA 02452, [email protected].
Company Background
In 1903, William S. Harley and Arthur Davidson produced the first Harley-Davidson motorcycle in a 15’ x 10’ wooden shed with the words ‘Harley-Davidson Motor Company’ etched into the door. The warehouse was located in Milwaukee, Wisconsin, the company’s headquarters to this day. They were soon joined by Arthur’s brother Walter, and by 1910, the company had begun to establish itself, using its current “bar and shield” logo for the first time; the logo that it trademarked with the U.S. Patent Office In 1911. In 1981, Harley-Davidson, Inc. purchased the Harley-Davidson Motorcycle Company from AMF Incorporated via a management buyout, incorporated, then went public in 1986. Over the years, Harley-Davidson had made a name for itself as the most well known producer of heavyweight motorcycles in the North American market; and, although its international sales were not significant until the late 1990s, the company then quickly became the most renowned brand in the world.
Harley-Davidson, Inc., a publicly traded company listed on the New York Stock Exchange as “HOG,” divided its operations into two segments: Motorcycles & Related Products, and Financial Services. The Motorcycles & Related Products segment designed, manufactured, and sold wholesale heavyweight motorcycles, motorcycle parts, accessories, and general Harley-Davidson merchandise to retail customers through a network of independent dealers in North America, Europe, Middle East, Africa, Asia Pacific, and Latin America (Exhibit 1). The Financial Services segment, known as Harley-Davidson Financial Services (“HDFS”), provided wholesale and retail financing as well as insurance-related services. HDFS customers were primarily end-users from the Harley-Davidson retail stores, drawn from its networks primarily in the United States and Canada.
Exhibit 1
Harley-Davidson’s U.S. and International Dealerships
FULL SERVICE DEALERSHIPS AND SRL’S
2012
2011
2010
2009
2008
2007
2006
USA
695
706
729
758
787
788
679
Canada
73
74
74
74
74
76
75
Europe region
371
370
364
369
381
370
354
Asia Pacific region
281
274
272
254
200
194
178
Latin America region
47
44
40
40
45
49
31
Totals
1,467
1,468
1,479
1,495
1,487
1,477
1,317
Strategic Direction
Harley-Davidson’s mission was to design and manufacture premium motorcycles for the heavyweight market. As of 2013, the company offered seven different models: Sportster, Dyna, Softa.
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. ...
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 ...
Similar to Harley Davidson ( Strategic Management Report) Mission, Vision (14)
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• Scope: Provide support solutions to enhance agricultural productivity and sustainability.
• Target Areas: Polokwane, Tzaneen, Thohoyandou, Makhado, and Giyani.
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2. Briefly Information of Company
Harley Davidson is one of the best motorcycle producer in world.Harley Davidson is one of the best motorcycle producer in world. ThisThis
company not only produce motorcycle but also produce boat,company not only produce motorcycle but also produce boat, t-t-
shirt,shirt, bag,bag, leather Jacketleather Jacket ,helmet and kind accessories,,helmet and kind accessories, etc.etc. ThanksThanks
to selection HD ,their customer’s life style obvious that show theirto selection HD ,their customer’s life style obvious that show their
freedom.freedom.
3. History of HD
In 1903
William S. Harley and Arthur Davidson make available to the public
the first production Harley-Davidson motorcycle.
In 1907
Harley-Davidson Motor Company is incorporated on September 17th.
The stock is split four ways among the four founders, and staff size has
more than doubled from the previous year to eighteen employees.
In 1969
Harley-Davidson merges with the American Machine and Foundry
Company (AMF), a long-time producer of leisure products.
In 1981
On February 26, thirteen Harley-Davidson senior executives sign a
letter of intent to purchase Harley-Davidson Motor Company from
AMF.
In 2009
Harley-Davidson announces expansion into India.
4. We fulfill dreams through the experience of motorcycling,
by providing to motorcyclists and to the general public an
expanding line of motorcycles, branded products and services
in selected market segments.
Mission
5. Visio
n
Harley Davidson, 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 success is to balance stakeholders’ interests through
the empowerment of all employees to focus on value-
Harley Davidson, 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 success is to balance stakeholders’ interests through
the empowerment of all employees to focus on value-
8. The international market is
now larger than the U. S
Women and younger riders
are increasing becoming
interested in bikes.
Industry registrations of
heavyweight motorcycles
are increasing.
Opportunities
10. Competitive advantage
• With only 5,900 full-time employees, Harley-Davidson is able to
provide each and every motorcycle with an advanced personalized
attention by each worker in the factory.
• The Harley Owners Group (HOG)- The HOG is community-building
efforts," serving to promote not just a consumer product, but a
lifestyle.
11. Harley-Davidson 46.40%
Honda 20.20%
Suzuki 9.80%
Yamaha 9.30%
Kawasaki 7.10%
BMW 2.50%
Other 4.60%
The following table details the market share
by region:
North American Market Share
15. Latest News about Harley
Davidson
Latest News about Harley
Davidson
Aug 26, 2015 - Harley-Davidson recalls 10,580
units of the Street 500 and Street 750 cruiser
for a fuel pump issue.
Apr 24, 2015 - Harley-Davidson is recalling
over 54,000 motorcycles in two separate
campaigns to repair faulty clutch master
cylinders and missing rear reflectors.
Feb 5, 2015 - On May 1st, Matt Levatich will
take over as the next CEO of Harley-Davidson.
Jan 17, 2015 - Harley-Davidson inks 75-year
deal with Sturgis to preserve rally
16. Conclusion
• Harley- Davidson have change American
culture and helped the future of motorized
vehicles.
• They must implement latest technology &
facilities.
• Loyal customers are not sufficient for
company to survive.