proud of as the company wrapped up its Open Road Tour centennial celebration that began in July 2002 in Atlanta, Georgia, and ended on the 2003 Memorial Day Weekend in Harley’s hometown of Milwaukee, Wisconsin. The 14-month Open Road Tour drew large crowds of Harley owners in each of its five stops in North America and additional stops in Australia, Japan, Spain, and Germany. Also during its 2003 centennial year, Harley-Davidson was named to Fortune’s list of “100 Best Companies to Work For” and
Harley Davidson’s remarkable success and turnaround from a company nearing extinction to a business model of success (James & Graham, 2004; Johan Van & Brian, 2000; Teerlink & Ozley, 2000) is secured by the environment developed at Harley-Davidson through the organizational changes led by former CEO Rich Teerlink. Mr. Teerlink fundamentally changed the structure of Harley-Davidson from a command and control, top down leadership company to one of collaborative organizational design (Teerlink & Ozley
Lessons from Sturgis Motorcycle Rally As I write this post, I have just returned from a motorcycle rally in the Black Hills of South Dakota. This rally is often referred to as “Sturgis.” As always, the trip was full of lessons for entrepreneurs. Now, you may be surprised by that, but stick with me and you'll discover these lessons too. When I mention Sturgis to the the uninitiated, they think it is one big party hosted by the Hell's Angels with sex, drugs, and rock-n-role. Having been to the rally
Despite their conception in 1903, Harley-Davidson and the motorcycle industry as a whole didn’t really take off until after the Second World War. Many people rode motorcycles during the war, with Harley-Davidson themselves supplying almost 90,000 motorcycles for the U.S. military during this time. Many veterans chose to purchase motorcycles upon returning home, as they enjoyed riding during the war and wanted to continue riding in their civilian life. This generation known as the "baby-boomers"
Successes presents the circumstances around HD's near collapse and since rinse to near mythic success. This case is a great example of marketing myopia; HD saw them-selves as full-size motorcycles' manufactures, not in the transportation, or even the entertainment industry. They believed no one bought motorcycles for transportation, but rather for leisure time use. Like the automotive industry of the time, Harley-Davidson thought its cure customers would buy its products versus those of any of
Harley Davidson focus around the sales and support of their heavyweight motorcycles. Since 2009, Harley Davidson has made an effort to divest itself of product lines and other ventures which detract from their core competencies. The firm has made strides to differentiate itself as a custom solution for the avid motorcycle enthusiast. Motorcycles The primary focus of Harley Davidson is comprised of cruiser and touring motorcycles. After the discontinuance of three 2011 models and the subsequent addition
Davidson offers a combination of superior performance and unique attributes within its value chain that promotes their core competencies and provides them with a competitive advantage. Operations Harley Davidson’s approach to the manufacture of motorcycles creates value as raw materials evolve into sellable products. The 40,000 square meter plant in Kansas City, Missouri is laid out in a fashion that permits the backward integration of components within the production facility. From the fabrication
produced most of its motorcycles to be sold to the US military during World War 1. In 1953, Harley-Davidson became the only US motorcycle manufacturer for the next 46 years (Harley Davidson Museum). In 1988, Mr. Richard Teerlink was appointed the Chief Operating Officer of Harley-Davidson Inc. until 1997 (Bloomberg). Mr. Teerlink started with Harley around 1981 as VP and CFO of Harley, which was when the company was trying to reshape its corporate culture. This was a time when the company was facing serious
produced most of its motorcycles to be sold to the US military during World War 1. In 1953, Harley-Davidson became the only US motorcycle manufacturer for the next 46 years (Harley Davidson Museum). In 1988, Mr. Richard Teerlink was appointed the Chief Operating Officer of Harley-Davidson Inc. until 1997 (Bloomberg). Mr. Teerlink started with Harley around 1981 as VP and CFO of Harley, which was when the company was trying to reshape its corporate culture. This was a time when the company was facing serious
planning and development.” With the growing global economy, companies are looking for ways to improve their market share. Many excellent firms have learned how to beat their competitors through the implementation of new management, marketing, and/or manufacturing techniques. Harley-Davidson is one of those excellent companies whom has challenged traditional ideas. This report will identify those strategies that have worked and brought the company and its shareholders success each year. Today, Harley-Davidson
Harley-Davidson is a true American success story. From their modest beginnings in Milwaukee, Wisconsin to one of the most recognized company names worldwide, they have been passionate about motorcycles. Harley offers an experience like none other with the one of a kind look, feel, and sound only available on a Harley. Besides their main business of building and selling motorcycles, they have began to offer financing and insurance through Harley-Davidson Financial Services, and they also offer a full line
In 1903, William Harley (age 21), a draftsman, and his friend, Arthur R. Davidson, began Experimenting with ideas to design and build their own motorcycles. They were joined by Arthur's brothers, William, a machinist, and Walter, a skilled mechanic. The Harley- Davidson Motor Company started in a lOxl5-foot shed in the Davidson family's backyard in Milwaukee, Wisconsin. This case was prepared by Professor Patricia A. Ryan of Colorado State. This case was edited for 5MBP and Cases in 5MBP-9th and
Strategic Alternatives There are many ways in which Harley-Davidson can improve its operations, all of which can be found through conducting a thorough analysis of the strengths, weaknesses, opportunities, and threats the company is presently facing. The executives of Harley-Davidson considered the company’s internal strengths and weaknesses by completing an internal factor analysis summary (IFAS). Next, the external opportunities and threats were analyzed by completing an external factor analysis
Arthur Davidson created the first of millions Harley Davidson. It was one of the two major motorcycles that were able to survive the great depression. Since 1977, the only motorcycles sold to the public under the Harley-Davidson brand have been heavyweight motorcycles, with engine displacements greater than 700 cc, designed for cruising on highways. It is one of the most well known brands in the world of motorcycles and otherwise as well. Harley-Davidson maintains an enormous brand community, which keeps
here to tell you .Get comfortable we’ve got a lot of ground to cover. Although the Indian motocyle was the first motorcycle to be built in the U.S. in 1901 by the Hendee Manufacturing Company of Springfield MA, and the founder George Hendee called it a motocyle instead of motorcycle. After a 50 year battle of engineering and marketing Harley-Davidson was the only survivor. The company remains a constant, surviving the Stock Market Crash, World War II, the purchase by AMF, the Recession, and finally
rockers’ idol” So, this case study is about Harley-Davidson, a brand of motorcycles and more precisely about its development since his foundation in 1903 by 21-year-old William S. Harley and 20-year-old Arthur Davidson. So, in 2003, it was the celebration of the 100th birthday of the Harley-Davidson. And, in order to commemorate it, fans of this famous brand rode until Milwaukee to see the parade of 10 000 Harley-Davidson motorcycles. Through this celebration, we can see how recognized this brand is for