Corporate Culture Of Harley Davidson

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Harley-Davidson Inc. was founded in 1903 and 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 competition from Japanese motorcycle manufacturers like Honda, who were continuing to take up US market share since the 1960s. Harley-Davidson Inc. had to transform itself and break away from the typical corporate culture in order…show more content…
Teerlink was the CEO of Harley Davidson Inc. he restructured the informal culture of the company into a formal culture. This allowed people of the company to be more aware of the company’s goals and offered them a new style of training. He did this to become on the same level of efficiency as the Japanese competitors. In an interview, Mr. Teerlink was asked what set Harley Davidson apart from its competitors he responded saying, “Harley-Davidson doesn 't sell transportation, we sell transformation. We sell excitement, a way of life" (New York University). This was a good description of what Mr. Teerlink had planned for the company and how he would start Harley-Davidsons international venture. He knew the company had a niche in the heavyweight motorcycle industry with its brand name, so the company started licensing deals. The company produced many items for owners, such as t-shirts, jewelry, and leather goods, which they expanded into their international markets. In 1993, the company was able to acquire a 49% interest in the Buell Motorcycle Company. This allowed Harley-Davidson engines to be built with performance motorcycles, which opened up a new market for the
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