Harley Davidson

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Harley Davidson

This report examines the Harley-Davidson phenomenon. From near bankruptcy to double-digit growth every year, Harley-Davidson has something working for them. That something is called ”strategic 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 Inc., an employer of 8,100 workers, consists of Harley-Davidson Motor Company based in Milwaukee and Eagelmark Financial Services Inc. based in Chicago, Illinois. These are strategic business units are they are managed separately based on the fundamental differences in their operations, products and services. In addition, there are nearly 1,500 dealerships worldwide. Harley’s commitment toward continuous improvement is exemplified in the supplemental financial statements, Appendix section.

Harley’s strategic objective is to continue to provide, safe, high technology heavyweight bikes and keep customer satisfaction at high levels. This quality vision more than doubled Harley-Davidson’s market share and increased its brand loyalty.

Harley-Davidson’s products include: motorcycles, parts & accessories along with financing services. Three main geographic markets comprise the bulk of motorcycle sales: North America, Asia and Europe.

Harley-Davidson’s customers are comprised of both male and female with the female segment the fastest growing market at 5% yearly. Expansion into the European and especially Asian markets will be forthcoming. These new market opportunities will require new designs that are lighter, easier to use, comfortable and stylish. Motorcycles are no longer thought of just a mode of transportation. The Harley-Davidson motorcycle welcomes you into a family, a culture of the free and willing sprit.

Future threats to prepare for include the increase in European trade tariffs on well-known brands such as named, Harley-Davidson. Production plant expansion should shorten the wait time for manufacturing new bikes. This has be...

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... at the Company's Tomahawk, Wisconsin facility; and a 165,000 square foot addition to the Company's Product Development Center in Wauwatosa, Wisconsin. The Company completed the Tomahawk expansion in the third quarter of 2002, but will continue to invest capital related to the remaining projects during the fourth quarter of 2002 and into 2003.


Henshaw P., Kerr I. (2001) The Encyclopedia of the Harley-Davidson. USA

Teerlink, R (2000) More Than a Motorcycle – The Leadership Journey at Harley-Davidson. Harvard Business Review.

Harley-Davidson Inc. Annual Reports

Business Week articles:

November 17, 2000 Harley is Riding High on the Hog

November 16, 2002 Corporate Scoreboard-Third Quarter 2002

Business 2.0 articles:

Dec 2002/Jan 2003 How Harley Revived Online Sales

PDBPR articles:

March 1999 Harley Davidson Weds Metrics to High-Performance Work Organization to Promote Launch Readiness

B.C. Intell & Tech articles:

October 11, 1998 The Trademark Registrability of the Harley-Davidson Roar; a Multimedia Analysis

IIA Enterprise Risk Management Conference 2002

November 2002, Volume 29, number 11

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