기업 차원의 다각화 전략 harley davidson

"Harley Davidson Corporate Level Strategies 내부 성장"에세이 및 연구 논문.

할리 데이비슨 기업 차원 전략 내부 성장.

기회 .......................................................... 4 d) 위협 .................................................................... .. 4. Harley Davidson 사례 연구 분석 ................................. .. 5. 4. 권장 사항 .................................................................. ... .6 5. 참고 문헌 ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 윌리엄 S. 할리와 아서 데이비슨. 다음 108 년간의 사업에서 할리 데이비슨 사업은 경제의 최고치와 최저점을 견뎌내 었습니다.

아서 데이비슨, 브랜드, Harley Owners Group 2115 단어 | 9 페이지.

할리 데이비슨 전략을 확인하십시오.

할리의 전략을 밝히고 그 이론적 근거를 설명하십시오. 할리는 기술, 속도 또는 스포츠보다는 스타일, 개성 및 자유에 역사적인 강조를 가진 대형 오토바이와 단단히 연결된 세계적으로 유명한 브랜드입니다. 분할보기에서 그들은 헤비급 오토바이 시장에 속하며 슈퍼 헤비급의 하위 세그먼트 내에서 특히 강하다. 그들의 자전거는 크루저 오토바이 부문에서 가장 강합니다. 투어링 바이크 부문 (그들의 스타일에 중점을 둡니다.

고객, 고객 서비스, 발달 생물학 953 단어 | 3 페이지.

할리 데이비슨.

* 사명 선언문 우리의 다양성 사명은 오토바이 타기의 경험을 통해 꿈을 이루기 위해 사업의 모든 측면에 다양성과 포용성을 통합하는 문화를 육성하는 것입니다. * 비전 선언 Harley - Davidson은 점점 더 역동적이고 다양하며 전 세계적으로 꿈을 실현하고 특별한 고객 경험을 제공하기 위해 이해 관계자와의 상호 이익이되는 관계를 발전시키고 지속적으로 향상시키기 위해 다양성을 존중하고 포용하며 기념합니다.

Buell Motorcycle Company, 고객, 고객 서비스 1688 단어 | 7 페이지.

할리 데이비슨.

Harley - Davidson의 판매량 높이기 Harley - Davidson 오토바이와 관련된 신비가 있습니다. 할리 데이비슨 (Harley - Davidson)의 외관, 느낌 및 사운드는 전 세계에있는 다른 오토바이에서는 없습니다. 할리 - 데이비슨 오토바이에 대한 수요는 연간 300,000 대의 오토바이를 생산하지만 공급이 40 억 달러를 초과하는 경우에도 공급을 능가합니다. 일부 모델에는 2 년 대기자 명단이 있습니다. 이 회사는 최근 ComputerW0rId의 Top 100 Best 부문에서 2 위를 포함하여 여러 상을 수상했습니다.

Buell Motorcycle Company, 의사 결정 공학, 의사 결정 지원 시스템 1140 단어 | 4 페이지.

할리 데이비슨 전략 분석.

관리 보고서 # 1 : 전략 분석 할리 데이비슨 자크 존스 (Harley Davidson Zach Jones) 1. 서론이 프로젝트는 할리 데이비슨의 전략 분석의 일환으로 완료 할 세 가지 보고서 중 하나입니다. 이 첫 번째 보고서는 전략 분석에 중점을두고 있으며 다음 섹션을 포함합니다. 첫째, 경쟁 우위 분석과 관련된 주요 개념을 정의합니다. 둘째, 이러한 개념은 할리 - 데이비슨 사건을 분석하기 위해 적용될 것입니다.

Harley Owners Group, Harley-Davidson, 국제 무역 1959 단어 | 7 페이지.

할리 데이비슨 내부 및 외부 분석.

• 재무 • 고객 • 내부 비즈니스 프로세스 • 학습 및 성장 H-D의 5 년 재무 성과를 사용하여 비율 분석을 수행하십시오. 비율과 재무 성과의 의미를 해석하십시오. 요약본을 "H-D의 현재 전략 분석 : 두 가지 견해"라고 제목이 붙은 2-3 페이지의 Word 문서에서 요약하고 지원하십시오. 비율 분석을 포함 시키십시오. 또한 다른 그래픽을 포함하여 지원할 수 있습니다.

유동 비율, 재무 비율, 재무 비율 1625 단어 | 5 페이지.

할리 데이비슨 마케팅 전략.

1903 년 21 세의 William S. Harley와 20 세의 Arthur Davidson은 Milwaukee의 작은 차고에서 손으로 제작 한 할리 데이비슨 오토바이의 첫 생산품입니다. 오늘날 Harley - Davidson, Inc. 는 8,200 명 이상의 직원을 고용하고 있으며 전세계에 1,110 개의 판매점을 보유하고 있습니다. 회사 본사는 위스콘신 주 밀워키에 있습니다. 국내 생산 시설은 위스콘신 주 토마 호크 (East Troy)와 밀워키 (Milwaukee) 지역에 있으며, York, Pennsylvania; 캔자스 시티, 미주리. 디자인, 고객 중심.

아서 데이비슨, 할리 데이비슨 Harley Owners Group 1299 Words | 4 페이지.

할리 데이비슨 오토바이 회사.

할리 데이비슨 자동차 회사 차드 D. 쉬슬러 국립 대학교 저자 노트 [보조금 / 기금 정보 및 완전한 서신 주소를 포함하십시오.] 개요 간략한 역사 할리 데이비슨 자동차 회사는 거의 백년 동안 오토바이 산업에 종사했고 기소되었습니다 세계 최고의 오토바이 제조업체 중 하나입니다. 역사적으로 Harley Davidson의 모터 사업은 William S. Harley와 Arthur Davidson이 개발 한 1900 년대 초에 시작되었습니다.

할리 데이비슨 (Harley-Davidson) 최고 경영자 (Executive Officer) 1891 년 단어 | 9 페이지.

할리 데이비슨 사례 분석.

IV. 내부 환경 : 강점과 약점 (SWOT) A. 기업 구조 1. 현재 기업 구조는 어떻게되어 있습니까? a) 의사 결정 권한이 한 그룹에 집중되거나 많은 그룹으로 분산되어 있는가? 의사 결정 권한은 국내 및 해외 운영을 중심으로 분산되어 있습니다. b) 기업은 기능, 프로젝트, 지리 또는 이들의 조합을 기반으로 조직되어 있습니까? .

Business, Corporation, Marketing 1194 단어 | 5 페이지.

Harley-Davidson의 요약.

Endurthy Date : Feb 2, 2006 주제 : Harley - Davidson의 전략적 비전, 회사 목표 및 전반적인 전략 1. Harley - Davidson은 100 년 전통의 제조 및 오토바이 판매. 좋은 관계, 지속적인 개선, 직원 및 관리 관련, 팀 구축 또는 직원 교육 및 권한 부여는 할리 데이비슨 (Harley - Davidson)의 관리 서적에서 나오는 단어가 아닙니다. 이러한 관리 기술을 채택하는 것만으로

Harley Owners Group, 할리 데이비슨 1369 단어 | 5 페이지.

할리 데이비슨 사건.

1. Harley의 운영 전략 설명 및 평가 (1 장의 프레임 워크 사용) 운영 전략에 대한 세 가지의 서로 보완적인 견해를 채택하는 것이 유용합니다. 운영에 대한 자원 관점은 4 가지 주요 질문으로 구성됩니다 : • 규모 조정 - 변동성 및주기적인 오토바이 Harley - Davidson은 더 많은 부채를 챙기지 않고 생산 능력을 확장하려고 시도합니다. 따라서 내부 프로세스 개선 및 구조 조정을 통해 용량을 먼저 확장하고 필요할 경우에만 외부 적으로 확장 할 것입니다.

더 나은, 그린 필드 투자, 할리 데이비슨 915 단어 | 3 페이지.

할리 데이비슨의 가치 사슬.

학년 디스크립터 | M1 | M2 | M3 | D1 | D2 | D3 | | | | | | | | 평가자 코멘트 : | | | | | | | | | | | | Assessor : | 서명 : | 날짜 : _____ / _____ / ___________ | | | | 내부 검증 자의 코멘트 : | | | | | | | | | | | | 내부 검증 자 : | 서명 : | 날짜 : _____ / _____ / ___________ | | | | 표절 : 연구 및 토론은 과제의 필수적인 부분이지만 다른 사람의 작품을 고의적으로 복사하거나 미확인 문서입니다.

아서 데이비슨, 할리 데이비슨 Harley Owners Group 1677 단어 | 7 페이지.

할리 데이비슨 사례 연구.

Harley - Davidson 사례 연구이 사례와 Harley-Davidson 및 기타 출처의 Harley에 대한 기타 정보를 토대로 그 주요 강점과 약점은 무엇이라고 생각하십니까? 장점 할리는 미국산입니다. 미국인이기 때문에 현지 딜러, 현지 수리점 및 현지 고객 서비스가 구매자에게 모든 것입니다. 그것은 또한 구매자에게 감각을주는 미국에서 완전히 제작되는 유일한 중량급 오토바이 일뿐입니다.

Harley Owners Group, Harley-Davidson, 마케팅 830 단어 | 3 페이지.

할리 데이비슨 사례 연구.

할리 데이비슨 (Harley Davidson)은 1903 년 윌리엄 S. 할리 (William S. Harley)와 아서 데이비슨 (Arthur Davidson)이 첫 오토바이를 설계 할 때 발견되었습니다. 1904 년 시카고에서 첫 번째 딜러가 문을 열었습니다. 할리 데이비슨의 임무는 "우리는 고객과 함께 타고이 깊은 연결을 우리는 모든 이해 관계자에게 우수한 가치를 창출 할 수 있도록 모든 시장에 기여합니다. "효과적인 사명 선언문의 구성 요소 중 일부는 사명 선언문에 통합되어 있습니다. 이러한 구성 요소에는 고객 측면이 포함됩니다.

아서 데이비슨, 할리 데이비슨 Harley Owners Group 1025 단어 | 4 페이지.

경쟁 전략 : Ducati 대 Harley Davidson.

이 논문은 160 점 중 144 점을 1 학년으로 받았습니다. 경쟁 전략 : Ducati 대 Harley Davidson BUS 508 현대 비즈니스 2013 년 11 월 5 일 각 기업 문화가 다른 문화와 어떻게 다른지 결정하십시오. Ducati는 이탈리아 인이고 Harley Davidson은 미국산 근육입니다. 둘 다 아주 대중적인 유명 상표 오토바이이기는하지만, 여전히 거대한 팔로워를 가지고있는 동안 그들은 여러면에서 다릅니다. 이 둘은 고객 기반이 다를 수 있지만 확실하게 동의합니다.

브랜드, Ducati, Ducati 916 1462 단어 | 4 페이지.

할리 데이비슨 사례 연구.

& quot; 할리 - 데이비슨 : 마지막 & quot; Hartley의 Marketing Mistakes and Successes에 제시된대로 HD의 붕괴에 가까운 상황과 신화적인 성공에 가까운 헹굼 이후의 상황을 제시합니다. 이 경우는 마케팅 근시의 훌륭한 예입니다. HD는 운송이나 엔터테인먼트 산업이 아닌 '풀 사이즈 오토바이'제조업체로서의 자긍심을 가지고있었습니다. 그들은 아무도 교통 수단으로 오토바이를 사지 않았다고 믿었습니다. 당시 자동차 산업과 마찬가지로 할리 데이비슨 (Harley-Davidson).

Buell Motorcycle Company, 할리 데이비슨 Harley Owners Group, 1389 단어 | 4 페이지.

할리 데이비슨.

1. 배경 공장 주최 오토바이 애호가 클럽 인 할리 소유자 그룹 (HOG)은 1983 년에 설립되었습니다. 이 그룹은 할리 데이비슨 브랜드의 경험을 향상시키기 위해 주로 회사에 고객을 가까이 배치하고 긍정적 인 브랜드 이미지를 홍보하기 위해 설립되었습니다 많은 사람들이 하위 문화를 지배했다고 느끼는 바이커 갱단의 부정적인 영향력을 통제함으로써 1999 년 말에 H. O.G는 50 만 명의 회원을 뽑았으며 166,667 명의 회원이 고려되었습니다.

브랜드, 브랜드 자산, 브랜드 관리 1881 단어 | 7 페이지.

할리 데이비슨 마케팅 전략.

크기와 성장 측면에서 여성 오토바이 시장의 매력에 대해 토론하십시오. 비디오에서 지적한대로 할리 데이비슨 (Harley Davidson)은 여성 오토바이 시장을 육성하고 성장시키기 위해 전념하고 있습니다. 오늘날 여성들은 노동 인구의 큰 부분을 차지하고 있으며 20 년 전보다 높은 소득을 누리고 더 많은 가처분 소득을 가지고 있습니다. 게다가 여성들은 이전보다 훨씬 많은 권한을 부여받으며 표현과 개인주의의 자유를 행사하도록 권장 받고 있습니다. 그들의 심리적 충만 함.

몰디브, 마케팅, 오토바이 944 단어 | 3 페이지.

할리 데이비슨 : 다음 세기를 준비하십시오.

할리 데이비슨 : 차세대 준비 BUSI 615 40 David Houghton 교수 브라이언 린치 (Brian Lynch) 1903 년 아서와 월터 데이비슨 (Walter Davidson)과 윌리엄 할리 (William Harley)가 설립 한 이래, 할리 데이비슨은 풍부한 전통과 충성스러운 전통을 자랑합니다. 회사는 수년 내내 탄력 있고 혁신적임이 입증되었습니다. 그들은 할리 데이비슨을 거의 파기 한 결정을 내린 AMF의 소유하에 특히 실수를 공정하게 분배했습니다. 그들은 또한 만들었습니다.

아서 데이비슨, 브랜드, Harley Owners Group 1606 단어 | 5 페이지.

할리 데이비슨 사례 연구.

Harley Davidson Motor Company는 William Harley와 Arthur, Walter와 William Davidson에 의해 설립되었습니다. 전 세계 수백만 명의 사람들이 원하는 상징적이며 독특한 모터 바이크의 제작자이자 제조업체입니다. 그것은 문화, 라이프 스타일 및 전통의 창조자 오토바이 업계에서 가장 인정받는 회사입니다. 그것은 소비자와 경쟁자의 존경과 존경을 얻은 소수의 기업 중 하나입니다. Harley Davidson Motor Company의 역사는 William이 1901 년에 시작했습니다.

아서 데이비슨, 브랜드, Harley Owners Group 2204 단어 | 7 페이지.

할리 데이비슨.

1901 년 20 세의 윌리엄 S. 할리 (William S. Harley)는 정규 페달 - 자전거 프레임에 사용하도록 설계된 소형 엔진에 대한 계획을 작성했습니다. 다음 2 년 동안 할리와 어린 시절 친구 인 Arthur Davidson은 친구 인 Henry Melk의 집에있는 밀워키 머신 샵에서 자전거를 이용했습니다. 할리, 데이비슨, 데이비슨 형제 월터 데이비슨 (Walter Davidson)은 1903 년에 첫 번째 모터 자전거를 마쳤습니다. Harley와 Davidson 형제는 첫 번째 모터 자전거의 파워 사이클을 테스트했습니다.

할리 데이비슨 1888 단어 | 5 페이지.

비즈니스 수준 및 기업 차원의 전략.

비즈니스 수준 및 기업 차원 전략 비즈니스 수준 및 기업 차원 전략 기업의 장기적인 성공에 가장 중요한 비즈니스 수준 전략을 결정하기 위해 선택한 기업의 비즈니스 수준 전략을 분석하고 당신이 이것을 좋은 선택으로 판단하든 그렇지 않든간에. 당신의 의견을 정당화하십시오. 이 백서의 목적은 Edgar Company Apple Inc. 의 비즈니스 수준 및 기업 차원의 전략을 검토하는 것입니다.

Apple Inc., 경쟁, 경쟁 인텔리전스 1964 Words | 8 페이지.

할리 데이비슨.

회사 개요 헤비급 오토바이, 오토바이 부품, 액세서리, 의류 및 일반 상품을 생산하는 선도적 인 자동차 회사 인 Harley - Davidson Harley - Davidson (Harley). 회사는 도매 및 소매 금융 및 보험 프로그램과 같은 금융 서비스도 제공합니다. 이 회사는 주로 미국과 유럽에서 영업합니다. 위스콘신 밀워키에 본사를두고 있으며 2007 년 12 월 31 일 현재 약 9,755 명의 직원을 고용하고 있습니다. 이 회사는 매출을 기록했습니다.

Buell Motorcycle Company, 할리 데이비슨 Harley Owners Group 1282 단어 | 5 페이지.

할리 데이비슨.

직감 대신에. 분석의 강점과 약점 섹션은 조직 내부의 문제입니다. 기회와 위협은 조직 기간에 영향을 미치지 않는 문제입니다 (Nickels, McHugh, & McHugh, 2010). 나는 2012 Fortune 500 목록 (Fortune, 2012)에서 Harley - Davidson, Inc. (할리), 458 번에 대한 SWOT 분석을 수행하기로 결정했습니다. 회사 개요 Harley는 중량급 (650 cc) 오토바이를 생산하는 세계 유수의 조직 중 하나입니다.

재무 비율, Harley Owners Group, 할리 데이비슨 2607 단어 | 7 페이지.

할리 데이비슨 Tows Matrix.

"전략적 계획은 회사의 현재 비즈니스와 그것이 미래를 위해 원하는 비즈니스, 그리고 목표를 추구하는 데 사용할 행동이나 전략을 파악하는 것을 포함합니다."(정의) 할리 데이비슨과 경쟁 업체 인 국내 및 국제적이며 수십 년 동안 살아 왔기 때문에 잠재적 인 라이더의 새롭고 젊은 그룹을 보완하기 위해 그러한 기존 기관을 전환하는 것이 점차 어려워지고 있습니다. 확장 경제, 인터넷과 같은 기술 진보.

진입 장벽, 브랜드, 경쟁 1304 단어 | 5 페이지.

할리 데이비슨.

소개 : 할리 데이비슨 Inc는 대략 46 % 시장 점유율과 미국에있는 주요한 기관 자전차 회사, 이다. 딜러의 오토바이 판매, 부품 및 할리 데이비슨 액세서리의 판매 및 미국 소비자 오토바이 구매의 약 53 %에 대한 자금 조달을 통해 수익을 창출합니다. 할리 데이비슨 (Harley Davidson)의 주식은 2009 년 3 월 말 주당 P12.70으로 2007 년 10 월의 최고 $ 70에서 하락했다.

Buell Motorcycle Company, 배당 수익률, Harley Owners Group 2691 단어 | 7 페이지.

할리 데이비슨 사건.

1. Harley는 어떤 종류의 문화를 가지고 있습니까? 조직 문화는 IT 중심의 변화에 ​​어떤 영향을 줍니까? Harley - Davidson은 개인의 참여와 조직 문화 측면에서 높은 가치를두고 있습니다. 또한이 조직 문화에서 파생 된 ¡ § 자발적 팀 개념을 적용합니다. 2) 할리 데이비슨 (Harley - Davidson)은 공동 조직 문화를 기반으로 IS 기능의 그룹 리더십을 개발했습니다. 각 원에는 자체 IS 디렉터와 세 명이 있습니다.

할리 데이비슨, 조직 문화, 조직 구조 908 단어 | 3 페이지.

할리 데이비슨 분석.

경쟁 환경 오토바이 생산 업체 인 할리 데이비슨 (Harley Davidson)은 "레크리에이션 차량"산업의 일부로서 경쟁합니다. Winnebago, Polaris, Thor, Arctic Cat 및 Marine Products는 Recreational Vehicles에서도 경쟁하는 회사 중 일부에 지나지 만이 회사는 시장 점유율의 92 %를 차지하는 업계에서 독점력을 발휘합니다. 이 5 개 회사는 보트, 제트 스키, 스노우 모빌 및 4 륜차와 같은 지형 차량 제조 전문 업체로 Polaris는 유일한 회사입니다.

브랜드 관리, 경쟁, Harley Owners Group 1071 단어 | 3 페이지.

할리 데이비슨.

개요이 논문은 할리 데이비슨이 고객 가치를 창출하고 나중에 가치를 되찾고 고객의 행동이 자전거에 대한 수요에 영향을 미칠 수있는 길을 따라 기존의 고객 주도 마케팅 방식을 따른다면 분석하려고 시도 할 것입니다. 가치 흐름은 다음과 같습니다. • 시장 및 고객의 니즈와 필요에 대한 이해 • 고객 중심 마케팅 전략 수립 • 우수한 가치를 제공하는 통합 마케팅 전략 수립 • 수익성있는 고객 구축.

고객, 고객 관계 관리, 고객 서비스 1272 단어 | 4 페이지.

할리 데이비슨 전략.

1.0 개요 Harley - Davidson은 시장에서 선두 자리를 지키고 강한 매출 성장을 기반으로 약 15 년을 즐기면서도 전반적인 전략을 재평가하는 회사입니다. 아래의 분석은 시장의 각 단계를 거쳐 어디서, 무엇을, 어떻게 변화가 일어나는지를 결정합니다. 업계 수준에서 성숙한 제품 수명주기에는 가격 경쟁이 더욱 심해지고 해외 시장으로의 확장이 필요하다는 것은 분명합니다.

브랜드, 경제, 할리 데이비슨 2222 단어 | 8 페이지.

Harley-Davidson Inc. 2008 사례 분석.

케이스 분석 # 19 Harley - Davidson Inc. 2008 I. 현재 상황 A. 현재 성과 * 20 년 만에 첫 번째 감소 * 내수 판매에서 업계를 리드 * 해외 시장의 점유율 증가 * 강력하고 유명 브랜드 및 상표 B. 전략적 자세 1 Mission * 우리는 모터 사이클과 일반 대중에게 확대되는 오토바이, 브랜드 제품 및 서비스 라인을 제공함으로써 오토바이 타기의 경험을 통해 꿈을 이룩합니다.

브랜드, Buell Blast, Buell Motorcycle Company 879 단어 | 5 페이지.

기업 차원의 전략.

Corporate Level Strategy (비디오 1) Corporate Level Strategy는 조직의 전체 전략 범위를 나타냅니다. 이것은 조직의 전경입니다. 조직이 경쟁 할 제품 또는 서비스 시장과 운영 할 지리적 영역을 결정하는 전략입니다. 일반적으로 여러 비즈니스를 보유한 조직은 자원의 할당 및 분배, 즉 현금, 장비, 직원 배치 및 기타 자원의 배분에 기업 차원의 전략을 사용합니다.

비즈니스, 게임 이론, 수평 적 통합 1387 단어 | 5 페이지.

할리 데이비슨 오토바이.

해결해야 할 문제 2 페이지 전략 대안 3 페이지 최종 권장 사항 3 페이지 1 소개 할리 - 데이비슨 오토바이는 100 년이 넘었습니다. 그들은 제 2 차 세계 대전 후에 인기가 있고 회사가 판매 될 때 1970à ¢ â, ¬â "¢ s까지 성공을 계속했다. 1981 년 임원 그룹이 회사를 인수하여 오늘날의 기업으로 바꿨습니다. 할리 데이비슨 (Harley - Davidson)은 어려운시기와 이미지를 가지고 있습니다.

Buell Blast, Buell Motorcycle Company, 공모전 893 단어 | 4 페이지.

할리 데이비슨.

사례 # 2 할리 데이비슨 사례 연구 할리 - 데이비슨은 풍부한 역사와 문화 전통을 가진 미국의 오토바이 제조업체입니다. 1903 년 미국 위스콘신 주 밀워키에 설립되었습니다. 1980 년대 중반 경에 회사는 제품 품질 및 전 세계적으로 확대 된 문제에 직면 해 있었기 때문에 경영진은 회사 프로세스를 개선 할뿐만 아니라 예산 범위 내에서 이익을 향상시킬 수있는 통합 관리 시스템의 필요성을 깨닫게되었습니다. 이로 인해 프로세스가 시작되었습니다.

변경 관리, 전사적 자원 관리, Harley Owners Group 1637 단어 | 5 페이지.

사례 연구 Harley Davidson.

Mackenzie Wolter 사례 연구 3 : Harley Davidson 8/7/12 컴백 분석 1. JIT 재고 - 제품 다각화를 허용하고 "처리 시간"을 획기적으로 단축하고 직원들에게 일자리를 풍부하게 제공하는 "린 생산"2. EI - 분산 운영 및 통신 라인 3. SOC - 제조 프로세스 초기에 결함을 발견하는 데 도움 4. 공급 업체 관계 - "선호 공급 업체"및 장기 계약 5. 노동 관계 - "긴밀한 협력"6. 마케팅.

Harley Owners Group, Harley-Davidson, 마케팅 540 단어 | 7 페이지.

할리 데이비슨.

나이, 소득, 교육 수준 및 취향에 따라 다릅니다. 그들은 또한 믿을 수없는 다양한 재화와 서비스를 구입합니다. 이러한 다양한 소비자들이 서로 그리고 주변 세계의 다른 요소들과 어떻게 관련되어 있는지는 다양한 제품, 서비스 및 회사에 대한 선택에 영향을 미칩니다. 소비자 행동을 이해하는 것의 중요성에 대해 더 잘 이해하기 위해, 미국 최고의 판매 헤비급 오토바이 제조업체 인 Harley - Davidson을 먼저 살펴 보겠습니다. 누가이 큰 Harley "Hogs"를 탄다? 무엇이 그들에게로 이동합니다.

인지, 의사 결정, 의사 결정 소프트웨어 1438 단어 | 5 페이지.

할리 데이비슨 다변화.

요약 할리 데이비슨 (Harley - Davidson, Inc.)은 주로 레크리에이션 용 차량 사업에 종사하고 있습니다. Harley - Davidson은 1981 년에 설립되었으며 위스콘신 주 밀워키에 본사를두고 있습니다. 할리 데이비슨 (Harley - Davidson)은 진정한 미국 성공 사례입니다. 위스콘신 주 밀워키에있는 그들의 겸손한 시작부터 전세계에서 가장 유명한 회사 명 중 하나에 이르기까지 그들은 오토바이에 열정적이었습니다. Harley - Davidson, Inc. 는 오토바이 산업에서 다양성이 보통 수준에서 높은 수준까지 있습니다. 회사가 소유하고 있습니다.

Cagiva, Harley Owners Group, 할리 데이비슨 1124 단어 | 3 페이지.

할리 데이비슨 : 시장에서 경쟁적 위치 유지.

Harley Davidson의 2010 년 순이익은 1 억 6 천 5 백 5 십만 명이었으며 2009 년에는 5 천 1 백 12 만 명의 순 손실을 기록했습니다 (Global Data, 2011). 회사가 이익을 창출하기 위해 개선해야하는 세 가지 핵심 요소가 있습니다. 첫째, 직원이 좋은 제품을 생산하고 최상위 수준의 회사 / 직원 관계를 유지할 수 있도록 퇴직 연금 후 퇴직 급여 제도를 해결하십시오. 둘째, 할리 데이비슨 (Harley Davidson)이 매출을 늘릴 계획이라면 오토바이 시장에서의 치열한 경쟁이 해결되어야한다.

현금 균형 계획, 포드 F - 시리즈, 포드 자동차 회사 1605 단어 | 5 페이지.

할리 데이비슨 요약.

Harley - Davidson, Inc의 사례 분석 요약 요약 Harley - Davidson, Inc. (NYSE : HOG)는 1903 년에 설립되었습니다. 원래는 본국에 설립되어 오늘날에도 Milwaukee Wisconsin에 남아 있습니다. Harley-Davidson의 인기는 1 차 세계 대전 중 크게 증가했습니다. 미국 보병이 전쟁에서 2 만 대를 사용했습니다 (Taylor, 2010). 할리 데이비슨 (Harley - Davidson)은 중량급 오토바이를 제조하는 데 최고로 인정 받고 있으며 미국 시장의 절반과 미국 시장의 1/3을 점유하고 있습니다.

최고 경영 책임자, 기업 지배 구조, Harley Owners Group 782 단어 | 3 페이지.

Harley-Davidson은 Fortune 500 대 기업입니다.

할리 - 데이비슨 : Fortune 500 회사 The Hogs, Inc. David Deubner 이본 제임스 Sandra Jones 지오 바니 Legapsi Julie Orton 플로리다 주립 대학, 잭슨빌 MAN3240 2009 년 10 월 21 일 Harley - Davidson의 역사는 밀워키의 4 명의 젊은 남성에 대한 놀라운 이야기입니다. Harley - Davidson Motor Company가 앞면에 새긴 단어가있는 10x15 작은 창고에서 내부 연소를 실험했습니다. 그들은 창고를 태우지 않았을뿐 아니라 창업했습니다.

아서 데이비슨, 할리 데이비슨 Harley Owners Group 1494 단어 | 4 페이지.

Harley Davidson Posse Ride.

할리 데이비슨을위한 브랜드 커뮤니티 구축 | 태도 형성에 기초한 분석 | | | | 교수에게 제출 Krishanu Rakshit 제출자 : Pranav Santurkar Rakesh Mishra Akshay Mahajan Anjanjot Singh Vinay Kumar | Harley Owners Group (HOG) Harley Owners Group 또는 HOG는 1983 년에 설립 된 공장 스폰서 오토바이 애호가 클럽입니다. 주요 목적은 할리 데이비슨 브랜드의 얼굴로서 무법자 자전거 갱단의 영향을 부정하고 라이프 스타일을 향상시키는 것이 었습니다.

브랜드, 브랜드 관리, 브랜딩 1910 단어 | 6 페이지.

할리 데이비슨 사례 연구.

할리 데이비슨 사례 연구 MBA 과정을 부분적으로 수료 할 경우 MBA 5302 제출 2013 년 7 월 24 일 제출 1903 년에 설립 된 할리 데이비슨은 미국에서 가장 큰 오토바이 제조업체입니다. 할리 데이비슨은 미국에서 모토 시장을 장악하고 있지만, 카와사키, 혼다, 야마하 등 다양한 카테고리를 생산하는 일본의 대기업이 침투 한 국제 시장에 비해서는 매우 작다.

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할리 데이비슨 사례 연구.

할리 데이비슨 (Harley Davidson)은 1903 년 위스콘신 주 밀워키에 설립되었으며 수화기 이후 지속적으로 오토바이를 생산 해왔다 (Harley Davidson DVD, 2008). 이 회사는 현재 세계 최대 오토바이 제조업체 중 하나이며 미국 내 모든 오토바이 판매량의 26 %, 중량급 부문의 50 % (Armstrong & amp; Kotler, p129)를 관리합니다. 할리 데이비슨 이름은 오늘날 세계에서 믿을 수 없을만큼 강력한 브랜드입니다. 서양 문화에 종사하는 많은 사람들이 Harley Davidson이라는 이름을들을 수 없었습니다.

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Harley Davidson 사례 기사.

Harley DavRecommendation 메모 : Harley Davidson Executive 팀 : SiL'K Team 날짜 : 02/09/2013 제목 : Harley Davidson : 엔터프라이즈 소프트웨어 선택 SiL'K 프로젝트 팀은 Harley Davidson이 공급 업체를 선택하고 엔터프라이즈 급 소프트웨어 광범위한 조달 및 공급 업체 관리 시스템. 선택된 제공 업체는 할리 데이비슨과 제휴하여 Harley Davidson 사이트 및 공급 업체의 협업, 생산성 및 판매를 향상시킵니다.

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할리 데이비슨 사례 분석.

할리 - 데이비슨과 오토바이 업계는 1903 년의 착상에도 불구하고 제 2 차 세계 대전이 끝날 때까지 완전히 벗어나지 못했습니다. 할리 데이비슨 (Harley - Davidson)이이 기간 동안 미국 군대를 위해 거의 90,000 대의 오토바이를 공급하면서 전쟁 중 오토바이를 타는 사람들이 많습니다. 많은 참전 용사가 전쟁 중 승마를 즐기고 민간 생활을 계속하기를 원했기 때문에 귀가 할 때 오토바이를 구입하기로했습니다. 이 세대는 "베이비 붐 세대"로 알려져 있습니다.

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할리 데이비슨 분석.

ree " Harley Davidson Analysis & quot; 에세이 아래의 & quot; Harley Davidson Analysis & quot; 무료 에세이, 무료 리서치 페이퍼, 무료 학기 논문 등을 제공합니다. 안티 에세이에는 수천 개의 다른 무료 수필, 무료 연구 논문 및 무료 대학 수필 데이터베이스가 있습니다. 위 검색 창을 사용하여 안티 에세이에서 더 많은 무료 수필을 검색 할 수 있습니다. 할리 데이비슨 분석 우리는 할리 데이비슨의 첫 번째 임무를 순서대로 인용하는 것이 흥미로울 것이라고 생각합니다.

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할리 데이비슨 사례 연구.

할리 데이비슨 소개 할리 - 데이비슨의 역사는 1903 년 아서 데이비슨 (Arthur Davidson), 그의 형제 월터 (Walter)와 윌리엄 (William), 그리고 윌리엄 하비 (William Harvey)가 데이비슨의 뒤뜰에 세워진 창고에서 3 대의 오토바이를 생산하면서 시작되었습니다. 오토바이 경주에서의 명성은 1900 년대 초반에 증가했으며 Harley-Davison 상표 인 "V-twin engine"생산으로 더욱 높아졌습니다. 새로운 엔진으로 회사는 1 차 세계 대전 동안 군용으로 17,000 대의 오토바이를 생산할 수있었습니다. 그 회사.

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할리 사건.

사례 분석 : "Harley - Davidson, Inc., 2012 년 5 월" "전략은 자세한 계획이나 지침 프로그램이 아닙니다. 개인이나 조직의 행동과 결정에 일관성과 방향을 제시하는 통일 된 주제입니다. "요약"Harley - Davidson 사례 연구 "업계의 개척 시대에서 유일하게 살아남은 미국 오토바이 회사 인 Harley - Davidson은 아메리칸 스타일의 전형입니다. 유명한 확산 독수리는 "미국 근육"을 의미합니다.

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기업 차원의 전략.

APPLE COMPUTER INC .: - CORPORATE - LEVEL STRATEGY REVIEW - Apple Inc. 가 혁신과 제품 범위 측면에서 전자 미디어 산업의 최전선에 머물러 있도록하기 위해 기업 차원에서 채택한 전략에 대한 검토. 요약 분석이 시작된 이래 회사에 엄청난 성공을 가져온 Apple Computer Inc. ( "Apple Computer")가 채택한 기업 수준 전략에 대한 분석이 수행되었습니다. 애플 컴퓨터는 1976 년 스티브 잡스 (Steve Jobs)에 의해 시작되었습니다.

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기업 차원의 전략.

확장 전략 스타벅스 글로벌 확장 스타 벅스가 1999 년에 중국에 입국했을 때 커피 회사는 전적으로 매장 소유가 금지되었습니다. 베이징은 세계 무역기구 (WTO) 가입 조건으로 2004 년 말 소매 부문의 외국인 소유 제한을 해제했다. (월 스트리트 저널, 2006) 그 이후로 스타 벅스는 상하이와 대만 사업에서의 지분을 늘려 50 %를 획득했다.

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할리 데이비슨은 오랫동안 미국의 아이콘이었습니다.

할리 - 데이비슨 할리 - 데이비슨 배경 할리 - 데이비슨은 1903 년 아서와 월터 할리와 윌리엄 데이비슨에 의해 설립되었습니다. 처음 몇 년 동안 회사는 엄청난 성장을 경험했습니다. Harley - Davidson은 두 가지면에서 인기를 얻었습니다. 이 회사의 명성은 1908 년 레이스에서 할리의 오토바이를 타고 데이비슨에게 승리를 가져다 준 것과 관련이있다. 두 번째 이유는 V 트윈 엔진과 같은 시판 제품에 혁신을 제공했기 때문입니다.

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할리 데이비슨 사례 연구.

I) 문제 / 이슈 설명 : 브랜드 이미지를 바탕으로 성공한 차별화 된 오토바이 회사 인 할리 데이비슨 (Harley Davidson)은 1990 년대 후반과 2000 년대 초반에 성장의 절정에 이르렀습니다. The combined effects of a market focus on a narrowing demographic group, the difficulty experienced in gaining market share in Europe, and short-term forecasting problems led to the concern of the company’s future. II) Alternatives: a) Status-quo b) Focus on building the Buell name.

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Harley Davidson Case Study.

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Harley-Davidson Inc.

Autor: reviewessays • November 7, 2010 • Case Study • 3,456 Words (14 Pages) • 2,880 Views.

Celebrating their 100th anniversary next year, 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 of accessories and apparel to make the Harley experience complete.

Harley-Davidson, the corporation, has many things to brag about. On top of their financial success over the years, they have built a solid reputation as a fair, honest, and caring company. In January 2002, Forbes magazine named Harley-Davidson its "Company of the Year for 2001and in February, Fortune magazine selected them as one of the nation's "Most Admired Companies." Every employee at the company can be proud of these achievements because the corporate culture stresses the importance of all employees. While maintaining a level of success in these areas, they have managed to increase their revenues for the last sixteen years straight. Even in the economic downturn of the last year, Harley-Davidson posted record revenue and earnings.

Harley-Davidson states their mission as "We fulfill dreams through the experiences of motorcycling by providing to motorcyclists and to the general public an expanding line of motorcycles, branded products and services in selected market segments." They have performed wonderfully over the past hundred years, and have not forgotten their mission or where they came from. Over the years they have stuck with the things they know, and also expanded into related services and products. Out of the 151 motorcycle manufacturers, Harley-Davidson and Indian were the only two companies to survive the Great Depression. Harley-Davidson was the only one in America after Indian dropped out in 1953, but face Indian again now since they re-entered the market in 1999.

Harley-Davidson owns a twenty percent market share followed closely by Honda, Yamaha, and Kawasaki. One thing they have had to overcome in the marketplace is the stereotypical image associated with motorcycle owners. It seems the public has overcame this mentality lately since one in three Harley buyers are professionals or managers, and the average household income of buyers is $78,000. One weakness they have is the high prices of their models when compared to their Japanese counterparts. It seems that they could increase their market share if they could produce a less expensive model without compromising the quality of the model. A major strength they have is their name recognition and the activities available for Harley owners to interact with each other. Groups such as the Harley Owner's Group (HOG), and the Buell Riders Adventures Group (BRAG) often sponsor rallies for their members.

In this paper we will perform a complete analysis of the Harley-Davidson Corporation including their corporate and business strategies, strengths and weaknesses, environmental opportunities, the five industry forces, and financial situation. Harley-Davidson has many attributes, which will be apparent in the following analysis. The paper will attempt to define the different components of the analysis and put them all together in a way that seeks to explain the way that they contribute to the overall success of the company and its stakeholders.

Harley Davidson has used many different types of strategies to become one of the most well-known and productive motorcycle companies in the world. The Business Level Strategy that they tend to use the most is the Integrated Cost Leadership/Differentiation. As far as their Corporate Level Strategy, they tend to favor the Related Diversification Strategy.

Harley Davidson's use of the Cost Leadership/Differentiation as a Business Level Strategy has proven highly successful since they have been in business. They have always tried to differentiate themselves from everyone else in the motorcycle industry, as well as trying to provide one of the best bikes in the business at the lowest possible cost. Harley Davidson has two different companies built into one. The first of the two companies produces motorcycles at competitive prices against their competitors. Harley Davidson demands high standards of quality and efficiency and demand lower costs, which will add to a higher quality less expensive motorcycle. These savings are in turn then passed on to their customers. They know that most customers cannot afford to have their motorcycles customized because this is a very expensive process. Harley Davidson has done extensive research to find out information about their average customer. Most people tend to believe that the average motorcycle consumer is a leather clad tattooed man running the world, but Harley Davidson concluded that the average motorcycle consumer is a married, college educated, 38 year-old male earning $44,250 a year, and his average income is increasing. Research also shows that females represent 10% of the new purchasers. The second company that Harley Davidson implemented is the Costume Vehicle Operations or CVO. This company specializes and customizes the motorcycles to suit the individual owner. Harley Davidson also offers genuine parts and accessories so Harley owners can customize their own motorcycles. The CVO tries to use the differentiation strategy to beat out its competitors. The customization of a motorcycle can prove to be very expensive and time consuming, but Harley Davidson knows that what good is a bike if you cannot show people who you really are. The customers are willing to wait an average of 1 year after placing their order to receive their customized motorcycle. Every other motorcycle manufacturer is trying to imitate Harley and their products. Harley has the top of the industry manufacturing process with large state of the art factories, and distribution, with many small and personalized, to market dealers, who sell their products. Integrated Cost Leadership/Differentiation Strategy is the primary Business Level Strategy that Harley Davidson incorporates.

Harley Davidson's Corporate Level Strategy tends to favor the Related Diversification Strategy. Their two primary businesses are related to each other in some manner or another. The two divisions, CVO and the Competitive Price Division, are related by using the same suppliers. Although the two divisions serve two totally different responsibilities to the consumers, they are truly related in their strengths to differentiate themselves from all the other competition. Harley Davidson does not do much promotion at the corporate level. Primarily,

How Harley Davidson Revs Its Brand.

Harley-Davidson has been able to build a community of enthusiasts around its brand that includes members from very diverse groups, and with almost no advertising. How does the king of heavyweight motorcycling keep its fans so loyal? It gives them a reason to "belong."

In the pantheon of powerful American brands, most, like Coca-Cola, Tide, McDonald's, Levi's and Nike, have reached icon status through long-term, high-visibility campaigns marked by a consistent trumpeting of a simple message. Theirs is a story of deep pockets and relentless promotion.

Occasionally, however, a brand emerges without the panoply of wall-to-wall advertising and in-your-face marketing. Instead, recognition comes from a quiet, behind-the-scenes effort to sell a product more directly on its merits, in its own time and in its own way. And the brand's idiosyncratic path to success becomes a rich field for marketing gurus and academics to mine, offering lessons not only for other offbeat efforts but also for those seeking to better the odds of mainstream campaigns.

Perhaps no product exemplifies this non-traditional route to brand excellence more than America's freewheeling symbol of the road, the Harley-Davidson motorcycle. Twice at the brink of bankruptcy since the 1960's, the Harley-Davidson Motor Company and its parent, Harley-Davidson Inc., have undergone a stunning metamorphosis in the past decade, fueling a level of demand that is the goal of corporate chieftains everywhere.

The change has not only enhanced Harley's standing in the highly competitive and lucrative market for big motorcycles, where it had been pummeled for years by waves of aggressive Japanese imports, but it has also extended the brand's reach to previously untapped businesses as far afield from two-wheel behemoths as fashion and food. Having largely reinvented itself, as both a company and a brand, the Milwaukee-based motorcycle maker is now reaping the benefits of a hip, with-it image even as it prepares to celebrate its 95th birthday next year.

With its feet firmly planted in both the present and the past, Harley offers traditional -- many say retro -- styles and the best, most-refined 1940's technology around. That approach -- marked by ample bulk (some models weigh almost 800 pounds, about twice that of otherwise comparable BMW machines), twin cylinders and a throaty growl -- has been derided by high-tech motorcycling enthusiasts as an inefficient relic of a bygone era. But to Harley's customers, the motorcycles are lovingly crafted works of art. And many genuine artists agree. In a recent exhibit of global design held at London's Victoria and Albert Museum, the object chosen to represent America's design sense was a Harley-Davidson.

How Harley came back from death's door to reach this enviable state is a story of marketing and brand enhancement that can apply as much to tools and furniture as to motorcycles. In large part, the revival stems from a hard-eyed comparison of the competition's strengths (in particular, the ability to quickly turn out new products studded with high-tech innovations) with its own (a unique tradition and a powerful mystique).

The company's conclusion, said Clyde Fessler, vice president for business development, "was to turn left when they turn right. 'Let's be the alternative and do the things they can't do.' And that became our strategy in everything we did and still do."

That meant hitching a clearly defined marketing plan to the goal of capitalizing on the company's special place in American pop culture, including its retro look. By finding new ways to reach out to three core constituencies -- customers, employees and dealers -- Harley managers fanned a lingering loyalty for their products into a revived passion, one powerful enough to prove contagious to many thousands of new buyers. Along the way, the company reversed a painful decline in quality that caused some of its old customers to cross the street to the foreign competition. (See box on page 38.) And it softened its outlaw image just enough to entice a new generation of clean-cut buyers to join a club that had long been synonymous with the Hell's Angels -- yet without taking away the frisson of excitement that came from being a member.

Indeed, membership now doesn't even require a driver's license. Shoppers dropped $100 million last year on Harley-Davidson Motorclothes and an unknown amount on hamburgers and other fare at the Harley-Davidson Cafe in midtown Manhattan. Even kids can join, with toys for the boys and leather-clad Harley Barbie dolls for the girls. (See box on page 34.)

The company accomplished all this by spending very little on advertising -- in fact, by running no ads at all last year. This year, it plans to spend a minuscule $1 million on advertising out of a total marketing budget of just $20 million.

Harley's return has almost been too successful for its own good.

Sales have grown at a compound annual rate of 16.2 percent since 1987, with profits up even more, soaring at a comparable rate of 29.2 percent. Last year, the company reported net income of $166 million on sales of $1.53 billion. To get to those numbers, it moved a lot of metal, posting worldwide sales of 118,000 big bikes -- those with engines of 650 cubic centimeters or more -- up from 55,000 in 1989. This year, the company plans to sell 130,000.

But that will not be enough to satisfy demand. The appetite for Harley motorcycles is now so strong that it can take a year or two to get one, even if a customer is willing to pay the thousands of extra dollars that some dealers are tacking onto the usual list price of $15,000 or more.

To catch up, the company has committed $200 million to expand production capacity to 200,000 units by 2003, its centennial year. In the meantime, the inability to meet demand is decidedly a mixed blessing.

On the plus side, Harley enjoys some of the production economies that have made direct computer sellers like Dell and Gateway 2000 such spectacular successes. Every motorcycle that Harley makes has already been sold; in effect, the company is now building to order. That means no steep inventory costs for the big bikes relating to storage, financing and other expenses. (The company is reducing inventory costs for spare parts and accessories in another way: through a sophisticated intranet system that connects its nearly 1,000 dealers worldwide to a central customer data base. See article on strategic uses of information technology, page 80.)

The downside to not keeping up with demand, of course, is the loss of business to the competition. Just how much of a loss is not clear. Harley's share of the heavyweight motorcycle market in the United States was 48.2 percent in 1996, virtually unchanged from the 48.5 percent share it held in 1991, according to R. L. Polk & Company, a market research firm based in Detroit. Harley managed to hold its own during that period even as the overall big-bike market in the United States nearly doubled, to 166,000 units. But some Harley dealers say they could easily sell twice as many bikes as they now get.

Whatever the actual number of lost sales, Harley's gap between supply and demand represents an opportunity for Japanese and other importers to exploit, giving them that much more of a perch from which to build their own brand loyalty.

Why the shortfall? Harley executives say they have been reluctant to expand too fast for fear of compromising their renewed commitment to quality. But there is a "Depression mentality" at work as well, said Christopher Hart, a management consultant in Boston who has worked with the company. Having gone to the edge of bankruptcy twice before, Harley's top brass are in no hurry to tempt the fates again.

The bottom line, then, is rich in irony: the senior managers of one of the most recognized symbols of American excess -- the chrome-laden, ultraheavy Harley is known affectionately as "the hog," after all -- turn out to be conservative keepers of the flame.

And therein lies still another lesson for managers in other industries who wouldn't know a Harley from a Ducati: fashions change. If the hog fell out of favor before, it might fall out of favor again. But by guaranteeing quality, rather than pushing for every last sale, the company can count on a core group of customers to remain loyal. And by extending the brand's good name in different directions, Harley is finding new customers who don't necessarily want to own a motorcycle at all. In both ways, Harley's managers are tapping into a more stable revenue stream that should help to keep the company afloat during whatever bad times lie ahead.

The Lifestyle Hook.

What kept Harley going in its darkest days, and what is driving it now in high gear, is the plain fact that the motorcycle it makes is not just a product but rather the centerpiece of a lifestyle -- even for its managers.

The Harley management team, in fact, has a visceral connection to the brand and to its customers that is difficult to match in most corporate boardrooms. The senior executives own the motorcycles and ride with their customers. Indeed, they are customers, journeying to Harley rallies and taking their places on the same waiting lists to get new bikes.

"We are committed to motorcycling," Richard F. Teerlink, Harley's chairman and former chief executive, said in a recent interview. "It's not hardware; it is a lifestyle, an emotional attachment. That's what we have to keep marketing to."

As an American icon, Harley has come to symbolize freedom, rugged individualism, excitement and a sense of "bad boy rebellion."

"Harley reflects many things Americans dream about," said Benson P. Shapiro, a consultant and a marketing professor at the Harvard Business School. "They're a little bit naughty, a little bit nice, which is a very attractive brand image to have."

Significantly, Harley benefited from its unsought association with outlaw bikers and films like "The Wild Ones" and "Easy Rider." Harley riders like the awe the bikes inspire at stoplights or when groups ride into small towns. Many Harley owners and employees (at least of the old school) feel such a bond to their bikes that they have a weakness for tattoos of the company's logo.

Rather than quietly observe this strange cultural phenomenon, Harley executives publicly boast about it. In the 1996 annual report, Mr. Teerlink wrote: "Most people can't understand what would drive someone to profess his or her loyalty for our brand by tattooing our logo onto his or her body -- or heart. My fellow employees and I understand completely. We also understand very clearly that this indescribable passion is a big part of what has driven and will continue to drive our growth."

Harley has marketed this emotion across a broad consumer population, from blue-collar craftsmen and bearded, beer-bellied "motorheads" to a growing legion of chief executives, investment bankers and high-profile entertainers, including Arnold Schwarzenegger, Jay Leno and Billy Joel. The profile of the typical Harley owner has steadily gone up during the past decade, in both age and household income (from 32 to 44 years and from $30,000 to $72,000), as more white-collar baby boomers have bought the bikes to fulfill a lifelong dream. How many boomers are holding the handlebars? One rough measure: 31 percent of all Harley owners are college grads.

Yet while catering to this new upscale market, Harley has managed to avoid alienating its traditional customer base, the hard-core Harley lovers, whom Mr. Teerlink referred to as "the enthusiasts." "It's an honor to be a status symbol," he said, "but status symbols go away. We want to be part of your life."

To keep that role, Harley-Davidson has become adept at fostering "customer intimacy" -- and even extending the concept to dealers and employees. Harley's 5,500 employees, for example, vie with each other to attend rallies and other company-sponsored events during the year. Being a Harley employee at a rally is a "badge of honor," said Joanne M. Bischmann, the company's marketing vice president.

Indeed, it would be difficult, said Mr. Hart, the Boston-based consultant, to find a management team that stays as close to its customer base. "I don't know of any company, and I've worked with all sorts of companies," he said, "where the senior executive team goes out to the Four Corners and spends over a week riding with a group of customers to an event celebrating the product."

And Harleys, without question, are celebrated products, functional works of art to their owners, much like a Rolex watch, a Bang & Olufsen stereo, a Wurlitzer jukebox.

George Conrades, the chief executive of BBN, a software company in Cambridge, Mass., owns six motorcycles, three of them Harleys. "They are Barbie dolls for grownups," he said, explaining the propensity of many Harley owners to spend thousands of dollars adding customized parts and accessories to their machines.

Mr. Conrades, a former senior vice president for marketing at I. B.M., chatted rationally about Harley-Davidson's marketing challenges -- including the need to take more advantage of the customization craze, which the company has largely ceded to third-party vendors. But his eyes lit up -- and emotion took over -- when he mentioned a new Harley model. "Have you seen that Heritage Springer?" he asked. "You don't know whether to ride it or put it in your living room. It's just gorgeous."

That kind of passion explains how Harley has been able to cross so many socioeconomic boundaries. Its owners are buying much more than a mode of transportation. What bonds them to the bikes -- and ultimately to each other, at rallies and other events -- is a mutual appreciation of the look, feel and sound of the machines.

The Japanese competitors, such as Honda, Kawasaki, Suzuki and Yamaha, along with German giants like BMW, have taken straight aim at the heavyweight or so-called cruiser market, which accounts for about 45 percent of total motorcycle sales in the United States. And while they have captured a bit more than half of that market -- producing high-quality machines that look and sound something like Harleys, while costing less -- they have been unable to match the Harley mystique, at least so the Harley camp says.

"The people buying the other bikes are new to the cruiser market and don't know any better," said Mark O'Neil, the marketing manager at Cycle-Craft, a 38-year-old Harley-Davidson dealership in Everett, Mass. "But to those who already own a Harley, they just laugh and say, 'Good try, bad result.' Harley's heritage evolved over a long time. You can't just come in and say, 'We have that, too.' "

The Bumps In The Road.

But for many years, from the 60's to the early 80's, it was far from clear that Harley's heritage would continue to be a living one. Time and again, the company seemed to be heading into a wall.

By the mid-1960's, Harley was the last of more than 200 American motorcycle makers to survive. But poor family management, a decline in quality and the sudden onslaught of Japanese motorcycles were all pushing it to the brink of bankruptcy. A rescue came in 1969, when the American Machine and Foundry Company purchased Harley for $21 million.

But A. M.F. saved Harley only to run it back into the ground. To its credit, A. M.F. started by pouring millions into the company. By 1973, Harley was turning out 37,000 motorcycles a year and pulling in $122 million in sales. A. M.F. forced the company into overproduction, however, further compromising quality. Harleys, which already had a reputation for leaky engines and creaky temperaments, were now almost untouchable.

In the mid-70's, A. M.F. went too far when it replaced the Harley name with its own. Apparently unaware of the magnitude of that marketing blunder, which sent sales plummeting, A. M.F. soon began looking to unload the troubled company. In 1981, Vaughn Beals, Harley's chief executive at the time, pulled together a dozen other company officers who found outside financing and became the new owners.

Saddled with $70 million in debt from the buyout amid a terrible recession and a continued push by Japanese competitors, Harley-Davidson was a company on life support for several years. It lost more than $50 million in 1981 and 1982 and by 1983 was facing bankruptcy again.

In desperation, management publicly railed against the Japanese for allegedly "dumping" their bikes on the American market below cost in a bid to capture a bigger slice of the business. Harley squawked loud enough to persuade President Ronald Reagan to impose a stiff tariff on the Japanese imports, gaining the American company some breathing room. Ironically, at the same time, Harley executives were touring Japan and bringing back such vaunted production methods as just-in-time inventory control and quality circles.

Mr. Beals later acknowledged to The New York Times that after years of blaming the Japanese, Harley finally admitted that its troubles were internal. "We realized the problem was us, not them," he said.

With a complete make-over of its manufacturing processes focused on quality, Harley commenced its rebirth. Desperately needing cash to finance the revival, the company went public in 1986 and quickly became a darling on Wall Street.

Mr. Beals and Mr. Teerlink were clear with investors from the outset that the company's main asset was its brand, which had managed somehow to survive all the corporate miscues. The company certainly was in need of a jump-start in the marketplace, they conceded. But, they quickly added, once it got moving again, Harley knew where it wanted to go.

A road map had already been drawn by Mr. Fessler, now the company's vice president for business development. Mr. Fessler joined Harley in 1977 as the advertising and sales promotion manager and became part of the marketing strategy team in the early 1980's, with a mandate to put a new face on the company's tarnished image.

He recently recalled a four-day strategy meeting he held back then with Harley's new ad agency, Car-michael Lynch of Minneapolis.

"On a big piece of paper, we drew up a list of comparisons between the Japanese bikes and ourselves," he said. "We put down all the strengths and all the weaknesses. The Japanese were global, into long-term strategic planning, did a lot of advertising and had great diversity in their global markets. They could take a concept from idea to product in 18 to 24 months.

"As for Harley, we had heritage, tradition, mystique. How were we going to compete against these giants? We looked at where they had been the previous five years and were able to project where they were going in the next five -- new engines, new frames, new suspensions, very high-tech. So we decided to be the alternative."

Out of that decision came a number of key concepts that determined Harley's fate:

Back To The Future: Harley made a clear choice to stay with its traditional styling, a classic 1940's and 50's design that aficionados believe motorcycles were meant to have. In Willie G. Davidson, the grandson of one of the founders, the company had a vital link to its design heritage. Dressed in black leather and beret, Mr. Davidson, now the 64-year-old head of the design department, took to the road and met with Harley customers, listening to their comments. Voicing disdain for the slick Japanese machines, they expressed nostalgia for old Harley models and the outlaw touches that had turned Harleys into "choppers." Willie G. designed new lines like the Softtail to mimic the beauty and elegance of 40's classics like the Hydra Glide.

"We experimented with radical designs inside," Mr. Fessler said. "But every time we did that, we found out the customers didn't want it and we had to fall back."

Build A Community: In 1983, at the urging of Mr. Beals, Mr. Fessler set out to create a company-sponsored club for Harley riders. The Harley Owners Group, or H. O.G., was started as an organization that would sponsor rallies, offer special promotions and keep Harley owners in close contact with the company and each other. For as long as anyone could remember, Harleys had been called hogs, but the connotation was a negative one, of outlaw bikers like Hell's Angels. "My thought was to turn a negative into a positive," Mr. Fessler said. For many Americans, the sight and sound of an entourage of Harleys roaring into town meant a nasty motorcycle gang had arrived. So Mr. Fessler pushed hard to get H. O.G. associated with the Muscular Dystrophy Foundation. Under the club's banner, groups would ride for charity. Slowly, the perception began to change. Today, H. O.G. members constitute the fourth-largest contributing group to the Jerry Lewis Telethon each September.

Give Them A Reason To Belong: At the first H. O.G. rally in 1984 in California, 28 people showed up. Today, H. O.G. has 365,000 members in 940 chapters throughout the world. The organization sponsors hundreds of rallies around the country each year, including massive gatherings in Daytona Beach, Fla., and Sturgis, S. D. With the Fly and Ride program, H. O.G. members who are on vacation or traveling on business can call ahead and rent Harleys through local chapters. And every five years, the company and H. O.G. sponsor anniversary reunions in Milwaukee. More than 100,000 riders are scheduled to converge next year to mark the company's 95th birthday. Already, there are no hotel rooms available for that weekend within 100 miles of Milwaukee.

Extend The Brand: Mr. Fessler realized that legions of Harley riders in black leather jackets and black T-shirts also hurt the company's image. Unfortunately, that is what the company sold them. So in 1986, he launched Harley-Davidson Motorclothes, which offered shirts with collars, denim blue jeans, baby clothes and bright-colored fashion items for women.

At the same time, Harley began to license its popular shield-and-bars logo for hundreds of products, from train sets to Christmas ornaments to the special edition Barbie. In Europe, L'Oreal licensed the name for a line of cologne. Mr. Fessler insisted that the merchandise had to be durable and high quality. The logo was licensed to a Zippo lighter, for example, rather than a Bic disposable.

Each decision to go upscale in ancillary products led to another. Realizing that most of its dealers were ill-equipped to sell fashion items, Harley began to require them to remodel their stores (at their own expense) to showcase the merchandise. Despite grumbling from a few of the 600 domestic dealers, the clothes operation has become a big success, helping to boost sales of Harley parts and accessories, which now account for $210 million a year in revenues.

Meanwhile, the Harley-licensed restaurant in Manhattan, modeled after the Hard Rock Cafe, will soon be joined by another, in Las Vegas. And Harley-Davidson stores selling clothes and other paraphernalia have become familiar tenants in malls around the country.

Mr. Fessler acknowledged some bad decisions -- like licensing the Harley name to a line of cigarettes -- and the company's licensing department now has strict operating guidelines. The idea is to give people access to the Harley experience, whether they own a bike or not. "We always ask, 'Does it somehow lead back to the motorcycle?' " said Ms. Bischmann, the marketing vice president.

She added that Harley toys, built by the likes of Mattel and Kenner, are an excellent way to extend the passion for Harleys to a younger audience, and with an aging customer base, this is a key marketing challenge. "What better way is there to get a 3-year-old to feel the Harley motorcycle experience?" Ms. Bischmann asked.

Critics suggest that Harley is "selling out" and diluting its brand by putting its logo on so many products. But Harvard's Professor Shapiro disagreed. "As long as they don't get distracted from their core business, this helps build the mystique," he said. "If you don't continually change and extend the brand, you die. If you change too much, you also die. But I don't believe Harley has come close to burning out."

Extend The Enterprise: Even through its bleakest period, Harley has maintained close ties to its dealers. Of the 600 domestic dealers, most have been with Harley for decades; many dealerships have been in the same family's hands for three generations, with one family tracing its ownership back to 1914. The company holds quarterly meetings with an elected 10-member dealer advisory council. In July, every senior Harley manager is expected to attend the annual dealer meeting, where new models are previewed and problems get aired. Six years ago, the company opened Harley-Davidson University, where dealers can take three-day courses in such topics as "How to Manage Your Business" or "How to Create a Succession Plan."

Harley, said Mr. Hart, the consultant, is cognizant of the fact that it was the dealers who came to the rescue as the company went through its rebirth during the mid-1980's. During the first years following the management buyout, "the quality of the bikes was terrible and Harley counted on the dealers to fix them," Mr. Hart said. "They went through the war together and the dealers didn't charge the company back for any of this."

Of course, the dealers make more money from service and the sales of parts and accessories than from sales of the motorcycles, so few are complaining. The relationships are long, deep and symbiotic. Harley understands that the dealer is the customer's conduit to the company. Indeed, for many Harley owners, the local dealership is a second home, a gathering place. "I can set my watch by certain people coming in every day," said Mr. O'Neil of Cycle-Craft.

Add Value : Like Mercedes and Porsche, a Harley holds its value to an astonishing degree, and the company has taken advantage of that fact. In the late 1980's, Mr. Fessler created a marketing campaign called Ride Free, designed to move owners up to bigger, more expensive motorcycles. The company promised owners who bought new Harley Sportsters, the entry-level bike which sold at the time for $3,395, that they could trade them in a year later for a bigger Harley and get the full $3,395 credited toward the price of the new bike.

There is also a huge aftermarket for Harley parts and customizing kits, which Harley shares with legions of independent third-party "chop shops." Personalizing a Harley by innovative paint jobs, scads of new chrome and pricey saddlebags has become its own time-honored Harley tradition. In fact, industry watchers agree with Mr. Conrades that Harley could get a big boost in sales by focusing on this market more than it does.

Not surprisingly, as production shortfalls over the past six or seven years have led to waits of up to two years for new bikes, the value of used Harleys has skyrocketed and owners can often sell their machines for more than they originally paid.

Sometimes they don't have to wait very long at all to make a profit. John Atwood, owner of Cycle-Craft, recalled the day, some four years ago, when he sold a new Harley Road King to a customer who then walked out the door and resold it to someone else in the parking lot for $2,000 more. "He didn't even have the decency to leave my lot," Mr. Atwood said. "I felt like I had a big 'stupid' sticker on my forehead."

Harley is quite sensitive to the production shortfall. A new plant, scheduled to open next year, should ease the wait considerably. In the meantime, management watches nervously as some dealers take advantage of the situation by adding $5,000 or more to the suggested retail prices, inevitably turning some would-be customers off for good. Dealers like Mr. Atwood, who have held the line on prices, believe Harley will solve the backlog by 1999. "When Harley gets the bugs worked out with expanded production, things will explode," he said.

Company executives agree that the backlog is far too long. "Our mystique has never been about being hard to get," Ms. Bischmann said. "We don't want the waits; our dealers don't want the waits. This is just an obstacle we have to overcome."

Customers like Mr. Conrades worry that in a society of instant gratification, the supply shortfall "gives people a reason to go elsewhere and explore the other options."

That is Harley's worry, too, of course. The big fear is that significant numbers of motorcycle enthusiasts will opt for the Japanese competition, form their own groups, gain their own cachet and, perhaps, even become accepted by hard-core Harley riders. To prevent this, consultants say, Harley must drive its brand deeper and deeper into the culture, yet without cheapening its image.

Mr. Teerlink agrees, but he says customers will be patient as long as Harley makes it clear that the wait is because "we want to guarantee the same level of quality."

Beyond that, Harley can always count on the staying power of its brand, and on customers like Mr. Conrades. "If I had only one bike," he will tell you, making a vow that sounds unshakeable, "it would be a Harley."

Leveraging The Brand.

How powerful is the Harley-David-son brand? The tangible evidence is compelling:

In 1996, Harley spent not a single penny on advertising. It didn't have to. Madison Avenue thinks the company's bikes are so cool that it puts them in ads for countless other products, giving Harley millions of dollars' worth of free exposure. While companies paid $1 million for each 30-second spot during the 1997 Super Bowl, 100 Harleys were on the field as part of the half-time show, again at no cost to the company. Harley's marketing vice president, Joanne M. Bischmann, reports that she is constantly barraged by requests from celebrities to serve as the company's official pitchman. Since Harley has no national television advertising and only a small print campaign , Ms. Bischmann politely declines all requests.

With or without paid advertising, Harley motorcycles -- there are four basic categories, with about 20 different models -- are in such demand that dealers consistently report waiting lists of a year or longer. Even the wife of Harley's chairman, Richard F. Teerlink, had to order a new bike nearly a year in advance to get it in time for his birthday.

The company now regularly reports record sales and earnings each year -- $1.53 billion and $166 million, respectively, in 1996. Harley has quadrupled production in the past decade, to about 130,000 this year, but still can't keep up with all the orders.

Nearly out of business in 1985 because of its own mistakes and stiff Japanese competition, Harley now has such cachet that its name adorns everything from a popular Manhattan restaurant to L'Oreal cologne to a limited-edition Barbie doll.

Harley-Davidson Motorclothes -- mixing black leather jackets with French-cut women's underwear and fashions for tots -- is now a $100 million-a-year business. To sell the merchandise, most of Harley's 1,000 dealers around the world have transformed their greasy showrooms into airy boutiques.

Competitors are so intent on grabbing market share in the lucrative heavyweight class that they sometimes try to copy Harley's styling and even its sound. Accordingly, Harley has filed papers with the U. S. Patent and Trademark Office to protect its tailpipe rumble.

Harley employees, like those in every great marketing company, take personal responsibility for maintaining the luster of the brand. That was so much the case at Harley that the company shut down its branding department in 1995. "We didn't need it," Ms. Bischmann said. "We're all brand managers." Harley employees model in the company's Motorclothes catalogue, attend rallies and act as tour guides at the manufacturing plants. Last year, more than 60,000 visitors toured the biggest plant, in York, Pa., where the bikes are assembled.

All this has fueled shareholder value: $100 invested in Harley stock in 1986, when the then-beleaguered company went public, was worth $3,488 a decade later.

Quality As A Survival Tool.

"Buy a Harley, buy the best --ride a mile and walk the rest!"

In the 1970's, when Harley-Davidson was owned by the American Machine and Foundry Company, the reputation of its motorcycles sank so low that sarcastic ditties about the legendary bikes made the rounds of the riding community. Under A. M.F., Harley-Davidson ramped up production sharply at the expense of quality. It almost drove the company to ruin.

During that decade, Japanese motorcycles, known for their reliability and lower prices, took over the heavyweight market and left the leaky and temperamental Harleys in their dust, a relic of biker glory past.

Even Harley's cachet would not have been enough to save the day if 13 Harley executives had not bought the motorcycle maker from A. M.F. in 1981 and turned the company around on quality.

"Quality became our method of survival," said Ken Sutton, vice president and general manager of Harley's engine plant in Milwaukee.

Indeed, quality has driven the Harley turnaround story more than any other factor. By re-engineering its production process, redesigning its engines and instituting a raft of Japanese-style manufacturing and quality-control methods, Harley coupled its survivor's mentality with an aggressive revitalization of its brand.

After the 1981 buyout, Harley instituted a policy of building bikes strictly on advance orders from dealers, rather than anticipated market demand. Every motorcycle has a dealer invoice number on it before it leaves the.

factory. This policy, followed later with such tremendous success in the personal computer market, allowed Harley to do away with vast stocks of parts awaiting assembly by adopting the Japanese just-in-time methodology. A continuous flow of quality parts into Harley's factories not only reduces money tied up in inventory but drives quality throughout the manufacturing process.

Harley employees take 80 hours of courses each year in such subjects as statistical process control, learning techniques to enhance quality and productivity. Harley has also instituted self-directed work teams throughout the company, from line workers to senior management. And a continuous open dialogue with management is not only encouraged but rewarded.

"When we invite the president to our meetings, he comes," Mr. Sutton said. "People openly ask for better tools, processes and systems to allow them to make better products."

Harley's salaried staff, for example, receives bonuses not only for financial performance but for warranty performance. The fewer bikes that are returned, the better the bonuses.

Reprint No. 97403.

Glenn Rifkin has covered technology for the New York Times and has written for the Harvard Business Review and Fast Company . He is coauthor of Radical Marketing (HarperBusiness, 1999) and The CEO Chronicles (Knowledge Exchange, 1999).

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Harley Davidson Strategy.

Harley-Davidson is a company that despite enjoying nearly 15 years of being a leader in the market place and capitalizing on strong sales growth, find themselves reevaluating their overall strategy. The analysis below goes through the each level of the market-place to determine where, what and how change can take place. At the industry level, it is clear that the mature product life cycle necessitates stronger price competition, further expansion into foreign markets and more diversification of their product-lines.

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Next at the firm-level, Harley-Davidson needs to continue to capitalize on their strengths like brand equity and supplier relationships, focus on their value adding functional-level practices like quality management and finally, begin to see weaknesses such as high-price sensitivity and narrowly defined target markets as an opportunity to creatively tap into unexploited demographics markets such as women and consider challenging their premium price strategy, if even for brief time.

To achieve the corporate-level objective of increasing international sales it is vital that continue to explore markets that can economically support premium priced, luxury products, are politically stable and friendly to foreign investment from the United States. Since this is a tall order for many viable countries, Harley Davidson must be willing to challenge their deeply entrenched status-quos. This will mean lifting off-shore shipment limits and letting go of the reluctance to move motorcycle assembly abroad. 2. 0Problems 2. 1Slowing Domestic Growth.

Despite domestic market leadership for the past 17 years and a market share increase of 9% from 2001-2005, Harley-Davidson was experiencing a slowdown in domestic growth. The unit sales growth rate was at 14% in 2001 however by 2005 it had dropped to 2%. Luxury heavyweight motorcycles are rarely sold as primary means of transportation which means sales are susceptible to economic fluctuations. To add to the vulnerability of this niche market Harley-Davidson limits production to maintain high-prices and intentionally avoids technological growth to maintain a nostalgic brand image.

There have also been several failed attempts to diversify into related industries. If one Harley-Davidson’s 2006 corporate level goals is to increase sales there needs to be significant amount of change on the business and functional level. It will crucial to identify new ways in which diversification can help them expand in a market that they have been in for over 100 years. 2. 2Untapped Potential in International Markets Harley-Davidson is a company that relies heavily on their brand identity as an American icon to push sales.

While this strategy has been somewhat effective in the global market, it is their reputation for luxurious high-quality, heavyweight motorcycles that has helped them gain considerable market share abroad. Harley-Davidson has experienced considerable challenges during their entry into these foreign markets. Some of the challenges have been specific to the geographical area, such as India’s incredibly high import tariffs and noise regulations, while others have been more general in terms of brand awareness, cost-structure, and market accessibility.

While many of these challenges are typical of the struggles companies experience during expansion into foreign markets, it is vital that they are individually addressed in a thoughtful and practical manner. In addition as part of the same aforementioned corporate strategy, Harley-Davidson wants to increase international sales, with a specific goal to double market share within the European market. It should also be noted that the company has experienced difficulty growing in Europe’s competitive market in the past.

In order to achieve their objectives and solidify long-term revenue growth in the international market place Harley-Davidson’s ingrained status quo must be challenged. 3. 0. Analysis 3. 1. Analysis methodology To arrive at well-thought out recommendations it is crucial to comprehend the broad but unique playing field in which Harley Davidson conducts business. In order to do this the motorcycle industry’s key success factors, global and domestic competitive landscapes and life-cycle attributes were thoroughly reviewed.

The industry analysis serves as foundation to understand how, at a firm-level, Harley-Davidson has become a formidable leader in the domestic and global market, as well as reveal areas that need restructuring. Finally, the geographical markets in which Harley-Davidson has an established presence in and unexplored markets are evaluated in respect to their viability and potential for long-term growth. 3. 2. Industry analysis 3. 2. 1. Industry key success factors.

According to IBIS World, at the very minimum a successful firm operating within the motorcycle manufacturing industry (NAICS 33699) must: * Comply with required legal product standards * Development of new products in order to broaden customer base * Utilize economies of scope and scale * Access to the latest and most efficient technology and techniques * Access to highly skilled workforce 3. 2. 2. Competitive Landscape Figure [ 1 ]: Porter’s Five Forces for the Motorcycle Industry Porter’s Five Forces model (Figure 1) was used to determine the competitive nature of the motorcycle industry.

There are several important takeaways from this analysis. First, the majority of market share belongs to four firms. This top heavy structure, along with capital intense start-up costs, makes it difficult for new firms to enter the market. Secondly, although raw materials are a large part of the cost structure for motorcycle manufacturing, there are so many suppliers that it allows firms to have more control over what they pay for the materials (IBIS World US Motorcycle, Bike and Parts Manufacturing Industry). 3. 2. 3. Product Life Cycle.

As indicated above the motorcycle industry is the mature stage of the product life cycle (See Figure 2). There are several important implications of industries in this stage. First, technological change keeps new motorcycles relevant and attractive to consumers. Secondly, unless manufactures diversify their product line and/or enter new markets, revenue growth is determined by economic conditions. Finally, the lack of new entrants in to the market means that companies need to compete on cost in order in increase market share. Figure [ 2 ]: Product Life Cycle 3. 2. 4. Competitive Overview.

The competition within the motorcycle industry is defined by several factors including price, quality, reliability, performance and style. It is important to note that consumer preference to brands and types of motorcycle is very strong in this industry. It is not likely that a customer who prefers “race bikes” will ever switch to a “heavy weight” motorcycle. The table below ( [ Table 1 ]) is a concise overview the firms who compete in the global motorcycle market. It is clear by looking at the analysis below, that the top firms who compete against Harley-Davidson enjoy a significant and valuable position in the motorcycle industry.

Table [ 1 ]: Competitors Profiles Companies| Pricing strategy| Diversity of product line| Quality| Technology| Performance| Known for…(type of bike)| Harley-Davidson| Premium| Low| Yes| No| NO| Heavyweight/Custom| Honda| Low-cost| High| Yes| Yes| No| Touring bike| BMW| Premium| High| Yes| Yes| Yes| Traditional| Ducati| Premium| Low| Yes| Yes| Yes| Racing| Kawasaki| Medium| Yes| Yes| No| Yes| Various| Yamaha| Medium| Yes| Yes| No| Yes| Racing| Suzuki| Low| Yes| Moderate| No| Yes| Various| 3. 3. Understanding Harley-Davidson as a Firm.

Harley-Davidson has been manufacturing and selling motorcycles since 1903. Despite a rough period in the 1980s, Harley-Davidson has maintained an extremely loyal customer base, a good reputation for quality, and an iconic brand identity. By conducting firm-level analysis the reasons behind their triumphs and struggles become more apparent. It also reveals that despite the mature product life cycle there is opportunity to improve their over-all strategy in the international market 3. 3. 1. SWOT Analysis It is important for any company to review their internal strengths and eaknesses as well as their external opportunities and threats on a periodic basis gauge the overall health of the firm. The SWOT analysis below in Figure 2 details several tangible resources and capabilities that add value to Harley-Davidson. A 50% share of the US market is directly reflected in their strong financial position. In 2005 Harley-Davidson had gross margins of . 38 and net margins of . 18 which far exceeded industry average (Harley Davidson Quartley Income Statement). These strong financial were made possible no doubt by their focus on creating good supplier relationships which reduce the cost of raw materials.

There are also several intangible strengths including; brand equity, reputation for good quality, intense customer loyalty and a strong H. R. department all of which create a strong competitive advantage. Despite all of these valuable resources Harley-Davidson does have apparent weaknesses that need to be addressed. The premium pricing and lack of diversity in their product line results in a very narrow and exclusionary target market. Counter intuitively, within the weaknesses there resides opportunity to grow and expand into geographical and consumer markets. Figure [ 3 ]: SWOT Analysis 3. 3. 2. Harley Davidson’s Strategy.

It is important that firms create a cohesive, consistent strategy supports the long-term growth and a strong competitive position. It can be seen in [ Figure 4 ] below that Harley-Davidson has significant value in both the functional and business level of their firm however if the top corporate level objectives of domestic and international sales growth are to be met their needs to be a bit of restructuring in terms of intensifying R&D, broadening their niche market, investing in foreign manufacturing plants, and expanding their brand identity. Figure [ 4 ]: Harley-Davidson’s Strategy Framework 3. 4. Country Level Analysis.

This section evaluates Harley-Davidson’s current position in foreign markets, export strategy as well as potentially viable markets based on economic factors not yet explored by the firm. The countries were evaluated by comparing their GDP per capita, population distribution, Global Competitive Index (GCI), Political Risk Index (PRI) and Foreign Investment Index (FII). (For index descriptions, maps and rankings see Appendix A) 3. 4. 1Viable Foreign Markets After evaluating the countries found in (Appendix A) all the countries prove to be financially, politically and demographically viable markets for Harley-Davidson. . 4. 2Individual Key Success Factors Despite the generally positive conclusion of the country/regional analysis done in Appendix A, there are several key success factors unique to Harley Davidson’s luxury, heavyweight motorcycle industry that must be considered on an individual basis. They are broken down by country below with the particularly important factors highlighted: Europe * Harley-Davidson’s brand image does not translate well * Regionally focused on performance based, racing bikes Japan * Healthy Harley-Davidson sales growth in 2005 * Illegal to carry passenger on motorcycles India Import taxes at 90% for heavyweight motorcycles * Strict emission standards * Huge market China * Competitive pricing due to joint ventures between domestic and international companies Australia and New Zealand * Harley Davidson positive brand image translates well Brazil * Assembly done in-country Chile * Strong trade relations/ free-trade agreement * Affinity towards anything “American” * Strong economical growth * Strong pro-business institutions 4. 0Recommendations 4. 1Domestic Growth 1. Where - United States 2. When - Now If Harley-Davidson does not revamp sales now, there is a possibility of losing more market share 3.

How - The steps that must be taken at both the functional and business level. It is important that they capitalize on their strong brand identity. By utilizing more non-traditional methods like the success HOG association, to draw the biker community together will re-vamp their fiercely loyal customer base. Their narrowly defined target can be expanded upon by utilizing product placement as a marketing tool. By placing their products into media outlets that are targeted towards younger males and the growing demographic of non-traditional, affluent, young women Harley can ensure future Harley riders as their current target is rapidly aging.

At the business level, their premium pricing strategy needs to be relaxed even if for a brief period of time. If Harley was provide a more competitively priced technologically driven, “limited-edition” motorcycle they could temporarily tap into a less affluent market broadening their loyal customer base all the while maintaining their limited production strategy. 4. 2International Growth Based on the analysis above there are several recommendations specific to different foreign markets that will help Harley-Davidson achieve greater global market share and improve the their long-term competitive advantage within their mature market. . Where - Chile, India and Europe 2. When - Now 3. How - Allow for some localization of functional and business level strategy. 4. 2. 1Expand Brazil’s cost effective assembly model to Chile and India Chile’s economic potential, affinity toward American luxury, and affordable property gives Harley-Davidson the opportunity to tap into a new market without substantial risk. India with over one billion people is a market opportunity that needs to be exploited. By allowing for the assembly process to take place in India it will reduce the cost substantially.

It must be noted that this only the smaller models should be introduced, until India relaxes their regulations or Harley-Davidson improves its emissions technology. Finally to double market share within Europe, it is necessary for Harley-Davidson to ease their “nostalgia” positioning to better meet the technologically prone needs of Europe. The technological advancement needs to be communicated effectively through an integrative marketing plan to increase Harley-Davidson’s brand identity.

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