Harley Case Study

From only the result of 1st Quarter in 2017 of H-D Sales, the current sales decrease in Canada points at maturity stage as the average of PLC in worldwide market points at maturity stage. In addition, even though there is a great sales increase of the market in Latin America, there is an unexpected sales decrease from both United States and Canada. (Harley-Davidson, 2017). Besides of this, Harley Davidson Canada announced five detailed objectives such as building two million new Harley-Davidson riders in the U.S, growing international business, launching new product, delivering superior return on invested capital, and growing the business without environmental impact for a long-term strategy. (Harley-Davidson, 2017).

Harley-Davidson business strategy is relating towards making decisions that are vital for market brand dominance with the targeted audience. The decision approach will give the information strategies used to improve sales forecast objectives. Over the years Harley-Davidson re-invent their strategies to adapt to market changes and improve efficiency in the manufacturing design and safety features. Harley-Davidson has used the cost leadership strategy through the alliances with other corporation when there is an opportunity to lower the cost of production for a given level of quality and gain market share through the sales in large quantities targeting broad markets (QuickMBA, 2010). Harley-Davidson customized motorcycles depending on the customer needs and wants which offers unique attributes that are valued by customers

Harley Davidson Company has a long history of building quality motorcycles that have been well receipted in various niches. The company has actually helped to shape a part of the American culture through its products. Its product positioning and marketing strategies can served as a classic example of building a brand icon. Harley Davidson has developed immense levels of brand loyalty over the years. However, the historic company has also been affected by the economic volatility since the recession. The company must know reinvent itself as it turns the next page in its history.

Harley-Davidson has expanded their supply chain by reaching an international market and by making associations with overseas manufacturers to produce a product that is agreeable to their market. Harley-Davidson has an overabundance of options to choose from in order to increase their market and

However, Harley Davidson faced various difficulties when entering into international market such as life style, multicultural environment, expectations and requirement of customers, support from the market etc. Harley Owners Group (H.O.G) was created to update about the brand and mainly Harley Davidson members focus on to provide brand loyalty and customer satisfaction. More over movie industry helped potential Harley Davidson bikers to visualize themselves through “bad boy” image characterized in the movie (Mulder et al.,

The Harley Davidson brand has expanded not only in the United States but also globally, it has transformed its manufacturing, product development, and retail capabilities over the years.

From humble beginnings in 1901 to current day, Harley-Davidson strives to build and provide not only a mode of transportation but also a lifestyle. According to Harley-Davidson (2001-2011), the company mission reads “We ride with our customers and apply this deep connection in every market we serve to create superior value for all of our stakeholders” (Company, para. 2). The company always has not experienced the success they are realizing today and no one knows what challenges tomorrow can bring. Harley-Davidson is committed to providing the best customer service in every department.

• Harley Davidson will have to worry about keeping their customer base happy. They will want to address the basis for why customers many choose a competing company’s product over

The overall intensity of rivalry in the motorcycle industry is strong, key players in this industry include the Harley Davidson, Winnebago, Polaris, Thor, Artic Cat and Marine Products. These top performers hold a high percentage of

Harley dominated the American motorcycle market over 750 cc for years. Harley tried to introduce new products. But its customers refused and never accepted anything but a H-D motorcycle. Jeff

The motorcycle industry is a consolidated industry. The U.S. and international heavyweight motorcycle markets are highly competitive. The major players, such as Yamaha, Suzuki, and Honda, generally have financial and marketing resources that are substantially greater than the non-major players. Competitions in the heavyweight motorcycle market are based on several factors; price, quality, reliability, styling, product features, customer preference, and warranties. Harley’s first segment is motorcycle and related products business which includes designing, manufacturing, and selling heavyweight touring and custom motorcycles products, parts, and accessories. The custom

This case study analyzes the differentiation strategy adopted by Harley-Davidson Inc. to differentiate itself from the competition. Further, it will address the issues and challenges faced by Harley- Davidson Inc. due to changing demographics and financial turmoil. And last but not least the case study will give an idea of what strategies Harley- Davidson Inc. could apply in the future so that it could sustain and enhance its competitive position.

for the year ended December 31, 1995 as though it had been acquired at the

Harley is a globally recognised brand firmly associated with large motorbikes with a historic emphasis on style, individuality and freedom rather than on technology, speed or sports. From a segmentation view they belong in the heavyweight motorcycle market and are particularly strong within a sub-segment of super heavyweight. Their bikes are strongest in the Cruiser motorcycle segment, feature in the Touring bikes segment (focus on their style and image) and through acquisition of Buell, now have a presence in the Performance models segment. The Harley-Davidson image and the customer loyalty earned and sustained by the unique ‘Harley Experience ' are its greatest assets.

As discussed from Cheema et al., (n.d.), when the company failed to specify its target market, it has shifted the focus from old riders (traditional males between the ages of 29 to 55) to young and female riders. The products were also produced differently to meet those needs (color, size, and height adjustment). Not only this could result in brand loyalty, but gave the company a strong market position and a unique brand image that nobody else could replace. Marketing, shifting and adjusting the products to meet the new target market was not a risk-free decision, however, this alternative made it easier for prospective buyers to learn about riding and helping the growth of motorcycling industry (Trefis Team, 2015). In 2015, the company has planned to invest more in its customer-facing marketing by 65 percent and increase investment in R&D by 25 percent, according to Trefis Team (2015). Moreover, building plants and offering products with reduced tariffs to developing countries like India would ensure the company more viable to the international market as well as its market growth.