Harley Davidson Case Study

Harley-Davidson, Inc. (NYSE:HOG) was founded in 1903. The home base was originally founded in and even today remains in Milwaukee Wisconsin. Harley-Davidson’s popularity grew significantly during World War I, when the U.S. infantry used 20,000 of the company’s motorcycles in its war effort (Taylor, 2010). Best recognized for its manufacturing of heavyweight motorcycles, Harley-Davidson has captured half the U.S. market and a third of the global market (Wikinvest, 2010). Harley-Davidson motorcycles are noted for their classic lines, custom paint jobs, dependability, fine craftsmanship and the Harley-Davidson signature choppy sounding engine. Most importantly, it has been

Harley-Davidson, Inc. since its inception has specialized in selling dream motorcycles that are of high quality and distinctive in styles. The company in the past have seen turbulent business environment to the extent of leveraged buyout, infiltration of foreign made bikes as well as government regulations. Yet despite these factors, Harley-Davidson continues to reap profits, yield high growth of approximately 15% a year and retain its customer base (Official Website 2004). This position in the market is however limited to the US whereas in other countries of the world Harley-Davidson products remain luxury item requiring emotional attachment with American iconism.

Currently H-D is the leading seller of heavy weight motorcycles across the entire world. Because they are at the pinnacle they are the target for the competition. Some of Harley Davidson 's advantages are name recognition, brand loyalty, brand quality and customer loyalty (Hitt, Ireland & Hoskisson, 2013, p. 81). The company benefits by having “the made in America” image attached to its products. The image of a Harley rider and owner is one of a tough, independent, free spirit, ready and willing to take on the world type of man. The sound of a H-D motorcycle in idle or being ridden is unique and very identifiable.

By 1920, the company was producing almost 30,000 bikes annually and was the world’s largest motorcycle manufacturer, taking the title away from Indian Motorcycle. However, a combination of a mild economic depression and Henry Ford’s Model T began eating away at Harley-Davidson’s profits, and the motorcycle company even had to reject a potential business partnership with Ford Motor Company to protect themselves (“William S. Harley, Arthur”). The partnership involved manufacturing Harley-Davidson bikes with a sidecar to be used to deliver mail, albeit under the Ford name. Harley-Davidson rejected this deal, but later used the idea to sell their own bikes to the Postal Service (Harley and the Davidsons). In 1914, the U.S Postal Service was using 4,800 Harley-Davidson motorcycles to deliver mail. To save their company, Harley designed motorcycles to be used by law enforcement across the United States. By the mid-1920s, roughly 3,000 law enforcement personnel would be riding a Harley-Davidson, a testament to William Harley’s engineering genius. In addition, Harley would design bikes with larger engines and brakes which helped boost sales for a short while before the Great Depression came. To counter the resulting plummet in sales, Harley gave the bikes a facelift, designing new bikes with more appealing fuel tanks and adding both stylized eagle designs and the company logo on the bikes to increase appeal. Around this time, bikes were also designed with different color patterns (“William S.

Harley-Davidson treats the dealers not only as partners, but also as customers. Harley has developed a very effective marketing strategy, but it is the responsibility of manufacturing to produce high quality and reliable motorcycles.

Historically, how did Harley‐Davidson manage to dominate the US market? How did it do so and what were its sources of competitive advantage?

Harley-Davidson's mission statement is to "fulfill dreams through the experience of motorcycling, by providing to motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segments." (Harley Davidson, 1999). The company's main objective for the entire organization s is to have happy and satisfied stakeholder; this includes their customers, employees, suppliers, investors, and the entire society in general. Harley-Davidson makes the customer's experience with their products the core of their business and every effort is made to make this experience as enjoyable as possible. It is this strategy that has helped Harley Davidson meet its current level of success.

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.

Historically Harley-Davidson to be a Niche Marketer, which is they had focused in on one particular aspect of the market. Kotler and Keller identified the following characteristics of niche marketing; customers have a distinct set of needs, they are willing to pay more to the firm that best suits their needs, it is not likely to attract competitors, gains economies through specialized products and it has a size, profit and to grow. Almost all of these hold true for the “heavyweight” segment of motor cycles that Harley-Davidson produced.

The second major ingredient of Harley-Davidson’s transformation process involved its marketing strategies. In particular, AMF hired a well-known marketing firm, Benton & Bowles, which removed Harley’s advertisements from popular outlets like “Easy Rider.” As a result of this change in advertising and marketing, Harley essentially isolated and distanced itself from its traditional customer base.

Harley Davidson is known as one of the main motorcycle manufacturers and sellers in the United States. The company had good business and great market share in the early 1960s when it commanded a total of about 70% 0f the motorcycle market, before the invasion or the intrusion of a small Japanese firm that manufactured lighter motorcycles, known as the Honda. The case study as identifies that Harley Davidson assumed the invasion by the Japanese firm and instead of tackling the competition, it waited for a long time which resulted in the company losing its command in the motorcycle market in the United States. Lack of action by the management of Harley Davidson resulted in the failure of the company

The oil crisis in the 1970s prompted the popularity of the smaller motorcycles, mopeds, and scooters that were made primarily by Japanese manufacturers. Dealers sold vehicles to those interested in conserving gas and finding cheap transportation. Harley-Davidson 's market share, already dropping, was further threatened by Honda 's 1969 entrance into the heavy and super heavyweight segment of the market. By the late 1970s Harley-Davidson faced severe production quality problems in addition to stiff competition. A management buyout in early 1981 set the course for the company 's revitalization. It was protection under higher tariffs however, recommended by the International Trade Commission that helped

Increase of sales and the growth in the industry resulted to creation to motorcycle clubs as well as rallies were established. Unfortunately, lewd behavior exhibited by many people linked to the motorcycle clubs and rallies, had an image of being messy and raucous. This gave the bikers a terrible reputation. The image of Harley-Davidson was negatively affected because of the Hells Angels. All of these factors combined resulted to a sharp decline lead in demand and purchase of the motorcycles throughout the whole industry in the 1970's.The motorcycle industry provides products, which are often viewed as luxuries or desires rather than necessities. In regard to Harley-Davidson many motorcycle owners bought their bikes as a second vehicle, to use often

The success of Harley Davidson (HD) is due to the American motorcycle icon’s effective Strategic Management. HD’s vision, mission, goals and objectives strive to exceed the requirements of its main stakeholders. Although these needs are not always met, the company has unique relationships with is stakeholders. The company stays on course with its strategic plan, despite the economy and the decline of American manufacturing and what might be considered its dwindling U.S. consumer base.

Rivalry Competition: Harley Davidson has a High Rivalry Competition. HD deals with a huge amount of competition in the Motorcycles industry from other motorcycle manufacturers from around the world. These include Honda, Yamaha , Suzuki from Japan; Ducati, Aprilia, BMW and Triumph from Europe; and the Indian as its main rival from the US. The major problem HD faces here is that most of its major competitors are very diversified and have larger financial and marketing resources. For example, Yamaha generates only half of its revenue from motorcycles. The growth rate of this particular industry is forecasted to be 3.4%.