Report Business Case Harley-Davidson

8/15/2019 Report Business Case Harley-Davidson

1/32

26-5-2016

International Business II

TUTOR: JEAN-PIERRESCHEURS LOCATION: LEIDEN YEAR: 2015 - 2016COURSE: GLOBALMARKETING AUTHORS: JESCALEMMENS S1099585

JOEYBOL S1084113LAURAHUGUES S1100247

CLASS: KMB11B


2/32

1

Table of contentsI. CURRENT SITUATION ....................................................................................................................... 2

A. Performance ................................................................................................................................ 2

B. Strategic Position ......................................................................................................................... 3

II. CORPORATE GOVERNANCE ............................................................................................................. 6

A. Board of Directors ....................................................................................................................... 6

B. Top Management ........................................................................................................................ 6

III. EXTERNAL ENVIRONMENT .......................................................................................................... 7

A. Societal Environment .................................................................................................................. 7

B. Competition ................................................................................................................................. 8

C. Task Environment ...................................................................................................................... 10

IV. INTERNAL ENVIRONMENT ......................................................................................................... 11

A. Corporate structure ................................................................................................................... 11

B. Corporate culture ...................................................................................................................... 12

C. Corporate resources .................................................................................................................. 13

V. Strategic factors ............................................................................................................................. 18

A. Current mission and objectives ................................................................................................. 18

B. Key strategic factors .................................................................................................................. 20

C. Confrontation matrix ................................................................................................................. 21VI. Strategic alternatives and recommended strategy ................................................................... 22

A. Strategic alternatives ................................................................................................................. 22

B. Recommended strategy ............................................................................................................ 25

C. Implementation ......................................................................................................................... 26

D. Evaluation and control .............................................................................................................. 27

Bibliography ........................................................................................................................................... 28


3/32

2

I. CURRENT SITUATION A. Performance

This section will discuss the performance of Harley-Davidson in the year 2014.

Financial performance2014 was a strong year for Harley-Davidson. According to the 2014 annual review Harley-Davidsonhas achieved the following:

- 18.3% increase in their diluted earnings per share;- Their gross margin and operating margin have increased to 36.4% and 18%.- Harley-Davidson has gained a 15% increase in net income.- Harley-Davidson Dealers have sold 267,999 new motorcycles worldwide, which is a 2.7%

increase over 2013.- Harley-Davidson has experienced an increase of 5.4% increase in international sales.- Finally, the company's dividend increased by 31% and they repurchased $604 million in

shares of company stock on a discretionary basis.

Reach of the brandIn 2014, Harley-Davidson did quite well financially. However, the goal of Harley-Davidson is to keepthis in line with the brands image. 2014’s main goal was to expand the brand’s awareness. Accordingto the 2014 annual review Harley-Davidson has achieved the following:

- Growth in U.S. outreach customers, which consist of women, young adults, African-Americans, and Hispanics.

- Harley-Davidson has (re)claimed the number one market share position in Japan, which is thesecond largest market in the world for Harley-Davidson.

- Sales in Europe grew in almost every market.- Harley-Davidson has posted its best results ever in Australia, Asia-Pacific region, NewZealand, China, Asia, and India.

- Retail sales of new Harley-Davidson motorcycles international grew more than 5%.

Future goalsIn order to maintain the successes that Harley-Davidson is experiencing right now, the company hasset several business goals for themselves in the future of which they are convinced that they will helpthem improve their business. These goals are (Wandell, Annual review, 2014) :

- Achieve better results in Sale & purchase(S&O) than last year.

- Growth in international retail sales. This must be done at a faster pace than U.S. Sales.- In the U.S., grow sales to outreach customers at a faster rate than sales to core customers.- Grow earnings at a faster rate than revenue.


4/32

3

B. Strategic PositionMissionHarley-Davidson Inc. mission statement is: ‘ We 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 thinks that fulfilling the dreams of customers not only takes just building and sellingmotorcycles, but it also takes unforgettable experiences. They do not only deliver a collection ofproducts and services, but also experiences. Harley –Davidson creates many different experienceopportunities for their customers. From a simple morning coffee and conversation at the localHarley-Davidson dealership, to an ambitious ride across a continent. Harley-Davidson is alwaysdeveloping relationships with all of their stakeholders – customers, employees, investors, suppliers,governments and society. That’s what sets Harley-Davidson apart from the crowd and why theirbrand strength is esteemed. (Harley-Davidson, 2004)

They make sure they enable dreams and secure trust of their customers. A Harley-Davidson will notbe sold, once a potential customers sits on it, it sells itself. With 1 million H.O.G. members, the HarleyFamily has a lot of diversity. The Harley-Davidson lifestyle is about freedom, community, simplicityand of course the motorcycle! (Smernis, 2016)

ObjectivesHarley-Davidson’s purpose and passion is to fulfill dreams of person freedom of their customers.They bring a commitment of exceptional customer experiences to everything they do – from theinnovation of their products to the precision of their manufacturing – culminating with their strongsupplier and dealer networks. This is what Harley-Davidson does. (Harley-Davidson, 2016)

Harley-Davidsons company objectives are:

1. Build Values For Customers2. Create Customer’s Confidence3. Further International Expansion

Policies Harley operates by means of a number of policies, including:

-

Corporate Environmental PolicyThis policy reflects Harley-Davidson’s commitment to sustainable business practices which include:compliance with environmental regulations, advancement of environmental awareness,minimization of environmental risks, reduction of emissions and waste and conservation of energyand water consumption.

Harley-Davidson believes in protecting the environment. The Company is committed to theadvancement of operating and management practices that minimize, within reasonable limits, theimpact of its operations on the environment. (Harley-Davidson, 2006)

- Corporate Governance policy


5/32

4

The Harley-Davidson Board of Directors and management believe that the Company, in the interestsof its stakeholders, should embrace corporate governance practices in keeping with our leadershipposition in our business and current legislation and rules (Harley-Davidson, 2014)

The Company will maintain the following policies to continue its leadership in the corporate

governance area:

• Board independence• Committee independence• Committee structure• Committee operation• Board structure• Election of a Presiding Director• Role of the Presiding Director• Board Meeting Calendar, Agenda and Materials• Board Orientation• Continuing Education• Officer and Director Compensation and Equity Ownership• Director Access to Management and Independent Advisors• Certain Responsibilities• CEO Goals and Objectives• Management Succession• Annual Performance Evaluation of the Board.

Appendix A will explain these policies.

- Advance orders policy

In 1981, Harley developed a policy of building bikes strictly on advance orders from dealers, insteadof anticipated market demand. In the factory, every motorcycle is given an dealer invoice number onit. This policy had later tremendous success in the personal computer market. The policy allowedHarley to do away with vast stocks of parts awaiting assembly by adopting the Japanese just-in-timemethodology. A continuous flow of quality parts into Harley's factories reduces money tied up ininventory and also drives quality throughout the manufacturing process (Rifkin).

- Supplier diversity policies

It is the policy of Harley-Davidson through the Supplier Diversity Initiative (SDI) program, to insure

that Minority and Woman Business Enterprises (MWBE) are provided the maximum practicableopportunity to participate in contract opportunities for products and services required by thecompany. The primary objective is to increase the participation by MWBE's while continuing topurchase on the basis of quality, competitive cost and delivery (Harley-Davidson Motor Company,Inc., 1999).


6/32

5

StrategiesHarley-Davidson has a domestic and international approach. This gives them access to larger globalmarkets and it creates the opportunity to benefit from the economic differences in exchange rates.Besides that, the company can benefit from recycling old products in emerging markets.

Harley-Davidsons strategy is to offer value over price. This is because they know they can’t competeon cost with foreign producers. Because of the higher quality and price, Harley-Davidson’s strategy isplaced somewhere between differentiation and focused differentiation. This means that the userrecognizes added value to a particular segment, the heavy motorcycles, and is willing to pay apremium price for this.

Harley-Davidson's segmentation strategy is to expand its global presence and reach newdemographics in the US. They do this inter alia by the assembly facility in Brazil, the first operationsoutside the US, opened in 1999, that means taxes are lower, making the bikes more affordable to alarger group of Brazilian customers.

Besides the new motorcycles launches, Harley-Davidson’s most innovation has been in peripheralproducts and services that support the motorcycles. Other strategies focus on building customerloyalty, the Harley community, and enhancing the brand and the image of the Harley-Davidson rider.

Maintaining the tension between the resonance and dissonance with social norms is a managerialchallenge. In addition, the link with the dark side of the outlaw bikers is also a link that harms imageof Harley-Davidson, and this may alienate the upscale market that purchases new Harley-Davidsons(The Chartered Institute of Marketing, 2014).

Strengths and weaknesses

Harley-Davidson have lots of strengths: a high loyalty from the customers, but also from theemployees because they are really attached to the brand too: it’s a “cult brand”; the large productrange is also an important strength because it’s always tend to target more customers; Harley-Davidson is synonym a lot of positive terms like high education, tradition or freedom (these are thereasons of the high loyalty from customers).

The main weakness of Harley-Davidson is the very American orientation of the brand: more than 65percent of the revenue comes from the US, but the market has its limits and it is becomingdangerous for the brand to focus just on it. Also, Harley-Davidson a manufacturing is the US, in Indiaand Brazil, so it makes the price higher for the exported countries. (Marketing91)


7/32

6

II. CORPORATE GOVERNANCE A. Board of Directors

Harley-Davidson is leading by a leadership team and a board of directors.

The leadership team is composed of 8 persons who are President or Vice-President for a sector ofactivity (communication, human resources, global demand, finance, product & operations etc.):

- Matthew S. Levatich, President and Chief Executive Officer, Harley-Davidson, Inc.- Joanne M. Bischmann, Vice President, Communications- Tonit M. Calaway, Vice President, Human Resources, and President, Harley-Davidson

Foundation, Inc.- Sean J. Cummings, Senior Vice President, Global Demand- Lawrence G. Hund, President and Chief Operating Officer, Harley-Davidson Financial Services,

Inc.- Paul J. Jon John A. Olin, Senior Vice President and Chief Financial Officer es, Vice President,

General Counsel and Secretary- Michelle A. Kumbier, Senior Vice President, Motor Company Product & Operations

The board of Directors is composed of 9 leaders who are President, Chief executive or Chairman ofHarley Davinson and from a range of industries (Levi Strauss, Boeing, MTV etc.). The meet forexamine the growth and the objectives of Harley Dadison. (Hamid, 2011)The board of Directors is leaded by Michael Cave:

- Michael Cave, Non-Executive Chairman of the Board of Directors, Harley-Davidson, Inc. andFormer Senior Vice President of The Boeing Company

- R. John Anderson, Former President and Chief Executive Officer, Levi Strauss & Co.

-

Donald A. James, Co-Founder, Majority Owner, Chairman and Chief Executive Officer of FredDeeley Imports Ltd.- Matthew S. Levatich, President and Chief Executive Officer, Harley-Davidson, Inc.- Sara L. Levinson, Co-Founder and Director Kandu, Former Executive, Clubmom, Inc., NFL

Partners, Inc. and MTV Music Television- N. Thomas Linebarger, Chairman and Chief Executive Officer, Cummins Inc.- George L. Miles Jr., Chairman Emeritus, Chester Engineers, Inc.- James A. Norling, Chairman of the Board, Globalfoundries, Inc.- Jochen Zeitz, Director of Kering and Chairman of Kering's Sustainability Development

Committee

(Harley-Davidson, Top management, 2016)B. Top Management

Top Management is composed of people with the highest titles in the company such as chairman,chief executive officer, managing director, president, executive directors, executive vice-presidents,etc.). Basically, they are responsible for the entire enterprise. For Harley-Davidson, it is all the peoplewho are in the Leadership team and the Board of Directors.

The important changes in the company are made with the active participation of the TopManagement. For instance, during the 80’s Harley-Davidson knew number of problems (high interestrates, recession, completion from Japan etc.). But in 1989 significant changes has been decided:

lower cost, better quality, and more reliable delivery time. Top Management actively participatedbecause they knew they will lose the company if they did not. (Miltenburg, 2005)


8/32

7

III. EXTERNAL ENVIRONMENTWith this plan, we will examine how this focus can be adjusted so that the brand will bestrengthened in other continents. Therefore this external analysis is focused on Europe.

A. Societal EnvironmentThere are some major social differences between the US and Europe. This section discusses the mainsocietal factors. Harley-Davidson should be aware of these factors, when they are going to indulgemore into the European market.

Economy (demographic)In order to have an idea of the motorcycle’s market in Europe, let’s have a look on the number ofmotorcycle’s driving licenses in the countries where there are the most of sales, and then let’s focuson the number of sales.

First of all, it is useful to know where are the biggest markets for motorbikes in Europe.This is data of the year 2014 on the top 5 of the number of sales:France: 251 502Italy: 184 801Germany: 175 826Spain: 126 270United States: 102 120 (ACEM, 2015)

It is also important to have a look on the sales of the motorbikes in Europe compare to the UnitedStates, what is the current situation of this two different markets and how it is growing (or not).

In Europe the motorcycle market tends to grow. In 2015 there was a growing during the ninth firstsmonths of the year in the European Union. 1 010 413 motorcycles were sold during this period,against 967 368 during the same period in 2014: it represents an increase of 4,4%. If we focus on thedifferent countries of Europe, we can see that the rise is most about Spain (+19,9%, if we comparethe two periods), the United Kingdom (+12,3%), Italy (+6,4%) and Germany (+2,7%). But there is animportant information to notice: the biggest market which is France is falling (-2,6%). That are the125 cm3 motorcycles and more who get the most important increase with +10,1% (compare to2014), with a total of 752 251 sales. (Grumel, 2015)

We can notice the same trend in the United States where the motorcycle market is also increasing.2015 is the fifth year of rise for the sales of motorcycles with a total of 500 678 during the year. It isan increase of 3,7% compare to the year 2014 (with 483 526 sales). (Webbikeworld, 2016)

TechnologyThe technological part of the external environment is unavoidable concerning the externalenvironment of Harley-Davidson. We always see appear a decade of new models of motorcycles soldwith new technological trends. What brands want is always more power, control and safety.

It’s an opportunity for motorcycle’s constructors to include “green technologies”. The increase“computing technologies” is also a key challenge. (Panmore, Harley-Davidson PESTEL Analysis &Recommendations, 2016) For instance, there is the begging of the association between themotorbike and smartphones (or tablets) thanks to applications. It’s possible to perform a multiple oftasks through these applications like get information on the traffic in real time (accident, works,traffic jam) for example, what bring more safety. (Ferrant, 2015)


9/32

8

Socio- CulturalTraditionally, Harley-Davidson targeted to higher income males. Today the demand for motorcycleshas increased for women. Therefore, the company has adjusted its direction. A women's outreachmanager named Leslie Prevish is therefore assigned to focus on the women's market in order to try

to increase sales of at least $ 300 million if it is successful. One of the ways it does this is by givinggarage parties where she teaches women how to pick up a 750-pounds motorcycle and similar skills.

Political-LegalDue to Environmental authorities in Federal, State, and Local levels of government, environmentallaws to monitor and control air, water, noise, and fuel pollution have forced Harley-Davidson toimplement environmental practices throughouttheir company.The company has done a number of investments in order to reduce air pollution and to reduce theproduction of waste water. Also, the company minimizes its use of paper.According to the safety helmet law of 1966 and countervailing lying with the universal helmet law of

1992, Harley-Davidson motorcycle requires renters and Their passengersto sign an agreement promising to wear a country-approved helmet When riding motorcycles.

B. CompetitionThis section will discuss the competitors of Harley-Davidson

OverviewThe main competitors with whom Harley-Davidson has to deal with are:

- Honda Motor Company;- Suzuki Motor;- Yamaha Motor;- Kawasaki Heavy Industries;- Ducati.

Honda Motor Company Honda is located in Japan and is the biggest motorcycle producer in the world. In comparison toHarley-Davidson, Honda has one main advantage towards Harley-Davidson: it specializes in everytype of motorcycle. This results in the fact that Harley-Davidson and Honda’s sales numbers havedifferent reactions economic changes (Francis, 2012).

During periods of economic slowdowns, Honda’s sales decrease because consumers who buy aHonda motorcycle are more likely to not use these motorcycles as their primary transportation.However this is most certainly not always the case, Honda motorcycles can offer people with lowerincomes the opportunity to have a form of transportation (Watson, 2012).

The models that compete with Harley-Davidson are (Honda, n.d.):

- Adventure series;- Cruiser series;- Touring series;- Custom series.


10/32

9

Suzuki MotorSuzuki has its headquarters located in Japan. Similar to Honda, Suzuki also specializes in differentkinds of motorcycles. Suzuki divides its motorcycles into two categories: two stroke engines and fourstroke engines.

The biggest issue that Harley-Davidson has towards Suzuki is that Suzuki is an expert in buildingmotorcycles which are cost efficient. Suzuki offers a great variety of motorcycles that consist ofsmaller engine motorcycles. The biggest concern for Harley-Davidson is that by making cheaper bikesthat this could have a negative impact on the image of Harley-Davidson (Williiams, 2014).

The models that compete with Harley-Davidson are (Suzuki, n.d.):

- Street series;- Cruiser series;- Touring series.

Yamaha MotorYamaha Motor, also located in Japan, holds the number two position for the world’s largestmotorcycles producer (Francis, 2012).

Similar to Suzuki, Yamaha also offers a various amount of motorcycles in different segments of themarket. This means that Yamaha offers motorcycles which have a high price tag, but more important:they also produce motorcycles which are very low on price and still consist of great quality (Williiams,2014).

The models that compete with Harley-Davidson are (Yamaha, n.d.):

- Hyper Naked;- Sport Heritage;- Sport Touring;- Cruiser.

Kawasaki Heavy IndustriesKawasaki is a manufacturer of industrial goods and transportation equipment. Kawasaki HeavyIndustries manufactures, aircraft, rolling stock, ships, gas turbine power generators, environmentaland industrial plants. More importantly, Kawasaki Heavy Industries produces motorcycles whichmostly have an iconic green colour (Francis, 2012).

Kawasaki distinguishes itself from the crowd with their excellent quality of products. Kawasaki isknown for their expertise on making bikes suitable for the real world (Woodard, 2015).

The models that compete with Harley-Davidson are (Kawasaki, n.d.):

- Naked series;- Sport tourer;- Cruiser series;- Classic series.


11/32

10

Ducati Ducati has many similarities when compared to Harley-Davidson. For instance, Ducati portrays theirmotorcycles as a way of life. Ducati represents the Italian industry: their motorcycles are the result ofthe deepest commitment, skill, design and passion (Ducati, n.d.).

Harley-Davidson and Ducati have one thing in common: they offer luxury motorcycles. However,Ducati has a wider variety of motorcycles. For example, they have tour bikes and sports bikeswhereas Harley-Davidson has mainly tour bikes.

As said before, both Ducati and Harley-Davidson focus mostly on a higher market segment. However,Ducati also offers motorcycles for a lower market segment. In 2015, Ducati introduced the scramblerseries. These motorcycles have a price tag of €8.790 (Nieuwsmotor.nl, 2015).

The models that compete with Harley-Davidson are (Ducati, n.d.):

- Scrambler;

- Multistrada;- Monster.

C. Task EnvironmentOpportunities

• Large market of women/young riders• Increasing demand overseas for motorcycles• Popularity of racing motorcycles• Increased use of internet by young population

Threats• Seasonality of sales of motorcycles• Less disposable income due to recession• Aging population• Bad association with criminal motorcycle gangs


12/32

11

IV. INTERNAL ENVIRONMENT

A. Corporate structureThe corporate structure of Harley-Davidson is based on the centralization of the control of all thebusiness activities and on the focus of the brand on the market of developed countries (especiallyUSA).

The organizational structure is regrouped in “Function-based groups” which have specific functions inthe business and the manufacturing: CEO, Communication, Human Resources Management, Harley-Davidson Foundation, Global Demand, Financial Services, Legal, Motor Company Product &Operations.

Harley-Davidson uses centralization. For example, the corporate headquarters are the main controlon the global business and the global organization. (Panmore, Harley-Davidson’s Organizational

Structure Analysis, 2016)

Figure 1. Function-based groups organizational structure. Based on “Harleyd-Davidson’sOrganizational Structure Analysis” by Panmore, 2016.

Function-basedgroups

CEO

Communication

HRM

Harley-Davidson

Foundation

Global Demand

FinancialServices

Legal

MotorCompanyProduct &Operations


13/32

12

B. Corporate cultureAt the Harley-Davidson facilities, no one wears anything different then a jeans, including the CEO. Butit's not just about the jeans, the employees live in the same communities as they work in. Harley-Davidson organizational culture thus corresponds to the chopper culture bike in the motorcycles-world.

The heart for the organization is based in 5 values.

• Tell the Truth.• Be Fair.• Keep Your Promises.• Respect the Individual.• Encourage Intellectual Curiosity

This is how Harley-Davidson runs her business. These values are the guides for their actions andprovide a framework for the decisions they take. They make a contribution to employees at everylevel of the organization. They are, just like the motor bike, the characteristics of Harley-Davidson.They reflect how they interact within the company with each other and with their stakeholders,including customers, dealers and suppliers.

By encouraging employee involvement and development, and actively communicating theimportance of the values, the company promotes these principles . Harley-Davidson believes that thecompany is most successful when they appreciate every contribution, and the differences andsimilarities between their employees. Because they learn to apply more diversity in planning andimplementation. Employees are the engine of Harley-Davidson's performance and the foundation ofthe company’s success (Harley-Davidson, 2004).

Core CompetenciesHarley-Davidson has a number of core competencies:

1. Bold, rebellious attitude. This characteristic is directly related to the products the brand creates.The custom chopper biker culture, mainly in the US.

2. Customer-centrism. Harley-Davidson corporate culture emphasizes attention to needs andexpectations of customers. By creating a positive customer experience, Harley-Davidson ensurescustomer satisfaction.

3. Harley-Davidson's corporate values. Harley-Davidson has a number of standards which theorganization is based on. Integrity, accountability, diversity, teamwork and creativity are importantbusiness values at Harley-Davidson.

4. Leadership Development. The HRM department of Harley-Davidson is always looking for newleaders and technic experts. They look for people who know how to approach new projects and looksforward to challenge. This condition improves Harley-Davidson's human resource management forcontinuous leadership from within the organization (Harley-Davidson, n.d.).


14/32

13

C. Corporate resourcesThis section will discuss the corporate resources of Harley-Davidson.

MarketingHarley-Davidson is the leading company in motorcycle manufacturing. The company offers its

customers various amount of different motorcycles: lightweight street motorcycles to heavyweightmotorcycles (Parker, 2016).

The marketing strategies are mainly focused on providing Harley drivers a unique experience in orderto connect them with the Harley-Davidson brand.

Figure 2 . Harley-Davidson’s Marketing Strategy. Taken from “What Is Harley-Davidson’s MarketingStrategy?” by J. Parker, 2016.

CustomizationOne of the unique features of Harley-Davidson is that customers can modify or customize their ownmotorcycle. There are only a small amount of automakers which allow customization of vehicles.Customizing your motorcycle at Harley-Davidson allows you to choose your own colors, windshields,exhaust, seats, rack and backrests, and intakes (Parker, 2016).

Large dealership network

At this moment, Harley-Davidson has approximately 1,435 dealerships worldwide. The larger part ofthese dealerships are situated in Europe, US, and Canada. In the last couple of years Harley-Davidsonhas laid their focus on enlarging their dealerships in the Asia-Pacific market (Parker, 2016).

Learn to RideIn order to learn properly how to ride a Harley-Davidson motorcycle, the company has the “Learn toRide” program, which is part of the Harley-Davidson Riding Academy. This program offers a variety ofcourses to new Harley-Davidson drivers. Certified Harley-Davidson coaches guide the new driversduring their first experiences with a Harley-Davidson motorcycles (Parker, 2016).

Targeting customers

The core customers of Harley-Davidson are men over the age of 35. To intensify the experience ofriding a Harley-Davidson motorcycle, they offer a collection of gears an apparel to their customers.


15/32

14

Moreover, Harley-Davidson is also trying to join up with outreach customers such as young adultsand women. That is why Harley-Davidson also offers branded gear and apparel which are especiallydesigned for women (Parker, 2016).

Events Harley owners

Harley-Davidson has a group for Harley-Davidson enthusiast that goes by the name Harley OwnersGroup or HOG. In order to maintain its customers connection to the brand, Harley-Davidsonorganizes multiple events for the members of the Harley Owners group (Parker, 2016).

FinanceIn 2015 Harley-Davidson earnings per share declined with 4.9% to $3.69 in comparison to earningsper share of $3.88 in 2014. The net income of Harley-Davidson was $752.2 million on consolidatedrevenue of $6.0 billion in comparison to the full-year 2014 net income (Macrito, 2016).

During the year 2015, Harley-Davidson sales of retail motorcycles were affected by increasedcompetitive tensions like the changes in world currencies (Macrito, 2016).

The company announced plans in October 2015 to improve and increase their customer-facingmarketing investment, beginning in 2016, by more or less 65% over 2015 levels, and to enlarge theirinvestment in new product development by 35% from 2015. All of these changes speak for a $70million gain in investments in order to drive demand compared to 2015 (Harley, 2016). According toBryan Harley the higher investments are focusing on four areas: growing new ridership in the U.S.,increasing and enhancing brand access, increasing product and brand awareness, and acceleratingthe cadence and impact of new products (Macrito, 2016).

Retail Harley-Davidson Motorcycle Sales

Full year

2015 2014 Change

American Region

U.S. 168,240 171,079 1.7%

Latin America 11,173 11,652 4.1%

Canada 9,669 9,871 2.0%

Europe, Middle East,Africa Region

43,287 45,323 4.5%

Asia Pacific Region 32,258 30,074 7,3%

Worldwide Total 264,627 267,999 1.3%

Table 1. Retail Harley-Davidson Motorcycle Sales. Adapted from “HARLEY-DAVIDSON REPORTSFOURTH QUARTER AND FULL-YEAR 2015 RESULTS.” by T. Macrito, 2016.


16/32

15

Motorcycles and Related Products Segment Results

Full year

$ in thousands 2015 2014 Change

Motorcycle Shipments(vehicles)

266,382 270,726 -1.6%

Revenu

Motorcycles $4,127,739 $4,385,863 -5.9%

Parts & Accessories $862,645 $875,019 -1.4%

General Merchandise $292,310 $284,826 2.6%

Gross Margin Percent 36.8% 36.4% 0.4 pts

Operating Incomce $875,490 $1,003,147 -12.7%

Operating MarginPercent

16.5% 18.0% -1.5 pts

Table 2. Motorcycles and Related Products Segment Results. Adapted from “HARLEY-DAVIDSONREPORTS FOURTH QUARTER AND FULL-YEAR 2015 RESULTS.” by T. Macrito, 2016.

Financial Services Segment Results

Full year

$ in thousands 2015 2014 Change

Revenue $686,658 $660,827 3.9%

Operating Income $280,205 $277,836 0.9%

Table 3. Financial Services Segment Results. Adapted from “HARLEY-DAVIDSON REPORTS FOURTHQUARTER AND FULL-YEAR 2015 RESULTS.” by T. Macrito, 2016.

GuidanceIn 2016, Harley-Davidson indicates to ship 269,000 to 274,000 motorcycles, an increase of 1% to 3%

in shipments. In Q1 of 2016, Harley-Davidson expects to ship 78,000 to 83,000 motorcycles incomparison to 79,589 motorcycles which were shipped in the same period a year ago. In 2016, thecompany wants to achieve a operating margin of 16% to 17% for the Motorcycle segment. Moreover,Harley-Davidson forecast in 2016 capital expenditures of $255 million to $275 million (Macrito,2016).

Cash FlowIn 2015, marketable and cash securities totaled $767.4 million at the end of 2015 compared to the$964.0 million at the end of the year 2014. Harley-Davidson has produced $1.10 billion of cash in2015 from operating activities in comparison to $1.15 billion in 2015. Furthermore, Harley-Davidsonhas bought 27.9 million shares of its common stock in 2015 at a price of $1.53 billion, which waspartially funded by a $750 million debt issues (Macrito, 2016).


17/32

16

Research and DevelopmentHarley-Davidson Research and Development center is located in Wauwatosa in Wisconsin. Instead ofcalling it the Research and Development center, Harley-Davidson uses the name ProductDevelopment Center. The primairy process of Research and Development goes as followed: thedeparments Engineering and Styling, together with Market Research and Product Planning, presenttheir business plan and a project charter to a committee in order to get approval for their plans. Afterthe project receives approval they start with the pre-development and execution (Gresh, 2012).

When the prototypes are build at the Product Development Center, there is a special secure placewhere the motorcycles are being tested (Gresh, 2012).

Harley-Davidson has a special sound room in which they the motorcycle’s audio signature can beadjusted to meet the customer’s expectations and still meet the requirements of the governmentsound regulations.. The test bike is placed on a set of rollers instead of riding past a microphone. Thesound room has various microphones spaced on each side of the bike. The sound room can simulate

the moving of the motorcycle at various speeds by sequencing the mics electronically (Gresh, 2012).

Operations and LogisticsHarley-Davidson invests a lot to improve its operations and logistics in terms of safety, quality andthroughput: buying buildings of productions and new machines. It makes the manufacturing processmore flexible. (Christ, 2014)

Human Resources ManagementHarley-Davidson is known as one of the company which have the best relationship with employee.It’s because the company focus on the fact that the employees (unions or salaried) are the firstcustomer of the brand. That point allowed to Harley-Davidson to become an American icon in thewhole world.

1. Relationship with employees and managementThe relationship with employees rely on the corporate values: tell the truth, be fair, keep yourpromises, respect the individual, encourage intellectual curiosity. These values encourage employeeto involve themselves in the company, and to share their opinion (see IV.B. Corporate culture).Harley-Davidson has implemented a guideline called "Jeffrey Pfeffer's seven practices for buildingprofits by putting people first". The emphasis is on searching “brains” and team-oriented employeesand the seven practices are the following: employment security, selective hiring, self-managed teamsor team working, high paying contingent on company performance, extensive training, reduction ofstatus differences and sharing information .

2. Relationship with worker unionsNumber of companies pain to have a good relation with the unions, and some of them want toremove unions completely. Harley-Davidson is one of the rare company which maintain a strongrelation with unions. Unions workers have a lot of control, for instance in period of low productivityin order to avoid any lay-off and create job security.

3. TrainingHarley-Davidson has a strong training program and developed the “Harley-Davidson learning center”

which encouraged the employees to push forward their knowledge and skills. Thanks to this programthe company became more competitive, with a better qualified workforce.


18/32

17

With the implementation of “Jeffrey Pfeffer’s seven practices for building profits by putting peoplefirst”, Harley have risen market with 5,971.3 million of dollars of profits for 2008 with the USAamount to 70.2% of this global number, and 15,2% for Europe.

(UKessays, 2015)

Information Systems

During the 1990s Harley-Davidson emphasis on improving the Information System. It has more thandoubled the number of IT employees. (Robert Milton Underwood, 1999)

Nowadays, the integration of technological resources, like information systems, is one major powerof Harley-Davidson. It insures flow smooth flow of production. (Hamid, 2011)


19/32

18

V. Strategic factors

A. Current mission and objectivesThis paragraph will discuss the current mission and objectives of Harley-Davidson

Current missionThe mission statement of Harley-Davidson is (Thompson, 2016): “We fulfill dreams through theexperiences of motorcycling, by providing to motorcyclists and to the general public an expanding lineof motorcycles and branded products and services in selected market segments.”

When looking at the mission statement of Harley-Davidson, it can be divided into three components(Thompson, 2016):

1. Making dreams come true through motorcycling;2. A growing line of services and products;3. Selected market segments.

The mission statement of Harley-Davidson gives a blueprint of the approaches for growing thecompany’s business. Harley-Davidson uses the experiences of motorcycling and dreams coming truefor attracting customers in order to enter markets. The company’s mission statement also highlightsthe implication of expanding their product mix. Furthermore, the mission statement of Harley-Davidson points out market segmentation, which Harley-Davidson mainly uses to focus on specificcustomer groups in the global motorcycle market. Lastly, Harley-Davidson’s mission statement alsorefers to maintaining its strong brand-related motorcycling culture in order to acquire new andmaintain current customers (Thompson, 2016).

VisionThe vision statement of Hayley-Davidson is as followed: “Harley-Davidson, Inc. is an action-oriented,international company, a leader in its commitment to continuously improve our mutually beneficialrelationships with stakeholders (customers, suppliers, employees, shareholders, government, andsociety). Harley-Davidson believes the key to success is to balance stakeholders’ interests through theempowerment of all employees to focus on value-added activities.”

The vision statement of Harley-Davidson portrays the company’s business strategies and values. Themain components of Harley-Davidson’s vision statement are (Thompson, 2016):

1. Action-oriented business;2. International scope;3. Leadership in stakeholder management;4. Employee empowerment;5. Value-added activities.

Harley-Davidson emphasizes in their vision statement just how important it is to have an action-oriented approach in order to expand their business. Moreover, Harley-Davidson wants to achieveinternational success, which points out their plan for expansion in the global market. Also, the visionstatement reveals the commitment of Harley-Davidson to satisfy its stakeholders. Employeeempowerment is also an aspect that is integrated into the Harley-Davidson’s vision statement. Theemployee empowerment supports Harley-Davidson’s business flexibility despite the ambitious force


20/32

19

of other motorcycle companies. The value-added activities in Harley-Davidson’s vision statementincreases competitiveness and attracts investors. Related to this vision statement is the strategicobjective to globally expand the business of Harley-Davidson (Thompson, 2016).

Objectives

Harley-Davidson aims to bring new products to the market, expand their international reach andopportunities with new customer groups and improve their product development, manufacturingand the retail experience of the customer (Wandel, 2014).

The business objectives of Harley-Davidson are as followed (Wandel, 2014):

- Exceed the S&P (Sales and Purchase) over time;- International retail sales have to grow at a faster pace than U.S. sales.- In the U.S. grow sales to new customers at a faster pace than sales to the core customers.- Earnings grow at a faster rate than revenue.


21/32

20

B. Key strategic factors

The key strategic factors are the combination of important facts the business have which permit toaccomplish the goals. (businessdictionary) Harley-Davidson has 3 principal key strategic factors: a

proven product quality, a strong position and brand image and a large distribution network. (Hamid,2011)

Figure 3 . Harley-Davidson’s Key strategic factors. Based on “Harley-Davidson, Strategic Analysis” byM. Hamid, 2011.

Strong

brand image

largedistributionnetwork

Productquality


22/32

21

C. Confrontation matrix

Harley-Davidson

EXTERNAL

Opportunities Threats

L a r g e m a r

k e t o f w o m e n

/ y o u n g

r i d e r s

I n c r e a s i n g

d e m a n

d o v e r s e a s

f o r

m o t o r c y c l e s

P o p u

l a r i t y o f r a c i n g m o t o r c y c l e s

y o u n g p o p u

l a t i o n

m o t o r c y c l e s

e s s s p o s a e n c o m e u e t o

r e c e s s i o n

A g i n g p o p u

l a t i o n

m o t o r c y c l e g a n g s

+ -

T O T A L

I N T E R N A L

S t r e n g t h s

Strong brand image + 0 0 ++ 0 + 0 0 4 0

Loyal customer base 0 0 + ++ 0 + __ 0 4 2

New efforts to create more brandawareness (Rallies and events)

++ + ++ + + 0 0 + 7 0

Increase in marketing efforts(female/interntational)

++ ++ + + ++ _ + + 10

_

W e a

k n e s s e s

Past market focus (mainly on USA) + ++ 0 _ _ __ __ 0 3 6

Past marketing efforts (focused on men) ++ + + 0 0 _ _ _ 4 3

High prices of motorcycles __ __ __ 0 0 __ 0 0 0 8

Declining image of quality _ 0 __ 0 _ 0 _ 0 5

+TOTAL

8 6 5 6 3 2 1 2

- 3 2 4 1 1 7 5 2

Table 4. Confrontation matrix.

-- very threatening- threatening0 Neutral+ promising++ Very promising


23/32

22

VI. Strategic alternatives and recommended strategy

A. Strategic alternatives

Growth strategyOn basis of the Ansoff model a growth strategy for Harley-Davidson will be formulated in this section.Through two main strategies to relate to each other (product / portfolio and competition / market)the strategic development of a business in a market can be given (Beiersdorf, n.d.).

Ansoff distinguish four growth directions, divided in the dimensions product and market.

Figure 4 . Ansoff’s model of growth strategies. Taken from “ Ansoff's growth strategies. ” byBeiersdorf.

1. Market penetrationIn this strategy you try to take a greater share of an existing market with an existing product.

This could involve product re-launch or increasing brand awareness. This strategy is thesafest growth strategy.

2. Market developmentIn this strategy you are finding or creating new markets by targeting new parts of the market or

by expansion into different markets.3. Product developmentIn this strategy you’re using the base of existing products to grow. For example, once a range

has been established, new types of products van be developed with that range – such as theHarley-Davidson motorcycle toys for kids.

4. Product diversificationIn this strategy you’re seeking to create or develop new products, lines or product ranges for

new markets. This is the most risky growth strategy, and needs lots of research.

Harley-Davidson is doing the products diversification strategy by finding a new target group inwoman and youth. Also they are focusing more on Europe. For these new markets Harley-Davidson created new products: lighter and cheaper motorcycles. The less heavy bikes are betteruseable for women, and the less expensive ones are better affordable for younger people.


24/32

23

Retrenchment strategyThe Retrenchment Strategy is adopted when a company aims at reducing its business operations(products or service lines, markets and functions) in order to reduce the expenses and reach a morestable financial situation. There are 3 categories of retrenchment strategy: the turnaround, thedivestment and the liquidation. (businessjargons, retrenchment strategy)

1. Turnaround

The turnaround strategy is used when the company feel that the decisions made are wrong and haveto be cancelled before it create damages. This strategy is used in order to change the deficit companyin a profit making company.

It’s obligatory to adopt the Turnaround strategy when the company has persistent losses, anineffective management, wrong corporate strategies, continuous negative cash flows, a highemployee attrition rate, a bad quality of functional management, a declining market share oruncompetitive products or services. (businessjargons, Tournaround strategy)

2. Divestment

The company adopt the divestment strategy when it downsizes the scope of the business. It sells orcloses a part of the business in order to revive the financial situation. It is the opposite of investment:the firm sells the part of the business to pay off its debts and focus its resources on the moreprofitable divisions of the firm. The divestment strategy is adopted when the turnaround strategy isinefficient or ignored by the company. (Businessjargons, Divestment strategy)

There are many reasons: market shares too small, the availability of better alternatives, the need ofincrease the investment, the legal pressure etc. (Thomas)

3. Liquidation

The liquidation strategy is the most drastic step and the last resort of the retrenchment strategysince that includes the selloff of its assets and the close of the business operations. There areimportant consequences as loss of future opportunities and jobs, and spoiled of the market image.

A firm can follow the liquidation strategy for several reasons: the failure of the corporate strategy, anobsolete technology, outdated products, when the business become uneconomical, or a lack ofintegration between the divisions. (Businessjargons, Liquidation strategy)

Stability strategyThis section will discuss the option of adopting a stability strategy for Harley-Davidson

Sales in Europe have declined in 2015 except for the last quarter in which they actually rose 2.2%(Frobes, 2016). Although this may suggest that Harley-Davidson is headed in the right direction,considering adopting a stability strategy could be an option for Harley-Davidson. By lowering theirrisks they could focus on the core competencies to improve market share and sales numbers.

A stability strategy can be one of the following different types (Business Jargons, n.d.):


25/32

24

1. No-Change;2. Profit Strategy;3. Pause/Proceed with caution.

No-Change

This strategy will not be suitable for Harley-Davidson. The No-Change strategy aims at maintainingcurrent procedures. In the case of Harley-Davidson, that seems not beneficial. In order to improvesales, Harley-Davidson must change their current strategy seeing as the current strategy is notimproving the situation of Harley-Davidson (Business Jargons, n.d.).

Profit StrategyA company follows a Profit Strategy when a company is willing to maintain their profit at any cost.Cutting cost, reduce investments, raise prices and increase productivity are examples of methods tomaintain profits (Business Jargons, n.d.).

The Profit strategy is no realistic option for Harley-Davidson because in the 2015 Harley-Davidsonmade a profit of $520,000,000 (De Aandeelhouder.nl, 2016), which shows that Harley-Davidson isstill maintains a tremendous amount of profit.

Pause/Proceed with Caution StrategyThe Pause/Proceed with Caution Strategy is the most suitable stability strategy for Harley-Davidson.Following this strategy means that Harley-Davidson maintain their normal strategy and waits andlooks at the marketing conditions before they will launch their new strategy (Business Jargons, n.d.).

Following the Pause/Proceed with Caution Strategy will give Harley-Davidson enough time to fullydevelop their new strategy at the perfect time. In doing so, Harley-Davidson can make sure that theyhave covered every section of the market so that know precisely what the market conditions are atany moment. This will result in Harley-Davidson being at its strongest when they enter the marketwith their new strategy.


26/32

25

B. Recommended strategyOur recommendation to Harley-Davidson is to keep their diversification growth strategy on the sameroad with the instruments they use. Of course their customer base stays the most important factorfor Harley-Davidsons. They should not take unnecessary risks that can harm the customers. But sincetheir loyal customers are aging, they need to find new markets. Harley-Davidson found these in ayounger audience and in women. Also they are trying to focusing more on Europe, instead of onlythe USA. Diversification is the most risky strategy because you have to wait and see if there isactually demand for the product. Stores the concept, the risk that competition improves yourproduct and ‘steals’ your market. Another disadvantage is often that you have to explain theproduct, and then can sell only. Fortunately, this is not the case for Harley-Davidson. However,compared to the growth it will deliver if it succeed, the risk will be worth it.

The advantage is of course that you can immediately take a leading edge over your competitors. Youalso have the ability to do at premium pricing. This is often necessary to recoup development costs.

1. Value propositionWhat is it that makes a Harley-Davidson motorcycle different than other bikes? When a customer sitsdown on a Harley, the motorcycle sells itself. This is because Harley-Davidson does not only sell abike, they sell a whole experience. It gives a feeling of satisfaction and belonging that no other brandwill give.

2. Customer identification

The experience is one of the mean reasons that Harley-Davidson drivers are so loyal. It’s importantfor Harley to creative this same impact on the new customers in their new markets. Most motorcycle

riders are known as men. We recommend Harley to continue their new strategy by focusing onwoman. Driving a bike can be done by everyone, so creating a product that is appealing to women isa logical step in the process of growing their business. Because the loyal customers are getting older,this market is shrinking and a growing part of them are not able to drive a motorcycle anymore.That’s why appealing an younger audience is a wise step to take. Harley-Davidson is always been veryUSA orientated, of course this is because of its origin, are they are very traditional. But why onlyfocusing on the USA, if there is a much bigger world to operate in? To increase sales, Harley-Davidsonshould get more global orientated, especially on Europe.

3. Revenue streams

These new customers come along with other needs. Producing new products in necessary to be ableto please these new needs. Harley-Davidson is doing this very well, that’s why we recommendedthem to stay on this road of producing new motorcycles.

- Harley-Davidson is known for their heavy motorcycles. However, these heavy weighted bikesare not suitable for all women. That’s why they have created lighter weight motorcycles. Forexample: Iron 883, Superlow 1200T.

- The new, younger, target audience are aged 18-28 years. Many of these people just finishedstudying and are novice workers. Their salary is not as high as professionals, what limits theirbudget to luxury goods like Harleys. To respond to this Harley-Davidson created models thatare less expensive. For example: H-D Street 500, Seventy-two (Harley-Davidson, 2016).


27/32

26

C. ImplementationVis-à-vis the growth strategy which is recommended for the brand, this section will discuss about theimplementation plan we suggest to Harley-Davidson, and more particularly on a generalcommunication plan to carry out in Europe. We will focus on two way of communication: socialmedias actions, and event operations.

Social medias

1. Facebook

The Harley-Davidson Facebook page have to be developed. Even if the principal page of the brand ispopular (with more than 7 180 000 likes) it could be relevant to work on the several pages of Harley-Davidson country by country. It exists for instance the pages for France, Germany, United Kingdomwhich are three important markets in Europe.

2. Twitter

We can see the same thing about the accounts on Twitter. The main page of the brand is verypopular and dynamic, but the other one, like Harley-Davidson France or Harley-Davidson UK forexample, are less actives.

The first step to do is to make more known these pages nearby the population in Europe (onFacebook and Twitter) in order to reach the European market. Moreover, you will target the youngeraudience with this method which is one aim for the growth strategy of the brand.

EventsThe second step to do is to continue and intensify the different event of Harley-Davidson in Europe.These events gather all the customers who represent the brand and who are making acommunication event. There are many events of this sort, like the Euro Festival Harley-Davidson, theBenelux H.O.G. Rally, the European H.O.G. Rally, the European Bike week, and so on.

In order to reach feminine audience, it could be relevant to focus one part of the communicationcampaign of the events on them.

The communication campaign will be on social networks.


28/32

27

D. Evaluation and controlThis chapter will discuss the methods for evaluation & control for Harley-Davidson

When the new strategy is implemented there has to be an evaluation moment after a specific periodof time: has the new strategy fulfilled to the needs of the company and the customer? Tools that can

be used for this are for example customer surveys and market research.

Moreover, it is important to conclude if the strategy has achieved the goals which are set for thefuture: has Harley-Davidson accomplished to exceed Sales and Purchase? Have international salesgrown at a faster pace than U.S. sales? Are the earnings growing at a faster rate than revenue?

Furthermore, Harley-Davidson should be able to conclude if the new strategy has resulted in newadvantages towards its competitors. In other words: has Harley-Davidson been able to acquire newcustomers who used to buy their motorcycles from a competitive company.

Figure (add number) describes the different evaluation segments, what objective has to be

evaluated, and which tools can used to evaluate these objectives.

Evaluation & Control schedule

Segment Evaluation subject Tools

Customer Does Harley-Davidson Street 750meet the expectations of thecustomer?

Customer survey

Company Is the company culture in line withHarley-Davidson new strategy?

Employee survey

Finance Market growth/ market share/determine ROI: targets

BCG-matrix

External What is Harley-Davidson’spositioning towards itscompetitors

Market research

Table 5. Evaluation & Control Phase Harley-Davidson.


29/32

28

BibliographyACEM. (2015, february 10). Marché moto scooter 2014 : le bilan européen. Retrieved from moto-

station.com: http://www.moto-station.com/article91238-march-moto-scooter-2014-le-bilan-europ-en.html

Beiersdorf. (n.d.). Ansoff's growth strategies. Retrieved May 21, 2016, from Business case studies:http://businesscasestudies.co.uk/beiersdorf/growing-a-business-by-developing-products-and-markets/ansoffs-growth-strategies.html#axzz49SzOqZmH

Business Jargons. (n.d.). No-Change Strategy . Retrieved from Business Jargons:http://businessjargons.com/no-change-strategy.html

Business Jargons. (n.d.). Pause/Proceed with Caution Strategy . Retrieved from Business Jargons:http://businessjargons.com/pause-proceed-with-caution-strategy.html

Business Jargons. (n.d.). Profit Strategy . Retrieved from Business Jargons:http://businessjargons.com/profit-strategy.html

Business Jargons. (n.d.). Stability Strategy . Retrieved from Business Jargons:http://businessjargons.com/stability-strategy.html

businessdictionary. (n.d.). key success factors . Retrieved from businessdictionary.com:http://www.businessdictionary.com/definition/key-success-factors.html

Businessjargons. (n.d.). Divestment strategy . Retrieved from businessjargons.com:http://businessjargons.com/divestment-strategy.html

Businessjargons. (n.d.). Liquidation strategy . Retrieved from businessjargons.com:http://businessjargons.com/liquidation-strategy.html

businessjargons. (n.d.). retrenchment strategy . Retrieved from businessjargons.com:http://businessjargons.com/retrenchment-strategy.html

businessjargons. (n.d.). Tournaround strategy . Retrieved from businessjargons.com:http://businessjargons.com/turnaround-strategy.html

Christ, G. (2014, January 13). 2013 IW Best Plants Winner: Harley-Davidson -- Driving a Future ofExcellence . Retrieved from industryweek.com: http://www.industryweek.com/iw-best-

plants/2013-iw-best-plants-winner-harley-davidson-driving-future-excellence

De Aandeelhouder.nl. (2016). Meer omzet Harley-Davidson . Retrieved from De Aandeelhouder.nl:http://www.deaandeelhouder.nl/news/2016/4/19/meer_omzet_harley-davidson/

Ducati. (n.d.). Who we are . Retrieved from Ducati:http://www.ducati.com/company/profile/index.do

Ferrant, A. (2015, October 6). BMW, Honda et Yamaha coopèrent autour des motos connectées. Retrieved from lerepairedesmotards.com:http://www.lerepairedesmotards.com/actualites/2015/actu_151006-connected-motorcycle-

consortium-bmw-honda-yamaha-motos-connectees.php


30/32

29

Francis, M. (2012). Harley-Davidson (HOG) . Retrieved from Wikinvest.nl:http://www.wikinvest.com/stock/Harley-Davidson_(HOG)

Frobes. (2016). Harley-Davidson's Q4 Slightly Better, But 2015 Results Still Disappointing . Retrievedfrom Forbes / Investing:

http://www.forbes.com/sites/greatspeculations/2016/01/29/harley-davidsons-q4-slightly-better-but-2015-results-still-disappointing/#70102a656fa3

GOAL training. (2016). Cultuurverschillen . Retrieved May 13, 2016, from goaltraining:http://www.goaltrainingen.nl/cultuurverschillen-eu-vs.html

Gresh, J. (2012). Harley-Davidson Product Development Center | Behind Closed Doors . Retrieved fromMotorcyclist: http://www.motorcyclistonline.com/blogs/harley-davidson-product-development-center-behind-closed-doors

Grumel, N. (2015, november 11). Marché de la moto: l'Europe hausse, la France en baisse. Retrieved

from motomag.com: http://www.motomag.com/Marche-de-la-moto-l-Europe-hausse-la-France-en-baisse.html#.VztNtpGLQ2w

Hamid, M. M. (2011, August). Harley-Davidson, Strategic Analysis. Retrieved from Slideshare.net:http://fr.slideshare.net/MahmoudMHamid/harley-davidson-strategic-analysis

Harley-Davidson. (2004). Harley-Davidson Motor Company . Retrieved May 6, 2016, fromShareholders: http://files.shareholder.com/downloads/HDI/0x0x329002/fe33c217-5914-4dc1-ae6d-44374a5806c9/bckgrdr.pdf

Harley-Davidson. (2006, February 16). Corporate Environmental Policy . Retrieved May 6, 2016, from

Corporate Governance: http://investor.harley-davidson.com/phoenix.zhtml?c=87981&p=irol-govhighlights

Harley-Davidson. (2014, February 5). Corporate Governance. Retrieved May 6, 2016, from InvestorRelations: http://investor.harley-davidson.com/phoenix.zhtml?c=87981&p=irol-govhighlights

Harley-Davidson. (2016). About Harley-Davidson . Retrieved May 6, 2016, from Harley-Davidson:http://www.harley-davidson.com/content/h-d/en_US/company.html

Harley-Davidson. (2016). Harley-Davidson leadership . Retrieved from Harley-davinson.com:http://www.harley-davidson.com/content/h-d/en_US/company/leadership.html

Harley-Davidson. (2016). Motorcycles. Retrieved May 25, 2016, from Harley-Davidson:http://www.harley-davidson.com/en_US/Motorcycles/motorcycles.html

Harley-Davidson. (2016, may). Top management . Retrieved from Harley-davidson.com:http://www.businessdictionary.com/definition/top-management.html

Harley-Davidson Motor Company, Inc. (1999, March). Supplier Diversity Policy. Retrieved fromHarley-Davidson Supplier Network: https://www.h-dsn.com/genbus/PublicDocServlet?docID=20&docExt=pdf

Harley-Davidson. (n.d.). Jobs . Retrieved May 17, 2016, from Harley-Davidson: http://jobs.harley-davidson.com/content/culture/


31/32

30

Honda. (n.d.). Honda . Retrieved from Honda: http://powersports.honda.com

Kawasaki. (n.d.). Products . Retrieved from Kawasaki: http://www.kawasaki.nl/nl/products

Macrito, T. (2016). HARLEY-DAVIDSON REPORTS FOURTH QUARTER AND FULL-YEAR 2015 RESULTS.Retrieved from Harley-Davidson: http://investor.harley-davidson.com/phoenix.zhtml?c=87981&p=irol-newsArticle&ID=2133012

Marketing91. (n.d.). SWOT analysis of Harley-Davidson. Retrieved from marketing91.com:http://www.marketing91.com/swot-analysis-of-harley-davidson/

Miltenburg, J. (2005). Manufacturing strategy.

Nieuwsmotor.nl. (2015). Ducati prijslijst 2016 motoren . Retrieved from Nieuwsmotor.nl:http://www.nieuwsmotor.nl/motorprijzen/21470-ducati-prijslijst-2016-motoren

Panmore. (2016, April 3). Harley-Davidson PESTEL Analysis & Recommendations. Retrieved from

Panmore.com: http://panmore.com/harley-davidson-pestel-pestle-analysis-recommendations

Panmore. (2016, January 22). Harley-Davidson’s Organizational Structure Analysis. Retrieved fromPanmore.com: http://panmore.com/harley-davidson-organizational-structure-analysis

Parker, J. (2016). What Is Harley-Davidson’s Marketing Strategy? Retrieved from Market Realist:http://marketrealist.com/2016/03/harley-davidsons-marketing-strategy/

Rifkin, G. (n.d.). How Harley-Davidson Revs Its Brand. Retrieved May 6, 2016, from Strategy+Business:http://www.strategy-business.com/article/12878?gko=ffaa3

Robert Milton Underwood, J. (1999). Improving Information Systems for Harley-Davidson.

Smernis, S. (2016). Soundharley . Retrieved May 6, 2016, from Mission:http://www.soundharley.com/About/Mission

Suzuki. (n.d.). Suzuki . Retrieved from Motorcycles:http://www.suzukicycles.com/Product%20Lines/Cycles.aspx

The Chartered Institute of Marketing. (2014, December). Delivering Customer Value troughMarketing. Retrieved May 8, 2016, from Cimtutors:

http://www.cimtutors.com/store/assessments/attachments/1612/original/FINAL_DCVTM_Case_D13_M14_DS_.pdf

Thomas, J. G. (n.d.). Divestment . Retrieved from referencebusiness.com:http://www.referenceforbusiness.com/management/De-Ele/Divestment.html

Thompson, A. (2016). Harley-Davidson’s Vision Statement & Mission Statement . Retrieved fromPanmore Institute: http://panmore.com/harley-davidson-vision-statement-mission-statement

UKessays. (2015, march 23). HRM A Harley-Davidson Motorcycle Company Commerce Essay .

Retrieved from ukessays: https://www.ukessays.com/essays/commerce/hrm-at-harley-davidson-motorcycle-company-commerce-essay.php


32/32

Wandel, K. E. (2014). 2014 Annual Review . Retrieved from Harley-Davidson: http://ar.harley-davidson.com/letter.php

Wandell, K. E. (2014). 2014 Annual Review . Retrieved from Harley-Davidson: http://ar.harley-davidson.com/letter.php

Wandell, K. E. (2014). Annual review. Retrieved May 6, 2016, from Harley-Davidson: http://ar.harley-davidson.com/letter.php

Wandell, K. E. (2014). Annual Review . Retrieved from Harley-Davidson: http://ar.harley-davidson.com/letter.php

Watson, J. (2012). Honda Motor Company (HMC) . Retrieved from Wikinvest.nl:http://www.wikinvest.com/wiki/Honda_Motor_Company_(HMC)

Webbikeworld. (2016, april 22). Motorcycle sales statistcs and information. Retrieved fromwebbikeworld: http://www.webbikeworld.com/motorcycle-news/statistics/motorcycle-sales-statistics.htm

Williiams, S. (2014). Why Harley-Davidson Inc.'s Stock Has Sputtered 8% Lower in 2014 . Retrievedfrom Fool.com: http://www.fool.com/investing/general/2014/09/04/why-harley-davidson-incs-stock-has-sputtered-8-low.aspx

Woodard, C. (2015). The Most Reliable Motorcycle Brands You Can Buy . Retrieved from CheatSheet:http://www.cheatsheet.com/automobiles/consumer-reports-on-motorcycles-buy-victory-for-fun-yamaha-for-reliability.html/?a=viewall

Yamaha. (n.d.). Motoren . Retrieved from Yamaha: http://www.yamaha-motor.eu/nl/producten/motoren/index.aspx

Report Business Case Harley-Davidson

Documents

Transcript of Report Business Case Harley-Davidson