Harley Davidson case study
OVERVIEW/PROBLEM STATEMENT
The following are the problems of Harley Davidson
1. Declining market
2. Poor economic climate
3. Competition from Japanese manufacturers
4. Poor quality of products
5. Young Generation not buying the product
COMPANY PROFILE
The Davidson brothers, William D., William S., Walter and Arthur founded Harley Davidson, Inc. in 1903. In the first year, only three motor cycles were produced. In 1904 production increased to eight motorcycles. Company present office is located at Juneau Avenue in Milwaukee, USA. In 1907 the company was incorporated.
In 1965, Harley-Davidson ended family ownership with a public stock offering and then in 1969, merged with American Machine and Foundry Company (AMF). In 1981, 13 members of the Harley-Davidson management team purchased the company from AMF through a leveraged buy-out. In the early 1980s, Japanese competitors' heavyweight motorcycles created a real threat for the Harley-Davidson organization. The heavy Japanese imports to the U.S. were stopped by President Reagan's increase of imports tariff. By 1986, Harley-Davidson regained the top spot in the U.S. heavyweight motorcycle market.
Today Harley-Davidson operates in domestic and international markets. The U.S. competitors' current production and sales volumes are much lower than Harley-Davidson and do not hold a significant market share. The company's major competitors: Honda, Suzuki, Kawasaki, and Yamaha are based outside the United States. Competitor's financial and marketing resources for the international marketplace are substantially greater than those of Harley-Davidson. They also have larger worldwide revenue and are more diversified than Harley-Davidson.
Harley-Davidson products include Heavyweight Street, custom, touring and sport motorcycles, as well as motorcycle parts, accessories, apparel, and general merchandise. Harley-Davidson's two main business segments are Motorcycles/ Related Products, and Financial services. With the
The following are the problems of Harley Davidson
1. Declining market
2. Poor economic climate
3. Competition from Japanese manufacturers
4. Poor quality of products
5. Young Generation not buying the product
COMPANY PROFILE
The Davidson brothers, William D., William S., Walter and Arthur founded Harley Davidson, Inc. in 1903. In the first year, only three motor cycles were produced. In 1904 production increased to eight motorcycles. Company present office is located at Juneau Avenue in Milwaukee, USA. In 1907 the company was incorporated.
In 1965, Harley-Davidson ended family ownership with a public stock offering and then in 1969, merged with American Machine and Foundry Company (AMF). In 1981, 13 members of the Harley-Davidson management team purchased the company from AMF through a leveraged buy-out. In the early 1980s, Japanese competitors' heavyweight motorcycles created a real threat for the Harley-Davidson organization. The heavy Japanese imports to the U.S. were stopped by President Reagan's increase of imports tariff. By 1986, Harley-Davidson regained the top spot in the U.S. heavyweight motorcycle market.
Today Harley-Davidson operates in domestic and international markets. The U.S. competitors' current production and sales volumes are much lower than Harley-Davidson and do not hold a significant market share. The company's major competitors: Honda, Suzuki, Kawasaki, and Yamaha are based outside the United States. Competitor's financial and marketing resources for the international marketplace are substantially greater than those of Harley-Davidson. They also have larger worldwide revenue and are more diversified than Harley-Davidson.
Harley-Davidson products include Heavyweight Street, custom, touring and sport motorcycles, as well as motorcycle parts, accessories, apparel, and general merchandise. Harley-Davidson's two main business segments are Motorcycles/ Related Products, and Financial services. With the