p
 


O 

› Mission
› Vision
› SWOT
› External Analysis
› Internal Analysis
› CPM
› SPACE
› IE
› QSPM
p  


› Started in early 1901 by William S. Harley.
› It was used by US Army in World War I and it was first time it
was used in combat role.
› By 1920 Harley become the largest motorcycle manufacturer
in the world.
› In World War II it was again supplied army specific
motorcycle.
› In 2009 it first plan to export Harley to India.
› Recent financial turmoil led Harley to loose 43% of its net
worth.
› At present it is the highest selling high-end motorcycle.
 


We fulfil 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 segmentsµ
 


Harley-Davidson is an action-oriented, international

company, a leader in its commitment to continuously
improve [its] mutually beneficial relationships with
stakeholders (customers, suppliers, employees, shareholders,
Government, and society). Harley-Davidson believes the key
to success is to balance stakeholders· interests through the
empowerment of all employees to focus on value-added
activities.
6
O
O66
6
p
› Strong brand equity.
› Use of social media.
› Innovation.
› Strong financial position.
› The product itself.
› Pricing.
6

O
666

› üot diversified.
› Ubiquitiouegory, products,
services
› Old design is no more
attractive to new
generation.
› Over leveraged financial
position.
6
O
O66



6
› Product and service
expansion.
› Expanding into new
demographics.
› Expanding into newer
markets.
› Easy access of debt and
finances.
6

pOp6
› Competition
› External changes
(government, politics,
taxes, etc)
› Lower cost competitors or
imports
› Product substitution

 O  
› Harley-Davidson is one of the most admired and recognized companies
in the world today.

› Academy of Motorcycling for those interested in learning to ride a

motorcycle.

› Riders-Edgeµ the motorcycling academy of Harley-Davidsonintroduced

more than 1000 aspiring motorcyclists to the sport in2000.

› Average purchaser of a U.S Harley-Davidson motorcycle is a married

male in his mid-forties

› Over two thirds of the sales of Harley-Davidson motorcycles are to

buyers with at least one year of education beyond high school.

 O  
› Only about 9% of Harley-Davidson U.S retail motorcycles are to
women.

› Confidence in economy is directly proportional to the purchasing of

consumer items.

› Repeat business is strong as about 42% of motorcycle purchasers have

owned a Harley-Davidson previously.

› U.S Government and People are considering Harley-Davidson as an

American icon.

› Opportunities in emerging economies [India, China] but uncertain

operating situations

 O  
› Harley-Davidson·s have a wide variety of products according
to Standard, Performance, Touring & custom.

› Harley-Davidson is facing some legal problems in Asian

countries, in India there is 60% tariff and various other taxes
will cause the price of the bike to double.

› üoise pollution and some emission standards of Harley-

Davidson

› Bike is not up to the level of some countries across the globe.


 O  
› Harley-Davidson·s design and style is quite old compared to its
competitors.

› The economies of scale are low in this segment, which is the

reason why there are only four major players.

› Strategic alliance between Suzuki and Kawasaki in the areas of

product development, design, engineering, and manufacturing of
motorcycles, this alliance strengthened both companies· global
motorcycle businesses.

› In heavy bike segment, it hardly have any competitors but it has

competition for across segments.





 





 
› Competitive Profit Matrix is a very important strategic tool
for a competitive company.
› It composes of many factors:
› Critical Success Factors.
› Rating
› Weight
› Weighted Score
› Total Score





 
There are some important point related to rating in CPM.

› Rating is applied to each factor.

› The response is poor represented by 1.0
› The response is average is represented by 2.0
› The response is above average represented by 3.0
› The response is superior represented by 4.0
6O
› Its an online place for Harley Davidson fans.
› Its an amazing website and it is created by lots of passion,
which can be understood by browsing through it.
› It gives all the information for a about to be a member of
HOG.
› It creates a bounding among the Harley Davidson fans online.
G 
6

 
› The new Brand Strategy of Harley Davidson is Crowd
sourcing.
› It shifts away from its traditional strategy of one size fits allµ to
crowd sourcing.
› Carmichael-Lynch, who had been Harley Davidson·s primary
marketing partner for 31 years, announced the split between
the two organizations in August, citing it had taken the Harley
Davidson brand as far as they could go.
› Harley Davidson now partnered with Victor & Spoils, a Boulder,
CO based agency whose marketing research and application
focus is based on crowdsourcing principles.
G 
6

 
› The idea behind this new strategy is to get and use the ideas
of so many bike enthusiast all across the world.
› According to Harley Davidson, they want to listen to their
customers and wants to create more passion.
› Harley-Davidson isn·t stopping there.The brand-focused
company also plans to turn to other subject matter expert
agencies to guide the new crowdsourcing concept, such as
the newly appointed Starcom Agency based in Chicago,
whose niche is media marketing.Starcom will handle all
Harley Davidson·s media marketing beginning in 2011, when
the new work from Harley Davidson begins.
G

G

› p
   

 
› p
   
 


Its very clear from the above two points that Harley has very
high sales growth and good market share so it is featured in
STAR section in BCG Matrix.

{p{ {{
› The IE matrix positions the company·s businesses in a nine
cell
matrix. It is an improvement on the BCG and is similar to the
GE
Business Screen. As with the BCG it uses two criteria to
determine
position.

› IüTERüAL STREüGTH (as measured by IFE)

› IüDUSTRY ATTRACTIVEüESS (as measured by EFE)


› We can understand IE need more information than BCG.
36
› The strategic-management process can be described as an
objective, logical, systematic approach for making major
decisions in an organization (1, 2). It attempts to organize
qualitative and quantitative information in a way that allows
effective decisions to be made under conditions of
uncertainty.
› The strategic-management process can be described as an
objective, logical, systematic approach for making major
decisions in an organization (1, 2). It attempts to organize
qualitative and quantitative information in a way that allows
effective decisions to be made under conditions of
uncertainty.
36

› Quantitative Strategic Planning Matrix or a QSPM gives an

tool for comparing feasible other actions. The QSPM
method provides mainly stage 3 of the strategy formulation
analytical framework.