Abstract
This paper analyzes Harley Davidson's place in the US and global motorcycle industry. First, the paper examines how the the global industry differs slightly from the US industry, which is dominated by a demand for heavyweight motorcycles. According to the paper, Harley-Davidson's brand is based on the concept of freedom, individuality, and self-expression While its competitors in the U.S. have introduced some products that appeal to these qualities in various market segments none have done so in the way that Harley-Davidson has mastered.

From the Paper
"The US and global industry for motorcycles differs slightly in that the motorcycle industry in the US is dominated by a demand for heavyweight motorcycles which are classified as 651 cc and above where cc represents engine displacement. Harley-Davidson's brand is based on the concept of freedom, individuality, and self-expression (Peter, 1998). While its competitors in the U.S. have introduced some products that appeal to these qualities in various market segments none have done so in the way that Harley-Davidson has mastered."

Tags:harley, davidson, marketing

Abstract
The paper presents a strategic analysis of Harley Davidson at its 100th anniversary, including its strategic factors, strategic alternatives, recommended strategy, implementation, evaluation and control. The paper looks at the strong brand image of Harley Davidson.

From the Paper
"As Harley Davidson plans for its 100th anniversary, it is enjoying a high level of success both financially and in terms of product acceptance by motorcycle analysts. During its first years, the company has been both privately and publicly held, and has seen its focus shift from racing to touring. Today, the company is a favorite of Wall Street analysts as well as motorcycle enthusiasts, particularly in the United States. However, the company faces an aging demographic, increased competition from other manufacturers..."

Tags:case study, Harley Davidson, strategy, strategic analysis, brand

Abstract
The paper discusses the strengths, weaknesses, opportunities and threats of Harley-Davidson Motorcycles. These attributes are first discussed textually and then graphically illustrated in factor evaluation matrices. Finally, these issues are assembled in a table for composite viewing. The paper notes that Harley Davidson is intent on growing organically but risks sacrificing its brand equity to do so.

From the Paper
"The existing vision at Harley-Davidson, first enunciated in 2004, is to develop a sound policy of sustainable growth in the long-term and its mission is to develop a balance between supply and demand in the market. In order to adhere to these vision and mission imperatives, Harley-Davidson has articulated a strategy based on the following objectives: establish core growth rates year on year of between 7-9%, increase revenue from the Parts & Accessories division and ship no less than 339,000 units worldwide yearly. (We, 2004). Opportunities and Threats: Harley-Davidson actually has more success selling its higher end products than its low-end products. Harley-Davidson can therefore target its high-end, high-margin products for additional advertising and marketing."

Tags:harley, davidson, swot

Abstract
This paper provides an analysis of the Harley Davidson company. The writer shows how Harley has used a unique approach to branding and maintaining an alignment between their corporate vision, culture and image. They have used many different methods to achieve a blend of active corporatism while still keeping their consumers feeling as though they "own" the brand and products associated with it.

From the Paper
"Harley Davidson promotes the image that "things are different on a Harley". The most important feeling they promote with their brand is freedom. Freedom of life, freedom of the open road, freedom of the individual. It is said that no two Harley's are the same. From production to consumption, the owner is involved in the process of creating their own freedom, and living the Harley dream. Their bike becomes their own self-expression, and they live the lifestyle that they perceive to be a part of owning that bike. This is also done with the management team, as well as the CEO."

Tags:advertising, brand, corporate, culture, davidson, harley, image, vision

Abstract
AMF and Harley-Davidson both date to the turn of the last century. In 1969, Harley-Davidson was merged with AMF through an acquisition action by AMF. The marriage lasted but 12 years, a period during which the fortunes of Harley-Davidson?s fortunes waned and AMF moved further and further away from its metal foundry roots. By the late-1970s, AMF wanted to shed Harley-Davidson and Harley-Davidson was ready to leave. Through a fortuitous set of circumstances, 13 executives of Harley-Davidson were able to buy Harley-Davidson from AMF in 1981 and restore the company to an independent status. In 1986, Harley-Davidson again went public. The primary focus of the proposed investigation is on the AMF firm. Questions such as (1) why AMF acquired Harley-Davidson, (2) why the merger failed, (3) how it happened that Harley-Davidson executives were able to repurchase Harley-Davidson and (4) how AMF evolved post-divestiture of Harley-Davidson are pursued in the proposed study.

Table of contents
Introduction
Statement of the Problem
Purpose of the Study
Importance of the Study
Scope of the Study
Rationale of the Study
Definition of Terms
Overview of the Study
Review of Literature
Theoretical Context
Systems Theory
Theories of Industry Organization
Related Research
Prior Merger Case Studies
MCI-WorldCom
Gateway-Cadence
Citigroup-Travelers
Conclusions Relevant to the Study Problem
Methodology
Research Design/Approach
Data Collection
Database of the Study
Data Validity and Originality
Data Analysis
Methodological Limitations
Method Summary
References

From the Paper
"Disputes about the market structure-performance approach to the analysis of industry profitability arise due to a number of factors. The greatest areas of disagreement lie in the precise definition of the variables, and the ability to accurately measure the variables. Of almost equal significance is what is called specification uncertainty. Specification uncertainty refers to the uncertainty as to the inclusion of exclusion of additional variables in or from the equation, and the often inability to measure such variables with precision (Waterson, 1995)."

Tags:organizational, performance, REIT, WCOM

Abstract
This paper presents an in-depth examination of Harley Davidson, focusing on corporate culture as seen through a SWOT analysis. First, the paper discusses the importance of a SWOT analysis, which addresses the strengths and weaknesses as well as the direction of a company. The findings are presented in a list format, showing the strengths, weaknesses, opportunities and threats for Harley Davidson. Then, the paper goes into a lengthy discussion of corporate culture at Harley Davidson, noting that the culture of the Harley Davidson company is one that has been changing in recent years, but it has not yet changed enough to really help the company move forward. In particular, it cites the competition of Japanese motorcycle companies that threaten Harley Davidson. The paper concludes by stating that the SWOT analysis and other information show that this company is struggling somewhat, but yet it is still very strong overall. Internal and external threats and opportunities seem to be about the same for Harley Davidson, and the internal threat of corporate culture problems can be worked on.


Outline:

Introduction
SWOT Analysis
Corporate Culture
Analysis of SWOT and Corporate Culture
Conclusion

From the Paper
"Presented here is the SWOT analysis for Harley Davidson and a discussion of corporate culture. Once these things have been examined the remainder of the paper will address issues that this company might have and in an effort to determine its true strengths and weaknesses as well as where it is going in the future. Even large companies are not safe from competitors, weaknesses, poor market share, and other problems. Good examples of this would be automakers, airlines, and other large companies that have filed for bankruptcy, laid off workers, and encountered many other problems in recent years. Unlike small businesses, most of these larger businesses are able to regroup, restructure, and continue operating, but this does not mean that the problems they encounter are not hurtful to them in many ways."

Tags:SWOT analysis, profitability, competition, Japanese motorcycle industry

Abstract
This paper outlines the history of the Harley-Davidson company, the products it offers, its mission statement and vision statement. The paper provides a PEST analysis and utilizes Porter's five forces model to analyze the value chain. The paper also offers a SWOT analysis, a strategic profit model and a review of the board of directors. Finally, the paper examines Harley-Davidson's business level strategy, corporate level strategy, recent strategic move and the future of the firm. Included with the paper are several photographs, flow charts, tables, and graphs as well as an appendix listing the board of directors.

Outline:
Harley-Davidson Company History
Products: 35 models
Mission Statement
Vision Statement
PEST Analysis
Porter's Five Forces model
Value Chain
SWOT Analysis
Strategic Profit Model for Harley-Davidson year
Harley-Davidson Inc. Board of Directors
Business Level Strategy
Corporate Level Strategy
Recent Strategic Move

From the Paper
"1903-04: William Harley and Arthur Davidson created the first motorized bike to sell to the public; it was built for racing. The motorcycle shop was a 10 by 15 foot shed with Harley-Davidson Motor Company roughly scribed on the door. The first Harley-Davidson Motor Cycle was sold in Chicago IL, at C.H. Lang; this was one of the first three motorcycles in company history. Walter Davidson's brother Arthur Davidson also joined the operation.
"1905-06: Harley-Davidson hired its first full time employee in Milwaukee. A new factory opened measuring 28 by 80 feet. Soon after the new factory opening full time employee count was increased to six personnel. Also released is the company motorcycle catalogue which is nicknamed "silent gray fellow" this name sticks with the catalogue for years."

Tags:PEST, SWOT, analysis, Porter's, five, forces, value, chain, business, corporate, strategy

Abstract
This paper presents a business analysis of the Harley-Davidson Motor Company (HDMC). The paper gives a general overview of the company and then discusses the company's strategic factors, in more detail. It focuses on the company's strengths and weaknesses and then discusses its opportunities for growth. The paper concludes with recommendations for Harley-Davidson's future strategies.

Table of Contents:
Company Overview
Analysis of Strategic Factors
HDMC Strengths
Brand Image
Market Share Leadership
Offerings across Multiple Product Segments
Extensive Distribution Network
Strong Operating Performance
Weaknesses
Weak European Business Performance
Rising Dealer Inventory And Decline In Value Of Pre-Owned Vehicles
SEC Inquiry Over Harley-Davidson Production Plans
Opportunities
Demand For Harley-Davidson Motorcycles
Expansion Into New Demographics
Improvement In Production Efficiency
Threats
Intense Competition, Especially In European Markets
Increase In Raw Material Prices
Regulatory Issues
Strategic Alternatives and Recommended Strategy
Implementation
Evaluation and Control

From the Paper
"Harley-Davidson increased its gross margin by nearly 2% in 2004 largely due to increased production and price increases and a $1 billion on capital improvements in its production facilities. Capacity expansion projects include a 60,000 square foot expansion at Tomahawk, Wisconsin, facility; a 165,000 sq. ft. addition to its product development center in Wisconsin; and a 350,000 sq. ft. expansion at its York, Pennsylvania, facility."

Tags:production, motorcycles, distribution, merchandise

Abstract
This paper provides the outcomes of the strategic planning process for Harley-Davidson, Inc. The first step includes a Competitive Profile Matrix, a vision statement, a mission statement and an external and internal analysis of Harley-Davidson, Inc. The second step is the Matching Stage where Harley-Davidson, Inc.'s internal strengths and weaknesses are matched with its external opportunities and threats. Several matrices, including a SPACE Matrix, an Internal-External Matrix, a Grand Strategy Matrix and a Quantitative Strategic Planning Matrix are developed and help in the selection of an appropriate strategy for Harley-Davidson, Inc. The firm's management selected to pursue from the intensive strategies. These include market penetration, market development, product development and concentric diversification, as well as a focus strategy. The more attractive strategic alternative that H-D will pursue is market penetration of its Buell Motorcycles line. The paper contains many tables and figures.

Paper Outline:
Abstract
Introduction to the Consulting Company
Company Description
Competitive Profile Matrix (CPM)
Vision Statement
Mission Statement
External Analysis
Long Term Analysis
Long-term Objectives
Matching Stage
The Strategic Position and Action Evaluation (SPACE) Matrix
The Internal-External (IE) Matrix
Grand Strategy Matrix
Quantitative Strategic Planning Matrix (QSPM)
Strategy Selection
Implementation Issues
References

From the Paper
"H-D's long-term strategic and financial objectives involve increasing its global market share by expanding sales of its high performance and lighter-weight motorcycles to attract women and younger riders while continuing to excel at capturing the loyalty of its older targeted market. It will do this by increasing customer awareness of its high performance and lighter-weight motorcycles and connecting to its already well-known brand name that exudes high quality and excellent service. The goal of this objective is to have a long-range effect of increased sales of its heavyweight motorcycles as the high-performance and lighter-weight motorcycles are often starter motorcycles for first time riders."

Tags:qspm, ratios, strategy, swot, strategic, planning

Abstract
This paper provides the outcomes of the strategic planning process for Harley-Davidson, Inc. The first step includes an executive summary as well as some background information, a vision statement, a mission statement and an external and internal analysis of Harley-Davidson, Inc. The second step is the matching stage where Harley-Davidson, Inc.'s internal strengths and weaknesses are matched with its external opportunities and threats. Based upon analysis strategies are formed and financial projections determined to see how these strategies will impact H-D. These include market penetration, market development, product development and concentric diversification, as well as a focus strategy.

Table of Contents
Executive Summary
Company Overview
Vision
Mission
Values
Environmental Analysis
Internal Environment
Strengths
Weaknesses
Remote Environment
Economic
Social
Technology
Industry Environment
Operating Environment
Long Term Objectives
Strategic Goals and Implementation
Financial Projection and Analysis
Critical Success Factors
Controls and Evaluation
References

From the Paper
"Economic factors such as economic growth, interest rates and exchange rates can have a profound effect on strategy development in any organization. Interest rate levels and economic growth rates determine consumer-spending patterns, especially for luxury items such as motorcycles. A growing economy bodes well for H-D, but in times of a sagging economy, sales of luxury items, such as motorcycles, are often adversely affected. For example, When H-D sells its products internationally and in most markets those sales are made in the foreign country's local currency. As a result, the Company's earnings can be affected by fluctuations in the value of the U.S. dollar relative to foreign currency. H-D uses foreign currency contracts to mitigate the effect of these fluctuations on earnings."

Tags:motorcycle, product, development, environment