Harley Davidson

 Harley-Davidson A Case Study Analysis

Current Situation • 1985- Harley Davidson gains new financial support from Heller Financial • 1993- Harley Davidson gains 39% stake in Buell Motorcycle Company • 1996- Harley Davidson turns focus back to motorcycles and sells transportation vehicle segment • 1998- Harley owns most of Buell and most dealerships sell both brands at dealership by 2007 • Licenses gain a great deal of royalties for Harley through products, rallies, and demos

 3. Strategic Managers Board of Directors • President and CEO: James Ziemer • Consists of 11 members: 9 internal and 2 external; 10 males and 1 female • Each member serves 3 staggered terms and is compensated $100,000/year, half of which is in common stock • Members have been a part of the Board as early as 1991 and have a variety of backgrounds • The Board allows stock repurchases Top Management • Consists of 4 corporate officers: CEO, CFO, and 2 Vice-President positions • Leadership is represented in three business segments: • motor company (29 positions) • Buell (2 positions) • Financial Services (3 positions) • Responsible for the company’s current performance

 4. External Environment (1-2 slides) • Natural - Manufactured in four seasons stable environments of the USA and Brazil. • Social – Economics – Harley economy is effected by world economy. 2007 international revenues were $1.52 billion. They are economically stable and prospering. Technology – They are active in R&D with engine advances and CAD design customization. Political/Legal – Harley’s are built in compliance with environmental regulatory standards. Their trademarks are protected through registration domestically and internationally. Sociocultural – The average owner is an upper middle class, married male who rides recreationally.

 5. External Environment Corporate Structure • Motorcycles and Related Products • Objective is design, manufacture, and sale of premium motorcycles. Domestically, HarleyDavidson...