HARLEY DAVIDSON

Briefly Information of Company: 

Briefly Information of Company Harley Davidson is one of the best motorcycle producer in world. This company not only produce motorcycle but also produce boat, t-shirt, bag, leather Jacket ,helmet and kind accessories, etc. Thanks to selection HD ,their customer’s life style obvious that show their freedom.

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History

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History of HD 1901– William S. Harley, age 21, completes a blueprint drawing of an engine designed to fit into a bicycle. 1903 – William S. Harley & Arthur Davidson (Walter) 1909 – First V-twin powered bikes, it became most enduring icons of Harley Davidson history. 1917 – 1/3 rd of the bikes were sold to the U.S military, at last 20,000 HD bikes were used in World War I (1918). 1920 – HD dealerships spread across 74 countries. 1930– Bill Davidson, Jr. wins the Jack Pine endurance contest with 997 points of 1,000.

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1943– Harley-Davidson receives the first of its four Army-Navy "E" Awards for excellence in wartime production. 195 5– Harley-Davidson produces almost 60,000 WLA models during the war for military use. 1987 – Entered into American & New York stock exchanges. 1998– A new assembly facility opens in Manaus, Brazil, the first operations outside of the U.S. 2001 – Two big plants constructed in Milwaukee & Kansas cities. History of HD

History of HD: 

History of HD 2004–HD recorded its 19 th consecutive year of record earnings 2009– Harley-Davidson announces expansion into India. 2010 – The XL Forty-Eight is introduced, recalling the raw, custom Sporters of earlier days. Harley is the only major American Manufacturer of heavy weight motor cycles. Have more than 15,000 employees.

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Today

Values: 

Values Values are the heart of HD business, t hey guide our actions and serve as the framework for the decisions and contributions our employees make at every level of the Company. Tell the Truth. Be Fair. Keep Your Promises. Respect the Individual. Encourage Intellectual Curiosity.

Product extensions: 

Product extensions Motor Cycles Bike accessories Buell motor cycles: wholly owned subsidiary of Harley by 2003 (closed now)

Brand extensions: 

Brand extensions Merchandise Helmet Boats Clothes (Jackets…) Mugs Collectibles…. Lighter Watch Beer Bars

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Harley - Davidson Harley - Davidson presents two new models this year – one for men and one for women ...

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This is Harley for men

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This is Harley for women

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We fulfill dreams through the experience of motorcycling, by providing to motorcyclists and to the general public an expanding line of motorcycles, branded products and services in selected market segments. Mission

PROPOSED MISSION: 

PROPOSED MISSION “Constantly renewing ourselves and offer our customers the best motorcycle experience without compromising the quality.To be branded as the best motorcycle available in the world.”

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Vision HD, is an action-oriented, international company, a leader in its commitment to continuously improve our mutually beneficial relationships with stakeholders (customers, suppliers, employees, shareholders, governments and society). HD believes the key to success is to balance stakeholders’ interests through the empowerment of all employees to focus on value-added activities .

PROPOSED VISION: 

PROPOSED VISION “Always be competitive and continuously improving our customer satisfaction, increasing dynamic, diverse and global market” The best quality motorcycle, motorcycle products and financial services will be provided world wide is the commitment of Harley Davidson. The total team effort of Harley Davidson employees is devoted to full filling dreams of customers and we believe there is not a motorcycle riding experience like Harley Davidson.

INTENSIVE STRATEGIES: 

INTENSIVE STRATEGIES Market Penetrat i on Product Development Market Development

Market Penetration: 

Market Penetrat i on Get some more market share from the existing market(U.S, U.K, and Japan) Use more marketing techniques like advertising HD has a good brand name so it’s easy for them to eat up the competitor market share Competition is high in this segment mostly in U.S so good choice market penetration Expand the HOG (Harley Owners Group) to Asian countries If the company can provide the customer satisfaction that they are providing to the U.S customers to the Asian customers they can increase the sales

Product Development: 

Product Development Younger generation and female are now coming to this segment so expand the motor cycle segments to younger generation and females. In Europe they can increase or expand the Buell’s market share by introducing new motorcycles.

Market Development: 

Market Development Harley-Davidson can bring in their vehicle to Asian countries (India, China), because these countries have a high population and the market potential is also high. The cost to bring in the old vehicles (old product) to India is so much difficult: - There are so much environmental laws -Taxes are problems -Levis are high in India So starting new plant in India can solve this problem. Negotiations with the Government can solve these problems

CURRENT INTEGRATION STRATEGIES : 

CURRENT INTEGRATION STRATEGIES Vertical Integration Horizontal Diversification

Vertical Integration : 

Vertical Integration HD uses both backward and forward integration More than 750 suppliers of g&s are used in the design and manufacture of motorcycles, parts and accessories The control of inputs is a necessary part of just-in-time manufacturing HD has been backward integrating to maintain control over the quality of suppliers HD owns most of its distributors Distributing completed motorcycles throughout the world HD is responsible for the delivery of parts and accessories

Horizontal Diversification : 

Horizontal Diversification HD has acquired Buell Motorcycles and Eaglemark Financial Services, in order to provide new product lines for their customers Buell was acquired in order to be able to provide customers with a V-twin powered Sport motorcycle This type of motorcycle has become increasingly popular with the younger and European riders Eaglemark provides motorcycle financing, motorcycle casualty insurance and extended service contracts for HD and Buell motorcycles They also issue the HD Chrome VISA Card, allowing riders and customers to show their brand loyalty

Yasemin Şirin: 

You might be a biker if… You wave at bikers even when you’re in your car. You have put motorcycle parts in the dishwasher. You pull your bike into the motel room and use a bath towel to wipe it off. You take your kids for a ride on your bike before they can walk. You carry a picture of your bike in your wallet. You can’t remember your kids’ names or birthdays, but you can remember that Harley-Davidson made the Knucklehead, Panhead, Shovelhead, Evolution, and Twin Cam 88 & 96 Yasemin Şirin

ORGANIZATIONAL CHART: 

ORGANIZATIONAL CHART

MANAGEMENT: 

MANAGEMENT Excellent Corporate Governance has been a long standing business practice at HD, because it makes good business sense The HD Management and Board of Directors is composed of accomplished leaders from a range of industries who meet regularly to review Company objectives and plan for future growth These individuals draw on their diverse backgrounds and experiences They are proud HD enthusiasts, and they work to ensure that the decisions made by H D promote fairness, financial transparency and accountability to all our shareholders

EXTERNAL FORCES: 

EXTERNAL FORCES Economic Forces Technological Forces Social, cultural, demographic, and natural environment forces Political, governmental and legal forces Competitive Forces

Economic Forces: 

Economic Forces HD is the largest manufacturer of heavyweight motorcycles in the world by market share, capturing half the U.S. market and a third of the global market As a luxury good , HD competes primarily on design and quality, rather than price, which keeps margins high; gross margin in 2011 is projected to be approximately 34% Harley Davidson announces a 73.5% increase in income in year-ago comparisons, totaling $119.3 million for the first quarter of 2011 Increases in income were driven by a 1.5% increase in revenue, totaling $1.22 billion for 2011

Technological Forces: 

Technological Forces Computer-based inventory control systems could play a role in managing motorcycle inventories Technology also impacts design Modern motorcycles also are relatively free of oil leaks, vibration, and are more comfortable than those of the past Communication across continents is easier and cheaper than ever before because of computer-based inventory control systems

Social, cultural, demographic, and natural environment forces: 

Social, cultural, demographic, and natural environment forces As aging couples with excess income are Harley Davidson’s target market, the aging population growth and income growth are good signs for the company The U.S. veteran population has increased by 1.1% , Veterans tend to be motorcycle owners so sign of market segment growth for Harley Motorcycles are mostly used during warmer months which are generally March through August in the northern United States and Canada so the motorcycles riders intend not to buy motorcycles until they can ride them. The United States has the greatest income inequality among developed nations ,This indicates a large (growing) potential market size for Harley Davidson as it is the leader in the Motorcycle market with about 50% market The changes in the lifestyle of the majority of youth population the world-over has resulted in an enhanced business for HD

Political, governmental and legal forces : 

Political, governmental and legal forces The Environmental Protection Agency (EPA) regulates automobile and motorcycle emissions Future revisions could negatively impact the motorcycle industry. Steel prices increased 57% and aluminum increased by 24%, so that the cost increases on to consumers, thus raising the price of the product The environmental protection laws create on additional pressure for companies Human resource legislation mostly in favour of the employees also does have an impact on the profitability of the company The internationalization of the business of the company is concerned the moving of production facilities to those locations

Competitive Forces: 

Competitive Forces Its main competitors are Honda and Yamaha based on their world-wide market share Harley’s competitors are more diversified, they are less vulnerable to industry changes Honda and Yamaha also offer products that sell well in the international markets compared to Harley Harley products are more expensive than its competitors, but are known for service and saleability Touring bikes have increased in popularity with each year. Victory, Honda, Suzuki, and Harley have expanded their touring line of motorcycles to cater to the aging market. Harley offers eight variations of the touring motorcycle

INTERNAL FORCES: 

INTERNAL FORCES To determine HD’s strengths and weaknesses, an internal assessment is required Harley only has 7.7% of European market share (the second largest motorcycle market in the world), and 25.3%of the Asia/Pacific region Harley-Davidson’s strengths are in the U.S. market, as 80% of Harley’s net revenue comes from U.S. sales Harley was viewed as sub-par when compared to British motorcycles Harley has a reputation for style and quality

INTERNAL FORCES(con’t): 

INTERNAL FORCES(con’t) Harley-Davidson also introduced water-cooled engines, fuel injection, and catalytic converters to improve exhaust emissions Harley’s strength in this area is largely due to its marketing abilities in the U.S. market Harley customers are extremely loyal to their brand and 90% of Harley owners intend to purchase another Harley Management information systems could be used to more effectively manage inventory at Harley .This is currently one of Harley-Davidson’s few internal weaknesses

MICHEAL PORTER ANALYSIS Five Forces Analysis: 

MICHEAL PORTER ANALYSIS Five Forces Analysis Forces Strategic Significance Internal Rivalry LOW-MODERATE Threat of New Entrants LOW Threat of Substitutes Products LOW-MODERATE Bargaining Power of Buyers LOW Bargaining Power of Supplier HIGH

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Market share and financial analysis BALANCE SHEET

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HD CASH FLOW

MARKET SHARE: 

MARKET SHARE Competition in the motorcycle industry consists of only a handful of producers worldwide. The Japanese producers Honda, Yamaha, Kawasaki, and Suzuki are producing a full line of motorcycles ranging from scooters to heavyweights, and together control the largest share of the market M otorcycles are sold internationally, 3 main geographic markets North America, Asia, and Europe The largest is the North American Market (USA and Canada account for about 60% of this market) accounting for 60% of worldwide motorcycle sales

MARKET SHARE (con’t): 

MARKET SHARE (con’t) Most Asians consider motorcycles as a basic means of transportation. Major target areas include China, Korea, Taiwan and Vietnam. The European Market is another market with great potentials since Europeans have a higher disposable income and enjoy a higher standard of living Eastern Europe is not offering a good deal mainly because of its unstable political and economic environment

The following table details the market share by region: North American Market Share: 

Harley-Davidso n 46.40% Honda 20.20% Suzuki 9.80% Yamaha 9.30% Kawasaki 7.10% BMW 2.50% Other 4.60% The following table details the market share by region: North American Market Share

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European Market Share Honda 21.00% Yamaha 17.70% BMW 15.10% Suzuki 14.80% Kawasaki 8.50% Harley-Davidson 6.60% Ducati 5.70% Triumph 3.50% Other 7.00% Asia/Pacific Market Share Harley-Davidson 21.30% Honda 19.10% Kawasaki 15.80% Yamaha 13.60% Suzuki 10.10% BMW 7.30% Ducati 6.90% . Other 5.90%

World Wide Revenue: 

World Wide Revenue

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20 11 Worldwide Retail Sales of Harley-Davidson Motorcycle

GROWTH SALES: 

GROWTH SALES For the first time in 17 quarters, Harley reported selling more motorcycles than in the year-ago quarter. Growth in the U.S was the most impressive, while international growth contributed too. Thanks to relatively surging sales in the U.S., the mix of domestic to international sales has dropped from 42% last year to just 36% now.

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Incidents that may involve a potential conflict of interest Disclosure of any waivers of any conflict of interest Regular reports to the Board. Reassess annually the Human Resources Committee performance Establish subcommittees and delegate authority to such subcommittees Human Resource

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Committee Duties and Responsibilities is to review the; Total compensation Career development and management succession plans Make recommendations regarding the selection and retention of officers Human Resource

Hasan Celal Kök: 

Hasan Celal Kök A TREDITIONAL AMERICAN RALLY

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Sturgis is a city in Meade County, South Dakota, United States. The population was 6,627 as of the 2010 census. It is more popular than some city in the USA

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The Sturgis Rally is a motorcycle rally held annually in Sturgis, South Dakota each first full week of August It was founded in 1938 by the Jackpine Gypsies Motorcycle Club

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The first year in Sturgis, there were 19 participants But in recent years; Attendance was estimated at, 614,951 in 2004, and 625,250 in 2005

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About 50.000 people coming to this city for trade.

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It is the big g est motorcycle rally in the world A lot of people comes from thousands of miles of distance For example: Some people comes from New york by Harley Davidson motor.

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The distance between Sturgis and New York 1744 miles and F lorida 2030 miles. Distance isn’t important for participator

The others of racing place: 

The others of racing place Sturgis Florida Shipley Milwauke ( wisconsin ) Las vegas

Mümine Çin Strategic matrix: 

Mümine Çin Strategic matrix

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STAGE 1 THE INPUT STAGE EXTERNAL FACTOR EVALUATION (EFE) COMPETITIVE PROFIL MARTIX (CPM) INTERNAL FACTOR EVALUATION (IFE) STAGE 2 THE MATCHING STAGE STRENGHT-WEAKNESESS-OPPORTUNITIES –THREATS –(SWOT MATRIX) STRATEGIC POSITION AND ACTION EVALUATIN (SPACE MARTIX) BOSTON CONSULTING (BCG) INTERNAL-EXTERNAL - (IE)MATRIX GRAND STRATEGY MATRIX STAGE 3 THE DECISION STAGE QUANTITATIVE STRATEGIC PLANNING MATRIX

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STAGE 1 THE INPUT STAGE EXTERNAL FACTOR EVALUATION (EFE) COMPETITIVE PROFIL MARTIX (CPM) INTERNAL FACTOR EVALUATION (IFE) STAGE 2 THE MATCHING STAGE STRENGHT-WEAKNESESS-OPPORTUNITIES –THREATS –(SWOT MATRIX) STRATEGIC POSITION AND ACTION EVALUATIN (SPACE MARTIX) BOSTON CONSULTING (BCG) INTERNAL-EXTERNAL - (IE)MATRIX GRAND STRATEGY MATRIX STAGE 3 THE DECISION STAGE QUANTITATIVE STRATEGIC PLANNING MATRIX

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EXTERNAL ANALYSIS FACTOR (EFE) MATRIX

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Harley davidson honda yamaha Critical succes factor weight rating Weighed score rating Weighted score rating Weighed score Product selection 0.15 2 0.30 4 0.60 4 0.60 Product quality 0.10 3 0.30 4 0.40 3 0.30 Price competıtıveness 0.10 1 0.10 3 0.30 4 0.30 Market share 0.15 3 0.45 3 0.45 3 0.45 Management 0.05 4 0.20 4 0.20 4 0.20 Financial position 0.05 4 0.20 3 0.15 3 0.15 Customer loyalty 0.20 4 0.80 2 0.40 2 0.40 Global expansion 0.20 2 0.40 4 0.80 4 0.80 Total 1.00 2.75 3.30 3.20 COMPETITIVE PROFILE MATRIX(CPM)

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STRENGHT WEIGHT RATING WEIGHT SCORE 1-Strong brand name 0.15 4 0.60 2-ıt has strong market department 0.15 3 0.45 3-Strong relations built on trust and respect with supliers and dealers 0.10 3 0.30 4-It is only major American motorcycle manufactures 0.10 3 0.30 5-The standart and performance segments of Harley Davidson make up 70 % of the European heavy weight motorcycle market 0.10 4 0.40 WEAKNESS WEIGHT RATING WEIGHT SCORE Harley davidson dosn’t emphasize price in it’s product 0.10 2 0.50 Loss of benefits 0.10 3 0.60 Lack of opportunity for advancement 0.10 3 0.30 Facing engoing capacity constraints 0.05 4 0.20 Difficult to attract and retain talented employee 0.05 4 0.40 TOTAL 1.00 4.05 INTERNAL ANAYLSIS FACTOR (IFE) MATRIX

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STAGE 1 THE INPUT STAGE EXTERNAL FACTOR EVALUATION (EFE) COMPETITIVE PROFIL MARTIX (CPM) INTERNAL FACTOR EVALUATION (IFE) STAGE 2 THE MATCHING STAGE STRENGHT-WEAKNESESS-OPPORTUNITIES –THREATS –(SWOT MATRIX) STRATEGIC POSITION AND ACTION EVALUATIN (SPACE MARTIX) BOSTON CONSULTING (BCG) INTERNAL-EXTERNAL - (IE)MATRIX GRAND STRATEGY MATRIX STAGE 3 THE DECISION STAGE QUANTITATIVE STRATEGIC PLANNING MATRIX

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Strong marketing Product Quality Brand Recognition Trademark Licensing Supplier relationship Designer Store Service Distribution Channel Wow Biking experience! Strengths

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Price factor Brain drain Reliant on few suppliers Market share Ongoing capacity constraints Lengthy lead time Weakness

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Harleys ongoing capacity restraints Loss in domestic market share in recent years Competitors of Harley Davidson Environmental protection laws Higher production Costs Recession Threats

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The international market is now larger than the U. S. Customers value quality parts. Women and younger riders are increasing becoming interested in bikes. Industry registrations of heavyweight motorcycles are increasing. Opportunities

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SWOT Analysis S-O Strategies Expand production into Europe and Asia Expand marketing to female riders S-T Strategies Increase strong brand name W-O Strategies ● Pursue foreign markets more agressively W-T Strategies Improve employee relationships

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STRENGTHS Customer retention Financial position Product selection U.S.market share U.S. dealer Network OPPORTUNITIES Increasing number of riders U.S. industry growth Aging population Asian industry growth THREATS Union relations Aging U.S.population Competitor diversification Declining European growth Availability substitus WEAKNESSES Dealer inventory system International market share Expensive product Product selection International dealer SWOT MATRIX

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SPACE Matrix Ratings Financial Strength(FS) Leverage +6 Liquidity +4 Return on invesment +3 Working capital +4 Industry Strength(IS) Growth potential +5 Profit potential +4 Capacity utilization +4 Ease of entry +5 Environmental Stability(ES) Competitive pressures -4 Risk -2 Price range of competing products -5 Demand fluctuations -2 Competitive Advantage(CA) Market share -2 Loyalty -1 Product life cycle -1 Product quality -1

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Conservative FS Aggressive CA IS -1 -2 -3 -4 -5 -6 ES Defensive Competitive -6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6 + 6 +5 +4 +3 +2 X +1 SPACE MATRIX

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STAR PROBLEM CHILDREN COW DOG 1.0 0.50 0.0 +30 Industry Growth Rate -30 Relative Market Share BCG Matrix Harley-Davidson RELATIVE MARKET SHARE 48% GROWTH RATE 13.029

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H.D US Market 49% H.D ASIAN Market 22% H.D EUROPEAN Market 7% 4 strong 3 avarege 2 Weak 1 INTERNAL-EXTERNAL (IE) MATRIX Harley-Davidson U.S. MARKET SHARE 49% Harley-Davidson EUROPEAN MARKET SHARE 07% Harley-Davidson ASIAN MARKET SHARE 22% 4 H high EFE Total Weighted Score 3 medium 2 Low 1

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GRAND STRATEGY MATRIX QUADRANT:2 QUADRANT :1 QUADRANT:3 QUADRANT:4 Weak Competitive Position Strong Competitive Position Rapid Market Growth Slow Market Growth

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STAGE 1 THE INPUT STAGE EXTERNAL FACTOR EVALUATION (EFE) COMPETITIVE PROFIL MARTIX (CPM) INTERNAL FACTOR EVALUATION (IFE) STAGE 2 THE MATCHING STAGE STRENGHT-WEAKNESESS-OPPORTUNITIES –THREATS –(SWOT MATRIX) STRATEGIC POSITION AND ACTION EVALUATIN (SPACE MARTIX) BOSTON CONSULTING (BCG) INTERNAL-EXTERNAL - (IE)MATRIX GRAND STRATEGY MATRIX STAGE 3 THE DECISION STAGE QUANTITATIVE STRATEGIC PLANNING MATRIX

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E.P. EUROPE E.P. ASIA STRENGHTS WEIGHT AS TAS AS TAS Net income of 2010 was $146.545,it is very big rate to compare with the previous year 2009 0.075 3 0.0225 3 0.0225 The standard and performance segments of Harley Davidson make up70% of the EUROPEAN heavy weigted motorcycle market 0.045 3 0.135 2 0.09 Harley Davidson operates in two segments: Harley Davidson motorcyles & related products and HDFS(Harley Davidson Financial Service) 0.0125 4 0.05 3 0.0375 Harley Davidson is the only majör American heavyweight motorcyle manuf 0.05 4 0.2 4 0.2 Strong brand name 0.075 4 0.3 2 0.15 WEAKNESS 0 High price 0.075 2 0.15 2 0.15 Harley Daviidson has problems in gaining more market share in some European countries(That’s one of the main markets for heavyweight motorcyles outside U.S). 0.03 3 0.9 3 0.9 They didn’t yet start its sales in India one of the biggest market s 0.05 3 0.15 3 0.15 Required production is not met ,analysing the future of heavyweight motorcyle market 0.025 4 0.1 4 0.1 QUANTITATIVE STRATEGIC MATRIX (QSPM) OPPORTUNİTES 0 The European demand for Harley Davidson is the highest international market and represents the single largest motorcyle market in the World 0.075 4 0.3 2 0.15 The international heavy weight market is growing and is now larger than the U.S. heavyweight market 0.075 4 0.3 3 0.225 Women and younger riders are increasing becoming intrested in bikes 0.05 3 0.15 4 0.2 Market share increasing in Europe and Asia for the last two years 0.025 3 0.075 4 0.1 Increasing demand U.S market for bikes 0.1 2 0.2 3 0.3 Customer value quality parts 0.125 1 0.0125 2 0.025 THREAT Harleys ongoing capacity restraints caused a shortage supply and a loss in domestic market share in recent years 0.75 4 0.3 3 0.225 The European Union’S motorcyles noise standars are more stringent than those of Environmental Protection Agencies in the U.S increased enviromental stand 0.0125 3 0.0375 2 0.025

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Conclusion Harley- Davidson have to change American culture and helped the future of motorized vehicles. Must implement latest technology & facilities. Loyal customers are not sufficient for company to survive. “it’ ’ s a journey but not a destination”

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Possible Strategies Expand into Foreign Markets Asia Europe Product Development Expand Motorcycle line for younger market Buell expansion Concentric Diversification Other recreational vehicles Expand HOG and BRAG owner member groups

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Possible Strategies Made new alliances with some local bike companies to produce low cost India Increasıng dıversity programing Tour museum Increasing advertising

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Thanks for paying attention