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Harley-Davidson History.pdf
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Describe the organization you have chosen. Please include the name and a short description of the organization. Harley-Davidson, Inc. (H-D) has been manufacturing motorcycles for 113 years. The company was founded in 1903 in Milwaukee, Wisconsin by William S. Harley and Arthur Davidson. They are well known for manufacturing heavyweight motorcycles and have approximately 50% of the U.S. market share. Their motorcycles are recognizable from their paint jobs, craftsmanship, and signature choppy sounding engine. This company has survived many bad times of our economic, such as the Great Depression and the recent recession in 2009. The company also survived a period of poor quality control and competition from Japanese manufacturers …show more content…
One of the strategic that they used was to empower their employees. “Empowering workers with the sense that everything they did made a real difference to the success or failure of the company” (McCaslin, 2008). When employees feel that they have power to make decision within the organization it gives them a feeling of ownership, they tend to relate more towards the organization that they working for. According to their CEO, it has certainly proved to be a successful strategy so far. Describe the current state of the organization’s workforce dynamic. Is its working force growing? When it comes to workface dynamic has the one of the best in the country. They love to empower their employees and Job rotations. By using the job rotation strategy they get more from their workforce because they could be uses in many positions, which give managers more flexibility. According to their mow CEO, Matthew S. Levatich, they demonstrate behaviors throughout the organization that exemplify integrity, accountability, diversity, teamwork and creativity. In 2014 they had 5800 employees, now according to Forbes magazine, they have 6300 employees. What are some of the workforce trends that this organization needs to address? What similar organization can be used as bench …show more content…
Because according to the Forbes magazine they are ranked #21 as best employer in the world. One of the main reason why they are ranked on that list because they way that they invest in their employees, Harley Davison loves to develop their employees. But if you have to bench mark off others companies you must use the top companies on the list, such as Google, Casco wholesale and Marathon Petroleum. According to the Fortune magazine, Google has been on the list for 10 years with this being its seventh time at No. 1, one of the main reason is because they offer “from three prepared organic meals a day to unlimited snacks, artisan coffee and tea to free personal-fitness classes, health clinics, on-site oil changes, haircuts, spa truck, bike-repair truck, nap pods, free on-site laundry rooms, and subsidized wash and fold” ( Nayan, 2016). I believe if Harley Davison wants to improve productivity or motivate their employees more, they should take a look at what google is
Needless to say, that experience has changed over time. It began from a simplistic design in 1904 as a motorized bike. However, as time progressed it brought about the introduction of the biker gang era. These were the bad asses image riding their heavy bikes down the highway, rebels who refused to give in to society’s pressures. It was the time of the Hell’s Angels, with their patches, long hair, and untidy beards that became the symbol of freedom on the road. They created the mantra of the bad ass dude on a bad ass American bike and no one was gonna tell him what to
The Ducati will get success on its entrance in the cruiser market, which is the Harley Davidson niche market and also a profitable segment in the motorcycle industry, because of Ducati’s brilliant history and great experiences in the bike industry. The Ducati can attack the Harley’s cruiser niche by using its brand loyalty, goodwill, and differentiation strategy; because, before 2000, the Harley-Davidson was the sole producer of cruiser bikes and their other competitors was involved in different segments such as Off-road, Touring, and sports segments. So, the Harley
As such, they found it important to centralize the staffing initiative in order to maintain the unique corporate culture created in the beginning. Every one of these strategies would be focused on centralizing staffing, bringing in the best possible employees, and retaining each on a high level. Human Resource and Staffing Strategy When developing a strong and scalable human resource and staffing strategy, taking many factors into account is of the utmost importance. As reported by Olian and Rynes (1984) “the possibility that organizational characteristics like structure, size, and strategy may influence staffing” (p. 170).
Harley-Davidson, the corporation, has many things to brag about. On top of their financial success over the years, they have built a solid reputation as a fair, honest, and caring company. In January 2002, Forbes magazine named Harley-Davidson its “Company of the Year for 2001and in February, Fortune magazine selected them as one of the nation’s “Most Admired Companies.” Every employee at the company can be proud of these achievements because the corporate culture stresses the importance of all employees. While maintaining a level of success in these areas, they have managed to increase their revenues for the last sixteen years straight. Even in the economic downturn of the last year, Harley-Davidson posted record revenue and earnings.
...strategy when the initial downsizing failed to take them out of the red or gain back lost market share.
...er when it comes to quality. Besides, the company is very competitive in the market, and this kind of competitiveness has been passed to its employees. The employees compete among themselves, which brings the best out of them.
This case study is about “Specialized Bicycle Components Inc.” known as Ride the Red “S”. Specialized was founded in 1974 by Mike Sinyard. According to Chris Murphy, director of marketing for Red “S”, specialized is for serious riders. He says, “The customer is buying the ride from us, not just the bike.” The company began to produce its own bike parts by 1976, and introduced the first major production mountain bike in the world in 1980.
"Harley-Davidson: At Last" as presented in Hartley's Marketing Mistakes and Successes presents the circumstances around HD's near collapse and since rinse to near mythic success. This case is a great example of marketing myopia; HD saw themselves as full-size motorcycles' manufacturers, not in the transportation, or even the entertainment industry. They believed no one bought motorcycles for transportation, but rather for leisure time use. Like the automotive industry of the time, Harley-Davidson thought its customers would buy its products versus those of any of its major competitors, chiefly because they were all foreign. Interesting enough this was true, HD annual unit sales never changed; they just did not grow with either the market or even the population.
A Harley-Davidson motorcycle is more than just a mode of transportation or ordinary product. It's
During the 1970's, HD was facing a decline in market share due to increased competition with Japanese companies. By phasing out weak models, becoming more selective, and limiting sales and promotions, HD was able to carve out a niche in the marketplace which it enjoys today. Now again faced with a period of decline, HD is relying on its newly adopted marketing objectives. First, HD needs to expand its potential customer base to include enthusiasts and non-enthusiasts young males, and females into buying HD motorcycles over any other competitor. This thought is accomplished through the introduction of the VRSC’S, and the lower and narrow Sportsters, Dyna’s, Softail’s and positioning them in the market to a younger demographic. Secondly, HD needs to position the VRSC’S, Sporster, Dyna and Softail to also appeal to first time buyers of motorcycles. HD's strong brand identity can help pull in new clients.
The motorcycle industry offers products which can be viewed as luxuries or wants as opposed to necessities. When concerning Harley-Davidson, most motorcycle owners have purchased their bikes as a second vehicle, using them more during weekends and off-time instead of during the work week. This implies that the motorcycles serve for recreational purposes and thus are an item which can be expendable at times. This has hurt the industry recently with the slight recession the United States economy is facing. Another interesting thing to note about the motorcycle industry is the different appeal bikes carry in different global regions. In the United States for instance, Harley-Davidson has had much success because of the market trends and tastes people enjoy. Harley-Davidson has benefited from a U.S. market which enjoys casual and recreational riding. This isn’t necessarily the case overseas, as in Europe the trendy pick is a sleeker street bike, with a focus on speed and handling as opposed to power and comfort.
Harley-Davidson was founded in 1903 by William Harley and Arthur Davidson and continued to grow throughout the First and Second World Wars, before being absorbed by American Machine and Foundry (AMF) in 1969 (James & Graham, 2004; Johan Van & Brian, 2000). Facing stiff completion from Japanese motorcycle manufacturers, AMF sold Harley to a group of executives led by Jeff Bluestein and Vaughn Beal (James & Graham, 2004; Teerlink & Ozley, 2000). A tariff on imported heavyweight motorcycles and a public offering put Harley-Davidson on sound financial footing. Richard Teerlink joined the company in 1987 as President and brought about substantial structural change working with consultant Lee Ozley (Teerlink & Ozley, 2000). Today, Harley-Davidson is a cultural phenomenon consisting of Harley-Davidson Credit and Insurance, ...
They want to be a company that is seen as a safe and honest running business. They pride themselves on integrity and honest values. They require their employees to know, follow, and respect their policies. They also care about the well-being of the people who work for them. A company would not be around for 131 years without a more positive than negative public view.
Harley-Davidson institutes a pull strategy in the promotion of the FXDS-CONV Dyna Convertible. Due to the limited number of dealerships (for example, there are only five in Nashville and the surrounding communities) customers must actively seek out a location to purchase this bike. Also, because so many customers decide to customize their Dyna Convertibles, they must place a special order with the dealer, who in turn must contact intermediaries along the distribution channel in order to satisfy the customer. Further, the fact that demand for Harley motorcycles far exceeds the supply indicates that a pull strategy is in place.
Systematic Problem Solving, the company just spent “$2.5 billion in 2014 to solve its problems.” (Cooper, 2014) The data has shown an overall slowing growth per year in recent years. So, they started to do some corporate acquisitions such as buying a “16.7 stake in Monster Energy” in 2014, helping them “expand its distribution agreement with the company.” (Cooper, 2014)