...H-D of Korea, Yongin Harley-Davidson® INDIA DEALER PROSPECT HANDBOOK 1 CONTENTS • INTRODUCTION • THE DREAM • THE MISSION • THE PEOPLE • OUR VALUES • THE BUSINESS • THE ORGANIZATION • THE FIGURES • THE PRODUCTS • HARLEY-DAVIDSON® MOTORCYCLES • GENUINE MOTOR PARTS & MOTOR ACCESSORIES • MOTORCLOTHES® RANGE • HARLEY-DAVIDSON FINANCIAL SERVICES • DO YOU THINK YOU’VE GOT WHAT IT TAKES? • WHAT YOU CAN EXPECT FROM US • WHAT WE EXPECT FROM YOU • THE APPOINTMENT PROCESS • FREQUENTLY ASKED QUESTIONS Disclaimer This document is a working handbook for prospective dealer candidates. Its purpose is to ensure that the Harley-Davidson is suitably represented within the Asia-Pacific region. The information provided is intended solely for the purpose of selecting the right partners for our company. Any investment and expenditure made by the applicant in anticipation of Harley-Davidson entering into a Motorcycle Dealer Contract are at the applicant’s sole risk and do not in any way obligate Harley-Davidson. Products and services described within this book may vary by market. HARLEY-DAVIDSON INDIA – DEALER PROSPECT HANDBOOK 2 INTRODUCTION Dear Prospect, Thank you for your interest in joining our world famous dealer network and for delivering our unique brand experience. And that’s what Harley-Davidson is all about – living an experience. But it also has a great business story behind it. Did you know that… • Harley-Davidson ships more than 300,000 motorcycles a year to...
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...divisions:Motorcycles and Related Products and Financial Services,the company has been survived for over 100 years, it focused on it’s product and strategy. It has below external environment threats. Harley-Davidson product are considered as leisure items,it means that in many consumers’ eyes, purchasing motorcycles,performance parts,and hight-dollar apparel is a luxury rather than a necessity. Because of this,Harley Davidson’s product must compete for funds and consumers budgets.When economic conditions are changing,the motorcycle market tends to experience different in terms of generating adequate sales. While Harley-Davidson’s revenue streams originate from several sources, very few of them appeal to a cost-sensitive consumer base. HarleyDavidson managed the firm’s target market is changing,the demand for the products is changing. Individually and collectively these issues pose a real challenge to the company’s long term success. Haley-Davidson was changed to it’s target market as first step to appropriately serving the market needs. Historically, the firm’s target market has been males between the age of 29 and 55, in the last ten years, Harley-Davidson has pursued younger riders and women as a means of expanding its target customers segments. Through 1920s, Haley Davidson continued to focus on design improvement and racing. It took of decade fighting for market share with multiple medium and small competitors. During HARLEY-DAVIDSON CASE STUDY !1 that time, firm...
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...1 HARLEY-DAVIDSON. THE LIFESTYLE HARLEY DAVIDSON: The Lifestyle 2 Synopsis In this case study we will analyze Harley-Davidson unique way of marketing. How they chose to invest the majority of their marketing budget back in their customers, to give the ultimate Harley experience and way of life. And how all of the above translate to exceptional brand loyalty and growing sales in traditional and new demographics. 3 The Lifestyle Harley-Davidson has positioned itself as a way of life, with an extremely loyal and growing customer base. Harley Davidson’s H.O.G (Harley Owners Group) has about one million members1, and it is being referred internally as the ‘Original Social Network’ 2 H.O.G. members enjoy benefits such as a magazine subscription (Hog Tales and Enthusiast), the H.O.G. Touring Handbook, a dedicated roadside assistance service, an insurance program that was designed specifically to their needs, a theft reward service, a travel center, and a “Fly & Ride” program allowing H.O.G members to rent Harley-Davidson bikes wherever they fly3. In addition, Harley-Davidson encourages their customers to customize their bikes and make it ‘their own’. They are community members who take pride in their creation and/or special connection to the community by personalizing their motorcycle and giving it their own personality. As a result (or as a cause), Harley’s customers, and H.O.G members are extremely engaged and are being brand advocates throughout the country and...
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...The Sparkles Series Harley Davidson Organisation-led Integrated Marketing Angus Jenkinson Professor of Integrated Marketing Luton Business School angus.jenkinson@luton.ac.uk Branko Sain Research Fellow Luton Business School branko.sain@luton.ac.uk The Centre for Integrated Marketing has been funded by industry to research best practice and develop intellectual and other tools on behalf of leading marketers and their agencies. Anyone literate in Marketing is likely to respect the marketing achievement of Harley-Davidson in its marketing transformation from a no-hoper to one of the great brands of the Western world: an achievement that began not with agencies but with employees. $100 invested in Harley stock in 1986 was worth slightly more than $7,000 by the end of 1998 and the company continues to succeed. This was achieved by a revolution across the organisation centred everyone on re-invigorating the brand and its promise of value. Creating value is the name of the game The Harley Davidson transformation began with a company that was suffering. In the 10 years to 1983, Harley’s market share of the 850 CC plus motorcycle category had dropped from 80% to 23%. The company was haemorrhaging cash and profits. Staff were demoralised. The culture and environment was toxic. The first phase of the transformation involved rationalisation and tough command and control management. This was phase 1 management. It was not enough however to create success: for this positivity...
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...I' Aftermath of the Honda Invasion: 1965-1981 * 109 C11A1'TEJ .EJ'G-HT - Reaction of Harley-Davidson to the Honda Threat Faced with an invasion of its staid and static U.S. market, `how did Harley react to the intruder? It did not react-at least not uatil far too late. Harley-Davidson considered itself the market leader in full-size motorcycles. While the company might shudder at the image tied in with its product's usage by the leather-jacket types, it took solace in knowing that almost every U.S. police department used its machines. Perhaps this is what led Harley to stand aside and complacently watch Honda make deep inroads into the American motorcycle market. The management saw no threat in Honda's thrust into the market with lightweight machines. The Harley attitude was exemplified in this statement by William H. Davidson, president of the company and son of the founder: Basically, we don't believe in the lightweight market. We believe that motorcycles are sport vehicles, not transportation vehicles. Even if a man says he bought a motorcycle for transportation, it's generally for leisure-time use. The liglthveight motorcycle is only supplemental Back around World War I, a number of companies caine out with light weight bikes. We came out with one ourselves. They never got anywhere. We've seen what happens to these small sizes.L Eventually Harley recognized that the Honda phenomenon was not an aberra lion, and that there was a new factor in the markel The company...
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...Chapter 9 Staffing and Human Resource Management Human Resource Management and Business Strategy Modern HR professional helps firm attain business strategy. HRM strives to maximize human capital so workers achieve organizational goals. HR helps build high-performance work practices. HR practices should lead to sustainable competitive advantage. 2 Components of Staffing Contribute to Retention 1. 2. 3. 4. 5. 6. 7. Awareness of legal aspects Strategic human resource planning Recruitment Selection Orientation, training, and development Performance evaluation Compensation 3 Legal Aspects of Staffing 1. 2. 3. 4. 5. Federal, state, and local laws cover all aspects of staffing. Key federal laws: Title VII of Civil Rights Act of 1964 Equal Pay Act of 1963 Age Discrimination in Employment Act of 1967 American with Disabilities Act of 1990 Civil Rights Act of 1991 4 Strategic Human Resource Planning Strategic human resource planning includes planning related to: Future needs Future turnover Recruitment, selection, and layoffs Training and development 5 Recruitment The process of attracting job candidates with the right characteristics and skills to fill job openings. Job Specification A statement of the personal characteristics needed to perform the job. Job Analysis Obtaining information about a job by describing its tasks and responsibilities and gathering ...
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...Harley Davidson Basic Background Description Of Company & Products 1.) Motorcycles, Apparel, Accessories, Collectables, and Spare Parts. 2.) Biking Lessons, Events, and Museums. 3.) Financing and Insurance 4.) History a. 1903: First motor-bicycle built by Harley & Arthur Davidson. b. 1904: First dealership in Chicago, IL. c. 1906: New Factory Opened in Milwaukee, WI (28’x28’). d. 1907: Harley-Davidson Motor Company Incorporated. i. Stock split between four owners: Harley, Arthur, William & Walter Davidson ii. Company also doubled its factory space. e. 1912: Built a six story building on Juneau Avenue in downtown Milwaukee. f. 1920: Harley-Davidson largest motorcycle manufacturer. iii. Supported by 2,000 dealers in 67 countries. g. 1953: Hendee Manufacturing, one of Harley’s competitors goes out of business. iv. The next 46 years, they remain the only manufacturer of heavyweight motorcycles in the US. h. 1962: Purchases 60% equity share in Tomahawk Boat Manufacturing Company. v. Used the company to manufacture its own fiberglass parts. i. 1973: Opens 400,000 square foot plant in York, Pennsylvania. j. 1990’s: Distribution center opens in Franklin, WI. Age Of Company & Number Of Employees 1.) Founded in 1903; first bike was finished this year. 2.) Number of employees? Location 1.) Located and operated out...
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...16 The Paradox of Brand Community “Management” Brand communities, while “hot” and fundamental in the relationship interactive marketing age, are often seriously misunderstood. Located at the pinnacle of the loyalty continuum, true communities possess social structure and exhibit socialization processes. These sociological facts must be thoroughly understood by any manager who claims community goals for his or her brand. HarleyDavidson – frequently admired for its ability to generate an almost religious loyalty to its brand – has developed a deep appreciation of the power of brand communities that personally link consumers together and is eager to manage them successfully. The present article, evolved from the Harvard Business School study case on the Harley-Davidson “Posse Ride“, deals with the management challenges and tensions that may arise when building brand communities. Prof. Susan M. Fournier Visiting Associate Professor of Business Administration, Tuck School of Business at Dartmouth College, US-Hanover lic. sc. com Kathrin Sele Doctoral Candidate at the Institute of Marketing and Retailing at the University of St.Gallen, CH-St.Gallen Prof. Dr. Marcus Schögel Assistant Professor at the University of St.Gallen and Head of the Competence Center Distribution and Co-operation at the Institute of Marketing and Retailing, CH-St.Gallen 1. The Notion of Brand Community Harley Owners Group (HOG) and the Posse Ride In 1983 Vaughan Beals, member of the management...
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...Our report handles the problem of how Harley Davidson which produces traditional bikes can maintain its position in this changing environment. Company Information: Harley Davidson’s EPS has been growing at a very strong rate for the last decade. Since 1996 the company’s EPS has grown at an extremely fast 22 % annual rate. Industry Structure: Decisional Problem: Decision Alternatives: Alternative One - Continue as before / Status Quo Alternative Two – Reposition Buell Alternative Three – Renewing the Harley Davidson Brand Alternative four – Selling Buell Statements: Vision Mission Question 4 Internal and External analysis of Harley Davidson Harley Davidson appears to be doing financially sound. This company has been around over a century now and it continues to have a strong presence in the world market for heavy weight cruisers. We will perform a strategic analysis to identify HD`s strengths, weaknesses and opportunities and threats. External analysis Porter’s five forces Internal Rivalry: The market for heavyweight motorcycles is fairly concentrated. There are only four major firms producing these motorcycles. In addition to HD the other three are Yamaha, Honda and Suzuki. HD has been a dominant player in the market with a market share of over 50% in the past. Today this market share has fallen to about 50% due to other manufacturing companies expanding their motorcycle production and through heavy marketing especially...
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...APPLICATIONS – NORDSTROM Diagnosis Company Background Industry: Retailer (Upscale US department store chain). Founder: John W. Nordstrom and Carl F. Wallin. Headquarters: Seattle, Washington, US. Product: Footwear, clothing, accessories, handbags, jewelry, cosmetics, and fragrances. Number of location: 112 full-time stores, 69 Nordstrom Rack clearance stores, 2 Jeffrey Boutiques and 1 clearance stores Connecting with customer 1) Maintain "no question asked" return policy. 2) Sales representatives send thank-you cards to customers who shop there and have hand-delivered special orders to customer's homes. 3) Installed a tool called Personal Book at its registers that allow salespeople to enter and recall customer's specific purchases in order to better personalize their shopping experiences 4) Provides customers with multichannel for shopping, allowing them to buy something online and pick it up at a store within an hour. 5) Fashion Rewards Program, rewards customers on four different levels based on their annual spending. a. Customers who spend $10,000 annually receive complementary alterations, free shipping, a 24-hour fashion emergency hotline, and access to a personal concierge service b. Customers at the highest rewards level ($20,000 spent annually) also receive private shopping trips complete with restocked dressing rooms in the customer's specific size, champagne, and live piano music; tickets to Nordstrom's runway fashion shows; and access to exclusive travel and fashion...
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...Subcultures of Consumption: An Ethnography of the New Bikers JOHN W. SCHOUTEN JAMES H. MCALEXANDER* This article introduces the subculture of consumption as an analytic category through which to better understand consumers and the manner in which they organize their iives and identities. Recognizing that consumption activities, product categories, or even brands may serve as the basis for interaction and social cohesion, the concept of the subcuiture of consumption soives many problems inherent in the use of ascribed social categories as devices for understanding consumer behavior. This article is based on three years of ethnographic fieldwork with Hartey-Davidson motorcycle owners. A key feature of the fieldwork was a process of progressive contextualization of the researchers from outsiders to insiders situated within the subculture. Analysis of the social structure, dominant values, and revealing symbolic behaviors of this distinct, consumption-oriented sutKulture have led to the advancement of a theoretical framework that situates subcultures of consumption in the context of modern consumer culture and discusses, among other implications, a symbiosis tietween such subcultures and marketing institutions. Transferability of the principal findings of this research to other subcultures of consumption is established through comparisons with ethnographies of other self-selecting, consumptiorv oriented subcultures. T he most powerful organizing forces in modern life are the...
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...Background: Harley-Davidson bikes are to the extent that as item. The organization enjoys intensely steadfast clients, and about as faithful representatives. The organization commended its centennial year in 2001, which in itself was downright an inexplicable occurrence given all of the opportunities that the organization needed to go bankrupt. The organization fell on difficult times in the early 1980 s and even played with liquidation. Administration did a turnaround in the mid-1980 s, nevertheless, bringing about a fiscally sound open organization today. One of the territories of turnaround was in depending on workers to help stay with the above water - not in financial matters specifically, but instead in guaranteeing that Harley come back to its standard and notoriety for quality. Quality had endured so in the 1960 s and 1970 s that the regular expression about Harley-Davidson cruisers was that a five-mile trek comprised of riding for one and pushing for four. Harley-Davidson has now come back to its previous days of value, including production efficiency along the way. It controls 54 percent of the local market in overwhelming bikes, and dedicated managers the nation over manage dynamic owners clubs and hold weekend rallies in the mid- to late 1990 s, Harley-Davidson's administration turned its consideration to internal effectiveness. In spite of the fact that it had made extraordinary additions here, individual locales still operated more than just freely from the organization...
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...Michelle L. Stotts, Charles B. Shrader and Samuel M. DeMarie Victory: The New American Motorcycle Celebrates Its First Decade on the Road Now that we are in our 10th year and have a fairly complete line of premium cruiser and touring motorcycles, it is clear what we stand for, and who we appeal to most. Victory stands for class-leading quality, innovation and style. Victory is American and new- always looking forward. We are all about the future of American motorcycles. - Mark Blackwell, Victory Vice President1 Mark Blackwell, vice president in charge of Victory Motorcycle at Polaris Industries, glanced up at company headquarters in Medina, Minnesota as he pulled his gleaming cruiser into the parking lot. An accomplished rider himself, winning the national 500cc motocross championship and being inducted into the American Motorcycle Association’s Hall of Fame, he knew his company’s bikes had come pretty far since they were first introduced to the riding public in 1998. With the development of the new Vision, a luxury touring bike, and the steady release of aggressively-styled cruisers, the company had continually innovated throughout its first decade in business. Yet Blackwell pondered the recurring questions facing Victory Motorcycles and Polaris. He wondered if the initial decision to diversify into heavyweight motorcycles was the right road to take. He realized Polaris took a big risk by moving into motorcycles and going up against the recognized powerhouses in the industry...
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...Porter's 5 Forces Threat of New Entrants: Low Like any automobiles, Harley-Davidson's industry requires large manufacturing facilities and equipments to enter. New Entrants would have to have a large amount of capital is start in this industry. Already established firms such as Harley-Davidson, Honda, Suzuki, Kawasaki, Yamaha, and Ducati have the advantage of brand recognition from all over the world. These companies also established customer loyalty, especially Harley-Davidson. This means that any new entrants trying to enter the industry have to spend tons of money in advertising and promotion to receive the same amount of brand recognition and customer loyalty that these powerhouse companies in this industry already have gained. With the lack of brand recognition and customer loyalty, retailers would be afraid to carry such product because of the risk it carries if it doesn't give you profit. Threat of Substitutes: Low Motorcycles are seen as leisure products and don't take much out of one's income. Some substitute items for a motorcycle is a motor scooter and dirt bikes. Customers will switch to the substitutes if price increases and purchasing a cheaper substitute will be the bette... Threat of New Entry: Low Requiring high capital investment to enter the business because of the scale economies in production, research, marketing and service of this industry is high. Brand Identification of Harley...
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...9-600-006 REV: JANUARY 22, 2003 ROBERT D. AUSTIN DEBORAH SOLE MARK J. COTTELEER Harley Davidson Motor Company: Enterprise Software Selection We were in McDonald’s having our initial SiL’K planning meeting when a gunfight erupted in the parking lot. Bullets started flying through the restaurant. Someone said, ‘Everyone down, lock the doors’. We all hid under the table. I’m lying on the floor looking at Dave and Pat—I’m thinking, Holy Smokes, this is unreal. It was just incredible—a real bonding experience! —Garry Berryman, Vice President, Materials Management David Cotteleer, Information Systems (IS) Manager of the Supplier Information Link (SiL’K) project, smiled as he recalled the terror and subsequent camaraderie that had grown out of that unusual beginning. It had set the tone for the partnership that developed between Berryman, Pat Davidson, Manager of Purchasing, Planning and Control, and himself, as they worked collaboratively to develop the specifications for an integrated procurement system to support the new Supply Management Strategy (SMS). Now he and the SiL’K project team were gathered in their “war room” on the top floor of the Harley-Davidson Corporate Headquarters to face another critical moment in the project’s history. After three hectic months of meeting potential software suppliers, reviewing documentation, and evaluating software packages, the SiL’K team had to make a decision. Who should they choose as their supplier and partner in implementing an...
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