The Riders, Dhanraj Koli P-16 Rohit Mundhara P-21 Neha Pandey P-24 Pratik Purav P-29 Saurabh Shinde P-35 Renu Karia P-43 Dr. V. N. Bedekar Institute of Management Studies, Thane
Sep 13, 2014
The Riders,Dhanraj Koli P-16
Rohit Mundhara P-21 Neha Pandey P-24 Pratik Purav P-29Saurabh Shinde P-35 Renu Karia P-43
Dr. V. N. Bedekar Institute of Management Studies, Thane
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
HARLEY DAVIDSON, THE MOTORCYLE BRAND. IS AN EXAMPLE OF HOW PASSION CONSUMERS HAS BEEN INSTRUMDENTAL IN REFLECTING THE LOYALTY TO THE BRAND.
• Harley Davidson:
- class
- attitude
- aggression
- power
• “I would rather push a Harley
than ride a Honda”
A Biker’s Sign…
Company Profile
• Ranked 397 in fortune 500 list• Started in 1903• Earned loyal customers since 106
years• H.O.G.®- the Harley Owners
Group®: over one million members around the globe
• Known for its product quality
• Market Leader in Heavyweight
Motorcycle Segment
• Presence in U.S., Europe, Australia, and
Asia
• 3 Divisions: Harley-Davidson
Heavyweight Motorcycle, Holiday
Rambler, Buell Performance Motorcycle
History
Today
Mission
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.
HD, Inc. 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.
Vision
Values
These are our values. They are the
heart of how we run our business. They
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.
Corporate Social Responsibility
Influence of religion and
tradition.
Spread of education and
its quality.
Role of social and cultural
institutions.
General standard of living.
Microeconomic Policies-Pricing policy -HR policy
Human Resource Committee Duties and Responsibilities is to review the;Total compensationCareer development and management succession plansMake recommendations regarding the selection and retention of offi cers
Incidents that may involve a potential conflict of interestDisclosure of any waivers of any conflict of interestRegular reports to the Board. Reassess annually the Human Resources Committee performanceEstablish subcommittees and delegate authority to such subcommittees
Human Resource
Pricing Policy
International Expansion
?Focus on EuropeAnd Australia
Asian Market Not Promising
Potential Customers
Key Considerations•Culture• Income
Asian Marketi.e. Thailand Taiwan
Harley
in India
Partnering – Ford, Porsche
Harley-Davidson Financial Services
In 2003, the Buell Motorcycle Company became a wholly-owned subsidiary of Harley-Davidson, the same year that Harley-Davidson celebrated its 100th
birthday. In August 2008, Harley-Davidson purchased the Italian
motorcycle manufacturer MV Agusta.
Buell
Macroeconomic policies
Tax structure
Govt policies on Automobile Industry
• Tax on Bikes in US varies from
state to state
- Hawaii, Montana – No tax
- Colorado – 2.9%
- California – 4.5%
- Texas – 8.25%
- Alabama – 10%
• Motorcycles will now be included as “Qualified Vehicles” in section 1008 of the legislation of this tax relief bill. Anyone purchasing a new motorcycle can deduct the Sales and Excise Tax Paid on their 2009 tax return.
Tax
VehicleBasic Duty
Addl. Duty
Spl. Addl. Duty
Total Duty
Cars 60% 32 % 4 % More than 110 %
Motor cycles/Scooters
/ Moped
60 % 16 % 4 % More than 85 %
Customs duty for new vehicles
VehicleBasic Duty
Addl. Duty
Spl. Addl. Duty
Total Duty
Cars 105% 32 % 4 % More than 145 %
Motor cycles/scooters/
Moped105 % 16 % 4 % More than 125 %
Customs duty for old vehicles
Monetary Policy
• Composition of 3 Taxes Luxury Tax Gas Guzzler Tax Corporate Average Fuel Economy• 10% Import Tax
-Customs duty - Excise Duty -Homologation
Import Tax
Corporate environmental policy
This policy reflects Harley-Davidson’s commitment to sustainable business practices which include: compliance with environmental regulations, advancement of environmental awareness, minimization of environmental risks, reduction of emissions and waste and conservation of energy and water consumption.ScopeResponsibility
Challenges of Policies
Harley Davidson Results
• Revenue for the full year
2008 was $5.59 billion
2007 was $5.73 billion
Net Income for
the full year
2008 was
$654.7 million
2007 was
$933.8 million
Tax paid by Harley Davidson during FY2008 was 35%
Strong
marketing
Product Quality
Brand
Recognition
Trademark
Licensing
Supplier
relationship
Designer Store
Service
Distribution
Channel
Wow Biking
experience!
Strengths
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.
Opportunitie
s
Price factor Brain drain Reliant on few
suppliers Market share Ongoing capacity
constraints Lengthy lead
time
Weakness
Harleys ongoing
capacity restraints
Loss in domestic
market share in
recent years
Competitors of Harley
Davidson
Environmental
protection laws
Higher production
Costs
Recession
Threats
SWOT AnalysisS-O Strategies• Expand production into
Europe and Asia
S-T Strategies • Increase strong brand name
W-T Strategies • Improve employee
relationships
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
Webliograbhy
References• www.Harleydavidson.com• www.usautomakers.gov• www.wikipedia.com• www.Usgovtstate.gov
Thank You