1. Dr. V. N. Bedekar Institute of Management Studies, Thane
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

2. You might be a
biker if…
You pull your bike intoYou can’t remember your a
the motel room and use
You take You wave atanames orof your bike
your kids for picture on your bike
You carry bikers even when you
a ride birthdays,
kids’ motorcycle parts in
You have put
but you can remember tha
Harley-Davidson made the
Knucklehead, Panhead, Sh
Evolution, and Twin Cam 8

3. HARLEY DAVIDSON, THE MOTORCYLE
BRAND. IS AN EXAMPLE OF HOW
PASSION CONSUMERS HAS BEEN
INSTRUMDENTAL IN REFLECTING THE
LOYALTY TO THE BRAND.

4. A Biker’s Sign…
• Harley Davidson:
- class
- attitude
- aggression
- power
• “I would rather push a Harley than

5. 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

6. • Known for its product quality
• Market Leader in Heavyweight Motorcycle
Segment
• Presence in U.S., Europe, Australia, and
Asia

7. Histor
y

8. Today

9. Mission
We fulfill dreams through the experience of
motorcycling,
by providing to motorcyclists and to the general
public an expanding line of

10. Vision
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

11. 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.

12. Corporate Social
Responsibility
Influence of religion and
tradition.
Spread of education and its
quality.
Role of social and cultural
institutions.

13. Microeconomic Policies
-Pricing policy -HR policy

14. Human Resource
Committee Duties
and
Responsibilities is to
review the;
Total compensation
Career development
and management
succession plans
Make
recommendations
regarding the

15. Human Resource
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

16. Pricing Policy

17. International Expansi
Asian Marke
i.e. Thailand
Asian Market
Taiwan
Not Promising
? Potential Customers
Key Considerati
Focus on Europe
And Australia
•Culture
•Income

18. Harley
in
India

19. Partnering –

20. Buel
l
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

21. Macroeconomic
policies

22. ax structure
Govt policies on

23. Tax
• 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

24. Customs duty for
new vehicles
Customs duty for old vehicles

25. Monetary Policy
• Composition of 3 Taxes
Luxury Tax
Gas Guzzler Tax
Corporate Average Fuel Economy
• 10% Import Tax

26. Import Tax

27. 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.
Scope

28. Challenges of Pol

29. 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
Tax paid by Harley Davidson during FY2008

30. Brand
Recognition
Trademark
Licensing
Supplier
relationship
Designer Store
Service
Distribution
Channel

31. 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

32. Weakness
Price factor
Brain drain
Reliant on few
suppliers
Market share
Ongoing capacity
constraints

33. Threats
Harleys ongoing capacity
restraints
Loss in domestic market
share in recent years
Competitors of Harley
Davidson
Environmental protection
laws

34. SWOT Analysis
S-O Strategies
• Expand production into
Europe and Asia
S-T Strategies
• Increase strong brand name
W-T Strategies
• Improve employee
relationships

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

36. Webliograbhy
References
• www.Harleydavidson.com
• www.usautomakers.gov
• www.wikipedia.com
• www.Usgovtstate.gov