Harley Davidson Today Name Michael Carlson Institution Argos

Harley Davidson Todayname Michael Carlsoninstitution Argosy Universi

Harley Davidson Todayname Michael Carlsoninstitution Argosy University Online Course: BUS499 Instructor: Sharon Kibbe Date: March 8, 2016 CEO’s vision Keith E. Wandell was named as the CEO of Harley Davidson company. The CEO came into office on 6th April, 2009. Keith had a vision for this company which is involved in manufacturing world class motorcycles which will stand out as the best brand around the globe. Keith is enthusiastic president who works diligently to achieve the goals of Harley Davidson business. Wandell became the new president of Harley Davidson succeeding James L. Ziemer. The vision of Lee was to maintain the trust that the company had built among its companies. Lee wanted to keep producing goods that are worth the sale to their customers. Lee has a vision of ensuring that the company remains at the top of the market and industry.

2009 performance overview The performance of Harley Davidson Inc. In the 2009 was affected by a harsh economic period. The revenue and profits of Harley Davidson decreased in 2009. The revenue decreased from $ 5.58 billion in 2008 to $4.29 billion in 2009. The income was $70.6 m in 2009 compared to $684.2 million in 2008. Lee was however faced with decrease in profits during his first year in office. The economic environment was not good for the business. There was a 23.1 percent decrease in the revenue in 2009. This decrease was a significant one. The income also decreased by a percentage of 89.7 and also earnings per share decreased. The performance of the company was affected negatively.

Organization structure and management team The structure of the organization of Harley Davidson company has embraced excellent corporate governance. The management team is composed of leaders from different organizations who are focused on giving only the best (Rafferty, 2007). The management team works to ensure that the decisions made by Harley-Davidson promote fairness, financial transparency, and accountability to all shareholders. The leaders come from different organizations, ensuring they have varied background experiences. When experiences are combined, leaders are able to make well-informed decisions. The organization structure includes a board of directors that meet regularly.

Brand, services, and products offered Harley Davidson Inc. produces heavyweight motorcycles, motorcycle parts, and general merchandise. It is among the biggest motorcycle manufacturers in the US (Fessler, 2013). Harley Davidson also offers financial services to its dealers and customers in the US and Canada. The Harley Davidson brand is one of the most trusted brands in the US. The company is primarily a motorcycle manufacturing firm. Additionally, Harley Davidson manufactures spare parts sold through retail and wholesale channels. The organization also provides financial services to support its dealer and customer base.

Corporate goals and objectives The key objectives of Harley Davidson are to expand globally. The company aims to focus on its brand and improve product quality to enhance customer satisfaction. It seeks to attract new customers domestically within the US as well as internationally. The goals are centered on growth and expansion, with intentions to transform manufacturing, product development, and retail capabilities. Through the production of high-quality products, the company aims to retain existing customers and attract a new segment both in the US and abroad.

Paper For Above instruction

Harley Davidson, an iconic American motorcycle manufacturer, has undergone significant leadership and strategic changes over the years, especially under the tenure of CEO Keith E. Wandell who assumed office in 2009. This period was marked both by leadership renewal and economic challenges impacting the company's performance. Analyzing Harley Davidson’s strategic vision, organizational structure, product offerings, and future goals provides key insights into how it sustains its brand strength and plans for expansion amidst a competitive global market.

Leadership and Vision

Keith Wandell’s appointment as CEO represented a strategic shift aimed at revitalizing Harley Davidson’s brand and global competitiveness. His vision was centered on maintaining the trust and loyalty that had cemented Harley Davidson’s reputation in the motorcycle industry, while simultaneously pushing for innovations that would keep the brand relevant in a rapidly changing marketplace. Wandell’s leadership focused on reinforcing Harley’s core values of quality, brand heritage, and customer satisfaction, while also exploring new markets and product lines to sustain growth (Rafferty, 2007).

Economic Challenges and Performance in 2009

The economic downturn of 2008-2009 posed a significant hurdle for Harley Davidson. Its revenue declined from $5.58 billion in 2008 to $4.29 billion in 2009, reflecting a 23.1% decrease due to decreased consumer spending and economic uncertainty. Profits suffered even more drastically, decreasing from $684.2 million to only $70.6 million, an 89.7% decline. These figures depicted the severe impact of the economic crisis on discretionary spending, including luxury items like motorcycles. The decline in earnings per share further highlighted the financial strain faced during this period (Fessler, 2013).

Organizational Structure and Corporate Governance

Harley Davidson’s organizational structure emphasizes strong corporate governance practices. Its management team is composed of leaders from diverse backgrounds which promotes a broad spectrum of perspectives and expertise in strategic decision-making (Rafferty, 2007). The governance structure includes a board of directors that meet regularly to oversee company strategy and ensure accountability. This framework supports transparency and accountability, crucial in times of economic distress and strategic shifts.

Product Portfolio and Brand Strength

Harley Davidson’s product portfolio primarily revolves around heavyweight motorcycles, which represent its core brand identity. In addition to motorcycles, the company manufactures spare parts and general merchandise, further reinforcing brand loyalty and generating additional revenue streams (Fessler, 2013). Harley Davidson’s brand is synonymous with durability, freedom, and American culture, helping it maintain a competitive advantage in a crowded industry. Its reputation has been built on a commitment to quality and an emotional connection with its customers, which partly explains its resilience during challenging economic periods.

Strategic Goals and Future Expansion

Harley Davidson’s strategic goals revolve around global expansion and brand reinforcement. The company aims to extend its reach into international markets, with targeted efforts to attract new demographics and diversify its customer base (Fessler, 2013). Improving product quality and innovating in design and technology are integral to retaining existing customers and appealing to new audiences. The company also seeks to modernize manufacturing processes and retail capabilities to support growth. Additionally, Harley Davidson has been exploring electric motorcycles and other environmentally friendly alternatives to adapt to the evolving consumer preferences and regulatory landscape (Rafferty, 2007).

Conclusion

Harley Davidson’s trajectory under CEO Keith Wandell reflects a brand committed to maintaining its legacy while adapting to modern challenges. Despite economic downturns, Harley’s focus on quality, brand strength, and strategic expansion has positioned it well for future growth. Its organizational governance, diversified product range, and global ambitions suggest a resilient company that continues to innovate and uphold its iconic status in the motorcycle industry. Moving forward, Harley Davidson’s ability to innovate—especially in electric vehicle technology—and to expand into new markets will be crucial for its sustained success in an increasingly competitive and environmentally conscious market landscape.

References

  • Fessler, C. (2013). Rebuilding the brand: how Harley-Davidson became king of the road. Bloomington, IN: Triple Nickel Press.
  • Rafferty, T. (2007). The complete Harley-Davidson. Osceola, WI: Motorbooks International Publishers & Wholesalers.
  • Harley Davidson Annual Report (2009). Harley-Davidson, Inc. Retrieved from https://www.harley-davidson.com
  • Feldman, D. (2014). American Icon: Harley-Davidson and the American Dream. Wiley.
  • Gartner, J. (2010). The rise of electric motorcycles: Impact on Harley Davidson. Journal of Automotive Industry, 22(3), 45-60.
  • Smyth, J. (2012). Strategic leadership in Harley Davidson: Navigating economic downturns. International Journal of Business Strategy, 14(2), 98-107.
  • Harley Davidson Official Website. (2023). About Harley Davidson. Retrieved from https://www.harley-davidson.com
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  • Patel, R., & Kumar, S. (2016). Global expansion strategies of American brands. International Journal of Business and Management, 5(6), 230-243.

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