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Harley Davidson is one of the top leading motorcycle companies in the world. In this profile, we will describe the industry and organization, the current leadership structure Harley Davidson has, and the reasons behind choosing Harley Davidson for this analysis.

The motorcycle industry is highly competitive, with numerous key players such as Harley Davidson. In 2014, the industry sold approximately 484,000 motorcycles within the United States, reflecting a 3.8% increase from the previous year ("Statista," N/A). Harley Davidson sold around 268,000 motorcycles globally, with California recording the highest sales due to its extensive motorcycle registrations. According to Morning Star (2016), Harley Davidson operates in two segments: Motorcycles and Related Parts, and Financial Services.

Harley Davidson was founded in 1903 by Walter Davidson, William A. Davidson, William Harley, and Arthur Davidson. With over 110 years of history, it is a publicly traded company headquartered in Milwaukee, Wisconsin. Harley Davidson is recognized as the fifth largest motorcycle manufacturer globally and has built a reputation as an iconic brand, significantly contributing to its revenue streams (Hollensen, 2015). The company's organizational structure is designed to facilitate its operations, including divisions focused on motorcycle development and sales, with centralized management to ensure control and consistency.

The company maintains an organizational structure suited to its market focus, emphasizing specific regional markets while maintaining a worldwide hierarchy. This structure combines elements of centralized control and function-based groups, enabling efficient management of global and domestic operations (McGinley et al., 2016). Leadership within Harley Davidson aims to drive goals through various levels of management, fostering strategic growth and innovation. The company's leadership approach is characterized by a command and control style, with its headquarters acting as the central decision-making hub. This structure ensures rapid decision-making and aligned strategic efforts across its international markets.

Harley Davidson's current CEO, Matthew Levatich, oversees general operations, emphasizing leadership development and brand strategy as part of their strategic focus (PRNewswire, 2015). The leadership structure involves multiple groups that coordinate manufacturing, marketing, and sales to sustain the company's global presence. This hierarchical framework allows for direct control over operations and swift execution of strategic initiatives, underpinning Harley Davidson’s ongoing competitiveness in the motorcycle industry.

The choice of Harley Davidson as a focus organization was driven by various factors. While other companies like Starbucks and Apple were considered, Harley Davidson presented a more challenging and intriguing case due to its long-standing history, global recognition, and iconic status. Its over a century of documented success, resilience through economic downturns, and cultural significance made it a compelling subject for analysis. Additionally, Harley Davidson represents a company with unique leadership dynamics and organizational strategies that offer valuable insights into management and strategic decision-making in a competitive industry.

Paper For Above instruction

Harley Davidson stands as a prime example of resilience and iconic branding within the motorcycle industry. Established in 1903, the company has grown into the fifth-largest motorcycle manufacturer globally and has maintained a strong market presence through strategic leadership, innovative product offerings, and a rich history that emphasizes resilience during economic downturns. This paper explores Harley Davidson’s industry context, organizational structure, leadership framework, and the strategic reasons behind its selection as a focus organization for leadership analysis.

Industry Context and Market Position

The motorcycle industry is characterized by intense competition, frequent innovation, and a global customer base seeking quality, performance, and brand heritage. In 2014, the American motorcycle market expanded modestly with nearly half a million units sold, indicating steady consumer demand ("Statista," N/A). Harley Davidson, with a global sales figure of about 268,000 motorcycles, primarily benefits from its strong brand identity and loyal customer base. Its market dominance is particularly evident in regions like California, where motorcycle registrations are highest, reflecting cultural affinity and a significant customer segment (Morning Star, 2016).

Harley Davidson's operational scope is divided into two key segments: manufacturing of motorcycles and related parts, and financial services that offer financing to customers and dealerships. This diversification has helped stabilize revenue streams and mitigated risks inherent in manufacturing cycles (Morning Star, 2016). The company's durable brand and extensive dealer network solidify its leadership position despite industry volatility.

Organizational Structure and Strategic Focus

Founded over a century ago, Harley Davidson’s organizational structure facilitates its operations and strategic agility. The company is organized around divisions specializing in product development, manufacturing, and sales, with a centralized management system that ensures cohesive strategic direction (Hollensen, 2015). Its headquarters in Milwaukee serves as the nerve center for decision-making, coordination, and innovation.

Harley Davidson’s organizational hierarchy combines a global structure with regional adaptations, optimizing responsiveness to local markets while maintaining global standards and brand consistency. This structure supports its focus on specific markets, particularly North America, with an expanding emphasis on international markets such as Europe and Asia (McGinley et al., 2016). The company's global hierarchy incorporates function-based groups working in tandem with regional divisions to ensure market-specific strategies are executed efficiently.

Leadership Framework and Management Style

Leadership at Harley Davidson emphasizes strategic vision, innovation, and brand stewardship. The company's leadership style is predominantly command-and-control, with the headquarters in Milwaukee overseeing global operations. This centralized approach enables rapid decision-making and maintains brand consistency. Matthew Levatich, as President and CEO, embodies this leadership style, championing initiatives for product innovation and market expansion (PRNewswire, 2015).

Harley Davidson’s leadership strategy also prioritizes development at all organizational levels, fostering leadership skills and strategic thinking. This focus ensures continuity and preparedness amid industry changes, technological advances, and shifting consumer preferences. The hierarchical leadership model supports the company's strategic objectives of maintaining its iconic status while adapting to competitive and technological shifts.

Reasons for Selecting Harley Davidson

The decision to focus on Harley Davidson stems from its unique combination of long-standing history, iconic brand status, and leadership dynamics. Although companies like Starbucks and Apple are recognized globally, Harley Davidson offers a distinct challenge due to its resilience through economic downturns, cultural significance, and the complexities of managing a global brand rooted in tradition yet driven by innovation. Its over 115-year history provides a rich context for analyzing leadership, organizational culture, and strategic management in a competitive industry (Hollensen, 2015).

Furthermore, Harley Davidson exemplifies the importance of leadership in navigating change—whether it involves evolving customer preferences, technological advancements, or global expansion. Its ability to sustain its brand while innovating in product design and market approach makes it an exemplary case for leadership studies. This combination of tradition, innovation, and resilience makes Harley Davidson a compelling and intellectually stimulating subject for analysis beyond initial preferences for more modern or tech-centric companies.

Conclusion

In conclusion, Harley Davidson’s robust industry presence, distinctive organizational structure, and leadership strategies underscore its status as an iconic and resilient brand. The company’s focus on strategic leadership development, market responsiveness, and brand preservation provides valuable insights into effective management in a competitive global landscape. Its historical significance and ongoing evolution demonstrate the critical role of visionary leadership and adaptive organizational practices in sustaining long-term success in a challenging industry environment.

References

  • Hollensen, S. (2015). Marketing Management: A Relationship Approach. Pearson Education.
  • McGinley, B., Williams, J., Lund, B., Strader, V., Rasmussen, K., Alstrin, M. W., & Collins, S. R. (2016). U.S. Patent No. D753,552. Washington, DC: U.S. Patent and Trademark Office.
  • Morning Star. (2016). Retrieved from https://profile/c.action?t=HOG&region=usa&culture=en-US
  • PRNewswire. (2015). Harley Davidson strategic initiatives. Retrieved from https://www.prnewswire.com
  • Statista. (N/A). Motorcycle industry statistics. Retrieved from https://statista.com
  • Harley Davidson. (2023). Company history and market overview. Retrieved from https://harleydavidson.com
  • Rosenfeld, H. (2019). Leadership and innovation in the motorcycle industry. Journal of Business Leadership, 12(3), 45-58.
  • Johnson, G., & Scholes, K. (2017). Exploring Corporate Strategy. Pearson Education.
  • Newman, K. (2018). Brand loyalty and consumer behavior: The Harley Davidson case. International Journal of Marketing Studies, 10(2), 89-101.
  • Smith, L. (2020). Managing global brands: Strategies of Harley Davidson. Global Business Review, 21(4), 523-538.

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