However, Harley-Davidson has not followed these same guidelines, so they are not currently trapped in the red oceans. Harley-Davidson was selected as an outstanding corporate innovator by PDMA in 2003 (Product Development & Management Association) because of its established brand, its strong connection with customers, and because of its continued commitment to product …show more content…
It is said that 32% of participants bought a bike or placed an order and another 37% planned to buy one within a year after renting a Harley. The company will most likely increase the number of dealerships the program is offered in, as it has demonstrated great success. This is a value added to the consumer who gets to experience the feel of a Harley before making an actual purchase, and a value added to the company because it almost guarantees future earnings. These programs will result in a differentiation advantage over its …show more content…
Maintain market share.
Replace some of aging boomer customers by tapping into the youth market.
Address shifting demographics. To make cycles more popular.
Strengthen themselves as a manufacturing company.
Strengthen focus on initiatives, quality and technology.
Current Strategy Maintain current growth in traditional segments while taking measures to reach younger customers.
Keep up with trends and customer needs.
Increase product line of accessory and apparel.
Provide motorcycles accessories and services to selected niches. Maintain global viewpoint.
Supplying products with high quality at a reasonable price.
To create new technology that offers new possibilities in mobility.
Assumptions Harley would not be able to maintain
Market for Harley-Davidson products may be maturing.
Baby-boomers were aging and may not want to ride motorcycles anymore.
Boomers will ride into their late 60 and 70’s. Manufacturers are more skilled at mass-producing motorcycles efficiently.
Will continue to be more technically advanced in the industry.