Harley Davidson Case Analysis

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Net profit margin 27.32 25.91 24.89 1.813 4.10
Return on equity 30.45 35.72 36.39 29.16 -2.61
Return on assets 17.87 19.34 16.69 9.71 -0.65
Return on Capital 22.33 23.85 22.08 16.06 2.08
Income/Employee 960 1,043 934 655 -55
Revenue Employee 5,342 6,186 15,727 4,782 5,594
Revenue turn over 1.00 1.15 1.02 0.83 0.56
Inventory turnover 61.80
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The Analysis of Harley-Davidson’s Current Strategy. Two Views.
Strategy 1
• Engage with the Asian distribution channels to reinforce strategic alliance, (Hamid, (2015).
• Little excuses leads to the lack of growth in the markets. Implementation
• In order to operate successfully in Asian markets, persistence, and time needs to be invested, (Hamid, (2015).


• The need is to determine and create country based teams that make wise cultural decisions.
• The WTO activates there needs for more participation.
Strategic Recommendations
 Engagement with Asian distribution, their needs to be a reinforcement in strategic
…show more content…
 A programming increase in diversity.
 The plant is immersed in the Harley-Davidson’s heritage, (Hamid, (2015).
Competitors Analysis

Harley-Davidson’s threats are other company’s competition, these are Suzuki, BMW, Polaris, and Yamaha. Harley-Davidson’s biggest competitors are Suzuki, which holds the biggest shares in the Asian markets, then BMW, (Fowler, (2015). When performing the financial ratio analysis of BMW and Suzuki is looking like the fiscal performance of Suzuki is much more stronger than BMW by two-thousand-five it had one-hundred-ten-thousand- three-hundred-thirty-five dollars to BMW’s forty-six-thousand-six-hundred-fifty-six dollars in revenue, (E*Trade, (2015).
Financial Ratios for Suzuki 2005 2006 2007 2008 2009
Current P/E Ratios 30.46 42.20 54.98 5.91 42.48
Current ratio -3.35 -3.94 -7.78 -8.77

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