HARLEY DAVIDSON Term Paper

This essay has a total of 3045 words and 18 pages.

HARLEY DAVIDSON

EXECUTIVE SUMMARY
Harley-Davidson
is the largest market share holder of motorcycles over 750cc in the United
States. After the expansion of our production and distribution capacity, we
will be in the position to meet the increasing demand for our motorcycles and
other products.
Growth potential appears very good especially in the overseas
market. Gaining a larger market share in these area may require a further
increase in production and distribution capacities. We must plan for expansion
now and continue to grow as a company.

COMPANY DESCRIPTION
In Milwaukee,
William Harley, 21, and Arthur Davidson, 20, began experiments on taking the
work out of bicycling. They were soon joined by Arthur's brothers, Walter and
William. Many changes were made to the engine design before its builders were
satisfied. After the new looped from was finalized, they were ready to begin
production. In 1903 they produced three motorcycles. Harley-Davidson erected
its first building the current Juneau avenue site in 1906 and incorporated
in 1907. In 1907 Harley-Davidson produced 150 motorcycles.

SITUATION ANALYSIS
The
motorcycle market over 750cc has been increasing over the last five years.
The Harley-Davidson 1996 model year production line, sold though a world wide
network of more than 1,000 dealers, includes 20 cruiser, factory custom and
touring motorcycles, as well as police motorcycles. Harley-Davidson benefits
form having one of the world's most recognized and respected brand names and
our motorcycle model names are among the best known in the industry:
The
Competition and Market share
This chart shows the competition and market
share for 1995 in the United States:

Current Market Situation
Overall
Net
sales for 1995 of $1.4 billion were $191.6 million, or 16.5%, higher than net
sales for 1994. Net income and earnings per
share from continuing operations
were $111.1 million and $1.48, for 1995 as compared with $96.2 million and
$1.26, for 1994. Net income and earnings per share from discontinued operations
were $1.4 million and $.02, for 1995 as compared with $8.0 million and $.11,
for 1994, which included a $4.6 million, or $.06 per-share, one-time tax benefit
related to the legal reorganization of Holiday Rambler. On January 22, 1996,
the Company announced its strategic decision to discontinue the operations
of the Transportation Vehicles segment in order to concentrate its financial
and human resources on its core motorcycle business. The Company does not anticipate
a loss on the discontinuance of the Transportation Vehicles segment. The results
of the Transportation Vehicles segment have been reported separately as
discontinued
operations for each year presented. On November 14, 1995, the Company acquired
substantially all of the common stock and common stock equivalents of Eaglemark
Financial Services, Inc. that it did not already own. The purchase price was
approximately $45 million, which was paid from internally generated funds and
short-term borrowings. The Company has included the results of operations of
the Financial Services segment ($3.6 million) in its statement of operations
for the year ended December 31, 1995 as though it had been acquired at the
beginning of the year and deducted the preacquisition earnings as part of non-operating
expense. The Company increased its quarterly dividend in September from $.04
per share to $.05 per share which resulted in a total year pay out of $.18
per share.
Units Shipped and Net Sales
The Motorcycles and Related Products
(Motorcycles) segment's net sales increased 16.5% over 1994 due primarily to
a 9,293 unit (9.7%) increase in motorcycle shipments, as well as a 14.0% increase
in its Parts and Accessories business. The increase in motorcycle shipments
is the result of ongoing implementation of the Company's manufacturing strategy
and efforts to

satisfy demand. The manufacturing strategy is designed to
increase capacity, adjust to changes in the market place and further improve
product quality while reducing costs.
Sales of Buell motorcycles (which
are distributed through select Harley-Davidson dealers) increased to $14 million
in 1995 as compared to $6 million in 1994.
The Company began 1995 at a scheduled
motorcycle production rate of 395 units per day. As the implementation of the
manufacturing strategy continued, the rate increased to 470 units per day by
the end of the year. The Company exceeded its production goal of 100,000 units
in 1995 and anticipates 1996 production will reach at least 115,000 units.
The Company is currently reviewing alternative sites for the construction of
a new manufacturing facility to enable it to achieve its long-term goal of
doubling motorcycle production by 2003.
Year-end data indicates that the
domestic (United States) motorcycle market continued to grow throughout 1995.
Compared to 1994, industry registrations of domestic heavyweight (engine displacements
in excess of 751cc) motorcycles were up 11.3% . The Company ended 1995 with
a domestic market share of 55.8% compared to 56.1% in 1994. This decrease is
a reflection of the Company's constrained production capacity in a growing
heavyweight motorcycle market. Demand for the Company's motorcycles continues
to exceed supply with nearly all of the Company's independent domestic dealers
reporting retail orders on all of their remaining 1996 model year motorcycle
allocations (production through June, 1996).
Export revenues totaled $394.8
million during 1995, an increase of approximately $63.6 million (19.2%) over
1994. The Company has exported approximately 30% of its motorcycle unit shipments
since 1990 and expects to maintain approximately the same percentage during
1996. The Company distributes approximately one-half of its exported units
through its wholly owned subsidiaries in Germany, Japan and the United Kingdom,
which allows the Company flexibility in responding to changing economic conditions
in a variety of foreign markets. While definitive market share information
(engine displacements in excess of 751cc) is not available in many foreign
countries, the Company believes it holds an approximate 11% market share in
the European markets in which it competes and a 22% market share in the Pacific
Rim.
During 1995, the Parts and Accessories business generated $292.3 million
in revenues, an increase of 14.0% over 1994. The rate of increase is lower
than experienced in recent years, however, management believes the 1995 increase
is more indicative of the long-term growth potential of the Parts and Accessories
business. The Motorclothes business, which accounted for approximately $100
million of Parts and Accessories sales in 1995, is expected to remain stable
in 1996, while the Motor Parts and Motor Accessories businesses are expected
to increase. The Parts and Accessories business is expected to grow at an annual
rate similar to the annual growth rate in motorcycle shipments.
The Company
is developing an improved system to better monitor domestic dealer inventories
and retail traffic. In addition, the Company initiated several promotional
programs in the fourth quarter of 1995 to increase dealer floor traffic and
plans to continue this promotional strategy in 1996. To further strengthen
its ability to process and fill orders for the Parts and Accessories business,
the Company plans to construct a new distribution center (at an approximate
cost of $17 million).
Construction is scheduled to begin in the second quarter
of 1996, and the facility should be fully operational by the first quarter
of 1997.
Gross Profit
Gross profit increased $53.1 million, or 14.8%, in
1995 as compared with 1994 primarily due to an increase in volume. The gross
profit margin was 30.5% in 1995 as compared with 30.9% in 1994. The gross profit
margin was negatively affected by the overtime incurred to produce additional
motorcycle units and make up for production time lost because production employees
were involved in numerous strategic planning sessions during 1995.
Internal
& External Analysis
Strengths
¨ Customer Loyalty and Following
¨ Very High
Product Demand
¨ Profitable Product Line and Market Mix
¨ Highest Market
Share for Motorcycles over 750cc in the United States
¨ Union Contract That
is beneficial to both the Firm and the Employees
¨ Significant opportunities
in the growing worldwide motorcycle market
¨ A proven management team that's
committed to build a beneficial relationship with all of the stakeholders for
the long term
¨ Increased capacity with the construction of new plant and
distribution center
Weaknesses
¨ Inefficiency due to Large Production Level
¨
More Demand than Supply
¨ Lower Than expected Sales in Motor Clothes
¨ Lingering
biker image
MARKETING PLAN OBJECTIVES
Harley-Davidson, Inc. is an action-oriented,
international company-a leader in its commitment to continuously improve the
quality
of mutually beneficial relationships with stakeholders (customers, dealers,
employees, suppliers, investors, governments
and society). Harley-Davidson
believes the key to success is to balance stakeholders' interests through the
empowerment of all employees to focus on value-added activities. This value
added mentality helps us to improve our product quality. It important to us
to offer the highest quality product possible.
In addition to quality we
have also been focusing on service. Many of our dealers are continuing to make
major investments in the future growth of their businesses-such as converting
their dealerships into world-class retail sales establishments through our
Designer Store program, building larger dealerships, expanding their existing
service areas or opening alternate 'satellite" stores in high traffic areas.
Both we and our dealers are investing in training and education, to better
serve the motorcycling community.
We will also be focusing more strongly
than ever before on new product development. With worldwide motorcycle market
growth expected to continue, we're dedicated to maintaining leadership in our
traditional motorcycle segments and gaining further penetration into the performance
market through our joint venture with Buell. We want to ensure that while our
competitors are busy copying our past work, we're re-defining the market with
exciting new products. Our new Product Development Center, expected to be completed
by year-end '96 in Milwaukee, should give our staff the room and tools they
need
to maintain our market leadership.
Organization Goals
¨ By the year 2003,
we will produce 200,000 motorcycles annually
¨ Complete the production of
our Product Development Center in Milwaukee by the end of 1996
¨ Meet the
demand by expanding our existing distribution and manufacturing capacity, and
where necessary, adding new production and retail distribution points
¨ Grow
Parts and Accessories sales volume, as a percent of total revenue, for both
Continues for 9 more pages >>




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