Harley-Davidson: Evolution of Marketing Strategy

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

Case Details:


Case Code : MKTA014 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges


Case Length : 14 Pages
Period : 1997-2003
Pub Date : 2003
Teaching Note : Not Available
Organization : Harley-Davidson
Industry : Motorcycle Industry
Countries : USA


The only major American player in the global motorcycle market, Harley- Davidson, had developed a distinct brand image and dominated the US motorcycle industry for many decades. In the early 1980s, Japanese manufacturers flooded the market with high quality and low priced bikes and nearly destroyed Harley-Davidson. Under the leadership of Richard Teerlink, the company went through a major restructuring exercise. Harley-Davidson also adopted a new marketing philosophy centred around selling community and lifestyle positioning. This case covers important issues related to brand management, brand licensing and lifestyle segmentation. This case can be used to facilitate classroom discussion on marketing driven corporate turnaround.


Marketing driven Corporate Turnaround


  Page No.
Introduction 1
Background Note 1
Segmentation and Targeting 4
Advertising & Promotion 7
Leveraging the Brand 10
Looking Ahead 12
Exhibits 5


Harley-Davidson, Marketing strategy, Restructuring, Brand management, Brand leveraging, Motorcycle industry, Heavyweight motorcycle, Community building, Harley Owner''s Group, Buell motorcycle, Buell Riders Adventure Group, Brand licensing, Brand association, Brand loyalty, Richard Teerlink

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