Harley Davidson Case study

Consequently, the company has survived other setbacks that have been caused by the intense competition in the global arena. Harley-Davidson is best known for customizing its brands, hence one of the largest sellers of motorcycles globally. The firm has managed to outcompete its competitors based in the U. S. Initially, the firm holds 70% market shares in the motorcycles industry. By the turn of 1960, the U. S market had only registered a smaller number of motorcycles roughly 400,000. However, the number increased by 20, 000 at the end of the second World War. The number later rose to 4 million by 1971. These trends, indicate the rate at which the motorcycle industry in the U. S. market (Hartley, 2011). These events triggered Harley-Davidson to re-strategies. As a result, the company was able to go public in 1965.

However, it met a lot of control struggles between AMF and Bangor Punta, an Asian company (Hartley, 2011). dollars (Hartley, 2011). These lose forced it to dissolve its partnership with Harley-Davidson in 1981. However, the company still had vision. Stakeholders like Vaughan Beal led the team that strived to save the company. By now, the company had significantly loosed its market shares. The approached was supported by the removal of trade barriers by the Congress (Hartley, 2011). Since the company's confidence had been restored, it strived to handle its primary competitor, Japan head-on. Harley dedicated to designing a new business model. It borrowed some of Japan’s production and managerial ideas. Beals set to use Japanese management approach. Quality control systems were also designed to ensure the production of quality products.