Harley Davidson Case

Harley Davidson is an organization that specializes in Bikes. The organization in 2011
decided to invest in emerging markets and identified India as one of the locations to expand
(Palepu & Lane, 2014). Harley Davidson had to navigate cultural barriers and competition from
Indian motorcycle brands. The organization offered apparel as another product to tap into the
Indian market and diversify its products.
Internal and external issues
Harley Davidson had made inefficient plans for its activities in the Indian market. It had
not carried out proper market research to identify the strengths of the Japanese and German
companies established in India. The organization faced serious challenges implementing the
apparel deal due to conditions set by the Indian government, such as that apparel importers pay a
40% import duty (Palepu & Lane, 2014). India also had, at the time, barred apparel imports from
China, where Harley Davidson sought its imports. Harley Davidson was also unable to carve out
a significant market niche for its bikes. Most customers included 35–45-year-old professionals
with financial success seeking personal rewards (Palepu & Lane, 2014).
Alternatives
Harley Davidson should have focused on strengthening its presence in the United States.
It had an already established brand there and had invested in brand equity. Its products were
already well known in America. Harley Davidson would have created more value by reinvesting
in America rather than risking market and cultural risks that affect organizations in globalization
(Bonsu & Twum-Danso, 2018).
Recommendation

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Harley Davidson should have conducted a proper market analysis before settling on India
as the location for its emerging market. Due to a lack of proper preparation and poor research,
Harley Davidson found it hard to establish a customer base and deal with the competition from
Japanese and German firms. Harley Davidson should have planned for the implementation of its
strategy better.

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References

Bonsu, S., & Twum-Danso, E. (2018). Leadership style in the global economy: A focus on cross
cultural and transformational leadership. Journal of Marketing and Management, 9(2),

37-52.

K., Palepu & D., Lane (2014). Harley Davidson in India. Harvard Business School Publishing.