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Harley-Davidson Inc
Customer Relationship Management
Implementation plan


‘We gotta keep movin' if we're going to make a buck….’
Bachman-Turner Overdrive, (1974) Roll on Down the Highway, Not Fragile


Table of Contents





Executive summary
Worth an estimated $23 billion per annum, the motorcycle industry in the United States is booming (motorcycles.org, 2006). Growth in the last 13 years has been driven by growing societal acceptance of motorcycles as a legitimate form of transportation and recreation, higher fuel prices and the diverse range of models available on the market. Harley-Davidson, the American icon, continues to dominate the market for large custom motorcycles. After rebounding from near disaster in the early 1980s, the company again is facing new challenges to its market share in the form of increased competitive pressures and changing demographics. In order to sustain a competitive advantage, it is clear that Harley-Davidson must learn to adjust more effectively to its environment and adopt a more proactive customer focused approach.
The purpose of this report is to enhance your understanding of the issues facing Harley-Davidson. The first part will provide an overview of Harley-Davidson’s present position, focusing on its competitive landscape and current systems and supply chain arrangements. The second part of this report will provide an outline and plan for the implementation of a Customer Relationship Management System (CRMS). A brief overview of the main features and advantages of CRMS is provided followed by a project plan specific to Harley-Davidson.
An analysis of value creation and the implications for organisational stakeholders is discussed in the final part of the report with findings indicating that CRMS implementation will impact positively and profitably on Harley-Davidson. The report will conclude...