Harley Davidson 2009 Annual Report Download - page 3

0202 HARLEYHARLEY-DAVIDSON, INC.DAVIDSON, INC. 2009 ANNUAL REPORT
The future is calling. And it’s asking more
from us than ever before. In 2009, we
answered the call with Harley-Davidson’s
go-forward business strategy to “Deliver
Results Through Focus.”
Based on four pillars
— growth, continuous
improvement, leadership development and
sustainability
— our strategy has a single-
minded focus on the unique strengths of
the Harley-Davidson brand, coupled with
an unprecedented commitment of efforts
and resources to enhance productivity,
profi tability and value.
At a high level, we will expand our strength
as one of the most customer-centered
brands in the world, anchor our leader-
ship of the custom touring and cruiser
motorcycle segments, and develop rel-
evant products to attract customers in
new demographic segments. We’ll expand
our global presence by accelerating our
reach into key international markets.
And, of course, we remain highly committed
to our core customers. From product
development to manufacturing to our
dealer network, we are concentrating on
motorcycles and market activities that
create new demand for our motorcycles
and related products.
These are fundamental points on a strate-
gic agenda that we must execute in order
to maximize our potential and take full
advantage of our opportunities. In short,
our strategy to deliver results through
focus is about delivering the full Harley-
Davidson experience in a harder-working,
smarter and more effective way.
WE BELIEVE OUR STRATEGY WILL
EXPAND OUR STRENGTH AS ONE OF
THE MOST CUSTOMER-CENTERED
BRANDS IN THE WORLD.
WE’RE MOVING ON FOUR FRONTS
TO POSITION HARLEY-DAVIDSON
FOR SUSTAINED, MEANINGFUL,
LONG-TERM RESULTS.
CONTINUOUS IMPROVEMENT We do many things very well at Harley-Davidson. But
the reality is that there is tremendous opportunity to do many things even
better
— in our product development, our business processes and our manufac-
turing operations. Continuous improvement is about much more than reducing
costs. We are driving out unnecessary steps and complexity and building in
greater fl exibility and effi ciency in a product’s path from design to dealership.
It’s how we get better at managing supply and demand, continuously improving
quality, and responding faster and more effectively to the needs of our markets
and the desires of riders.
LEADERSHIP DEVELOPMENT The third pillar of our strategy is leadership develop-
ment, the foundation for our ability to compete and win for decades to come.
We will only succeed with great people
— individuals who will challenge the
status quo, and who are creative, collaborative and accountable. To fulfi ll our
brand and business potential, we must prepare strong, committed leaders
who live our values and deliver every day.
SUSTAINABILITY The stature of our company — and the visibility of our brand in
society
— gives Harley-Davidson a particular obligation to seize the opportunities
of sustainability and giving back. We are continually expanding the ways in
which we incorporate social and environmental responsibility in our work, our
manufacturing processes and our products.
GROWTH Harley-Davidson is not only one of the strongest brands in the world,
it is also, we believe, a brand with tremendous untapped potential. We have
chosen to focus our investments behind the Harley-Davidson brand because
we believe it provides a superior means for realizing the substantial long-
term opportunities of the global motorcycle industry.
0303