1. What is the nature of the international business environments Harley faces? What types of risks does the firm face?

2. How can Harley benefit from expanding abroad? What types of advantages can the firm obtain? What advantages acquired abroad can help Harley improve its performance in its home market?

3. How can Harley effectively compete with rivals from Japan and Europe? What strategies should management apply to grow the firm’s sales in those regions?

4. Competitors such as Lifan and Zongshen are beginning to emerge from China, where they enjoy competitive advantages like low-cost labor and extensive experience with emerging markets. How can Harley compete against such firms? Should Harley more aggressively pursue emerging markets such as Brazil, China, and India? If so, what strategies will help it succeed in those markets?

5. Evaluate Harley’s environmental sustainability initiatives in the evolving regulatory environment on global greenhouse gas. What advantages does Harley gain by attempting to produce environmentally safe and sustainable products?

Founded in 1903, Harley-Davidson (Harley) is a U.S. motorcycle manufacturer that offers thirty-five models through a network of nearly 1,500 dealers. Its annual revenues are about $6 billion, mainly from sales of the big bikes that made the firm famous. Harley earns three-quarters of its total sales in the United States, where it also manufactures almost all its bikes to ensure quality control.