Harley-Davidson's 'Turnaround' CEO Up Close
#12
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#14

And everything else thus far, the only thing the Shoe Man has done so far was ax (maybe just on hold) the Bronx and shut down more dealerships. Maybe some of the other model eliminations were new, but some were already in the works when he took over. Nothing like standing in a room full of "shorter people" to look tall.
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#15
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#17

Bike sales are up across all manufacturers products. Decreased products has caused fewer availability and increased prices, simple supply and demand. A shell game. In the end the customer will determine if they are going to keep spending more money to buy. Plenty of other options at less cost out there if you are not hell bent on owing a Harley.
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#18

And everything else thus far, the only thing the Shoe Man has done so far was ax (maybe just on hold) the Bronx and shut down more dealerships. Maybe some of the other model eliminations were new, but some were already in the works when he took over. Nothing like standing in a room full of "shorter people" to look tall.
This guy shouldn't get credit for anything yet! Motorcycle sales are way up across the board and all brands are doing well. It has more to do with the pandemic than it does with any changes this guy made. The author must have been drunk or was paid to write this article.
Bike sales are up across all manufacturers products. Decreased products has caused fewer availability and increased prices, simple supply and demand. A shell game. In the end the customer will determine if they are going to keep spending more money to buy. Plenty of other options at less cost out there if you are not hell bent on owing a Harley.
All of that ^^^!
You guys nailed it. Shoe boy didn't do jack **** except for cut costs by eliminating workers and manufacturing overhead. That's the first move any new upper management/CEO does to boost their apparent profits and look good to the board. Anything that was innovative, like the Pan America, was in motion well before he took the reigns. And he has the audacity to sit on that Pan America like it's his first born. Buncha BS far as I'm concerned.
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#19

I don't get all the negativity. It's like you guys WANT this company to fail. Nothing ever can be done right according to most of you. Yet, you keep owning those "crappy" products that you constantly **** on in here...
Why not just sell your bikes and get something else?
Do you think this guy became CEO with a thought "Damn, what strategic moves can I make to tank this company!?"Of course not. Lots of advise in here from all the experienced and knowledgeable older folks. How would you apply your previous experience in turning around a global company to Harley Davidson?
Why not just sell your bikes and get something else?
Do you think this guy became CEO with a thought "Damn, what strategic moves can I make to tank this company!?"Of course not. Lots of advise in here from all the experienced and knowledgeable older folks. How would you apply your previous experience in turning around a global company to Harley Davidson?
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#20

All of that ^^^!
You guys nailed it. Shoe boy didn't do jack **** except for cut costs by eliminating workers and manufacturing overhead. That's the first move any new upper management/CEO does to boost their apparent profits and look good to the board. Anything that was innovative, like the Pan America, was in motion well before he took the reigns. And he has the audacity to sit on that Pan America like it's his first born. Buncha BS far as I'm concerned.
You guys nailed it. Shoe boy didn't do jack **** except for cut costs by eliminating workers and manufacturing overhead. That's the first move any new upper management/CEO does to boost their apparent profits and look good to the board. Anything that was innovative, like the Pan America, was in motion well before he took the reigns. And he has the audacity to sit on that Pan America like it's his first born. Buncha BS far as I'm concerned.
By the way, sounds like this guy was on the board since 2007, so it's not like he is new to the organization.
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