A Two-faced Management in Distribution System Integration

A Case of Harley-Davidson Japan

Abstract

As a success factor of Harley-Davidson Japan (hereinafter referred to as HDJ), other motorcycle manufacturers point out there were regulated distribution networks without resales and parallel imports, and customer community activities by HDJ and its dealers. However, HDJ does not possess any directly operated dealers under its command and has promoted distribution system integration by the authorized dealer system by all others capital, and has built a sales network. Even though these dealers are in proxy relationship with HDJ, not only are they still in a relationship of trading. Most of dealers do family business seeking current sales rather than future profits and they do not take actions without logical and emotional consent. To such dealers, it was not easy for HDJ to be deeply committed in the management and sales process, and it was necessary to take a corresponding process. In terms of institutional factors (front management) and human factors (back management), this paper explains the background in the distribution system integration which made HDJ's sales network agile by HDJ being deeply committed in dealers who are other capital.