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Michelle Kumbier

When handled well, conflict resolution can save a company time and money and help maintain a healthy work environment. Unfortunately, conflict management at Harley-Davidson in the executive staff is imperfect, as they have lost hundreds of thousands of dollars due to workplace disputes.

The latest example is Michelle Kumbier.  

In October 2017, Michelle Kumbier was appointed senior vice president and chief operating officer (COO) of Harley-Davidson Motor Co. with responsibility for overseeing the Milwaukee-based motorcycle manufacturer’s U.S. and international markets in addition to her current responsibilities leading product and operations. Previously, Kumbier served as senior vice president, Motor Company product and operations. In that role, she led a team of more than 4,500 employees worldwide to bring Harley-Davidson motorcycles, parts and accessories and general merchandise to market.

$HOG 10-Q Filing

Obviously she was a failure…  for the new Chief Executive Jochen Zeitz, and wouldn’t be part of getting the company on “a path to winning” —  the ‘scarcity strategy’ called ReWire — so, Kumbier departed Harley-Davidson on April 3, 2020.  In the filing with the U.S. Securities and Exchange Commission, Harley-Davidson did not disclose a reason for her departure.

However, earlier his week, Harley-Davidson Inc. paid the former high-profile executive a settlement of $660,000 after she threatened litigation connected to unspecified events related to her departure, the company stated in a regulatory filing.  I’m not a workplace dispute solutionist, but the reason people sue is often not rooted in money as much as the person does not feel they are being treated fairly.

10-Q Filing Section 10.2

Kumbier, who had been a Harley-Davidson employee since 1997, and the company “have disputes over events that allegedly occurred relative to her resignation from the company,” the Milwaukee-based motorcycle manufacturer said in exhibit 10.2 included in its 10-Q quarterly financial report filed Nov. 5 with the U.S. Securities and Exchange Commission.  

Harley-Davidson said it “has denied and continues to deny Kumbier’s allegations” and also denies that it has any liability to Kumbier on any of her “disputed claims.”

But, went ahead and paid her $660,000 for the general denial of those allegations.

The company will make a lump-sum payment to Kumbier after she signed the settlement agreement that was dated Aug. 14, 2020. The document also states that Kumbier acknowledged the settlement amount is more than she would otherwise be entitled to under the company’s normal policies and procedures and that Kumbier released the company, its executives and its board “from all claims, charges, demands, and liabilities of any kind.”  Kumbier also signed a noncompete clause that prohibits her from working for or consulting with a large list of Harley competitors or potential competitors.

It might be appropriate that Harley-Davidson devise a “conflict calculator” to augment their environmental profit-and-loss accounting method to put a figure on how much the company spends on conflict resolution and executive termination each year.

Harley-Davidson CEO Jochen Zeitz Background

Photos courtesy of Harley-Davidson, Michelle Kumbier and US SECURITIES AND EXCHANGE COMMISSION — FORM 10-Q (November 5, 2020) Filing

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Good afternoon.

Election Day is a week away. There’s new evidence of water on the moon. Amy Coney Barrett is a Supreme Court justice, the fire hose of information continues to overwhelm even the most devout COVID-19 science junkies and Harley-Davidson shares soared 27% to $36.82 earlier in the day after reporting third-quarter net income of $120.2 million and post its best Q3 result since 2015.

A striking result after Harley-Davidson put a German environmentalist in charge and recorded a worldwide sales decline of 8%, which is the 15th consecutive quarterly decline.

Wall Street is reviving optimism about Harley’s future at a time when motorcycle sales are in decline. Talk about exaggerating your perspective.

Jochen Zeitz’s (CEO) “ReWire” (yes, a play on the LiveWire electric motorcycle) strategy cut 30% of the models in the lineup, exited 39 markets, eliminated 10% of its workforce including product teams developing new motorcycle models — were executed to manage down motorcycle volume and reduce its global presence due to low sales.  

The actions helped to stop discounting and drive dealership prices higher to MSRP in Q3.  It’s also a tacit acknowledgement that the motor company’s smaller scope and scale is the only way forward after multiple abandoned growth plans and over a decade long quest to appeal and reach new types of riders.

Abandoning affordable, youth-oriented motorcycles is a staggering reversal given Mr. Zeitz’s experience at Puma in connecting with the youth culture and claiming ownership of that generation in Europe. Remember “Puma chic” streetwear fashion?

Harley-Davidson Inc. is back!  Back, to making big, expensive motorcycles for its most devoted customers.

UPDATE: October 27 at 5:13PM PacificFull Disclosure: I don’t currently own or have plans to purchase HOG stock.

Photos courtesy of Bloomberg and Harley-Davidson

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Harley-Davidson has learned that the software in the Onboard Charging (OBC) System of the LiveWire (ELW) model motorcycles built between 3/18/2019 and 8/20/2020 may initiate a shutdown of the electric vehicle powertrain, without providing reasonable indication to the rider that a shutdown sequence has been initiated.

In some cases, the vehicle may not be able to be restarted or, if restarted, may shortly thereafter shut down again. Unexpected loss of propulsion of the vehicle while in motion without the ability to restart or remain restarted may increase the risk of a crash.

In addition, prior to loss of propulsion indicator lamps may illuminate to include: the Traction Control (TC) lamp, the Anti-lock Brake System (ABS) lamp, and the Failure Indicator Lamp (FIL).

Details of the recall are as follows:

NHTSA Campaign Number 20V624000 — Harley-Davidson Motor Company Components ELECTRICAL SYSTEM

Loss of Propulsion: An unexpected loss of propulsion without the ability to restart may increase the risk of a crash.
Potential Number of Units Affected 1012

Summary
Harley-Davidson Motor Company (Harley-Davidson) is recalling certain 2020 LiveWire (ELW) motorcycles. The electric vehicle powertrain may unexpectedly shut down and not restart, due to a software issue in the Onboard Charging (OBC) system.

Remedy
Harley-Davidson will notify owners, and dealers will update the OBC software, free of charge. The recall began October 19, 2020. Owners may contact Harley-Davidson customer service at 1-800-258-2464. Harley-Davidson’s number for this recall is 0176.

The Service Bulletin is: M1519: RECALL 0176 – LIVEWIRE – SOFTWARE UPDATES

Photo courtesy of Harley-Davidson

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In August 2016, Harley-Davidson agreed to pay a $12 million civil fine and stop selling engine “Pro Super Tuners” deemed illegal after-market devices that caused its motorcycles to emit too much pollution.  I previously posted about this topic HERE.

The motor company also agreed to spend about $3 million to retrofit or replace wood-burning appliances with cleaner stoves to offset excess emissions from the sale of “tuners.”

It’s important to note that the EPA legal action had a significant chilling effect on the performance parts market at Harley-Davidson dealers and many other after-market manufactures.

As previously disclosed, the settlement resolved allegations with the EPA, that the company sold about 340,000 “tuners” enabling motorcycles since 2008 to pollute the air at levels greater than what the company certified. Harley-Davidson did not admit liability and has always maintained that it disagreed with the government, arguing that the tuners were designed and sold to be used in “competition only.”

Even though the settlement had not yet taken effect, a U.S. judge this week approved a revised settlement with Harley-Davidson and dropped the requirement that it spend $3 million to retrofit or replace wood-burning appliances with cleaner stoves to offset excess emissions.

Multiple environmental groups along with a group of 10 states sharply objected to the revised settlement by U.S. District Judge Emmet Sullivan.

Photo courtesy of Harley-Davidson

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1916 Indian Powerplus

Let’s start with a bit of history… on America’s first motorcycle company.

In 1897, George M. Hendee founded a bicycle production company called Hendee Manufacturing. Hendee Manufacturing would eventually come to be called the Indian Motocycle Company (without the “r”), shortened to simply “Indian” and became Hendee’s primary brand name due to a need for recognition in foreign markets as an American product.

1916 Indian Powerplus

In 1901, bicycle manufacturer, racing promoter, and former bicycle racing champion George Hendee hired Oscar Hedstrom to build gasoline engine-powered bikes to pace bicycle races. The machine he created proved to be powerful and reliable, establishing the company’s reputation for outstanding performance. Later that year the company’s first factory was established in downtown Springfield, Massachusetts.  The first Indian Motorcycle was sold to a retail customer in 1902, and later that year an Indian Motorcycle won an endurance race from Boston to New York City in its public racing debut.

This activity predates Harley-Davidson by two years.

Indian Motocycles Porcelain Signage

I’m not disparaging or trying to exploit Native Americans. The “wokerati” will undoubtedly object and fan the flames of hysteria on the signage reference, but the first half of the 1900s is when Indian Motocycle featured depictions of Native Americans on their products, signage and in their advertisements.

In 1916, co-founder George Hendee resigned as company president.  It was the same year that the United States was embroiled in a conflict with the Mexican revolutionary Pancho Villa, as he repeatedly made raids into the U.S.  It was also the first year of a new 61ci (990cc) ‘flat head’ (Gustafson side-valve) V-twin – the Powerplus, which replaced the F-head (inlet over exhaust) type.

1916 Indian Powerplus

The Powerplus motor was designed by Swedish immigrant Charles Gustafson. He was spurred on by Indian’s defeat at the 300-mile board-track race in 1915 by Harley-Davidson.  He knew a side-valve motor could be made more reliable than the F-head design and could be tuned for speed more reliably than Indian’s 8-valve racer.  The motorcycle oil consumption was stated at 30 mph, 400 miles/qt.; at 50 mph, 100 miles/qt. with an estimated top speed of 60 mph.

Then in 1917 the United States entered into WWI. Indian Motorcycle dedicated much of its production to the war effort. As a result, dealers had limited inventory and retail sales dropped significantly. The company provided the U.S. military with nearly 50,000 motorcycles from 1917-1919, most of them based on the Indian Powerplus model.

1916 Indian Powerplus

In 1923, the company changed its name from The Hendee Manufacturing Company to The Indian Motocycle Company—no “r” in motocycle when the word was used with the name Indian. Indian Motorcycle Manufacturing Company ceased operations and discontinued production of all models in 1953. In 1955, Brockhouse Engineering purchased the rights to the Indian Motorcycle name and sold imported Royal Enfield models branded as Indian Motorcycle models until 1960.  More Indian Motorcycle history is HERE.

In 1999, Indian Motorcycle Company of America (IMCA) emerged. America is at a crossroads … they opened and started operations in a different social climate than that of the original Indian Motocycle Company. IMCA was sued in 2000 by the Cow Creek Umpqua of Oregon under the Indian Arts and Crafts Act of 1990 for their use of “Indian”. Today, the company is now a subsidiary of Polaris Inc. as Indian Motorcycle International, LLC, having refocused its branding with far less focus on Native American imagery.

Edison-Splitdorf Magneto

You might recall that I previously posted articles on “Bob”… a remarkable motorcycle restorer and his vintage motorcycle collection in the northwest.

This original motorcycle is from that collection and shows an aged patina as one of the first-year Indian Powerplus V-twin’s from 1916.  It is in excellent running condition and was ridden and showcased regularly at vintage events. The Powerplus is a 61ci (997.6cc) ‘flat head’ (Gustafson sidevalve) 42-degree V-twin. The bore and stroke is 3 1/8 x 3 31/32 (18HP), the primary drive was a single-row chain under stamped metal dust cover, the suspension in front was cradle spring front fork with a single multi-leaf spring; the rear had an optional swinging arm and leaf spring, or the rare rigid version.  The transmission is a three-speed, hand-change gearbox and foot-operated clutch.. The Powerplus was an influential design of sidevalve engines and encouraged rivals such as Harley-Davidson to follow suit.

1916 Indian Powerplus

This Indian Powerplus is the rare “hard-tail” configuration, which implies to have been manufactured in Toronto Canada and made for the export market.  At the time, it was approx $25 less than the rear suspension model.  It was purchased in somewhat of a dismantled state and restored using Indian original components. Refurbishment included a complete reconditioning of main-shafts, bearing, cylinders, valve seats and various springs and gearbox bearing/pinions along with spokes and tires.  Bob also reconditioned the carburetor, but had to replace the original magneto with an Edison-Splitdorf magneto from the 1930s.

This motorcycle is a fantastic older restoration of a desirable early Indian in original patina condition. It might even be ready for use in an upcoming Motorcycle Cannonball!

1916 Indian Powerplus idling video:

UPDATED — Another post on this vintage motorcycle collection is a deep dive on a restored 1937 Harley-Davidson Model UL Flathead (HERE).

UPDATED — Another post on this vintage motorcycle collection is at: Every Restored Motorcycle Has A Story — The 1913 Single

Photos and video taken by the author.

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Riding the Going To The Sun Road – Glacier National Park

From Acadia to Zion our country’s most spectacular landscape treasures are protected inside the parks.

No map or brochure can prepare you for that first motorcycle ride and peering out over a guardrail at snowy mountain peaks, waterfalls that flow down the valley through the forests, and end in a clear blue lake carved out by glaciers. The mountain mornings always have a bite of cold as the sun takes its time to wake, while meandering through the incredible scenery.

I’m talking about National Parks in general and specifically Glacier National Park, Montana which in my view shines above the rest.

Glacier National Park – Going The Sun Road

It never gets old and I plan to ride through the million-acre paradise later this month and take a COVID-19 mental diversion through the park. Montana has plenty of mountain roads where motorcyclists can ride and absorb the landscape, but the crown jewel is the Going-to-the-Sun Road. It crosses the Continental Divide carves through the steep grade of rock and forest with roughly 50 miles of sweeping curves and hairpin switchbacks along with an occasional tunnel passage through the mountain.

The national parks are such a gift, one we’ve given to each other. One we’ve inherited and, with luck, will pass down to the generations that follow us.

Speaking of paying it forward…

Going To The Sun Road

The National Park System comprises 419 national park sites, but only 62 of them have the “National Park” designation in their names. The other sites fall into different National Park System categories like National Historic Sites, National Monuments, National Seashores, National Recreation Areas, and others.

You might be surprised to learn that the National Park Service accounts for 84 million acres of land at more than 400 different sites, but as of 2019, they were due for $11.9 billion (that’s a B!) in deferred maintenance and repairs. Fortunately, the current administration recently signed a bipartisan bill (Great American Outdoors Act) that will pay for repairs at national parks, permanently finance the Land and Water Conservation Fund (LWCF) and in addition will create a lot of jobs.  The bill directs up to $6.65 billion to priority fixes and up to $3 billion for agencies such as the Fish and Wildlife Service. In addition, the bill will allocate $900 million each year to the conservation fund. The program – which has existed for half a century – has historically been plagued by funding shortfalls.

Lake McDonald

The Great American Outdoors Act enacted last week is clearly the most consequential funding for national parks, wildlife refuges, and public recreation facilities in U.S. history since the conservation legacy of President Theodore Roosevelt in the early 1900s.

As motorcycle enthusiasts, we can take heart that there’s always going to be those historic chalets, lodges, and miles of tarmac with beautiful landscapes that meander their way through the firs, aspen, and stone.

Photos taken by author.

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Jason Momoa (i.e. “Aquaman”) collaborates with Harley-Davidson

How often have we recently heard… “We continue to face challenges during these unprecedented times.” — Harley-Davidson CEO Jochen Zeitz opening statement during the July 28, 2020 financial call.

I’m not a grammar nerd, but “unprecedented times” is a tiresome word.  Stop saying it Mr. Zeitz – and it’s also inaccurate!

We are not in an “unprecedented” time.

This isn’t the 1930’s Great Depression, the worst economic downturn in the history of the industrialized world. There’s been no dot-com bubble (i.e. Internet bubble) that was caused by excessive speculation in Internet-related companies in the late 1990s. It’s not the real estate bubble of 2008 and the follow-on market crash, recession and unemployment that was linked to the “subprime mortgage crisis.” There is no automotive industry crisis of 2008–2010 where declining automobile sales and scarce availability of credit led to General Motors, Chrysler, and Ford facing insolvency without major government intervention. It’s not the 1918 flu pandemic, which killed 675,000 Americans and the worldwide death toll was estimated at 100 million. One pandemic death is too much, but the COVID-19 deaths are currently nowhere close to that, thankfully.

Q2 2020 HOG Earnings Report

So, stop using these new most-hated sayings: “unprecedented” times, it’s the “new normal” and “we are in this together” mantra.

And, who’s the “we” here? The point is “we” are not all on the same team in this pandemic. Everyone is dealing with it in their own way. The restaurant employee who’s been unemployed for months isn’t in this together with a Fortune 500 CEO.  The nurse on the front-line treating pandemic patients isn’t in this with the marketing manager who can work from home.

It’s not “unprecedented” for me to rant about something while being largely sequestered at home for nearly five months. But it is what it is, I guess.

Back to the Q2’20 financial call… and some key comments made during the call:

  • The Harley-Davidson culture has suffered. The company has seen five consecutive restructuring’s every year in order to basically chase the downward trend in sales.
  • The Rewire” strategic vision is now being replaced by “The Hardwire.” (more on this at the bottom of the post)
  • Extending the 2020 model year through fall (historically launch was late August) and now new bikes will arrive in dealer showrooms early 2021.
  • Used motorcycle pricing increased about 6% throughout Q2, certainly, higher than Harley has seen in any previous quarter.
  • Harley continues to see strong potential in Adventure Touring and will launch Pan America globally in 2021.
  • Harley has streamlined the structure, which now requires approx 700 fewer positions and approximately 500 employees laid off.
  • H-D is not willing to sacrifice the strength of their legacy in a quest for pure volume growth going forward.
  • Increased recognition on the role of digital technology as a critical priority in the future for Harley-Davidson.
  • H-D will focus on roughly 50 primary markets that generate the vast majority of their retail sales and shipments.
  • Surprise!  Planning to add a Sustainability Officer to the team who will further H-D commitment to the planet and to society.
  • New brand building approach and social media campaign directed by “Aquaman” i.e. Jason Momoa (video of Mr. Momoa touring H-D Museum)

Q2’20 Numbers:

  • Harley-Davidson posted a loss of $0.60 per share for Q2’20
  • Worldwide retail sales of new motorcycles were down 26.6% versus prior year and Q2 revenue of $865 million was down 47% year over year.
  • U.S. retail sales in Q2’20 were down 26.7% versus prior year.
  • EMEA declined 29.8%, Asia Pacific was down 10.2%, and Latin America saw declines in Mexico and Brazil and finished the quarter down 51%.
  • U.S. market share of new bike registrations was 38.5%, down 8.1 percentage points
  • Motorcycle mix shifted from touring to cruising versus Q2’19, which reduced average motorcycle revenue per bike.
  • Credit losses were down due to lower delinquencies and lower repossessions helped by H-D offering of payment extensions to certain customers.
  • While Q2 results were again terrible, Harley-Davidson was still able to sell over 31,000 motorcycles in the U.S. during a global health crisis that closed off its retail stores.

During the financial call, Mr. Zeitz announced Harley will have yet another roadmap to follow: “The Hardwire,” the motor company’s third visionary plan in two years.

You might recall “The More Roads to Harley-Davidson” plan unveiled in July 2018 which stated the development of 100 new models over 10 years, giving more attention to international markets than in the U.S. market, and putting a much greater focus on electric vehicles.

That plan was largely abandoned earlier this year when then CEO Matt Levatich abruptly left the company and was replaced by chairman Zeitz. The “More Roads” was replaced by the vague and loosely defined “The Rewire” plan, which incorporated some of Levatich’s plan, but would instead focus more on key markets and products to drive the bike maker’s profitability and growth potential.

Now we can look forward to a new 5-year strategic plan; “The Hardwire,” which will be grounded in enhancing the desirability of Harley’s brand and protecting the value (i.e., keep pricing elevated) of the iconic products.” The Hardwire roadmap is expected to take over in the fourth quarter and serve as the strategic plan for the company to follow through 2025.

Photos courtesy of Asphalt & Rubber and Harley-Davidson

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Some numbers to start your day and it’s not pretty.

The coronavirus pandemic, social unrest, and a scarred economy has created a tipping sentiment toward many jobs NOT coming back.

According to a Harley-Davidson press release, “The ReWire” strategy will now eliminate 700 positions globally of which 500 of the layoffs will occur this year. It will result in a $50 million restructuring charge in 2020, including $42 million in the second quarter. According to new Chief Executive Jochen Zeitz, getting the company on “a path to winning” also includes CFO John Olin leaving the company effective immediately.

Flashback – remember this abrupt CFO departure in 2009?

Some news outlets have reported Mr. Olin’s departure as a “retirement,” but color me skeptical since most retirements have a longer celebratory departure than immediately exit through the door. The current VP Treasurer, Darrell Thomas assumed duties as interim CFO until a successor is appointed.

I’m not sure why, but the CEO press release declaration of “a path to winning” reminded me of that time Charlie Sheen was winning HERE … maybe I just needed some humor?!

Harley-Davidson is not alone on the layoffs.  Below are just a few of the latest examples:

  • Macy’s announced it would lay off about 3,900 and shutter stores
  • AT&T will lay off 3,400 and shut down more than 250 stores.
  • Hilton Hotels announced it would lay off 2,100 corporate employees amounting to 22% of its corporate workforce.
  • Chevron announced it will cut 10% – 15% of its 45,000 global workforce.
  • Boeing announced it would lay off nearly 7,000 employees.
  • Uber announced it is cutting 3,700 jobs (14% of its workforce), then a month later announced they will cut 3,000 additional jobs and close 45 offices.
  • Airbnb announced it is laying off about 25% of its workforce, or 1,900 employees.
  • Virgin Atlantic (now part of Alaska Airlines) announced it would cut 3,150 jobs.
  • Hertz plans to lay off 10,000 employees.
  • Under Armour announced that it will lay off about 6,700 employees.
  • United Airlines will send layoff warnings to 36,000 employees — nearly half its U.S. staff.
  • ZipRecruiter laid off 443 employees.
  • GE announced it will be reducing approximately 10% of its aviation unit’s workforce, amounting to about 2,500 employees.
  • Cirque du Soleil announced it is laying off 95% of its 4,679 person staff.

You get the point.  Sadly, a lot of employees are expected to exit various organizations. In fact, since February, about 4.6 million Americans have stopped actively looking for work, and another 2.2 million are unemployed NOT on layoff.

And, then there are those companies that have taken an extremely tacky and classless route of laying off employees via Zoom.  Looking at you Bird, the electric scooter company, who laid off 30% of its staff via a 2-minute Zoom call.

Talk about a Nobel Prize-winning way to “Put a Bird on It” — From the “Portlandia” TV show.

Photos courtesy of Harley-Davidson, Great Art and IMDb.

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Oregon Scenic Byways

You might have an image in your mind of what motorcycle riding through Oregon is like, and the truth is, it’s a compilation of adventures. The landscapes are incredibly varied from Martian-like vistas in the driest place to ecosystems with a staggering array of flora, fauna and fungi.

America’s Byways® is an umbrella term used for a collection of 150 diverse roads designated by the U.S. Secretary of Transportation. The road designation is typically based on their archaeological, cultural, historic, natural, recreational, and scenic qualities.  They are considered gateways to adventures where no two experiences are the same.

Oregon is fortunate to have 10 incredible roads as part of America’s Scenic Byways and whether a maiden voyage or seasoned adventurer, you can see a lot of Oregon from behind the handlebars.

Below are snapshots of each Oregon Byway:

Cascades Lakes

Cascade Lakes Scenic Byway — 66.0 mi
This byway cuts a path through the mountains, lakes, and forests of central Oregon. Volcanism and glaciation formed more than 150 lakes for which the region is well known. See outstanding examples of lava flows, alpine lakes, and meadows. Cross paths taken by such historic figures as Kit Carson.

 

Hells Canyon

Hells Canyon Scenic Byway — 218.4 mi
Journey from river’s edge to mountain top and down to valley floor. Savor panoramic views of rugged basalt cliffs and fertile fields, rimmed by snow-tipped peaks. Tour foundries, galleries, and museums. Touch the weathered track of the historic Oregon Trail. Watch the majestic Snake River tumble through North America’s deepest canyon.

 

Columbia River

Historic Columbia River Highway — 70.0 mi
Travel to magnificent overlooks that provide views of the Columbia River and waterfalls, including Multnomah Falls. Springtime has magnificent wildflower displays, including many endemic plants. The Columbia River formed the last leg of the Lewis and Clark Expedition and was part of the early route of the Oregon Trail.

 

McKenzie Pass

McKenzie Pass-Santiam Pass Scenic Byway — 82.0 mi
Experience dramatic views of the snow capped High Cascade Peaks. The panorama of lava fields and six Cascade peaks is made more striking by the contrast between the black lava and white snow. The mountains are mirrored in crystal-clear lakes, and the byway passes beautiful waterfalls, including Sahalie and Koosah Falls.

 

Mt Hood

Mt. Hood Scenic Byway — 105.0 mi
On this byway, volcanoes once erupted and mammoth floods scoured deep gorges. Discover geologic wonders, waterfalls, temperate rain forests and wild rivers. Explore pastoral valleys with farm-fresh produce. Experience the formidable last leg of the Oregon Trail, the Barlow Road. Enjoy this bountiful wonderland that the pioneers called “paradise.”

 

Outback

Outback Scenic Byway — 170.0 mi
“Outback” refers to land with a natural ruggedness. Though people come here seeking independence, they know each other’s first names. Community is paramount. Jonathan Nicholas, publisher of the Oregonian, said it is “a star-spangled landscape of marsh and mountain, of reflection and rim rock, of seamless vistas and sage-scented dreams.

 

Pacific Coast (North, Mid and Southern)

Pacific Coast Scenic Byway — 363.0 mi
Starting in Astoria and traveling south to Brookings, the Pacific Coast Scenic Byway provides views of amazing coastal scenery. The road winds by estuarine marshes, clings to seaside cliffs, passes through agricultural valleys, and brushes against wind-sculpted dunes. Charming small towns, museums, state parks, overlooks, historic bridges, and lighthouses ensure a delightful journey.

 

Rogue-Umpqua

Rogue-Umpqua Scenic Byway — 172.0 mi
From rolling, oak-covered hills to towering coniferous forests; from roaring whitewater rapids to incised inter-canyon lava flows; the Rogue-Umpqua Scenic Byway invites you to experience 172 miles of diverse river and mountain landscapes. Drive alongside the Upper Rogue and North Umpqua Wild and Scenic Rivers, both of which contain world-class fisheries.

 

Volcanic Legacy

Volcanic Legacy Scenic Byway — 500.0 mi
Explore the wonder and beauty of a dramatic volcanic landscape from Oregon’s Crater Lake National Park to California’s Lassen Volcanic National Park. Encounter ancient natural forces that shaped exquisite mountain lakes. Amid spectacular scenery, you’ll enjoy charming towns, abundant wildlife, world-class birding, and extraordinary recreational, historical, and cultural opportunities.

 

West Cascades

West Cascades Scenic Byway — 220.0 mi
This byway offers some of the best up-close views of thundering waterfalls, ancient forests, rushing whitewater, and cool, placid lakes. The drive begins in the historic logging city of Estacada, immersing you in an old growth forest. Continue and see snow capped volcanic peaks and the breathtaking Wild and Scenic Clackamas River.

Are you an owner of the new Harley-Davidson LiveWire and wanting a new perspective in sustainable travel?  Oregon is home to one of the largest and most robust networks of electric vehicle fast-charging stations in the U.S. You can download the Oregon Electric Byways map and guide HERE.

Information, maps and photos courtesy of Oregon’s Scenic Byways

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Specifically, the motor company announced it will lay off approximately 90 employees at the York manufacturing plant and and 50 at the Tomahawk site in Wisconsin as part of an adjustment to its production volume.

The plant in Springettsbury Township just re-opened on May 20th as York County moved into Pennsylvania’s “yellow phase” of COVID-19 mitigation.

You might also recall that the motor company is pivoting from the “More Roads” plan to now focus efforts and energy to appeal to customers of premium-priced brands with limited availability.

I previously posted about this new success formula HERE.

Harley-Davidson has leveraged “scarcity” in the past. Underproduce motorcycles and limit distribution, which creates longer waits that in turn create an exclusivity mystique. Then up-sell consumers on the “premium-ness” motorcycle choice/brand.

As part of the new ‘scarcity strategy’ the company is adjusting its production volume (which to be fair, it routinely adjusts headcount), which will now result in a workforce reduction of York employees.

Previously, Harley-Davidson announced that it was reducing all non-essential spending and temporarily reducing salaries by 30 percent for executive leadership and 10 to 20 percent for most other salaried employees.

This reduction is nothing like the 2009 great recession when Keith Wendell cut the workforce by 2,700 hourly workers and 840 administrative employees.  Unless you are one of the laid off employees…then downsizing feels like cutting into “muscle” and is painful.

Laying off employees is difficult in normal times; but amidst the COVID-19 pandemic can magnify the tension and make coping with the turbulence very difficult. I hope Harley-Davidson makes the process equitable and those laid off have a soft landing.

Photo courtesy of Bradley Staffing Group.

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