Bringing the fundamentals into focus…
Back to Harley-Davidson, Inc.
How Harley-Davidson, Inc. stacks up
HOG · against 330 other Consumer Cyclical companies of similar size
Growth
16/ 100
Near the bottom of its peers.
Ranked #310 of 331 · scores higher than 6% of peers
Bars: peers in each 10-point band of the growth score20 peers with a growth score of 10–19, including HOG · Click a bar to see the companies
Why growth scores 16?
Weighted metrics compared with all Consumer Cyclical companies.Mainly because of its 3-year revenue growth and revenue growth, which are weaker than most Consumer Cyclical peers.
- slower revenue growth over three years: weaker than 93% of peers. 3-year revenue growth: -11.1% vs peer median 4.3%
- slower revenue growth over the last year: weaker than 81% of peers. Revenue growth: -5.2% vs peer median 3.7%
- Earnings per share growth is close to the peer norm. Earnings per share growth: -2.5% vs peer median 4.2%
Metric by metric
Position: dot = HOG, ranked from the worst peer (left) to the best (right); tick = middle, shaded = middle half of peers.| Metric | HOG | Peer median | Better than | Position among peers | Weight |
|---|---|---|---|---|---|
| Revenue growthHigher is better · 331 reported | -5.2% | 4.8% | 9% | 33% | |
| Earnings per share growthHigher is better · 279 reported | -2.5% | 7.9% | 36% | 33% | |
| 3-year revenue growthHigher is better · 329 reported | -11.1% | 5.5% | 1% | 33% |
Ranking by growth score
Top 5 and the companies ranked around HOG| Rank | Company | Market cap | Growth | Overall |
|---|---|---|---|---|
| 1 | 177.5B INR (≈$2.1B) | 100 | ||
| 1 | 3.1B USD | 100 | 59 | |
| 3 | 27.1B CNY (≈$3.8B) | 99 | 35 | |
| 3 | 272.3B INR (≈$3.3B) | 99 | 61 | |
| 5 | 17.6B SAR (≈$4.8B) | 98 | 68 | |
| 306 | 17.5B CNY (≈$2.4B) | 18 | 27 | |
| 306 | 15.3B CNY (≈$2.1B) | 18 | 65 | |
| 306 | 16.8B CNY (≈$2.3B) | 18 | 71 | |
| 306 | 1.8B USD | 18 | 39 | |
| 310 | 3.5B USD | 16 | 34 | |
| 310 | 2.0B USD | 16 | 46 | |
| 312 | 101.6B TWD (≈$3.2B) | 15 | 60 | |
| 312 | 3.8B GBP (≈$5.0B) | 15 | 30 | |
| 314 | 3.3B USD | 14 | 33 |
Scores are sector-relative percentiles from the latest snapshot, always calculated against the whole sector: narrowing the comparison group changes who you compare with, not the scores. Missing metrics are left out and the remaining weights rescaled. How we score