Bringing the fundamentals into focus…
Back to Harley-Davidson, Inc.
How Harley-Davidson, Inc. stacks up
HOG · against 1,585 other Consumer Cyclical companies
Growth
16/ 100
Near the bottom of its peers.
Ranked #1,325 of 1,586 · scores higher than 16% of peers
Bars: peers in each 10-point band of the growth score159 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 · 1,593 reported | -5.2% | 3.7% | 19% | 33% | |
| Earnings per share growthHigher is better · 1,125 reported | -2.5% | 4.1% | 42% | 33% | |
| 3-year revenue growthHigher is better · 1,578 reported | -11.1% | 4.3% | 7% | 33% |
Ranking by growth score
Top 5 and the companies ranked around HOG| Rank | Company | Market cap | Growth | Overall |
|---|---|---|---|---|
| 1 | 158.6B CNY (≈$22.2B) | 100 | 60 | |
| 1 | 1.3B MYR (≈$277M) | 100 | 60 | |
| 1 | 241M MYR (≈$53M) | 100 | 86 | |
| 1 | 184.4B HKD (≈$23.6B) | 100 | 91 | |
| 1 | 177.5B INR (≈$2.1B) | 100 | ||
| 1,325 | 7.7B CNY (≈$1.1B) | 16 | 52 | |
| 1,325 | 3.3B CNY (≈$457M) | 16 | 27 | |
| 1,325 | 4.6B TWD (≈$143M) | 16 | 18 | |
| 1,325 | 766M USD | 16 | 16 | |
| 1,325 | 3.5B USD | 16 | 34 | |
| 1,325 | 93M EUR (≈$102M) | 16 | 17 | |
| 1,325 | 1.88T IDR (≈$116M) | 16 | 47 | |
| 1,325 | 16.1B USD | 16 | 66 | |
| 1,325 | 2.0B USD | 16 | 46 |
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