Richard a D’Aveni, Professor, Tuck School of Businesshas authored a book titled Beating the Commodity trap. According to him, ‘Everything becomes a commodity eventually.’ He quotes the example of Harley Davidson, a perpetual commercial diamond, that entered the commodity trap in the 1970s while competing against the Japanese bikes Honda, Suzuki and Yamaha. The rivals offered greater benefits at lower prices. Harley’s market share shrunk from 39 per cent to 23 per cent between 1979 and 1983. As the firm had fixed cost structure, it could neither cut prices nor keep the prices constant, as it would have affected financial health. In 1981, it reinforced branding based on its rebel image and iconic status.  A club called Harley Owners Group (HOG) was launched in 1983. It sold an array of branded apparel and collectibles, encouraging adventurous Harley life style and bad boy image. It brought Harley nearer to everyone by making it affordable in the form of a jacket or an emblem. The company turned the corner in 1980s. In its centennial year 2003, it recorded revenues of $4.6 billion. The customers were willing to pay a premium for a Harley Davidson. However, recently Harley faces problems again —  it is a bike of previous generation.. A typical Harley rider is a man in forties. Besides, Harley’s bad boy image keeps away the women riders which account for only 12 per cent of Harley sales.Harley has to reach this growing segment, which is lured by the Japanese competitors by their smaller, less intimidating products.