Harley-Davidson stock: growth
HOGHarley-Davidson reported $4.47B in revenue for fiscal 2025, down 13.8% on the prior year, up 2% a year on average over up to five years.
Daily figure as of 13 Nov 2026
Growth per year by period
What reaches shareholders is growth per share: buybacks lift it, new shares dilute it.
| since 2020 | since 2015 | since 2006 | |
|---|---|---|---|
| Revenue | 2.0% | −2.9% | −1.4% |
| Revenue per share | 7.1% | 2.3% | 2.8% |
| Earnings | 204.3% | −7.7% | −5.7% |
| Earnings per share | 219.3% | −2.7% | −1.7% |
| Free cash flow | −16.9% | −6.8% | −1.4% |
| Free cash flow per share | −12.7% | −1.8% | 2.8% |
Fiscal years at a glance
How revenue and earnings grow
- Revenue
- Earnings
- Free cash flow
Figures as a table
| Year | Revenue | Earnings | Free cash flow |
|---|---|---|---|
| 2006 | $5.8B | $1.04B | $542.18M |
| 2007 | $5.73B | $933.84M | $556.03M |
| 2008 | $5.96B | $654.72M | −$916.82M |
| 2009 | $4.78B | −$55.12M | $492.26M |
| 2010 | $4.86B | $146.55M | $921.5M |
| 2011 | $5.31B | $599.11M | $696.26M |
| 2012 | $5.58B | $623.93M | $604.07M |
| 2013 | $5.9B | $733.99M | $768.77M |
| 2014 | $6.23B | $844.61M | $914.36M |
| 2015 | $6B | $752.21M | $840.14M |
| 2016 | $6B | $692.16M | $918.08M |
| 2017 | $5.65B | $521.76M | $798.77M |
| 2018 | $5.72B | $531.45M | $992.41M |
| 2019 | $5.36B | $423.64M | $686.83M |
| 2020 | $4.05B | $1.3M | $1.05B |
| 2021 | $5.34B | $650.02M | $855.52M |
| 2022 | $5.76B | $741.41M | $396.79M |
| 2023 | $5.84B | $706.59M | $547.48M |
| 2024 | $5.19B | $455.36M | $867.27M |
| 2025 | $4.47B | $338.74M | $415.24M |
Revenue by segment
How Harley-Davidson, Inc. makes its money and how that has shifted. Names are as the company reports them.
- Motorcycles59%
- Financial Services19%
- Parts & Accessories14%
- Apparel5%
- Product and Service, Other2%
- Other1%
“Other” combines smaller and former segments with revenue the company does not assign to a segment. Names as reported, with abbreviations spelled out for the largest companies.
Figures as a table
| 2023 | 2024 | 2025 | Share 2025 | |
|---|---|---|---|---|
| Motorcycles | $3.8B | $3.14B | $2.66B | 59.4% |
| Financial Services | $953.59M | $1.04B | $869.2M | 19.4% |
| Parts & Accessories | $698.1M | $651.96M | $614.07M | 13.7% |
| Apparel | $244.33M | $237.27M | $215.78M | 4.8% |
| Product and Service, Other | $74.59M | $72.59M | $69.11M | 1.5% |
| Other | $66.9M | $0 | $47.34M | 1.1% |
| Total revenue | $5.84B | $5.19B | $4.47B | 100% |
Revenue by region
Where Harley-Davidson, Inc. generates its revenue.
- United States57%
- EMEA14%
- Canada4%
- Japan3%
- Australia And New Zealand3%
- Other19%
“Other” combines smaller regions with revenue the company does not assign to a region.
Figures as a table
| 2016 | 2017 | Share 2017 | |
|---|---|---|---|
| United States | $3.58B | $3.22B | 56.9% |
| EMEA | $798.49M | $790.73M | 14% |
| Canada | $212.1M | $232.88M | 4.1% |
| Japan | $200.31M | $180.94M | 3.2% |
| Australia And New Zealand | $181.81M | $168.67M | 3% |
| Other | $1.02B | $1.06B | 18.7% |
| Total revenue | $6B | $5.65B | 100% |
Data status and sources
- Score
- Daily value of 13 Nov 2026, recalculated nightly
- Price
- Closing price of 12 Nov 2026
- Latest annual report
- Fiscal year 2025, period end 31 Dec 2025
- Source
- Financial statements, ratios and prices from Financial Modeling Prep (FMP), based on the company's reports. MEQIRI calculates the score and fair value from them.
Mandatory disclosures for this rating
- ; time horizon around 12 months
- Rated Neutral, published since 7 Nov 2026 (in the score history since 24 Oct 2025)
- Valuation signal Fairly valued since 7 Nov 2026
- End-of-day prices, metrics cached for up to 24 hours
- Score and fair value are estimates from a disclosed model. They are not facts and not a price target.
- Produced by SSM Ventures UG (haftungsbeschränkt), responsible person Sven Brostmeyer, Managing Director, automatically according to the disclosed model.
- Not investment advice. Losses up to and including a total loss are possible. Personal circumstances are not considered.
