Southern Nevada Harley-Davidson Sales Inc. – Las Vegas, NV – June 4, 2007

Southern Nevada Harley-Davidson Sales Inc.
Las Vegas Harley-Davidson
Las Vegas, Nev., 89169
Red Rock Harley-Davidson
7100 W. Sahara Ave.
Las Vegas, Nev., 89117
Zion Harley-Davidson
2345 N. Coral Canyon Blvd.
Washington, Utah 84780
Don Andress and Tim Cashman
Take a tourist mecca and an iconic motorcycle company, mix them together and you get powersports dealerships that serve not only a loyal local customer base but also a wide array of visitors from around the world, all who walk away with an experience. Long-time friends Don Andress and Tim Cashman have been working to expand and enhance that experience since they took over operations for Southern Nevada Harley-Davidson Sales Inc.’s three main locations in 1995. In addition to two Las Vegas stores and a dealership in Southwestern Utah, the company operates six alternative retail outlets throughout the Las Vegas area. Las Vegas Harley-Davidson moved into its current store in 1999, while Red Rock Harley-Davidson is its newest. Southern Nevada Harley-Davidson Sales is in the process of expanding Zion Harley-Davidson and plans to double available space from 8,000 square feet to 20,000 square feet.
The long-term viability of the industry, particularly Harley-Davidson’s role, is Cashman’s top concern. Keeping customers interested is the key, he said. “I think my greatest concern is our collective ability [both as a dealer and with Harley-Davidson] to continue to deliver products and services that continue to excite people for the next 50 years,” Cashman said. “If we’re going to continue to grow our sales, we need a constant stream of exciting products that will expand demand. If we don’t stay up with the times, then this business is not going to be nearly as good as it is.”
H-D’s new Nightster has been the hottest seller for Southern Nevada Harley-Davidson Sales. The bike has drawn the eye of younger riders throughout the company’s territory. The styling also makes it a popular ride: a little nostalgic, but also very different, Cashman said. “Harley hit it right on the mark,” Cashman said, referring to the Nightster.
The housing situation and technology have changed how customers prepare and purchase motorcycles lately, Cashman said. “The shoppers are more discriminating,” he said. “People are coming in wanting a better deal, wanting what they want and credit isn’t as good in general. The kind of housing bust we’re seeing is really affecting people’s ability to buy what maybe one of the most expensive toys a person might buy.”
Southern Nevada Harley-Davidson Sales does extensive parts, goods, accessories and service business at all its locations, particularly with the alternative retail outlets selling MotorClothes and other collectibles. In parts and accessories, customers are looking for customization and performance modification. Female riders are rising in this sector for the business. Since the dealership gets more than 200,000 visitors a year, it makes sure to have a deep inventory of collectibles available. Las Vegas Harley-Davidson is home to 15 full-time technicians, including Master Techs, who service both regular customers and a large number of traveling customers.
Las Vegas Harley-Davidson runs a shuttle bus that runs between select hotel/casinos and the dealership. Tourist customers pick up everything from jeans and T-shirts to shot glasses and other collectibles. “We benefit from being the tourist capital of the U.S.,” Cashman said. “It’s really attractive to take the shuttle bus. We get visitors from everywhere.” Although more people visit the store, thanks to the shuttle, the company knew it would get even more business through going to where the people were, which was the reasoning behind opening the alternative retail outlets. The smaller retail outlets can be found at the Las Vegas Convention Center, McCarran International Airport and a handful of hotel/casinos.
“Clearly understand the opportunities that your individual market presents to you and try to take advantage of those opportunities,” Cashman said. “Make sure every department is a profit contributor to the overall bottom line. Good processes and good people pay big benefits.”
— Lisa Young

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