This business plan presents a comprehensive overview of Corbin Pacific, Inc., a California-based motorcycle accessories manufacturer holding over 90% U.S. market share. Drawing on a 1999 Harvard Business School case study, the plan covers the company's origins, patented integrated molding technology, product line, and marketing strategy. It examines market segmentation, pricing dynamics, and competitive positioning in the U.S. motorcycle accessories industry. The plan also details organizational structure, human resource philosophy, and financial performance, including income statements, cash flow statements, and balance sheets for fiscal years 1996–1998.
The paper demonstrates applied case-study synthesis: it adapts a real Harvard Business School case into a standard business plan format, translating descriptive case material into each required section (mission, market analysis, HR policy, financials). This shows how academic case data can be reorganized into a professional planning document.
The plan opens with an executive summary establishing mission, history, and financial highlights. It then moves into a company profile covering ownership, technology, products, and facilities. A market analysis section addresses segmentation, pricing, and online marketing strategy. The organization and management section outlines the inverted-pyramid philosophy and HR policies. The plan concludes with three fiscal-year financial statements — income statement, cash flow statement, and balance sheet — providing quantitative grounding for the strategic narrative.
Corbin Pacific, Inc. is a California-based company whose mission is to produce the best motorcycle accessories in the world through innovative designing, high-quality manufacturing, and a customer-oriented approach.
Mike Corbin, Founder and President of the company, started the business in 1968 by producing motorcycle seats in his garage. Over the following three decades, the company grew substantially and now holds more than 90% market share in motorcycle accessories. Its product line includes motorcycle seats (also called saddles), bags, fenders, and other small accessories. The company holds a patent on the use of integrated molding technology to manufacture motorcycle seats.
In 1998, annual revenue exceeded $15 million and the company employed 154 associates. Corbin Pacific maintains its offices and manufacturing plant in Hollister, California, with a major showroom in Daytona Beach, Florida.
Since its inception, Corbin Pacific has identified product needs and designed stylish products to fill them. New products have consistently fueled the company's growth and profitability.
The company is very well managed. Employee turnover is low, layoffs are rare, and the compensation package offered to employees is among the best in the industry.
The company's marketing strategy is product-driven, with a strong emphasis on mass customization. The internet is used for marketing and for online sales of the company's products.
Corbin Pacific's financial position is strong. It supports Corbin Motors financially and provides a base for that venture's research and development activities.
This business plan is based on a case study conducted by Harvard Business School (1999). A standard business plan outline (Berry, 2004) has been followed.
The company's mission is to produce the best motorcycle accessories in the world through innovative designing, high-quality manufacturing, and a customer-oriented approach.
It is important that the company continues to produce high-quality saddles and accessories for a wide range of street motorcycles, dual-sport bikes, quads, and scooters. At the same time, the company's further success will depend on venturing into additional products while securing new customers.
The company was initially established in 1968 in Gardner, Massachusetts, by Mike Corbin, Founder and President of Corbin Pacific. The company is the top motorcycle seat manufacturer in the world. In 1979, Mike relocated to California and established the company's offices and manufacturing plant in Hollister.
Corbin Pacific, Inc. designs, manufactures, and sells motorcycle accessories for motorcyclists who want to upgrade their bikes' original factory equipment. The company holds more than 90% market share in the United States, generates approximately $15 million in revenue, and employs over 150 people.
The company's offices and manufacturing plant are located in Hollister, California. In addition, it operates a major showroom in Daytona Beach, Florida. Both locations are well-known for motorcycle racing and are considered hubs of motorcycling activity.
Corbin Pacific's market leadership is driven by its skills in several areas, most notably the production of molded composite (fiberglass) structures. The company holds a patent on the use of integrated molding technology to manufacture motorcycle seats. The molding process begins with a polyester strand combined with fiberglass resin, which is then hand-formed into a polyester mold. As the fiberglass is shaped in the mold, metal appendages are woven in to provide structural support. The mold is sent to a foam machine, closed, and filled with a precise amount of polyurethane. The filled mold is clamped shut, and the foam rises — much like bread — in approximately five minutes. The seat and fiberglass base plate are then removed from the mold and excess material is trimmed away.
Major products include motorcycle seats (saddles), bags, fenders, and other small motorcycle accessories.
Mike Corbin intends to operate Corbin Pacific as the design platform for Corbin Motors. The company's strong research and development facility is well-positioned to support this purpose.
The company's sole target customers are individual motorcycle owners who wish to upgrade their saddles or other accessories. Although retail margins are higher, the company recognizes the role distributors play in expanding its reach and therefore maintains a balance across its sales channels.
Sales of motorcycles in the United States peaked in the late 1970s and early 1980s, then began rising again in the late 1990s. Sales of motorcycle accessories are directly proportional to new bike sales. Approximately 80% of Corbin's customers own bikes less than 24 months old. In 1998, approximately 250,000 heavy motorcycles were sold in the U.S., and Corbin sold around 100,000 seats in the same year.
While the motorcycle market is not expanding rapidly, it maintains a steady growth rate. Corbin holds over 90% market share and, with no major competitor in the near term, will continue to enjoy its leading position.
New motorcycles are typically shipped with seats that cost the manufacturer approximately $20. Corbin seats and accessories are priced considerably higher, with retail prices starting at around $300. Motorcycle manufacturers had little incentive to install costly seats that would raise the price of their bikes, which ultimately worked in Corbin's favor, as customers sought to customize their motorcycles with Corbin products.
Motorcycle dealers were also content to carry Corbin products, as they enjoyed a margin of approximately 35%. This pricing structure kept all parties in the industry satisfied.
The company is marketing-driven, with new products consistently powering its financial performance. Each year, the company introduces new products based on innovative design, and customer satisfaction is a central goal. New products are the primary driver of sales growth.
At one point, a single customer accounted for 30% of the company's business. The company subsequently adopted a more balanced approach, and today no single customer accounts for more than 10% of sales.
The company tracks every inquiry it receives. Customer demand data is compiled periodically, and new products are developed based on those findings — ensuring that a market already exists before a product launches.
Corbin Pacific utilizes its website for marketing, providing detailed information about the entire product range. The company also accepts online orders, which has contributed significantly to sales growth.
The overall marketing plan of Corbin Pacific is based on the following fundamentals:
The company maintains an attractive web portal that provides adequate detail about its product line and offers an online purchasing facility.
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