STRATEGIC DIRECTION OF HARLEY DAVIDSON
MGT499: Strategic Management
Professor Daniel Corcoran
November 30, 2014
STRATEGIC DIRECTION OF HARLEY DAVIDSON The success of Harley Davidson (HD) is due to the American motorcycle icon’s effective Strategic Management. HD’s vision, mission, goals and objectives strive to exceed the requirements of its main stakeholders. Although these needs are not always met, the company has unique relationships with is stakeholders. The company stays on course with its strategic plan, despite the economy and the decline of American manufacturing and what might be considered its dwindling U.S. consumer base. Stakeholders “represent very important constituencies or groups of individuals who are part of an organization or associated with an organization.” (Module 01, 2013) HD’s main stakeholders are its employees, customers and shareholders. Each stakeholder has its own motives for being involved with the organization. Normally these motives result in common goals and objectives.
Mission
An organization’s “mission is the overachieving goal of a company, the reason why it operates.” (Module 01, 2013). Harley Davidson’s mission statement is “We ride with our customers and apply this deep connection in every market we serve to create superior value for all of our stakeholders” (Harley Davidson, 2012. p. 2). This mission statement places the needs of stakeholder foremost in the company’s strategic plan.
Vision
A company’s vision should “set up the long term direction of the company (vision), they incorporate the goals of the main stakeholders (shareholders, customers, suppliers, employees), they express the main values of the management to be embraced by employees, and they describe the main goals” (Module 01, 2013). Harley Davidson’s vision is “We fulfill dreams inspired by the many roads of the world by providing remarkable motorcycles and extraordinary customer experiences. We fuel the passion for freedom in our customers to
Professor Daniel Corcoran
November 30, 2014
STRATEGIC DIRECTION OF HARLEY DAVIDSON The success of Harley Davidson (HD) is due to the American motorcycle icon’s effective Strategic Management. HD’s vision, mission, goals and objectives strive to exceed the requirements of its main stakeholders. Although these needs are not always met, the company has unique relationships with is stakeholders. The company stays on course with its strategic plan, despite the economy and the decline of American manufacturing and what might be considered its dwindling U.S. consumer base. Stakeholders “represent very important constituencies or groups of individuals who are part of an organization or associated with an organization.” (Module 01, 2013) HD’s main stakeholders are its employees, customers and shareholders. Each stakeholder has its own motives for being involved with the organization. Normally these motives result in common goals and objectives.
Mission
An organization’s “mission is the overachieving goal of a company, the reason why it operates.” (Module 01, 2013). Harley Davidson’s mission statement is “We ride with our customers and apply this deep connection in every market we serve to create superior value for all of our stakeholders” (Harley Davidson, 2012. p. 2). This mission statement places the needs of stakeholder foremost in the company’s strategic plan.
Vision
A company’s vision should “set up the long term direction of the company (vision), they incorporate the goals of the main stakeholders (shareholders, customers, suppliers, employees), they express the main values of the management to be embraced by employees, and they describe the main goals” (Module 01, 2013). Harley Davidson’s vision is “We fulfill dreams inspired by the many roads of the world by providing remarkable motorcycles and extraordinary customer experiences. We fuel the passion for freedom in our customers to
References: David, F. (2013). The Business Vision and Mission. Strategic Management. Pearson Education Retrieved from http://faculty.unlv.edu/amiller/BUS496/david%20_sm14_inppt02.ppt Harley Davidson Harley Davidson. (2012) Annual Report 2011. Retrieved from: http://media.corporate-ir.net/media_files/IROL/87/87981/HD.pdf Harley Davidson Harley Davidson, (2012). Harley Davidson shows continued improvement. Retrieved from: http://www.harley-davidson.com/en_US/Content/Pages/HD_News/Company/news.html?article=en_US/News/1483_press_release.hdnews Harley Davidson Kelleher, J. (2013). Harley-Davidson demographics change as baby boomers age. Retrieved from http://www.hdhistory.com/harley-davidson-demographics-are-changing/ Luca, A McBee, R. D. (2011). Harley-Davidson 's Future (Abroad). International Journal Of Motorcycle Studies, 7(2), 1-8(access via Trident’s library through EBSCO database) McNamara, C McNamara, C. (2011). Basics of developing mission, vision and values statements, free management library. Retrieved August, 2011, from http://managementhelp.org/strategicplanning/mission-vision-values.htm#anchor519441 Module 1 Background (2013)