Harley Davidson Motor Company: Enterprise Software Selection Saddle up in style and innovation – With all THE DUST BLOWN OFF The Criteria: In order to select the provider of an enterprise –wide procurement and supplier management system the case study deals with two aspects: * Functional criteria and * Qualitative criteria The implementation of the new systems‚ involves the heavy change‚ which must be understandable‚ compatible‚ and it has to adhere with the requirements of the company
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Harley-Davidson Mini Case Question 1 The international business environment that Harley-Davidson faces includes several challenges and obstacles. These challenges include trying to increase sales in nations that already offer well-known brands of motorcycles at cheaper costs. Besides having to compete with local brands‚ in places such as Europe each specific country may have different preferences on styling‚ size‚ and the type of performance. Other obstacles include high tariffs in some emerging
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1. Historically‚ how did Harley-Davidson manage to dominate the U.S. market? How did it do so and what were its sources of competitive advantage? And starting in the 197-s Harley Davidson got into trouble‚ what change? Internally? Externally? 2. What were the major ingredients of the Harley-Davidson’s transformation process? What elements seemed to you to be the most important? What three or four lessons summarize the experience of Harley Davidson? 3. What are Harley’s current sources of
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1.0 Executive Summary Harley-Davidson is a company that despite enjoying nearly 15 years of being a leader in the market place and capitalizing on strong sales growth‚ find themselves reevaluating their overall strategy. The analysis below goes through the each level of the market-place to determine where‚ what and how change can take place. At the industry level‚ it is clear that the mature product life cycle necessitates stronger price competition‚ further expansion into foreign markets and
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Strategic Audit of Harley-Davidson Case 16 Strategic Management MGMT 436 Group 5 Current Situation (Jw Hayes) A. Current Performance 2008 Revenue 2008 $5.59 billion down from $5.73 billion in 2007 Net Income $654.7 million down from $933.8 million in 2007 Earnings per stock share $2.70 down from $3.74 in 2007 Motorcycles sold 303‚470 down from 330‚619 in 2007 http://investor.harley-davidson.com/ReleaseDetail.cfm?ReleaseID=360949 B. Strategic Posture Mission We ride
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Final Recommendations pg 3 1 Introduction Harley-Davidson Motorcycles have been around for just over 100 years. They became popular after World War II and had continued success until the 1970’s when the company was sold. In 1981 a group of executives bought the company and turned it around into what it is today. Harley-Davidson has had some hard times and some images to shed to get to where it is now‚ but it has been and are still
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and cyclical motorcycle business‚ Harley-Davidson attempts to expand capacity without taking on further debt. Thus‚ it would expand capacity first through internal process improvements and restructuring‚ and externally only if needed. • Timing – In 1992‚ production capacity was increased from 75‚000 to 100‚000 after an internal expansion project. In 1995‚ a further capacity expansion was planned in response to the growing motorcycle market. • Type – Harley-Davidson has plants capable of producing
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Harley-Davidson-From Dysfunctional to Cross-Functional. (Pages 212-213). Questions: 1. During Teerlink’s tenure as Harley’s Chief Financial Officer‚ was the organization structure flat or tall? Centralized or decentralized? Explain your answers. During Teerlink’s tenure the organizational structure at Harley’s was flat and decentralized. This was because he introduced a structure that had Cross-functionality‚ lifelong learning‚ and shared leadership fuel the so-called "circle organization"
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Porter Generic Strategies‚ Harley-Davidson Company uses “Differentiation Strategy” by offering its heavyweight motorcycle through the distinctive designs. Also‚ as a leader of heavyweight motorcycle manufacturers‚ more than 100 years old existed in the market‚ its American icon and nostalgia make H-D become traditional brand. Therefore‚ with an American made version‚ the consumers perceive H-D motorcycles as the high quality products and demand for additional exclusive value without considering its
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Harley Davidson Case Study Analysis Guidelines 1. Your analysis should be based on the question of “What is Harley Davidson doing today to deliver high levels of customer value?’ The analysis should be related to the organization’s marketing strategy 2. Based on the company’s marketing strategy‚ how has Harley Davidson managed value through its product‚ pricing‚ promotion‚ placement‚ and people (five P’s) policies/strategies? 3. The analysis should be framed‚ as with our previous
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