Harley –Davidson Harley Davidson

Pages: 3 (568 words) / Published: Jun 5th, 2013
Case 5: Harley –Davidson
1) Harley Davidson has an untypical relationship with the union. Continuous improvement techniques could have been stopped if the company did not have a good relationship with the union. The union viewed management as a partner instead of an adversary. Harley Davidson appears to be using a Focused differentiating strategy. A differentiating strategy is present when a business seeks to be unique in its industry by offering products or services that is highly valued by buyers. A focused differentiation is when a business seeks differentiation in its target segment or group. In the case of Harley Davidson’s, they sell luxury motorbikes and their focused differentiation is conveyed intangibly, where Harley bikes communicating -lifestyle, status and identity. The United states is Harley Davidson domestic markets and most successful in terms of operations, however continuing growth in this market is curtailing .Yet, United States has and will always be the home of Harley Davidson and this strategy will continue to be successful within this country. However, Harley needs to be careful that it will not isolate loyal buyers, who favour the classic engineering associated with traditional bike with their new models .Where Europe is an intensely difficult, but an attractive market. However, Harley Davidson owns just 10 percent of this market. Here Harley Davidson’s differentiation strategy may be perceived as unappealing, especially when competitors are offering a different range of products to meet their requirements and Overall market share in Japan is declining.

2) Harley's new management realized to survive they needed to become a perpetual learning and improving organization. Open communication between all levels of employees was essential. Everyone needed to understand their roles and the consequences their roles contributed to the company. But to develop employees to a greater

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