Harley-Davidson, Inc.

Powerful Essays
Running Head: HARLEY-DAVIDSON, INC. & THE GREAT RIDE INTO THE SUNSET (OOPS)

Harley-Davidson, Inc.
External and Internal Analysis, Value Chain, Core Competencies and EVA Evaluations within the Competitive Recreational Vehicles Industry Environment
Including Strategic Recommendations.

Patrick Beach
Elise Boldt
Neil Colombini
Carl Seaberg
Heather Songer

Pacific Lutheran University

In partial fulfillment of the requirements for BUSA 499-02
Professor Quoc Pham
May 14, 2009

Table of Contents

Chapter Page

Executive Summary 2

Brief Company Overview………………………………………………………………2

Porter’s Five Forces 3

Industry PESTE Analysis 6

Harley-Davidson PESTE Analysis 8

Industry Value Chain Analysis ……….………………………………………………..8

Harley-Davidson Strategic Profile 10

• Resources and Capabilities 14 • Value Chain Analysis………………………………………………………....14 • VRIO Analysis………………………………………………………………...14 • Core Competencies 17 • SWOT Analysis……………………………………………………………….17 • Economic Value-Added Analysis……………………………………………..17

Suzuki Strategic Profile 23

• Resources and Capabilities 14 • Value Chain Analysis………………………………………………………....14 • VRIO Analysis………………………………………………………………...14 • Core Competencies 17

Honda Strategic Profile 33

• Resources and Capabilities 14 • Value Chain Analysis………………………………………………………....14 • VRIO Analysis………………………………………………………………...14 • Core Competencies 17

Polaris Strategic Profile 45

• Resources and Capabilities 14 • Value Chain Analysis………………………………………………………....14 • VRIO Analysis………………………………………………………………...14 • Core Competencies 17

Winnebago Strategic Profile 45

• Resources and Capabilities 14 • Value Chain Analysis………………………………………………………....14 • VRIO Analysis………………………………………………………………...14 • Core Competencies 17

Strategic Recommendations and Implementation 50

• Strategy 1 51 •



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HarleyDavidson.USA Index. Retrieved March 20, 2009 from HarleyDavidson.com: http://www.harley-davidson.com/wcm/Content/Pages/home.jsp?locale=en_US Harley-Davidson, Inc Harley-Davidson, Inc. (2009). Form 10K Filing. Retrieved March 20, 2009 from Sec.Edgar.com: http://www.sec.gov/​archives/​edgar/​data/​793952/​000119312509031412/​d10k.htm. Hannon, D. (2003). The Harley Triangle: Where freight inefficiency disappears. Retrieved March 20, 2009 from AllBusiness.com: http://www.allbusiness.com/company-activities-management/operations-supply/6265424-1.html Imperato, G Kobe, G. (2002). Cost choppers: Harley-Davidson strikes the delicate balance between shrinking costs and growing trust with its supply community. Retrieved March 20, 2 009 from BNet.com: http://findarticles.com/p/articles/mi_m3012/is_6_182/ai_87460206

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