Strategic Plan
Strategic Plan – Harley-Davidson
The strategic management and execution process involves five tasks including developing a strategic vision, mission, and values; setting objectives; crafting a strategy to achieve the objectives and move the company along the intended plan; executing the strategy; and monitoring developments, evaluating performance, and initiating corrective adjustments. A competitive strength assessment entails a representative value chain system including a supplier-related value chain, a company’s own value chain, and a forward channel value chain. The supplier-related value chain involves activities, costs, and margins of suppliers. A company’s own value chain includes internally performed activities, costs, and margins. The forward channel value chains entail activities, costs, and margins of forward channel allies and strategic partners, and buyer or end user value chains.
Many would say that Harley-Davidson has reinvented the motorcycle world. Harley-Davidson was first collaborated in 1903 by William Harley and Andrew Davidson. Harley-Davidson is frequently associated with freedom and power, a global leader to the open roads. The experience in buying a Harley includes immediate initiation into an already made motorcycle gang. Harley-Davidson captures customers through a product that bespeaks rebelliousness (Helyar, 2002; Miller, 2012). It appears that Harley-Davidson management employs strategies for effective management and operationalization of the company. Thus, even though current strategies are efficient, there is still room for improvement and maintaining efficacy.
The overall attractiveness of Harley-Davidson is intriguing. The company offers a signature product that many consumers often shop around for. To meet the needs of a vast array of consumers, Harley-Davidson provides detailed information and guides to assist the consumer in creating the product they envision. Additionally, the company includes various price
The strategic management and execution process involves five tasks including developing a strategic vision, mission, and values; setting objectives; crafting a strategy to achieve the objectives and move the company along the intended plan; executing the strategy; and monitoring developments, evaluating performance, and initiating corrective adjustments. A competitive strength assessment entails a representative value chain system including a supplier-related value chain, a company’s own value chain, and a forward channel value chain. The supplier-related value chain involves activities, costs, and margins of suppliers. A company’s own value chain includes internally performed activities, costs, and margins. The forward channel value chains entail activities, costs, and margins of forward channel allies and strategic partners, and buyer or end user value chains.
Many would say that Harley-Davidson has reinvented the motorcycle world. Harley-Davidson was first collaborated in 1903 by William Harley and Andrew Davidson. Harley-Davidson is frequently associated with freedom and power, a global leader to the open roads. The experience in buying a Harley includes immediate initiation into an already made motorcycle gang. Harley-Davidson captures customers through a product that bespeaks rebelliousness (Helyar, 2002; Miller, 2012). It appears that Harley-Davidson management employs strategies for effective management and operationalization of the company. Thus, even though current strategies are efficient, there is still room for improvement and maintaining efficacy.
The overall attractiveness of Harley-Davidson is intriguing. The company offers a signature product that many consumers often shop around for. To meet the needs of a vast array of consumers, Harley-Davidson provides detailed information and guides to assist the consumer in creating the product they envision. Additionally, the company includes various price
References: Darnell, C. & Rumpf, J. (1995). Harley-Davidson, Inc. In M. A. Hitt, R. D. Ireland, & R. E. Hoskisson (Eds.), Strategic management: Competitiveness and globalization (pp Harley-Davidson. (2013a). Investor relations: SEC filings and reports, annual reports. 2009 Annual Report Harley-Davidson. (2013b). Investor relations: SEC filings and reports, annual reports. 2010 Annual Report Helyar, J. F. (2002). Will Harley-Davidson hit the wall? Business Source Complete, 146, 3, 1-2. MarketLine. (2012). Harley-Davidson: A SWOT Analysis. A DataMonitor business, www.marketline.com, 1-9. Miller, P. M. (2012). Harley-Davidson in China: An American icon revs ups its fan base and sales in China. China Business Review, 41-43.