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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Case 2 Industry Analysis Harley Davidson/ Heavy Weight Motorcycle Industry Table of Contents Mission ………………………………………………………………...3 SWOT Analysis ………………………………………………………..3-7 Sustainable Competitive Advantage …………………………………...7-8 Issues and Problems …………………………………………………....8-9 Strategic Recommendation …………………………………………….9-13 Fallout ………………………………………………………………… 13-15 Conclusion ……………………………………………………………..15 Appendix ……………………………………………………………….16 Refrences
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Established in 1903‚ The Harley-Davidson Motorcycle Company has travelled a somewhat rocky road to success. Saved from the brink of bankruptcy by a management buyout in 1981‚ Harley has succeeded in building a truly global brand that is the envy of its competitors. Faced with a declining market‚ a poor economic climate and fierce competition from Japanese manufacturers‚ the Harley-Davidson Company was forced to re-look at its competitive strategy. The essence of Harley-Davidson’s success is rooted
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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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OVERVIEW/PROBLEM STATEMENT The following are the problems of Harley Davidson 1. Declining market 2. Poor economic climate 3. Competition from Japanese manufacturers 4. Poor quality of products 5. Young Generation not buying the product COMPANY PROFILE The Davidson brothers‚ William D.‚ William S.‚ Walter and Arthur founded Harley Davidson‚ Inc. in 1903. In the first year‚ only three motor cycles were produced. In 1904 production increased to eight motorcycles. Company present office is located
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Opportunities…………………………………………………..4 d) Threats……..……………………………………………………..4 3. Analysis of Harley Davidson Case Study……………………………..5 4. Recommendations…………………………………………………………….6 5. References…………………………………………………………………………8 1. Executive Summary Harley Davidson is an American motorcycle company founded in 1903 by William S. Harley and Arthur Davidson. In the following 108 years of business‚ the Harley Davidson business has endured the peaks and troughs of economies to be recognised
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Q1. ) 1. Which of Porter’s generic strategies is H-D using? Will this strategy work for all of the countries described in the case? Why or why not? According to 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
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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
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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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Case 21 Analysis: Harley-Davidson By: Joyce Morgan This case study is about Harley-Davidson‚ Inc.‚ which is the parent company for the group of companies namely Harley-Davidson Motor Company‚ Buell Motorcycle Company and Harley-Davidson Financial Services. Harley-Davidson Motor Company‚ the only major U.S.-based motorcycle manufacturer‚ produces heavyweight motorcycles and offers a complete line of motorcycle parts‚ accessories‚ apparel‚ and general merchandise. Buell Motorcycle Company produces
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