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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SWOT ANALYSIS OF HARLEY DAVIDSON |STRENGTHS |Well Known Name. |Aged Customers Mass |WEAKNESSES | | |Coolness. |Production Capacity | | | |Leader in Motorcyle |Not Appeal to Women | | |
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The video case “Harley Davidson: More Than Just a Motorcycle” briefly explains how the company Harley Davidson‚ was able to reshape‚ recreate and expand their products while also encouraging‚ enlightening‚ and mentoring both female and male customers at the same time for the past 100 years. The Harley-Davidson company creates and designs motorcycles fit for any and everybody. Although the company uses special marketing variables in trying to reach a specific target market‚ they do not limit their
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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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reference models? Explain briefly. The main differences between the two models are as follows: - - OSI is a reference model and TCP/IP is an implementation of OSI model. - TCP/IP Protocols are considered to be standards around which the Internet has developed. The OSI model however is a “Generic‚ protocol-independent standard." - TCP/IP combines the presentation and session layer issues into its application layer. - TCP/IP combines the OSI data link and physical layers into the network
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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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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‚ with an American made version‚ the consumers perceive H-D motorcycles as the high quality products and demand for additional exclusive
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volatility 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
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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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