The motorcycle industry is a consolidated industry. The U.S. and international heavyweight motorcycle markets are highly competitive. The major players, such as Yamaha, Suzuki, and Honda, generally have financial and marketing resources that are substantially greater than the non-major players. Competitions in the heavyweight motorcycle market are based on several factors; price, quality, reliability, styling, product features, customer preference, and warranties. Harley’s first segment is motorcycle and related products business which includes designing, manufacturing, and selling heavyweight touring and custom motorcycles products, parts, and accessories. The custom products charge a higher price because of its features, styling, and high resale value.…
Harley Davidson uses an information system named Talon to help improve their decision making capabilities. Talon is responsible for the inventory, warranties, vehicle registration, and point of sale transactions for the Harley Davidson dealerships. The system is able to generate par orders which helps with the companies ability to only get what is necessary rather then the employees having to guess. The system helps improve decision making capabilities by offering a wide view of operations, sales and expenses.…
Ducati is one of the premium motorcycle producers specializing in sport segment superbike from Italy. The company experienced booming in sales and reputation in 1996-2001. This boost had attracted Texas Pacific Group to pursue controlling interest in the company for higher expected future return. The economic boom somehow masked the mistakes made by Ducati during the period. When sales started to decline during 2002-2005, three major problems started to become more obvious among the management team:…
An information system can be defined technically as a set of interrelated components that collect, process, store, and distribute information to support decision making and control in an organization. In addition, information system also helps managers and workers analyze problems, visualize complex subject, and create new products.…
Harley-Davidson had ever employed a chief marketing officer. Yet why did such a strong brand…
In 1993, when Polaris’ General Manager for New Products, Matt Parks, noticed that the wait time between the ordering and delivery of a Harley-Davidson was lengthy, he realized that there was an opportunity available for Polaris. The opportunity was not without risk though as Harley commanded much of the market share due to its brand name recognition and the fact that it was virtually the only American-made motorcycle available for purchase. Parks and his associate, Bob Nygaard, Polaris’ Snowmobile, Division General Manager, realized that the barriers to enter this market and take advantage of Harley being at the limits of its production capacity would be high. Some of these barriers included adequate production facilities, design…
After the introduction of Federico Minoli, Ducati has transformed from a company on the verge of bankruptcy into one of the most profitable motorcycle manufacturers in the world. But this is not enough for Minoli, who currently considers entering the Harley Davidson niche: introducing a Ducati cruiser. However, according to the analysis below – prepared using some basic strategic questions - this would not be a very wise choice for Ducati.…
Ducati is a specialized manufacturer of racing and sport motorcycles based in Italy. In this case report, we will analyze Ducati’s competitive position through an opportunities and threats analysis, Porter’s Five Forces, a value and cost drivers analysis, as well as the VRIO framework.…
References: Laudon, J.P. & Laudon, K.C. (2013), Essentials of management systems (10th ed), Upper Saddle River, NJ: Prentice Hall…
TGP has the opportunity, if the deal goes through, to purchase a controlling stake in Ducati Meccanico, producer of the best motorcycles in the world. The article describes that Ducati was in a great position of becoming for street bikes as what Harley-Davidson was for cruisers. They have a recognized brand, in spite of limited marketing, associated with high performance, i.e. high quality and high technology. Their bikes crushed the competition and won the World Superbike championships for several years in a row; 1990, 1991, 1992, 1994 and 1995. Their racing performance indicated on technical brilliance which is just what street bike customers’ prefer and therefore they had customers on the wait lists to buy their bikes. The core business possible growth was considered as high when comparing their number of sales to Harley-Davidson sales. In addition, to this the market didn’t foresee any new entrants of street bikes which also work in their favor. The manufacturing fundamentals were strong with low fixed costs due to high levels of outsourcing, 85 %. They offered the customers 15 models of bikes in four families founded on seven various engines. Furthermore, the most expensive part of an engine is the crank cases and cylinders but Ducati can keep these costs low since they have high levels of standardization of their engines and therefore only need two crank cases and three…
The turnaround success of Ducati was the direct result of Federico Minoli’s implementation of a differentiation strategy. As a company that was heading towards bankruptcy, Ducati was saved and revamped by Minoli’s specific vision for the company that were precisely presented in an extremely realistic manner. These goals for the company included double-digit growth for Ducati and equaling Harley-Davidson’s profit level.…
In the Fall of 1995 Texas Pacific Group (TPG), by way of Abel Halpern, expressed interest in purchasing Ducati, the Italian motorcycle company, from Cagiva, an Italian conglomerate owned by the Castiglioni family. Cagiva owned a number of diverse companies but had become excessively leveraged, and Ducati's profits were believed to be supporting other failing businesses of the conglomerate. This financial difficulty led the Castiglioni family to begin searching for new financing and, ultimately, meeting Halpern. Halpern had never done business in continental Europe before, but understood that doing business in Italy would be much different than in the U.S., especially since this was the largest LBO ever in Italy. Halpern and his associates had to carefully structure a complex deal to satisfy cultural sensitivities, perform intense and expensive due diligence, structure finance based on Italy's high-yield market, and take into consideration the Italian equity environment and corporate governance structures before an offer was made.…
The 25th of April is a national holiday in Italy, but it was not for Industrie Pininfarina (Pininfarina) top management in 1996. A meeting between Pininfarina and high level Mitsubishi executives lasted the entire day. The following day, a Friday, Renato Bertrandi, manager of operations at Pininfarina, sat in his office at the Pininfarina plant at Grugliasco, in the Piedmont region of Italy. In a rare quiet moment, he reflected on the challenges that lay ahead for the manufacturing operations. On Monday, he would recommend whether Pininfarina should accept European manufacturing responsibility for a new vehicle, the Mitsubishi Pajero. The vehicle presented both a major opportunity and a significant commitment, which would impact Pininfarina's fortunes through the year 2004 and beyond and it would require major changes in manufacturing. The contract would virtually double Pininfarina's output. Once again, Bertrandi thought through the company's options and tried to evaluate the near term benefits and challenges to manufacturing as well as the longer term consequences. He thought with satisfaction about the many achievements in manufacturing since the 1980s. An active triathlete, he wondered where the next phase of the competitive race in the changing global automotive industry would leave the company.…
The case describes Honda’s move into the US motorcycle market in the 1960's. Honda's strategy was directed towards high volumes per model, providing high productivity, and low costs. Honda succeeded in the US by introducing a new product (small motorcycles, 50cc) that expanded the motorcycle market in the US through price generic competitive strategy. Honda was prepared with capacity, capital and technical capability to enter the US market.…
- TCP/IP Protocols are considered to be standards around which the Internet has developed. The OSI model however is a “Generic, protocol-independent standard."…