Executive Summary of Harley-Davidson
To : Ronald Basini
From : Rekha Endurthy Date : Feb 4, 2006 Topic : Harley-Davidsons Strategic vision, company objectives, and overall strategy
1. Summary of the company business model betwen1994 2003:
Harley-Davidson is the 100-year-old, leader in manufacturing and selling motorcycles.
Good relationships, continuous improvement, employee and management involvement, team building or employee training and empowerment are not just words out of a management book for Harley-Davidson. Only by adopting those management techniques and building a solid base between the management and the Unions/employees made it possible for Harley-Davidson to improve its management processes. While management 's responsibility is to build relationships with the employees, marketing 's responsibility is to build relationship with the potential and existing customers. The realization of the importance of customer feedback led Harley to develop new marketing techniques. But, marketing strategies would not be enough if quality and reliability did not improve. Therefore, we can clearly see the impact Harley 's improved manufacturing process, which consisted of: JIT, EI, and SOC had on their continuously improving environment.
The three M 's to Harley 's success (management, marketing, and manufacturing) can be implemented into any company. The key is to understand that all companies are different and the specifics, which may have worked for Harley, may not work for another. However, the concepts will be the same. If management can grasp the ideals that Harley thrives on, today, any company can learn to compete in this newly developing global economy.
2. Strategic vision, company objectives, and overall strategy (Reference 2nd chapter)
THE THREE M 'S OF HARLEY 'S SUCCESS
a. MANAGEMENT
b. MARKETING
c. MANUFACTURING
The Strategy according to the company levels:
Corporate:
Corporate management focused mostly on short term returns.
Division: Harley-Davidson
From : Rekha Endurthy Date : Feb 4, 2006 Topic : Harley-Davidsons Strategic vision, company objectives, and overall strategy
1. Summary of the company business model betwen1994 2003:
Harley-Davidson is the 100-year-old, leader in manufacturing and selling motorcycles.
Good relationships, continuous improvement, employee and management involvement, team building or employee training and empowerment are not just words out of a management book for Harley-Davidson. Only by adopting those management techniques and building a solid base between the management and the Unions/employees made it possible for Harley-Davidson to improve its management processes. While management 's responsibility is to build relationships with the employees, marketing 's responsibility is to build relationship with the potential and existing customers. The realization of the importance of customer feedback led Harley to develop new marketing techniques. But, marketing strategies would not be enough if quality and reliability did not improve. Therefore, we can clearly see the impact Harley 's improved manufacturing process, which consisted of: JIT, EI, and SOC had on their continuously improving environment.
The three M 's to Harley 's success (management, marketing, and manufacturing) can be implemented into any company. The key is to understand that all companies are different and the specifics, which may have worked for Harley, may not work for another. However, the concepts will be the same. If management can grasp the ideals that Harley thrives on, today, any company can learn to compete in this newly developing global economy.
2. Strategic vision, company objectives, and overall strategy (Reference 2nd chapter)
THE THREE M 'S OF HARLEY 'S SUCCESS
a. MANAGEMENT
b. MARKETING
c. MANUFACTURING
The Strategy according to the company levels:
Corporate:
Corporate management focused mostly on short term returns.
Division: Harley-Davidson