Harley Davidson
Strategic Management
ASSIGNMENT 1
Academic Report – Harley-Davidson
WORD COUNT: 5492
Main Body: 3300
Appendix: 2192
TABLE OF CONTENTS
1.0 Introduction…………………………………………………..…..3
2.0 Business Level Strategy ...………………………………….....3
2.1 Cost Leadership…….…………………………………..5
2.2 Differentiation Strategy…………………………….......6
2.3 Focus Strategy………………………………………….7
3.0 SWOT Analysis………………………………………………….7
4.0 PESTLE Analysis…………………………………………….....9
5.0 Corporate Level Strategy………………………………………10
1. ANSOFF Matrix……………………………………10
2. Portfolio Management…………………………….13
3. BCG Matrix………………………………………...13
4. GE-McKinsey Matrix………………………………14
6.0 Conclusion…………………………………………………….....15
7.0 Appendices ……………………………………………………...17
8.0 References ………………………………………………………25
1.0 INTRODUCTION
When choosing a strategy, an organisation may decide to pursue one course of action instead of others (Hitt et al, 2009). Any process of choice could be rationally divided into four steps – identify options, evaluate the options against preference criteria, select the best option and then take action. An evaluation of strategic options or choices would be in response to the strategic position an organisation enjoys relative to its competitors, the opportunities and threats in the firms’ external environment, its capabilities, stakeholder expectations, history and cultural context. The fundamental objective of any strategy would be to gain strategic competitiveness and earn above-average returns and demonstrate a shared understanding of the organisation’s vision and mission (Hitt et al, 2009) as sound strategic choices are the foundation on which successful strategies are built (Ireland and Miller, 2005).
There are three main choices that need to be made which would include how the organisation would position itself at a business level in relation to its competitors, which products, industries and markets to pursue and the method
ASSIGNMENT 1
Academic Report – Harley-Davidson
WORD COUNT: 5492
Main Body: 3300
Appendix: 2192
TABLE OF CONTENTS
1.0 Introduction…………………………………………………..…..3
2.0 Business Level Strategy ...………………………………….....3
2.1 Cost Leadership…….…………………………………..5
2.2 Differentiation Strategy…………………………….......6
2.3 Focus Strategy………………………………………….7
3.0 SWOT Analysis………………………………………………….7
4.0 PESTLE Analysis…………………………………………….....9
5.0 Corporate Level Strategy………………………………………10
1. ANSOFF Matrix……………………………………10
2. Portfolio Management…………………………….13
3. BCG Matrix………………………………………...13
4. GE-McKinsey Matrix………………………………14
6.0 Conclusion…………………………………………………….....15
7.0 Appendices ……………………………………………………...17
8.0 References ………………………………………………………25
1.0 INTRODUCTION
When choosing a strategy, an organisation may decide to pursue one course of action instead of others (Hitt et al, 2009). Any process of choice could be rationally divided into four steps – identify options, evaluate the options against preference criteria, select the best option and then take action. An evaluation of strategic options or choices would be in response to the strategic position an organisation enjoys relative to its competitors, the opportunities and threats in the firms’ external environment, its capabilities, stakeholder expectations, history and cultural context. The fundamental objective of any strategy would be to gain strategic competitiveness and earn above-average returns and demonstrate a shared understanding of the organisation’s vision and mission (Hitt et al, 2009) as sound strategic choices are the foundation on which successful strategies are built (Ireland and Miller, 2005).
There are three main choices that need to be made which would include how the organisation would position itself at a business level in relation to its competitors, which products, industries and markets to pursue and the method
References: 2.0 BUSINESS LEVEL STRATEGY A business level strategy is intended to help the firm focus its effort to satisfy a group of customers (Ireland et al, 2006) An organisation has three generic strategies that can be used to overcome the five forces and achieve competitive advantage – overall cost leadership, differentiation and focus (Porter, 1996) (see Figure 1). COMPETITIVE ADVANTAGE Figure 2: TOWS matrix (Source: Johnson et al, 2011) Harley-Davidson’s strengths include: