Harley Davidson Case Analysis
IV. INTERNAL ENVIRONMENT: STRENGTHS AND WEAKNESSES (SWOT)
A. Corporate Structure
1. How is the corporation structured at present?
a) Is the decision-making authority centralized around one group or decentralized to many units? The decision-making authority is decentralized around domestic and foreign operations.
b) Is the corporation organized on the basis of functions, projects, geography, or some combination of these? Harley Davidson is an MNC organized by a geographic area structure. This MNC operates in Europe, Middle East, Africa, Asia, Latin America, US, and Canada.
2. Is the structure clearly understood by everyone in the corporation? Yes. The employees are trained on regular basis to follow up with any/all changes in the structure.
3. Is the present structure consistent with current corporate objectives, strategies, policies, and programs, as well as with the firm’s international operations? Yes. The corporation’s strategies, policies, programs, and the international operations corresponds to Harley Davidson’s present geographic area structure.
4. In what ways does this structure compare with those of similar corporation? We can compare Harley Davidson’s structure with Honda Motorcycles’ structure. Both corporations are MNCs that adopted geographic area organization structure, and both sell their motorcycles globally.
Corporate Culture
5. Is there a well-defined or emerging culture composed of shared beliefs, expectations, and values? Yes. Harley Davidson’s culture believes in providing high customer satisfaction by supplying products and services that delight customers and offer value. And, also Harley Davidson’s culture values and promotes employee development, diversity, and leadership excellence.[pic]
6. Is the culture consistent with the current
A. Corporate Structure
1. How is the corporation structured at present?
a) Is the decision-making authority centralized around one group or decentralized to many units? The decision-making authority is decentralized around domestic and foreign operations.
b) Is the corporation organized on the basis of functions, projects, geography, or some combination of these? Harley Davidson is an MNC organized by a geographic area structure. This MNC operates in Europe, Middle East, Africa, Asia, Latin America, US, and Canada.
2. Is the structure clearly understood by everyone in the corporation? Yes. The employees are trained on regular basis to follow up with any/all changes in the structure.
3. Is the present structure consistent with current corporate objectives, strategies, policies, and programs, as well as with the firm’s international operations? Yes. The corporation’s strategies, policies, programs, and the international operations corresponds to Harley Davidson’s present geographic area structure.
4. In what ways does this structure compare with those of similar corporation? We can compare Harley Davidson’s structure with Honda Motorcycles’ structure. Both corporations are MNCs that adopted geographic area organization structure, and both sell their motorcycles globally.
Corporate Culture
5. Is there a well-defined or emerging culture composed of shared beliefs, expectations, and values? Yes. Harley Davidson’s culture believes in providing high customer satisfaction by supplying products and services that delight customers and offer value. And, also Harley Davidson’s culture values and promotes employee development, diversity, and leadership excellence.[pic]
6. Is the culture consistent with the current