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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Did US Safeguards Resuscitate Harley-Davidson in the 1980s? Taiju Kitano y Hiroshi Ohashi z February 2009 Abstract This paper examines US safeguards applied to the motorcycle market in the 1980s. After receiving temporary protection by means of a maximum tari¤ of over 45%‚ Harley-Davidson sales recovered dramatically. Simulations‚ based on structural demand and supply estimates‚ indicate that while safeguard tari¤s did bene…t Harley-Davidson‚ they only account for a fraction
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Harley Davidson Motor Company: Enterprise Software Selection (Case analysis) Case description “This case focuses on a change program and selection of an enterprise software vendor. The decision of which partner to choose to help the company change the way it purchased raised fundamental tensions within the company”. Question 1 Consider Exhibit 10 on page 22 of the case; does it include the factors you consider most important in the selection process? Which factors would you be inclined to weight
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the world. We possess neither technological superiority nor economies of scale in production. Our success has been attributed to the brand’s strength‚ thus suggesting that companies that desire to enter this market would have to compete in terms of brand strength. There is also high cost of entry involved in the cruiser market. A competitor‚ Ducati‚ estimates a cost of Euro 43 million for developing and producing a cruiser. However‚ the evenly distributed nature of the European market suggests that
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The Strength of Harley-Davidson Harley-Davidson‚ Inc.‚ the only U.S. motorcycle manufacture still in business‚ dominated the superheavyweight motorcycle market with a 62.3 percent share while Honda had 16.2 percent‚ Yamaha had 7.2 percent‚ Kawasaki had 6.7 percent‚ Suzuki had 5.1 percent‚ and BMW had 2.5 percent in 1990 (592&596). The company also had a number of international markets. Actually‚ in 1990‚ approximately 31 percent of the sales were overseas. The company had made efforts to
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This paper provides the outcomes of the strategic planning process for Harley-Davidson‚ Inc. The first step includes a Competitive Profile Matrix‚ a vision statement‚ a mission statement and an external and internal analysis of Harley-Davidson‚ Inc. The second step is the Matching Stage where Harley-Davidson‚ Inc. ’s internal strengths and weaknesses are matched with its external opportunities and threats. Several matrices‚ including a SPACE Matrix‚ an Internal-External Matrix‚ a Grand Strategy Matrix
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caused by the internal and external of the company. Harley-Davidson is a famous motorcycle manufacturer. But within high competition‚ Harley finds that it is lack of technology advantage‚ inapposite strategy for development‚ and gets more competition by analysing its capabilities and resources and its competitive environment. To solve these problems‚ Harley has to take three steps which is mention in recommendation. 2.0 Company Profile Harley-Davidson is a major US maker of motorcycles and the nation’s
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Abstract Harley Davidson’s net profit in 2010 was 146.55 million versus a net loss of 55.12 million in 2009 (Global Data‚ 2011). There are three key elements in which the company has to improve to continue making profit. First‚ resolve the Unfunded Employee Post-retirement Benefit plan to keep employees producing a good product and maintain a top level company/employee relationship. Secondly‚ intense competition in the motorcycle market has to be addressed if Harley Davidson plans to increase sales
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Harley-Davidson‚ Inc. - Financial and Strategic Analysis Review Publication Date: 03-Aug-2012 Reference Code: GDAUT29887FSA Company Snapshot Key Information Harley-Davidson‚ Inc.‚ Key Information Web Address www.harley-davidson.com Financial year-end December Number of Employees 6‚000 NYSE HOG Source : GlobalData Key Ratios Harley-Davidson‚ Inc.‚ Key Ratios P/E 20.87 EV/EBITDA 19.64 Return on Equity (%) 24.75 Debt/Equity 236.45 Operating profit margin (%) 15
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NATURE OF THE SITUATION Harley Davidson (HD) sales have endured a roller-coaster history of growth and decline since its start in 1903. From extreme growth in its initial years‚ to declines during WWII‚ HD made its come back with larger‚ more powerful bikes and its image of “raw power” and enjoyed a 60% market share. Its popularity soared to iconic level in the 1950’s and became a lifestyle with unique brand loyalty. New‚ Japanese competitors‚ in particular Honda moved the market towards a smaller
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