NEAL J. ROESE AND MOHAN KOMPELLA ’13 KEL742 Harley-Davidson: Chasing a New Generation of Customers On a bright summer day in Milwaukee in July of 2007‚ Mark-Hans Richer‚ 40‚ stepped off his black motorcycle at the corporate headquarters of Harley-Davidson‚ the maker of his bike and keeper of one of the world’s best known brands. As he walked to the landmark red brick building he passed packs of gleaming Harleys and a number of Buells‚ Harley-Davidson’s smaller and sportier sister brand.
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LITERATURE REVIEW 3 3.0 CASE ANALYSIS 5 4.0 PORTER’S FIVE FORCES 7 4.1 Internal Rivalry 7 4.2 Potential or new entrants 7 4.3 Substitute products 7 4.4 Power of suppliers 8 4.5 Power of Customers 8 5.0 SWOT ANALYSIS 9 5.1 Strengths 9 5.2 Weaknesses 10 5.3 Opportunities 10 5.4 Threats 10 6.0 CONCLUSION 12 7.0 RECOMMENDATION 14 8.0 REFERENCES 15 1.0 INTRODUCTION In year 1901‚ Harley-Davidson Motorcycle Company was
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Background: Harley-Davidson bikes are to the extent that as item. The organization enjoys intensely steadfast clients‚ and about as faithful representatives. The organization commended its centennial year in 2001‚ which in itself was downright an inexplicable occurrence given all of the opportunities that the organization needed to go bankrupt. The organization fell on difficult times in the early 1980 s and even played with liquidation. Administration did a turnaround in the mid-1980 s‚ nevertheless
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HARLEY-DAVIDSON INC. INTRODUCTION Harley Davidson is one of the largest manufacturers in the United States. It has become a major leader in the Industry for creating the heavyweight motorcycle that has been designed for “cruising on the highway.” (http://en.wikipedia.org). In this paper we will discuss how the heavyweight motorcycle market has become an important asset to the industry. We will include the major strategies that have been established and the breakdown of the manufacturing process
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and cyclical motorcycle business‚ Harley-Davidson attempts to expand capacity without taking on further debt. Thus‚ it would expand capacity first through internal process improvements and restructuring‚ and externally only if needed. • Timing – In 1992‚ production capacity was increased from 75‚000 to 100‚000 after an internal expansion project. In 1995‚ a further capacity expansion was planned in response to the growing motorcycle market. • Type – Harley-Davidson has plants capable of producing
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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
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Harley-Davidson Case Study According to Kotler and Armstrong (2010)‚ to build long lasting customer relationship‚ a company must create superior customer value and satisfaction. Harley-Davidson must have found the correct formula for customer relationship because the brand is one of the strongest brands in the world and has continuously been successful for 108 years. What is the secret to Harley-Davidson’s success? For over a hundred years‚ the company has invested on its Harley-Davidson brand
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is not surprising that Harley has been around for over 100 years‚ all one needs to point to is their mission statement: “We fulfill dreams through the experiences of motorcycling‚ by providing to motorcyclists and to the general public an expanding line of motorcycles‚ branded products and services in selected market segments.” 1A. Executive Summary Harley-Davidson‚ Inc. is a world-wide corporation that offers a wide variety of motorcycles. Although Harley-Davidson is extremely well known
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Situational analysis Harley Davidson‚ an international motorcycle company‚ started out as a small three man operation in 1903‚ by the Davidson brothers and William Harley manufacturing heavyweight motorcycles. This included financial services for the motorbikes‚ accessories and branded apparel. It experienced great success during both World Wars‚ and managed to survive the trying times of the Great Depression. After World War II‚ Harley Davidson brand begin to build on the image of the V-twin
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Harley-Davidson-From Dysfunctional to Cross-Functional. (Pages 212-213). Questions: 1. During Teerlink’s tenure as Harley’s Chief Financial Officer‚ was the organization structure flat or tall? Centralized or decentralized? Explain your answers. During Teerlink’s tenure the organizational structure at Harley’s was flat and decentralized. This was because he introduced a structure that had Cross-functionality‚ lifelong learning‚ and shared leadership fuel the so-called "circle organization"
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