------------------------------------------------- Subject: Ducati This memo will serve to identify the resources‚ capabilities and activities that are central to the competitive advantage of Ducati. Also included is an attempt to summarize the strategy essence of the firm as well as to suggest a thesis statement for Ducati. Ducati’s best resources center on their brand name (dating back to 1926)‚ their signature Desmodromic valve distribution system‚ and their collection of top-notch engineers
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In the summer of 1996 Frederico Minoli was appointed as the CEO of Ducati in order to lead the company into a new era of profitability and to establish Ducati as a brand to contend in the sports motorcycle segment. Minoli was faced with a company which‚ despite having a team of top engineers‚ had gained a reputation for average quality as a result of inefficient production and poor management. It was Minoli whom later described Ducati’s top management as operating in “a structured chaos”‚ as he believed
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Business analysis of Ducati Motor Holding S.p.A. February 13‚ 2011 This analysis will focus on three famous motorcycle brands - Ducati‚ Honda and Yamaha which have been operating in the motorcycle business for decades. Competition in the industry is high and in order to succeed manufacturers have to manufacture premium quality motorcycles for the same target group. At first sight it might seem that the three brands are identical but a more detailed analysis indicates that there are significant
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manufacturing industry so attractive? Ducati has found major success in the motorcycle industry with its stylish and performance driven vehicles. Although several competitors have decided to leave the industry‚ Ducati believes the industry to be attractive for several reasons. The fact that a Ducati product is a niche product works towards the company’s favor. As any niche product‚ the consumer’s are very particular about purchasing the Ducati brand and the Ducati brand only. This creates a set of consumers
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Analysis of External Environment of Ducati (Answer of Q. 2) In classical strategy literature‚ competitive advantage of a company is generally attributed to the management’s ability to position the company’s assets against some external context (Mintzberg et al‚ 2005 & Juga‚ 1999). This external context is referred (Porter‚ 2004) as external environment for a particular company. According to Johnson et al (2008:54)‚ the environment is what gives organisations their means of survival.” So‚ it
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Ducati Case Analysis Table of Contents Executive Summary 2 Evaluation of Global Motorcycle Industry 3 Ducati’s Current Strategy 4 Recommendations and Specific Actions 7 Major Internal and External Risks 9 Exhibit 1: Porter’s Five Forces Diagram 11 Exhibit 2: Strategy Diamond Analysis 12 Exhibit 3: Projected Sales 13 Executive Summary As of year 2000‚ global motorcycle market is dominated by a handful of players. Japanese
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Harvard Business Case: Ducati Introduction After the introduction of Federico Minoli‚ Ducati has transformed from a company on the verge of bankruptcy into one of the most profitable motorcycle manufacturers in the world. But this is not enough for Minoli‚ who currently considers entering the Harley Davidson niche: introducing a Ducati cruiser. However‚ according to the analysis below – prepared using some basic strategic questions - this would not be a very wise
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Ducati is looking to continue to drive growth by taking market share from current competitor Harley Davison. The firm plans to attack the market niche of Harley Davison with the Ducati interpretation of its cruiser. This is a misguided way to drive sustainable growth in the long term. Harley Davison is a major American motorcycle manufacturer‚ and dominated the U.S. heavy weight motorcycle market. In 2000m Harley produced 204‚500 motorcycles a 15.5% increases over 1999. Relative to other major
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DUCATI EMBA 2014 – 2016 Group Booetes Sweta Gupta Sven Henkes Paul Jäkel Thomas Lautenbach Ignacio Santiago Georgia Tirologou Page # 1 EMBA 2014 – 2016 BUS Group Booetes Ducati Case Introduction (How did Ducati become the second most profitable motorcycle maker in the world despite its small scale?) In the summer of 1996 Frederico Minoli was appointed as the CEO of Ducati in order to lead the company into a new era of profitability and to establish Ducati as a brand to contend with in the sports
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commercial market‚ has proven to be a winning strategy for Ducati. This case focuses on Ducati Corse‚ a subsidiary of Ducati Motor Holding S.p.A. that manages racing teams‚ bike development‚ promotions‚ and sponsorship areas of the company. Ducati Corse is a relatively small organization that encourages cross-departmental integration with its internal teams to achieve the best motorcycle design and racing outcomes as possible. Ducati started racing in the new MotoGP Circuit during the 2003 race
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