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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Q1. ) 1. Which of Porter’s generic strategies is H-D using? Will this strategy work for all of the countries described in the case? Why or why not? According to Porter Generic Strategies‚ Harley-Davidson Company uses “Differentiation Strategy” by offering its heavyweight motorcycle through the distinctive designs. Also‚ as a leader of heavyweight motorcycle manufacturers‚ more than 100 years old existed in the market‚ its American icon and nostalgia make H-D become traditional brand. Therefore
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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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problems of Harley Davidson 1. Declining market 2. Poor economic climate 3. Competition from Japanese manufacturers 4. Poor quality of products 5. Young Generation not buying the product COMPANY PROFILE The Davidson brothers‚ William D.‚ William S.‚ Walter and Arthur founded Harley Davidson‚ Inc. in 1903. In the first year‚ only three motor cycles were produced. In 1904 production increased to eight motorcycles. Company present office is located at Juneau Avenue in Milwaukee‚ USA. In 1907 the
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Strategic Analysis [pic] Table of Contents I. INTRODUCTION A. Brief History 1. Harley-Davidson 2. The Motorcycle Industry B. Harley-Davidson 1. Mission Statement 2. Vision Statement D. Problem Statement 1. What is the Future of Harley-Davidson? II. EXTERNAL ASSESSMENT A. Nature of the Industry 1. Economic 2. Social 3. Technological 4. Future of the Industry B. Competitive Analysis 1. Industry Attractiveness and Barriers 2. Key Success
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Endurthy Date : Feb 4‚ 2006 Topic : Harley-Davidsons Strategic vision‚ company objectives‚ and overall strategy 1. Summary of the company business model betwen1994 2003: Harley-Davidson is the 100-year-old‚ leader in manufacturing and selling motorcycles. Good relationships‚ continuous improvement‚ employee and management involvement‚ team building or employee training and empowerment are not just words out of a management book for Harley-Davidson. Only by adopting those management techniques
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“Strategic planning involves identifying the current business of a firm and the business it wants for the future‚ and the course of action or strategy it will use to pursue its objectives.” (definition) While Harley-Davidson and its competitors‚ both domestic and international‚ have been alive for decades‚ it is becoming increasingly difficult to shift such established entities to compliment a new‚ younger group of potential riders. An expanding economy‚ technological advances such as the internet
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MGT 101 – Principles of Management SWOT Analysis Harley Davidson March 24‚ 2014 S – Strengths: The strengths of the Harley Davidson company are many. Harley-‐Davidson has one of the strongest brand names in the world‚ which
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1) Your recommendation to the Harley Davidson Management Team: Should Harley Davidson continue to sponsor the Posse Ride? Why or why not? What role should the Posse Ride play in the HOG events mix? HD should continue its popular posse ride because of the following reasons HD being a high involvement product‚ keeping the customers involved even after the sales. It fosters the feeling of brand community which leads to consumer’s personal identification with the brand Gives a deeper insight of the
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Case Study Harley Davidson Department of Marketing IV Prof. Dr. Florian Kraus University of Mannheim Fall term 2011 By: Veilleux‚ Jacques-Olivier-1345802- jveilleu@rumms.uni-mannheim.de Vela Loira‚ Valentin -1346667-vvelaloi@mail.uni-mannheim.de Viscosi‚ Jennifer - 1344990- jviscosi@mail.uni-mannheim.de Wang‚ Yi - 1326001 - yiwana@mail.uni-mannheim.de Wijma‚ Ludwig - 1346338 - lwijma@rumms.uni-mannheim.de Yip‚ Lu Yi - 1342949- luyiyip@gmail.com Mannheim‚ November 2011 Table of
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