[pic] University of Newcastle Grad school Case Study Harley Davidson Course: Doctor of Business Administration GSBS6010: Foundations of Marketing Theory Prepared By Muhammad Saiful Islam Khan Executive summary In the automotive industry Harley Davidson is a prominent brand for its exceptional product and customer loyalty. Harley Davidson is the leader in heavyweight motorcycles market from the very beginning of its operation; it has created its own specific customer group
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TABLE OF CONTENTS I. CURRENT SITUATION 4 A. CURRENT PERFORMANCE 4 B. STRATEGIC POSTURE 4 1. Mission 4 2. Objectives 5 3. Strategies 5 4. Policies 5 5. Summary 6 II. CORPORATE GOVERNANCE 6 A. BOARD OF DIRECTORS 6 B. OVERVIEW 6 III. EXTERNAL ENVIRONMENT: OPPORTUNITIES AND THREATS (SWOT) 7 A: SOCIETAL ENVIRONMENT 7 1. Economic 7 a. Economic Challenges 7 b. Economic Opportunities 7 2. Technological 7 3. Political - Legal 8 4. Socio-cultural 8 B. TASK ENVIRONMENT 8 1. Threat
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This paper received a 144 out of 160 as a grade. Competitive Strategies: Ducati vs. Harley Davidson BUS 508 Contemporary Business November 5‚ 2013 Determine how each corporate culture differs from the other. Ducati is Italian through and through‚ and Harley Davidson is American made Muscle. While both are very popular brand name motorcycles‚ they differ in many ways while still having huge followings. Though the two may differ in their customer base‚ it is certainly agreed that they are
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| Harley-Davidson‚ Inc. | Analysis Report: Solvency and Profitability | | | | Introduction: The purpose of this analysis report is to discuss the solvency and profitability of Harley-Davidson‚ Inc. (HOG) and formulate a measurement for is financial standing and profitability by comparison to the Industry in which it resides. Solvency is determined from data collected in the 2012 SEC Harley-Davidson‚ Inc. 10K report‚ and calculated based upon the solvency ratio; Solvency equals After
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There is only a little research on this‚ but it has been found that labor-management committees can be successful even when there is a lack of good management. However‚ labor-management is difficult to sustain. “Harley-Davidson and the IAM and PACE unions worked together for over 10 years to increase productivity‚ quality‚ and profitability (Fossum‚ pg. 470). During this time the labor-management cooperation program was quite successful‚ but when the economy took a
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International Journal of Business and Management July‚ 2008 Building Competitive Advantage of Locations for Automobile Industry: Changchun as the Example Feng Han (Corresponding author) & Qiuhong Xi School of Management‚ Shenyang Jian Zhu University 9 Hunnan East Road‚ Shenyang‚ 130024‚ China Tel: 86-24-2469-2209 E-mail: hanf606@163.com Tingyu Ma College of urban and environmental science‚ northeast normal university Changchun 130024‚ China E-mail: matingyu@sohu.com The research is financed
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Harley - Davidson Inc. Motorcycle Industry INTRODUCTION The purpose of this report is to develop a strategic corporate objective for HarleyDavidson Inc.‚ a publicly traded‚ employee owned manufacturer of heavyweight motorcycles‚ recreational and commercial vehicles‚ military defense items‚ and small engines‚ distributing its products to domestic and international markets targeting all men and women of all ages. INDUSTRY AND COMPETITIVE MARKET The industry under study is the motorcycle
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Competitor Analysis Harley Davidson remains as a dominant force in the heavy weight motorcycle industry; upholding 50% share in the heavy weight motorcycles. This year they celebrate their 110th Anniversary proudly as the only major motorcycle manufacturer to completely focus on motorcycles. (Melief‚ Bundgaard & Hathaway‚ 2006) Other major players in the Motorcycle Industry are‚ Honda‚ Yamaha‚ Suzuki that also have their other major product lines inclusive of cars‚ watercraft‚ musical equipment
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Knowledge Management Group 4: Others Miscellaneous‚ Other Qualitative Criteria 1. Long term relationship potential 2. Research and Development 3. Training approach 4. Implementation/Education/Change Management Methodology 5. Understanding Harley?s requirement 6. Enabling the SMS 7. Out of the box fit 8. Financial Viability 9. Cost 10. Technical Support Offerings 11. Overall functionality 12. Number of partners included in Solution Proposal 13. Architecture Compatibility 14.
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Capabilities Capabilities are valuable‚ rare‚ costly to imitate and non substitutable are core competencies. Core competencies are sources of competitive advantage for the firm over its rivals. A sustained competitive advantage is achieved only when the competitors cannot duplicate the benefits of a firm’s strategy or when they lack the resources to attempt imitation. Sustainable competitive advantage results only when all four criteria are satisfied. For a capability to be a core competence
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