9-511-068 REV: MARCH 29‚ 2011 JOHN DEIGHTON JILL AVERY JEFFREY FEAR Por rsche: The Cayenne Launch T h In March 2003 the Porsche brand faced a challenge without pre d e ecedent in 55 years. Sinc the 5 ce launch of the Pors h sche 356 in 19 948‚ the brand had stood f expensive high-performance sports cars. d for e‚ s Its de esigns‚ varyin little over the decades‚ formed and then came to reflect the notion of a c ng o classic sports car. It was a connoisseu racing ve
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Harley-Davidson Inc. Internal Analysis Group Members Janneke Kanis Christopher Klaesener Jeroen Kwint Annemiek Rensing Hanqing Zhou Foreword As this was the first assignment we had to complete for the SMA class‚ we felt the need to put some additional information on top of the Internal Analysis. The purpose of this report is to give an insight on the internal factors that influence the performance of Harley-Davidson. In the first chapter our group decided to include a company history
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Case Week 2: Porsche (40 points) Please read the case on page 171-173 and answer the following questions: Question 1: analyse the buyer decision process of a traditional Porsche customer. (10 points) There are five steps to analyse the buyer decision process they are‚ need recognition‚ information search‚ evaluation of alternatives‚ purchase decision and post purchase behaviour. Porsche drivers don’t need to go through all these steps you can see above. Porsche drivers purchase their car because
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Porsche Porsche-Marketing The automotive market The automotive market comprehends the design‚ the development‚ the manufacturing and the distribution of the vehicles. This market includes all kind of vehicles with motor‚ but only the ones of combustion engines. This is one of the markets that make the world economy grow‚ in fact the automotive market is the world’s most important economic sector by revenue. This market as sated above does only include the four main principles of the car market
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and Weaknesses • Goal: objective assessment of your strengths and weaknesses – relative to competitors – important to customers Note: This is difficult to do well. Strategic Business Planning for Commercial Producers Challenge of Internal Analysis • Identifying‚ developing‚ protecting‚ and deploying resources‚ capabilities‚ and core competencies Strategic Business Planning for Commercial Producers Resources • Inputs into a firm’s production process such as capital equipment‚ skill
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internal analysis The Cs: Culture‚ Capabilities and Composition * Culture: auditing values‚ belief and attitude Management will conduct culture audits to determine how far the quality of the employee’s working environment. One common way is by using an employee survey. From the employee survey‚ company can obtain variety of things ranging from environmental problems that exist in the organization to provide feedback to management. * Capabilities: people as strategic resources Core capabilities
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Porsche: The Crisis of 1992 1. What challenges was Porsche facing in 1992? When Dr Wendelin Wiedeking was assigned his new job‚ the position could not be more challenging: * Porsche’s unit sales had dropped from a high 60 000 a few years earlier to less than 15 000 in 1992 * Declining financial results (negative net income) * Automotive industry in crisis * Difficult competitive environment especially with the Japanese luxury automakers * Rumors of takeover by another
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Porsche: The Cayenne Launch Synopsis of the Situation Porsche has a legendary existence of more than 55 years with a brand image of being high-end‚ masculine‚ status-oriented sports car. Finding great growth and revenue opportunities in the light truck industry‚ Porsche announced to extend the product line by launching an SUV named ‘Cayenne’. This offended the Porsche enthusiasts and their negative responses overwhelmed the internet‚ press and media. Further‚ SUVs being associated with soccer moms
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Situation For years‚ the Porsche brand stands for expensive‚ high-performance sports cars. A typical consumer for Porsche is a young‚ adventurous‚ wealthy male who enjoys living life on edge (19). This single-minded focus would change in 1998 when Porsche made an announcement to develop an SUV to be released in 2003 in the United States. The new SUV would provide traditional Porsche styling and performance however combines components promoting family and outdoor activities. Porsche would be joining an
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railroad and transport companies in Eastern US with returns exceed S&P during 5 years before the economic downturns‚ which made it attractive as a take-over prey. This report provides an analysis on how derivatives could be used to gain corporate control‚ resulted in financial market imbalances‚ using Porsche and 3G & TCI cases. The report also assesses the regulatory system associated with OTC derivatives‚ valuable lessons regarding their uses to achieve a company selfish goals‚ risks and benefits
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