Case Analysis # 19 Harley- Davidson Inc. 2008 I. Current Situation A. Current Performance * First decline in 20 years * Leads industry in domestic sales * Increased share of foreign markets * Strong‚ highly recognizable brand name and trademarks B. Strategic Posture 1. Mission * We fulfill dreams through the experience of motorcycling by providing to motorcyclists and to the general public an expanding line of motorcycles‚ branded products and services
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Case Study: Harley-Davidson‚ Inc. Introduction History The Harley-Davidson case presents a unique example of a unique company that‚ due to their remarkable customer loyalty‚ was able to go from nearly bankrupt to successfully gaining a substantial portion of the market in a niche product. The company was able to gain market share and profit by substantially restructuring their business plan. Harley-Davidson changed from a traditional large batch manufacturing philosophy to just-in-time strategy
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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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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 Mini Case Question 1 The international business environment that Harley-Davidson faces includes several challenges and obstacles. These challenges include trying to increase sales in nations that already offer well-known brands of motorcycles at cheaper costs. Besides having to compete with local brands‚ in places such as Europe each specific country may have different preferences on styling‚ size‚ and the type of performance. Other obstacles include high tariffs in some emerging
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1. Historically‚ how did Harley-Davidson manage to dominate the U.S. market? How did it do so and what were its sources of competitive advantage? And starting in the 70s Harley got into trouble‚ what changed? Internally? Externally? Harley-Davidson is synonymous with the American Motorcycle culture and did not get there by accident. Since its conception as a company in 1903 the company has been known for their classic American style heavy bikes‚ their industry changing innovations and the superior
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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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Definition Harley-Davidson is and American motorcycle manufacturer where founded in Milwaukee‚ Wisconsin. Harley-Davidson only focuses on heavyweight motorcycle with engine displacement greater than 700cc during 1970s‚ but they noticed that is opportunities on chopper style of motorcycle. Therefore they try to build new product plant and started to manufacture new types of motorcycle‚ until nowadays‚ Harley-Davidson have more than 100 models in the markets. 1.2) Business Mission Harley-Davidson values
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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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Revving up sales at Harley-Davidson There is a mystique associated with a Harley-Davidson motorcycle. No other motorcycle _ in the world has the look‚ feel and sound of a Harley-Davidson. Demand for Harley- Davidson motorcycles outweighs supply even though the company produces 300000 motorcycles a year‚ which generates over USS4 billion in revenue. Some models have a two-year waiting list. The company recently won a number of awards‚ including being rated: 2nd in ComputerW0rId’s Top 100 Best Places
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