...Strategic Initiative Paper June 9, 2014 John Wetherington Strategic Initiative Paper Harley-Davidson’s strategic plan is to improve the quality, accurately forecast the associated costs of returns and allowances, and to maintain the firm’s reputation of satisfying customers. Their financial plan involves taking steps to make sure the company can grow and be profitable in the future. There are plenty initiatives that affect the organization’s financial planning and costs and revenue of the supply chain. It is important to stay ethical when trying to supplant other motorcycle companies as the world’s number-one motorcycle when taking these initiatives. Strategic Planning Initiative Harley-Davidson’s 2013 annual report discusses several strategic initiatives. Specifically, their quality control initiative will require financial planning to support successful implementation of the initiative and add value to the company. Harley’s alignment of strategic planning and financial planning will affect costs, sales, and Harley's ability to finance future capital projects. The 2013 Harley-Davidson Annual Report identifies their quality control initiative as an effort in early detection of quality issues, and improvement of manufacturing processes to avoid recalls, legal costs, and delays in introducing new products to the market. Furthermore, the company wishes to improve its methods of estimating potential costs associated with warranty claims, recalls, and class action suits...
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...College 12-10-2010 Harley-Davidson, Inc.: A Strategic Audit Sheila Lenz Western Michigan University Follow this and additional works at: http://scholarworks.wmich.edu/honors_theses Part of the Accounting Commons, Sales and Merchandising Commons, and the Strategic Management Policy Commons Recommended Citation Lenz, Sheila, "Harley-Davidson, Inc.: A Strategic Audit" (2010). Honors Theses. Paper 1853. This Honors Thesis-Open Access is brought to you for free and open access by the Lee Honors College at ScholarWorks at WMU. It has been accepted for inclusion in Honors Theses by an authorized administrator of ScholarWorks at WMU. For more information, please contact maira.bundza@wmich.edu. WESTERN MICHIGAN UNIVERSITY Harley-Davidson, Inc.: A Strategic Audit Sheila Lenz December 10, 2010 LEE HONORS COLLEGE - CAPSTONE THESIS 2 Table of Contents Analysis Business 3 Mission Statement Analysis 3 Porter's Exercise 4 Marketing Strategy 5 Financial Analysis 5 IFAS Summary 9 EFAS Summary 10 SFAS Summary 11 Recommendations SWOT Analysis 12 Portfolio Analysis 16 Corporate Strategy 16 Business Competitive Strategy 18 Business Cooperative Strategy 18 Conclusion 19 Works Cited 20 Harley-Davidson, Inc.: A Strategic Audit Analysis Business Harley-Davidson, Inc., known for its famous bar and shield trademark, is based out of Milwaukee, Wisconsin. It is currently a public company with over 100 years of experience producing motorcycles. Harley consists of two...
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...Case Study: Harley-Davidson -Analyse Harley-Davidson resources and capabilities, and identify its key strengths and weaknesses - Analyse the international competitive environment in which Harley-Davidson is operating to identify its main threats and opportunities. Recommend a forward strategy for Harley-Davidson, which addresses these issues. International Management Individual Assignment Table of Contents 1. Introduction 3 2. Harley Davidson Overview 4 2.1. Harley-Davidson Current Strategy 4 2.2. Resources And Capabilities 5 3. Industry Analysis 6 3.1. Porter’s Five Forces Model 6 3.2. International Competitive Environment 7 4. SWOT Analysis 9 5. Forward strategy recommendation for Harley-Davidson 10 6. Conclusions 12 6. References 13 1. Introduction This report is based on Harley-Davidson, Inc., case study. The aim of this report is to analyse industry and international competitive environment where Harley-Davidson is operating in. One must apply and fully analyse theoretical concepts and frameworks in order to fully comprehend how Harley-Davidson is differentiate itself in the international competitive environment and what strategies is using to achieve higher market share. The empirical material is being analysed by exploring the general information of Harley-Davidson company itself, following by the industry and competitive environment analysis, review of SWOT theoretical framework. Finalising with the recommendations of forward...
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...remarkable motorcycles and extraordinary customer experiences. We fuel the passion for freedom in our customers to express their own individuality. These are the Mission and Vision Statements for the Harley Davidson Motorcycle Company. (Everyday Values) I feel that the company leadership is living these every day. Why I feel this way is because the leadership listens to both their customers and employees on how to make things better. For example on employee James Love and his team of the York PA facility developed an idea on how to eliminate bottlenecks by taking motorcycles off the line and loading them on trucks. Leadership implemented it immediately, doubling the staging capacity and solving a problem that could have slowed down the whole line. (2011 Annual Report) Who are the stakeholders in the Harley Davidson Corporation? I believe that they are their employees, customers and suppliers. One of the things that helps set Harley-Davidson’s culture apart from other businesses is employee involvement. In order to maximize employee involvement, they have minimized traditional hierarchy and layers of management, and the “open door” policy extends throughout the Company, all the way to the C.E.O.’s office. Building the world’s best motorcycles is possible only because so many Harley-Davidson employees are both enthusiasts and customers. Their passion for our products creates the ideal working environment, where employees care about what they design, build and sell. (H-D Our Mission) ...
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...STRATEGIC AUDIT HARLEY DAVIDSON Inc Audit Team: Graeme Eldridge Enya Gu Areeya Ongmongkonkun John Gao CONTENTS |Case Abstract |3 | |History |4 | |Current Situation | | |Performance |5 | |Strategic Position | | |Mission |5 | |Objectives |5 | |Strategy |6 | |Policies |6 | |Corporate Governance | ...
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...Final Research Paper Harley Davidson Company Name: Institution: Table of Contents Executive summary 1 1.0 Introduction 1 1.1 Background 1 Situation Analysis 2 2.1 Strategic pillars to ensure continued success and growth 2 2.1.1Producing environmentally suitable products 2 2.1.2Making new models and modifying existing models 3 2.1.3 Employing competent and robust leadership 3 2.1.4Ensuring sustainability in maintaining future success 3 2.2 Internal performance 4 2.3 Performance indicators 5 2.4 Industry perspectives 6 2.5 External factors 8 Problem Analysis and Description 9 Solutions, evaluations and recommendation 11 4.1 Diversify their products 11 4.2 Aggressive advertisement locally and internationally 12 4.3 Improve plant efficiency 12 4.4 Recommendations 13 Implementation Plan 13 Success Metrics 14 Bibliography 16 Appendix 18 Executive summary 1.0 Introduction Harley-Davidson Company is an American automotive company that specialises in producing motorbikes founded in 1903. It is located in Milwaukee, Wisconsin in the United States. Harley Davidson is one of the most robust and financially strong companies with over 5900 employees and sales reaching $6.23 billion (Forbes, 2015). The company manufactures and sells heavyweight motorcycles and motorcycle parts, accessories, general merchandise. They also offer other related services like financing retailers and insurance. 1.1 Background ...
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...Harley Davidson Basic Background Description Of Company & Products 1.) Motorcycles, Apparel, Accessories, Collectables, and Spare Parts. 2.) Biking Lessons, Events, and Museums. 3.) Financing and Insurance 4.) History a. 1903: First motor-bicycle built by Harley & Arthur Davidson. b. 1904: First dealership in Chicago, IL. c. 1906: New Factory Opened in Milwaukee, WI (28’x28’). d. 1907: Harley-Davidson Motor Company Incorporated. i. Stock split between four owners: Harley, Arthur, William & Walter Davidson ii. Company also doubled its factory space. e. 1912: Built a six story building on Juneau Avenue in downtown Milwaukee. f. 1920: Harley-Davidson largest motorcycle manufacturer. iii. Supported by 2,000 dealers in 67 countries. g. 1953: Hendee Manufacturing, one of Harley’s competitors goes out of business. iv. The next 46 years, they remain the only manufacturer of heavyweight motorcycles in the US. h. 1962: Purchases 60% equity share in Tomahawk Boat Manufacturing Company. v. Used the company to manufacture its own fiberglass parts. i. 1973: Opens 400,000 square foot plant in York, Pennsylvania. j. 1990’s: Distribution center opens in Franklin, WI. Age Of Company & Number Of Employees 1.) Founded in 1903; first bike was finished this year. 2.) Number of employees? Location 1.) Located and operated out...
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...Case Study 5 Kim Chau California Southern University MKT 86500 September 19, 2014 Dr. Hoon Harley-Davidson: Style and Strategy Have Global Reach Introduction In the case of Harley-Davidson, Style and Strategy Have Global Reach, a question of survival in an economic storm is raised – given a new CEO and a revised vision, can Harley-Davidson weather trouble times (Schermerhorn, 2011). Historically, Harley-Davidson was founded by William S. Harley and Arthur Davidson in 1903. They built their first three motorcycles in a shed in Milwaukee. By 1909, they introduced their trademark bike. It had 2-cylinder, v-twin engine which was also the faster bike at the time coming in at 60mph. During World War I, almost half of all Harley-Davidson motorcycles produced are sold for use by the U.S. military. At War's end, it was estimated that the Army used some 20,000 motorcycles in their efforts, most of which were Harley-Davidsons. By 1920, Harley-Davidson is the largest motorcycle manufacturer in the world. New Harley-Davidson motorcycles can be purchased from over 2,000 dealers in 67 countries worldwide (Harley-Davidson Timeline, 2014). In 1969, American Machine and Foundry Co (AMF) merged with Harley. During the early 80’s recession, market shares started to decline, revenue was at an all-time low. According to Daniel Klein’s tariff policy analysis (Klein, D., 1984), in 1980 the company had record sales of $289 million and pretax earnings of $12.3 million, but in 1982 sales...
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... CASE DESCRIPTION The primary subject matter of this case is strategic alliances. Secondary issues include business strategy, entrepreneurship and marketing. The case explores the dynamics of an alliance between Harley-Davidson and a small, entrepreneurial, niche market company, Lehman Trikes. CASE SYNOPSIS As the world was in the midst of a crippling recession, on July 22, 2008, Harley-Davidson unveiled the new Tri Glide three-wheeled motorcycle at the annual dealer meeting in Las Vegas. At the same meeting Lehman Trikes, a small but rapidly growing leading manufacturer of three-wheeled motorcycles, announced that it would be the exclusive supplier to Harley-Davidson of the Tri Glide. Ron Hutchinson, senior vice president of product development for Harley-Davidson said, “This is a big deal. The three-wheeled market is a market that we believe has been effectively underserved because it has been done in the aftermarket.” (Pitlick, Harley trikes to be built here, 2008) While the entrance of Harley-Davidson into the trike market would obviously legitimize and add enormous growth opportunities for the three-wheel segment of the motorcycle market, would it profoundly change Lehman’s environment and business model? Dan Patterson, then CEO of Lehman Trikes, would later cryptically write of the event in the 2008 Third Quarter Report, “We are truly pleased to have Harley-Davidson as both a competitor and a business associate” (Lehman Trikes, 2008). ...
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...Sales at Harley-Davidson”, pages 75-76 and “Delta Air Lines plays Catch-Up”, pages 77-79. This paper combines both case studies in one document, depicting business driven information systems used and strategic decision making from both well known businesses. Case Study 1 Chapter 2, Closing Case Two (Revving Up Sales at Harley-Davidson), pages 75-76 1. How does Talon help Harley-Davidson employees improve their decision-making capabilities? Talon is the information system that Harley-Davidson uses. It handles the inventory, vehicle registration, warranties and point-of-sale transactions for all Harley-Davidson dealerships. “The system checks dealers’ inventory, generates parts orders, and analyzes global organization information” (Phillips, 2009). Talon has been one of Harley-Davidson most successful informational systems used. Talon has provided Harley-Davidson employee the information needed to earn more revenue. Harley-Davidsons’ $50 million is more than 2 percent of its revenue and far above the manufacting industry average. “Talon gives Harley-Davidson managers’ a 360-degree view into enterprisewide information that supports strategic goal setting and decision making throughout all levels of the organization” (Phillips, 2009). 2. Identify a few key metrics a Harley-Davidson marketing executive might want to monitor on a digital dashboard. Marketing executive may want to monitor their performance, internal and external. This will show Harley-Davidson is keeping...
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...STRATEGIC MANAGEMENT Case Analysis CASE: Harley Davidson, Inc- 2008 By Julian Kee Synopsis Harley-Davidson is one the leading motorcycle manufacturers in the world. It’s hard to imagine the global brand’s simple beginning. In 1901, Harley-Davidson motor company started in a backyard shed by friends William Harley and Arthur R. Davidson who wanted to create their own motorcycles. In 1907, the company had grown to become incorporated. Harley-Davidson was acquired by AMF in 1969, however repurchased in 1981 by the Vaughn Beals. The company then underwent changes to production an inventory management. Since 1996, Harley-Davidson has focused only on producing motorcycles and accessories. The company is run by a 38-year employee name James C. Ziemer, who has experience in many different positions. He is supported by a board of directors with diverse professional backgrounds. Together, they oversee the US and global operations which includes countries like Canada, Latin America, and Europe. Harley-Davidson has two different business segments which include motorcycles and financial services. The current economic conditions have affected all industry including motorcycles. While Harley-Davidson has proven to do well during the recession, they have also faced some challenges. As the economic conditions change, Harley- Davidson has implemented new marketing strategies and e-commerce to gain a competitive advantage. Resources Strong reputation and...
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...Business Report: Exploration of how a Real-World Firm Applies Fundamental Business Concepts BBA101: Introduction to Business Jeffery McWhorter Jr. Jones International University Feb 24th 2012 Introduction Harley-Davidson is an American Motorcycle Manufacturer founded in Milwaukee Wisconsin in 1903. It was one of two American Motorcycle companies to survive the Great Depression. Harley was founded by three brothers, William, Walter, and Authur Davidson with William Harley. Harley became the biggest motorcycle manufacturer in the world by 1920. Supplying motorcycles from WWI to todays society, Harley has become not only an American icon but a worldwide icon. With a net income of over 146 million dollars in 2010 it is on the rise from the dismal 2009. In this report we will explore Harley from, its technology practices, to their organizational structure, to their annual report. We will research its marketing and promotion towards its future and now customers. In laymen terms, we will look at Harley Davidson in and out. 1 The company that I have chosen to do my course project on is Harley-Davidson. Harley-Davidson is a motor company based out of Milwaukee, Wisconsin. Officially established in 1903 by William S. Harley, it was one of few companies to have lasted the Great Depression. With income of 4.86 billion a year ,the company employs 6,300 employees, which produces motorcycles. Who are the customers of this company's products or...
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...TUI UNIVERSITY Module 1 Case Assignment MKT501 – Strategic Marketing 23 January 2012 1. Briefly describe Harley Davidson’s traditional targeting and positioning strategy. Harley Davidson is a company that has been around since 1903 and in that time has got quite accustomed to dealing with the changes in markets, which are driven by the changes in people. Having a good “tough image” and great marketing plan has kept the US motorcycle king afloat for over 100 years and will undoubtedly, as it attracts new riders, will be around for many years to come. The Hollywood scripts and early magazines depicting the young, wild motorcycle rider became less and less a reality in the late 1990’s, according to Motorcycle Industry Council statistics. Even in the 1990s, riders became more mainstream. The typical heavyweight segment motorcyclist in 2009 was male, 42 years old, married, and had a college degree. A motorcycle industry’s census showed that there were more riders, more households, more women and more young buyers. Since 2003, the number of motorcycles owned and used in America grew 19 percent to approximately 10.4 million. That is a 58 percent increase from 1998 (6.6 million). The average income of the motorcyclist in 2009 had more than tripled since 1980 ($17,500). In 2009, motorcycle owner household income averaged $59,290 while the U.S. average was $50,233. Riders are also much older. The typical rider was interested in the outdoors. In surveys about their other...
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...Future Harley-Davidson Report MKTG 445 Dr. Mattson September 29, 2004 Jason Conlon Daniel Adkins Eric Huffman Kyle Hahn Table of Contents Introduction Page 3 Global Competition Page 3 New Competition Page 5 Competitive Remakes and Accessories Page 7 Motorcycle Buyers Page 9 Motorcycle Company Websites Page 11 Conclusion Page 13 Works Cited Page 14 Introduction Over the past few years, Harley Davidson has had to make numerous changes to remain competitive. The first thing we will take a look at is global competition. Harley Davidson’s increasing demand overseas has caused many changes over the past few years. The second thing we will take a look at is new competition. The demographics of the nation have been changing, due to the aging of the “baby boomers,” and Harley has to make changes in order to keep up with the competition of the market. New competition ranges for sport bikes to other competing cruiser models. The third thing we will look at is competitive remakes and accessories. The competition for Harley is on the rise due to the high interest in custom motorcycles and cheaper accessories. The fourth thing we will take a look at is motorcycle buyer’s demographics. The market is ever changing and it is important to look at how Harley is adapting to these changes. The final thing we will address is how the...
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...Case Study 6.1: Harley-Davidson, Inc. Zachary NewComer 11/06/14 Auditing Prof. Riggs (1)Identify the most significant new business risks facing Harley-Davidson as a result of integrating eBusiness into its supply-chain management system and by allowing suppliers to have access to the company’s Intranet. If your instructor does not specify the number of risks for you to identify, list at least three. 1. Suppliers might leak information to Harley-Davidson’s competitors 2. Suppliers might not have the same ability to be technologically advanced as Harley-Davidson’s new systems 3. Going to an internet based system makes you susceptible to people hacking the system and acquiring information. 4. When you have an internet based system it could go down at any point making the time it is down a loss of productive time that in the old system would not have been lost. 5. Hiding fraud would be easier because more people have access to system and there is no longer a paper trail for auditors to trace in the new system. 6. If the system permanently crashes or is destroyed by something like a fire you might not be able to save some or all of the information to continue business afterwards. 7. If Harley-Davidson ever wanted to do business with a different supplier they might not be ready or have the ability to do business with them. [2] For each risk you identified in question number one above, identify a control Harley-Davidson might have implemented to mitigate that risk. 1....
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