...1. What is the nature of international business environment Harley faces? What types of risk does the firm face? The nature of international business environment Harley faces is domestic and international with complexly and risk involve. This is clearly shown in the variation of sales in its two major markets, one at home in the U.S and the other in Europe. As shown in the in the graph chart in 2006, Custom models accounted for 47.4% in the U.S while only 13.4% in the European market. Other sales based on style of bikes are in the U.S performance 15.1%, touring 35.5%, and standard 2.1% while its other market sales in Europe were performance 41.4%, touring 26.1%, and standard 19.2%. The reason Harley faces such diversification is clearly due to consumer preferences. The European markets desires performance bikes made for the open roads and high speed demands. The four main risk which are cross-cultural risk, country risk, currency risk, and commercial risk. 2. How can Harley benefit from expanding abroad? What type of advantages can the firm obtain? What advantages acquired abroad can help Harley improve in its home market? Harley’s can benefit from expanding abroad because it will allow them to separate their business from domestic economic slumps, but also diversifying their product to adjust with the demands of the consumers. The advantages of expanding international sales include maintaining a more sensible business archetype. By increasing internationally Harley can widen...
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...Case Question 1. What is the nature of international business environment Harley faces? What types of risk does the firm face? The nature of international business environment Harley faces is domestic and international with complexly and risk involve. This is clearly shown in the variation of sales in its two major markets, one at home in the U.S and the other in Europe. As shown in the in the graph chart in 2006, Custom models accounted for 47.4% in the U.S while only 13.4% in the European market. Other sales based on style of bikes are in the U.S performance 15.1%, touring 35.5%, and standard 2.1% while its other market sales in Europe were performance 41.4%, touring 26.1%, and standard 19.2%. The reason Harley faces such diversification is clearly due to consumer preferences. The European markets desires performance bikes made for the open roads and high speed demands. The four main risk which are cross-cultural risk, country risk, currency risk, and commercial risk. 2. How can Harley benefit from expanding abroad? What type of advantages can the firm obtain? What advantages acquired abroad can help Harley improve in its home market? Harley’s can benefit from expanding abroad because it will allow them to separate their business from domestic economic slumps, but also diversifying their product to adjust with the demands of the consumers. The advantages of expanding international sales include maintaining a more sensible business archetype. By increasing internationally...
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...1. What is the nature of the international business environments Harley faces? What types of risks does the firm face? The nature of the international business environments Harley faces are complex and varies due to cultural and regional needs of the diverse markets it competes in. This is shown by the differences of the sales mix in U.S. and Europe as revealed in exhibit 1 of the case. For example, in 2006, custom models accounted for 47.4% in U.S., whereas it accounted for 13.4% in Europe. In the U.S., other sales of models based on different criteria such as performance, touring, and standard accounted for 15.1%, 35.5%, and 2.1% respectively. Europeans have different preferences however. Performance, touring, and standard accounted for 41.4%, 26.1%, and 19.2% respectively. The reason Harley faces such diversification is clearly due to customer preferences and market demands. According to chapter 1 lecture slides, I believe that all four types of risks in international business are present: (1) Cross-cultural Risk: Harley operates in different facilities in the U.S., Brazil and Australia. Potential growth markets include Canada, Japan, Australia, Latin America (Brazil), India, and China. There are many cultural differences in languages, lifestyles, customs, and religion of the various countries. These differences may lead to inappropriate business strategies and ineffective relations with customers. However, understanding the different markets would be beneficial to Harley...
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...Internationalization at Harley-Davidson Founded in 1903, Harley-Davidson (Harley) is a U.S. motorcycle manufacturer that offers thirty-five models through a network of nearly 1,500 dealers. Its annual revenues are about $6 billion, mainly from sales of the big bikes that made the firm famous. Harley earns three-quarters of its total sales in the United States, where it also manufactures almost all its bikes to ensure quality control. The firm makes four distinctive groups of models: ■ Standard. Practical bikes used for low-cost commuting. ■ Performance. Sleek, sport-style racing bikes built for speed and easy handling. ■ Custom. Stylized bikes customized to customer tastes. ■ Touring. Long-distance, large-capacity, comfort bikes that typically include cruise control, stereos, and luggage racks. In the United States Harley competes primarily in the custom and touring segments, which account for around 85 percent of “heavyweight” sales. Its numerous competitors are all headquartered outside the United States and include Honda, Suzuki, Yamaha, and Kawasaki in Japan, and BMW, Ducati, and Triumph in Europe. New competitors are emerging from China. Harley heavyweight bikes sell for $17,000 or more, which puts them beyond the reach of many buyers. The average age of a Harley buyer in the United States is nearly 50. One key to Harley’s success is the Harley Owners Group (HOG), a club of loyal Harley owners with over one million members, including 100,000 in Europe. HOG is...
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...Final Global Business Plan When the U.S. based Harley-Davidson company considers foreign investment in the South American country Peru it is important to consider several factors that will be critical to its success. Past papers have analyzed the country and the region, the political and economic environment, the opportunities and threats involved in doing business there, and how the company’s strengths support those opportunities and how its weaknesses can be mitigated to minimize the threats. This final analysis will review Harley-Davidson’s marketing approach, financial overview, options for financing the foreign investment, the decentralized nature of the organization and its benefits for global operations, and the companies available exit strategies for a Peruvian operation. Marketing Mix Harley-Davidson has chosen the strategic direction of targeting a youth market that is more up to speed with the technologies of today to increase its share in the cruiser market. The average age in Peru is 26.2, and with the introduction of the v-rod motorcycle, Harley-Davidson cut out a sizable share of the cruiser market. That will be the goal of the new market in Peru, with the change being a duel-role product for both off road and street use. To target the younger market by introducing a new product, the company has chosen to concentrate on the following market objectives: market expansion into Peru and product diversification to meet the needs of the customer in their current...
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...Executive Summary “Harley-Davidson is the iconic American motorcycle manufacturer. Founded out of a small shed in 1903 by William S. Harley and Brothers Arthur and Walter Davidson in Milwaukee, Wisconsin. The Motor Company produces traditional cruiser motorcycles utilizing air-cooled V-Twin engines. When Harley and Davidson produced and sold their first motorcycle in 1903, they were one of many small motorcycle marques springing up across the country. Flash forward more than a century and the Harley-Davidson brand is so rooted in American culture that the history of the company intertwines with the history of America itself. “ Harley- Davidson a brand that say I’m an American with its strong image they summarize what biking is and isn’t. They produce quality products that are reliable and durable. With so much more to offer Harley-Davidson cannot compete with the Japanese in terms of market share in Europe they only have 6.4% which is excruciating for a company who consider their product as a luxury item with all top of the line parts, brand image ,and all the thing they offer to the consumers. That’s why we look for alternative that could be beneficial to Harley-Davidson which is Market penetration, market development, and product development in Europe. We generated this idea ease them and with employees who know what their job is and make the necessary adjustment in their product or service need not worry of what will happen. Situational Analysis Environment The Environmental...
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...imaginations of its engineers rather than by goal-oriented strategic decisions. Minoli described Ducati’s top management as operating in “a structured chaos” (Gavetti, 2004, pp.861). He believed that by incorporating certain basic structural changes and by redefining company’s strategic goals, it could be turned into a profitable brand-driven company. Ducati’s turnaround focused on brand building which was supported by the reconfiguration of a number of activities ranging from increased efficiency in the production process to broadening its customer base. Having almost doubled its market share in 2001, Minoli wanted to find new sources of growth. Among others he considered the cruiser market, currently dominated by Harley Davidson. His goal was to compete directly with Harley Davidson in Europe by introducing a cruiser that combined Ducati’s high performance engine with its own unique design. This essay will begin with a SWOT analysis of Ducati as it stands at the end of its turnaround program. The analysis will bring to light Ducati’s strategic position in the industry as well as any potential that the company may...
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...1 ORGANIZATIONAL BEHAVIOR in CHANGING tIMES CHAPTER SCAN THIS INTRODUCTORY CHAPTER PROVIDES AN OVERVIEW OF THE ENVIRONMENT OF ORGANIZATIONS FOR THESE CHANGING TIMES. IT BEGINS BY PROVIDING AN OVERVIEW OF BEHAVIOR IN ORGANIZATIONS AND THE INTERDISCIPLINARY ORIGINS OF THAT BEHAVIOR. NEXT, IT DESCRIBES THE ORGANIZATIONAL CONTEXT AND PRESENTS THE SIX FOCUS ORGANIZATIONS (BRINKER INTERNATIONAL, ENRON, HARLEY-DAVIDSON, HEWLETT-PACKARD, PATAGONIA, AND THE AMERICAN HEART ASSOCIATION). THIRD, IT POINTS OUT THE CRITICAL ROLE OF CHANGE AND CHALLENGE, FOLLOWED BY A DISCUSSION OF HOW PEOPLE LEARN ABOUT ORGANIZATIONAL BEHAVIOR. THE CHAPTER FINISHES BY RELATING THE VARIOUS FEATURES OF THE BOOK TO LEARNING STYLES AND OUTLINING THE PLAN FOR THE BOOK. LEARNING OBJECTIVES AFTER READING THIS CHAPTER, YOU SHOULD BE ABLE TO DO THE FOLLOWING: 1. Define organizational behavior. 2. Identify six interdisciplinary contributions to the study of organizational behavior. 3. Identify the important system components of an organization. 4. Describe the formal and informal elements of an organization. 5. Understand the diversity of organizations in the economy, as exemplified by the six focus organizations. 6. Recognize the challenge of change for organizational behavior. 7. Demonstrate the value of objective knowledge and skill development in the study of organizational behavior. KEY TERMS CHAPTER 1 INTRODUCES THE...
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...market opportunities and threats. Successful global marketers such as Nestle, Coca-Cola, and Honda use familiar marketing mix elements – the four Ps – to create global marketing programs. Marketing, R&D, manufacturing, and other activities comprise a firm’s value chain; firms configure activities to create superior customer value on a global basis. Global companies also maintain strategic focus while pursuing competitive advantage. The marketing mix, value chain, competitive advantage, and focus are universal in their applicability, irrespective of whether a company does business only in the home country or has a presence in many markets around the world. However, in a global industry, companies that fail to pursue global opportunities risk being pushed aside by competitors. A firm’s global marketing strategy (GMS) can enhance its worldwide performance. The GMS addresses several issues. First is nature of the marketing program in terms of the balance between a standardization (extension) approach to the marketing mix and a localization (adaptation) approach that is responsive to country or regional differences. Second is the concentration of marketing activities in a few countries or the dispersal of such activities across many countries. Companies that engage in global marketing can also engage in coordination of marketing activities. Finally, a firm’s GMS will address the issue of global market participation. The importance of global marketing today can be seen in the...
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...and threats. Successful global marketers such as Nestle, Coca-Cola, and Honda use familiar marketing mix elements – the four Ps – to create global marketing programs. Marketing, R&D, manufacturing, and other activities comprise a firm’s value chain; The value equation (V =B/P) expresses the relationship between values and the marketing mix. Global companies also maintain strategic focus while pursuing competitive advantage. The marketing mix, value chain, competitive advantage, and focus are universal in their applicability, irrespective of whether a company does business only in the home country or has a presence in many markets around the world. However, in a global industry, companies that fail to pursue global opportunities risk being pushed aside by stronger global competitors. A firm’s global marketing strategy (GMS) can enhance its worldwide performance. The GMS addresses several issues. First is nature of the marketing program in terms of the balance between a standardization (extension) approach to the marketing mix and a localization (adaptation) approach that is responsive to country or regional differences. Second is the concentration of marketing activities in a few countries or the dispersal of such activities across many countries. Companies that engage in global marketing can also engage in coordination of marketing activities. Finally, a firm’s GMS will address the issue of global market participation. The importance of global marketing today can be seen...
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...net/publication/235266981 International business and finance scholarship ARTICLE in RESEARCH IN GLOBAL STRATEGIC MANAGEMENT · JUNE 2008 DOI: 10.1016/S1064-4857(08)00001-6 CITATION READS 1 11 1 AUTHOR: Raj Aggarwal University of Akron 203 PUBLICATIONS 1,943 CITATIONS SEE PROFILE Available from: Raj Aggarwal Retrieved on: 23 February 2016 INTERNATIONAL BUSINESS AND FINANCE SCHOLARSHIP Raj Aggarwal ABSTRACT This chapter explores how scholarly work in the fields of Finance and International Business (IB) can be mutually supportive. First, it is clear that technology has been a major driver of modern developments in both Finance and IB. Second, Finance can provide many insights into IB scholarship since it has much to say about firm operations and strategy. Third, IB scholarship with its focus on culture also provides significant opportunities for a better understanding of the global aspects of Finance. Finally, it is contended that transaction-costs economics provides an excellent theoretical and fundamental basis for bringing together IB concepts and Finance scholarship. However, while the potential for Finance and IB scholarship to contribute to each other is great, such advances must await the removal of cultural barriers between the two disciplines. INTRODUCTION The field of IB generally focuses on inter-national business, that is, business across national boundaries and, thus, in diverse institutional and cultural International Business Scholarship: AIB Fellows on...
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...1 Figure 5.1 Figure 5.2 Figure 5.3 Figure 5.4 Figure 5.5 Figure 6.1 Figure 6.2 Figure 6.3 Figure 6.4 Figure 7.1 Figure 7.2 Figure 7.3 Figure 8.1 Figure 8.2 Figure 8.3 Figure 9.1 The Breakout Strategy Cycle Companies Getting on the Fast Track Companies Staying Out Front Types of Capital and the Capital Accumulation Process The Vision Wheel State Transition for Harley-Davidson: Organization State Transition for Harley-Davidson: Culture State Transition for Harley-Davidson: Relationships State Transition for Harley-Davidson: Markets The Six Pillars of a Value Proposition Leveraging up the Apple Value Proposition Reconciling Different Value Propositions Leveraging up Samsung Electronics’ Value Proposition Components of a Business Model Aligning the Business Model and Value Proposition Business Model Needs Analysis Delivering Strategy System Balance and Strategy Delivery at CEMEX Organizational Culture and Cultural Reproduction Breakout Leadership Capabilities Chapter 1 Breakout Strategy ______________________________________________ We all want to identify the essential ingredient that makes for outstanding business success, the decisive factor that differentiates exceptional companies from those that are just plain average. Sadly, like the elixir of...
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...ASSIGNMENT 2 by (Name) Course Tutor University City and State Date Executive Summary HSBC bank is a financial institution, whose conceptualization age dates back to 1865 in Hong Kong. Commonly known as the HSBC Holdings plc, the multinational bank expanded and it opened other branches in several countries while offering financial and banking services. With its headquarters located in London, the bank is ranked as the fourth largest in the world. In Oman, however, the experienced problems within the bank are not what one would expect from a financial institution with such a reputation. Since its establishment in 1948, the bank has always offered top-notch services with fewer mistakes in Oman. Currently, there have been reports that the country is experiencing problems with their ATM machines. Customers are unable to use their ATM cards to access their accounts. The administrative sector is also having problems involving registration of clients to their newly introduced Advance Credit cards. The process has become strenuous for its customers. This study aims at identifying the problems and resolving it through operations management theories in gaining global competitiveness. According to the theories of operations management, organizations can solve their problems in three distinct ways. The six-sigma approach suggests identifying the defects and solving them afterwards. The lean approach, similarly advocates for the identification of defects...
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...CASE STUDY I.2 Manchester United: still trying to establish a global brand Manchester United (abbreviated as ManUtd, www.manutd.com) has developed into one of the most famous and financially successful football clubs in the world, being recognized in virtually every country, even those with little interest in the sport. Real Madrid has displaced ManUtd from the pole position in Deloitte’s football money league. The list, which has been running for the last 9 years, identifies the top 20 clubs in terms of revenue. The top five in 2008 were: Real Madrid with 3365.8 million, Manchester United (3324.8 million), FC Barcelona (3308.8 million), Bayern Munich (3295.3 million) and Chelsea (3268.9 million) (Deloitte, 2009). Having won the Premier League and Champions League in 2007/08, United would have overtaken Real Madrid at the top of the Deloitte Football Money League had it not been for the depreciation of the pound. The top 20 clubs now generate more than three times the combined revenue of the clubs in the first Money League publication in 1996/97. The most valuable US sport teams, the National Football League’s Washington Redskins and baseball’s New York Yankees, are both worth somewhat more but more than any US sports team, ManUtd has built a global brand. Since the mass commercialization of football in 1992, Manchester United has unquestionably been the team to beat. In the past 16 seasons, it has collected 10 Premier League titles, four FA Cups and two Champion League trophies...
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...manufacturer in the world. The case illustrates how this organization strives to serve customers and achieve a profit. The case intentionally emphasizes features of Toyota's manufacturing system, rather than its marketing strategies per se, to show how the whole organization is focused on serving customer wants and needs, not just the marketing department. Suggestions for Discussion Questions 1. In what ways is Toyota's new-product development system designed to serve customers? There are a number of features to this system that make it customer oriented. The Toyota system responds more quickly than competitors, allowing the company to correct any mistakes and react to market trends faster than competitors. The system has a chief engineer responsible for the product from design to marketing. This may allow consumer research to function as a direct input into engineering specifications rather than become a secondary concern after the product is designed. Since the corporate philosophy is to serve customers, consumer inputs are more likely to be used develop better new products. 2. In what ways is Toyota's manufacturing system designed to serve customers? There are a number of features in Toyota's manufacturing systems that are designed to serve customers, including the following features. Employees, even on the assembly line, are trained to consider their output as a product that should satisfy the next employee (the "customer") who receives it. If everyone in the company...
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