Davidson April 4, 2006 1 Table of Contents Executive Summary ………………………………………………………… 3 Company History ……………………………………………………………. 4 Five Forces Analysis Internal Rivalry ………………………………………………………. 8 Entry …………………………………………………………………….. 9 Substitutes and Complements …………………………………. 9 Supplier and Buyer Power ………………………………………. 10 Financial Analysis ………………………………………………………….. 11 Strategic Issues and Recommendations ………………………….. 17 2 Executive Summary Harley Davidson remains a financially strong
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III. External Analysis Opportunities: The second of the SWOT analysis includes a look at Harley Davidson’s biggest opportunities and threats. Harley currently operates in what is known as they heavyweight cycle market (over 650cc engines), this means that the sheer size and weight of their bikes set them apart from some of their other lighter, faster rivals. The heavyweight market can be broken down into three different segments cruisers, touring bikes, and performance models. Cruisers
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Introduction • Harley-Davidson is an American motorcycle manufacturer.•One of two major American motorcycle manufacturers•The company sells heavyweight (over 750cc) motorcycles•have a distinctive design and exhaust note.•especially noted for the tradition of heavy customization•Harley-Davidson sustains a loyal brand community History William S. Harley and Arthur Davidson make available to the public the first productionHarley-Davidson® motorcycle. The bike was built to be a racer, with a 3-1/8
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Executive Summary- Analysis and Conclusion BUS499- Business Policy & Strategic Solutions Executive Summary – Environmental Analysis The motorcycle industry is a consolidated industry. The U.S. and international heavyweight motorcycle markets are highly competitive. The major players, such as Yamaha, Suzuki, and Honda, generally have financial and marketing resources that are substantially greater than the non-major players. Competitions in the heavyweight motorcycle market are based on several
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Case Introduction Harley-Davidson, Inc. was established and entered the motorcycle industry in 1903. The company has primarily focused its resources on the heavyweight motorcycle segment of the industry and is differentiated from its competitors because its focus is only on the motorcycle industry as opposed to other transportation markets such as: cars, boats, ATVs or snowmobiles. The company has experienced both the “good and bad times.” The company was founded by several
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Since 1996 the company’s EPS has grown at an extremely fast 22 % annual rate. Industry Structure: Decisional Problem: Decision Alternatives: Alternative One - Continue as before / Status Quo Alternative Two – Reposition Buell Alternative Three – Renewing the Harley Davidson Brand Alternative four – Selling Buell Statements: Vision Mission Question 4 Internal and External analysis of Harley Davidson Harley Davidson appears to be doing financially sound. This
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Harley-Davidson (Harley) was founded in 1903 as a small business and became the largest motorcycle company in the world after 15 years of operations. Moreover, by 1950, Harley-Davidson was the leader in the U.S. Market with over 60% market share. Historically, the key success factor in Harley-Davidson combined two important ingredients: several competitive advantages and favorable conditions in the motorcycle industry since the industry was almost new and the barriers to enter or the forces affecting it were weak
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1.0 Environmental Appraisal Analysis Environment refers to factors that can affect Harley Davidson’s directly or indirectly Kotlar and Armostrong (2011). For environmental analysis, Top-Down Approach will be followed. First, Harley should consider macro factor that can influence marketing plan. These will be evaluated with PESTEL analysis. Second, the company has to take insight on motorcycle industry of UK to examine competitiveness and long-term business prospects (Elliott, and Patton,1996)
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Frederico Minoli (Gavetti, 2004, pg.861) In the summer of 1996 Frederico Minoli was appointed as the CEO of Ducati in order to lead the company into a new era of profitability and to establish Ducati as a brand to contend with in the sports motorcycle segment. In the years preceding the revolutionary turnaround, the company changed hands a number of time which resulted in a lack of overall strategic direction. Minoli was faced with a company which, despite having a team of top engineers, had
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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
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