Abstract The paper discusses the strengths, weaknesses, opportunities and threats of Harley-Davidson Motorcycles. These attributes are first discussed textually and then graphically illustrated in factor evaluation matrices. Finally, these issues are assembled in a table for composite viewing. The paper notes that HarleyDavidson is intent on growing organically but risks sacrificing its brand equity to do so.
From the Paper "The existing vision at Harley-Davidson, first enunciated in 2004, is to develop a sound policy of sustainable growth in the long-term and its mission is to develop a balance between supply and demand in the market. In order to adhere to these vision and mission imperatives, Harley-Davidson has articulated a strategy based on the following objectives: establish core growth rates year on year of between 7-9%, increase revenue from the Parts & Accessories division and ship no less than 339,000 units worldwide yearly. (We, 2004). Opportunities and Threats: Harley-Davidson actually has more success selling its higher end products than its low-end products. Harley-Davidson can therefore target its high-end, high-margin products for additional advertising and marketing."
Abstract This paper provides an analysis of the HarleyDavidson company. The writer shows how Harley has used a unique approach to branding and maintaining an alignment between their corporate vision, culture and image. They have used many different methods to achieve a blend of active corporatism while still keeping their consumers feeling as though they "own" the brand and products associated with it.
From the Paper "Harley Davidson promotes the image that "things are different on a Harley". The most important feeling they promote with their brand is freedom. Freedom of life, freedom of the open road, freedom of the individual. It is said that no two Harley's are the same. From production to consumption, the owner is involved in the process of creating their own freedom, and living the Harley dream. Their bike becomes their own self-expression, and they live the lifestyle that they perceive to be a part of owning that bike. This is also done with the management team, as well as the CEO."
This paper presents a financial overview of Harley-Davidson, the motorcycle manufacturer; included are many charts, graphs, and timelines to support the text.
5,014 words (approx. 20.1 pages), 17 sources, 2001, $ 126.95
Abstract This paper presents a financial overview of Harley-Davidson, the motorcycle manufacturer. The author provides background of the company including a timeline and many supporting charts. Statistical data and financial breakdowns accompany the text.
From the Paper "In Milwaukee, William Harley and Arthur Davidson started experiments to take the work out of bicycling. After being joined by the Arthur brothers, Walter and William, they came up with the idea of putting a motor and a bicycle together. Many changes were made to the engine design before its builders were satisfied. In 1903, they created the first Harley-Davidson motorcycle and produced three that year. In 1907, Harley produced 150 motorcycles."
Abstract AMF and Harley-Davidson both date to the turn of the last century. In 1969, Harley-Davidson was merged with AMF through an acquisition action by AMF. The marriage lasted but 12 years, a period during which the fortunes of Harley-Davidson's fortunes waned and AMF moved further and further away from its metal foundry roots. By the late-1970s, AMF wanted to shed Harley-Davidson and Harley-Davidson was ready to leave. Through a fortuitous set of circumstances, 13 executives of Harley-Davidson were able to buy Harley-Davidson from AMF in 1981 and restore the company to an independent status. In 1986, Harley-Davidson again went public. The primary focus of the proposed investigation is on the AMF firm. Questions such as (1) why AMF acquired Harley-Davidson, (2) why the merger failed, (3) how it happened that Harley-Davidson executives were able to repurchase Harley-Davidson and (4) how AMF evolved post-divestiture of Harley-Davidson are pursued in the proposed study.
Table of contents
Introduction
Statement of the Problem
Purpose of the Study
Importance of the Study
Scope of the Study
Rationale of the Study
Definition of Terms
Overview of the Study
Review of Literature
Theoretical Context
Systems Theory
Theories of Industry Organization
Related Research
Prior Merger Case Studies
MCI-WorldCom
Gateway-Cadence
Citigroup-Travelers
Conclusions Relevant to the Study Problem
Methodology
Research Design/Approach
Data Collection
Database of the Study
Data Validity and Originality
Data Analysis
Methodological Limitations
Method Summary
References
From the Paper "Disputes about the market structure-performance approach to the analysis of industry profitability arise due to a number of factors. The greatest areas of disagreement lie in the precise definition of the variables, and the ability to accurately measure the variables. Of almost equal significance is what is called specification uncertainty. Specification uncertainty refers to the uncertainty as to the inclusion of exclusion of additional variables in or from the equation, and the often inability to measure such variables with precision (Waterson, 1995)."
A five-year strategic plan for Harley-Davidson, Inc., new vision and mission statements, strategic planning tools including matrices and their interpretation.
Abstract This paper provides the outcomes of the strategic planning process for Harley-Davidson, Inc. The first step includes a Competitive Profile Matrix, a vision statement, a mission statement and an external and internal analysis of Harley-Davidson, Inc. The second step is the Matching Stage where Harley-Davidson, Inc.'s internal strengths and weaknesses are matched with its external opportunities and threats. Several matrices, including a SPACE Matrix, an Internal-External Matrix, a Grand Strategy Matrix and a Quantitative Strategic Planning Matrix are developed and help in the selection of an appropriate strategy for Harley-Davidson, Inc. The firm's management selected to pursue from the intensive strategies. These include market penetration, market development, product development and concentric diversification, as well as a focus strategy. The more attractive strategic alternative that H-D will pursue is market penetration of its Buell Motorcycles line. The paper contains many tables and figures.
Paper Outline:
Abstract
Introduction to the Consulting Company
Company Description
Competitive Profile Matrix (CPM)
Vision Statement
Mission Statement
External Analysis
Long Term Analysis
Long-term Objectives
Matching Stage
The Strategic Position and Action Evaluation (SPACE) Matrix
The Internal-External (IE) Matrix
Grand Strategy Matrix
Quantitative Strategic Planning Matrix (QSPM)
Strategy Selection
Implementation Issues
References
From the Paper "H-D's long-term strategic and financial objectives involve increasing its global market share by expanding sales of its high performance and lighter-weight motorcycles to attract women and younger riders while continuing to excel at capturing the loyalty of its older targeted market. It will do this by increasing customer awareness of its high performance and lighter-weight motorcycles and connecting to its already well-known brand name that exudes high quality and excellent service. The goal of this objective is to have a long-range effect of increased sales of its heavyweight motorcycles as the high-performance and lighter-weight motorcycles are often starter motorcycles for first time riders."
Abstract This paper presents a business analysis of the Harley-Davidson Motor Company (HDMC). The paper gives a general overview of the company and then discusses the company's strategic factors, in more detail. It focuses on the company's strengths and weaknesses and then discusses its opportunities for growth. The paper concludes with recommendations for Harley-Davidson's future strategies.
Table of Contents:
Company Overview
Analysis of Strategic Factors
HDMC Strengths
Brand Image
Market Share Leadership
Offerings across Multiple Product Segments
Extensive Distribution Network
Strong Operating Performance
Weaknesses
Weak European Business Performance
Rising Dealer Inventory And Decline In Value Of Pre-Owned Vehicles
SEC Inquiry Over Harley-Davidson Production Plans
Opportunities
Demand For Harley-Davidson Motorcycles
Expansion Into New Demographics
Improvement In Production Efficiency
Threats
Intense Competition, Especially In European Markets
Increase In Raw Material Prices
Regulatory Issues
Strategic Alternatives and Recommended Strategy
Implementation
Evaluation and Control
From the Paper "Harley-Davidson increased its gross margin by nearly 2% in 2004 largely due to increased production and price increases and a $1 billion on capital improvements in its production facilities. Capacity expansion projects include a 60,000 square foot expansion at Tomahawk, Wisconsin, facility; a 165,000 sq. ft. addition to its product development center in Wisconsin; and a 350,000 sq. ft. expansion at its York, Pennsylvania, facility."
Abstract This paper provides the outcomes of the strategic planning process for Harley-Davidson, Inc. The first step includes an executive summary as well as some background information, a vision statement, a mission statement and an external and internal analysis of Harley-Davidson, Inc. The second step is the matching stage where Harley-Davidson, Inc.'s internal strengths and weaknesses are matched with its external opportunities and threats. Based upon analysis strategies are formed and financial projections determined to see how these strategies will impact H-D. These include market penetration, market development, product development and concentric diversification, as well as a focus strategy.
Table of Contents
Executive Summary
Company Overview
Vision
Mission
Values
Environmental Analysis
Internal Environment
Strengths
Weaknesses
Remote Environment
Economic
Social
Technology
Industry Environment
Operating Environment
Long Term Objectives
Strategic Goals and Implementation
Financial Projection and Analysis
Critical Success Factors
Controls and Evaluation
References
From the Paper "Economic factors such as economic growth, interest rates and exchange rates can have a profound effect on strategy development in any organization. Interest rate levels and economic growth rates determine consumer-spending patterns, especially for luxury items such as motorcycles. A growing economy bodes well for H-D, but in times of a sagging economy, sales of luxury items, such as motorcycles, are often adversely affected. For example, When H-D sells its products internationally and in most markets those sales are made in the foreign country's local currency. As a result, the Company's earnings can be affected by fluctuations in the value of the U.S. dollar relative to foreign currency. H-D uses foreign currency contracts to mitigate the effect of these fluctuations on earnings."
Abstract This paper discusses the Harley-Davidson Motor Company (HDMC). It provides a general overview of the company and the three functional groups that manage it. It then analyzes strategic factors, opportunities and threats and gives recommendations for the company in a list form. The paper ends by suggesting ways to monitor company performance.
Table of Contents:
Company Overview
Analysis of Strategic Factors
HDMC Strengths
Brand Image
Market Share Leadership
Offerings Across Multiple Product Segments
Extensive Distribution Network
Strong Operating Performance
Weaknesses
Weak European Business Performance
Rising Dealer Inventory and Decline in Value of Pre-owned Vehicles
SEC Inquiry over Harley-Davidson Production Plans
Opportunities
Demand for Harley-Davidson Motorcycles
Expansion into New Demographics
Improvement in Efficiency
Threats
Intense Competition, Especially in European Markets
Increase in Raw Material Prices
Regulatory Issues
Strategic Alternatives and Recommended Strategy
Implementation
Evaluation and Control
From the Paper "In 2005, HDMC provided insight into the US Securities and Exchange Commission (SEC) was launching an inquiry into the company's April announcement that it would limit short-term production and decrease planned motorcycle shipments. On April 13, 2005, Harley-Davidson announced that it would increase motorcycle shipments from last year's 317,000 units to a target of 329,000 units, below the original plan of 339,000 units. The company also lowered earnings forecasts for the year, citing weak first-quarter sales and excess dealer inventory of 2005 models. In response, Harley-Davidson shares dropped nearly 17% to their lowest price in more than 14 months. After that announcement, a number of shareholder complaints were filed in the US District Court for the Eastern District of Wisconsin."
Abstract The purpose of this paper is to explore the acceptance of the V-Rod by the baby boomers that make up HarleyDavidson's cult following. It also examines the acceptance of the classic chopper style rider position by the younger generation. The research is conducted in market research fashion, rather than a traditional academic research fashion. It explores aspects of market segmentation in order to find the true answers.
Outline:
Executive Summary
The Introduction of V-ROD by HarleyDavidson Background
The Problem
Research Design
Objectives
Conclusion
From the Paper "Harley Davidson's style is distinguished from its competitors as the mark of a world-class bike. The Harley Davidson bike is easy to recognized not only by its classic look, but from the sound of the engine. One knows that is it a Harley before they even see the bike. These elements have helped to establish the brand image of Harley Davidson and make it one of the most desirable bikes in the world. May have tried to duplicate the Harley, but none have succeeded. Harley Davidson has established its brand at the top of the market. Owning a Harley is more than owning a fine piece of machinery. A Harley has a certain prestige with it as well. Harley's latest creation, the V-ROD broke tradition for Harley Davidson in many ways."
Abstract This paper takes a look at Harley-Davidson, Inc. focusing primarily on their current financial position. According to the paper, in order to assess the financial position of any company objectively and be able to single out possible areas of improvement and competitive position of the company in relation to the market in general and to the major rivals within the industry, it is necessary to employ several financial performance measures and examine their movements in the historic past. The paper uses this as a guideline in assessing the Harley-Davidson company.
From the Paper "At the same time it is also inevitable to correlate the growth in revenues to growth in company expenses to reflect the trends in the profitability, which is the end sole purpose for any commercial organization. The company Net Profit Margin is the highest for the whole industry in which it plays and is 18.04%, the second place company enjoys the Net Profit Margin of only 8.77%. The company has managed to depress growth of operating expenses by 37% in the last 5 years and corporate operating expenses have grown by 78% due to growth in necessary management of larger company sales. Thus, while net revenues have grown by 57%, net income has grown by 220% in this time, which reflects company successful management approaches to growing revenues by maintaining optimal expenditure rates."
Tags: Price, To, Book, ratio, performance, net, revenues, dividends
Abstract This paper discusses HarleyDavidson's entry into the Chinese market. It describes the goals of the company and its performance measures. It then looks at consumer behavior within China. The paper presents a risk and return analysis for the Chinese market and discusses the international risks for HarleyDavidson of not entering the Chinese market.
Table of Contents:
Organizational Purpose
Organizational Goals
Performance Measures
Consumer Behavior
Global Markets
Risk and Return Analysis
International Risks
From the Paper "If the company does not make a move now, it also runs the risk of losing out to international competition such as BMW, which is striving to build its motorcycle market in China (Nakashima, 2006, p.1). Honda has also begun a joint venture in the nation (Schmid, 2004). Volvo has decided to move car production to China as have other foreign auto manufactures, making the country the world's largest auto market ("Harley-Davidson roars into China" BBC News, 2006; Schmid 2004). Chinese consumers clearly are seeking vehicles with more power.
"China is a global economic powerhouse that Harley and other American enterprises can no longer afford to ignore. U.S. imports from China averaged $163 billion in 2003 and only $28 billion worth of American goods were sold in China (Schmid 2004). To redress this balance, American companies like Harley Davidson must act now, and seek lobby to change unfair national laws that limit motorcycle use."
Abstract The paper explains the term " SWOT analysis '' and then presents the SWOT analyses for GM, Pfizer, and HarleyDavidson. The paper examines these analysis and addresses issues that these companies might have and compares them to one another in an effort to determine their true strengths and weaknesses.
Outline:
Introduction
General Motors
Pfizer
HarleyDavidson Analysis and Comparison
Conclusion
From the Paper "Presented here are the SWOT analyses for GM, Pfizer, and Harley Davidson. Once these have been examined the remainder of the paper will address issues that these companies might have and compare them to one another in an effort to determine their true strengths and weaknesses as well as where many of these companies are going in the future. Even large companies are not safe from competitors, weaknesses, poor market share, and other problems. Good examples of this would be automakers, airlines, and other large companies that have filed for bankruptcy, laid off workers, and encountered many other problems in recent years. Unlike small businesses, most of these larger businesses are able to regroup, restructure, and continue operating, but this does not mean that the problems they encounter are not hurtful to them in many ways. This is unfortunate and harms not only their profits but the profits of their shareholders as well. Performing a SWOT analysis and then acting on what is seen there can help to avoid serious problems."
Abstract The paper provides an overview of the Harley-Davidson company and examines the company's 2004-2006 annual balance sheet. The paper discusses the company's over-stocking of dealer lots that led to decreases in stock prices in the short-term, but asserts that because Harley-Davidson stock is traditionally and historically a very stable investment, it is likely the stock investment will continue to be stable in the long-term future. The paper therefore advises investors not to sell this stock but simply to 'hold' over the next year. The paper includes several tables and graphs.
Outline:
Company Overview
2004-2006 Annual Balance Sheet
Over-Delivery to Dealer Lots - Backlash Against New Stock Owners
Key Developments
Summary and Conclusion
From the Paper "Harley-Davidson, Inc. is the parent company to a group of companies doing business as Harley-Davidson Motor Company including Buell Motorcycle Company and Harley-Davidson Financial Services. Harley-Davidson Motor Company is a manufacturer of heavyweight motorcycles along with a complete line of motorcycle parts, apparel, accessories and other general merchandise. Harley-Davidson manufactures five lines of motorcycles. The corporate headquarters of Harley-Davidson are located in Milwaukee, Wisconsin. Harley-Davidson employs approximately 9,000 individuals."
Abstract This paper explores the guiding principles related to employees, product line modification and customer relations that have become Harley-Davidson's foundation for organizational growth and prosperity. The paper shows how the new CEO revamped the company's product quality, instituted a flattened organizational team approach and gained customer loyalty that has set Harley-Davidson strategically and solidly apart from competitors. The paper concludes that the successes over the past two decades have established this company as a global icon.
Outline:
Paving the Road to Change
A Team Approach
Productivity and Global Growth
Building Brand Community
The Future
Conclusion
From the Paper "To fully comprehend the challenges faced by organizations in changing times, the volatility of the marketplace, and the unforgiving drive of global competition, one needs to look no further than the experience, vision, and enterprising capabilities of Harley-Davidson Motor Company. Amidst a devastating product decline, a deteriorating reputation, and subsequent financial collapse, the survival of this Century-old organization hinged on its capacity to completely re-invent itself. By methodically embracing new high performance practices, Harley-Davidson not only completely re-invented its manufacturing and production practices; it established guiding principles that empowered employees and cultivated a lasting and loyal brand community that will no doubt sustain Harley-Davidson well into the future (Young, & Murrell, 1998)."
Tags: employees, turnover, attitude, brand, loyalty, product, line
Abstract This paper draws from the branding and marketing literature in order to discuss and evaluate whether the revival of the HarleyDavidson motorcycle should be regarded as testimony to the success of the company's strategic marketing approach.
