...FreeRiders, Inc. is one of the leading specialty mountain bike design and manufacturing firms in the world, and caters to professional cyclists, primarily in the mountain bike/extreme sport sub-category. Despite its reputation as a leader in competitive cycling, FreeRiders receives the majority of its revenue through high-end mountain bike sales. Each FreeRiders bicycle is hand-made in the US in FreeRiders’ machine shop in Everett, Massachusetts, consistent with the FreeRiders mission to “produce high-quality custom, one of a kind bicycles in the USA… designed and manufactured by and for the professional road and extreme sport rider.” As a small company with fewer than twenty full-time employees and a host of freelance and part-time help, FreeRiders, Inc. is faced with strong competition in the category from larger bike manufacturers who, in recent years, have increased their advertising and PR budgets by an estimated seventy-five percent, and offset their costs by pushing production overseas. Economic pressures due to inflated production costs and competitors’ increased market share have lead FreeRiders to re-assess its goals for the future. This new strategic plan will unfold in several phases and include a 9-month-to-market new product line extension, a five year plan to increase revenue to between two and five million, and a long term plan to ensure the company’s viability ten years and beyond. II. ENVIRONMENTAL ANALYSIS FreeRiders, Inc is a small, independently owned...
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...presented to the company, Harley-Davidson was able to implement a succession of affective strategies, allowing it to capture 60% of the motorcycle market and subsequently became the market leader in the late 1950s. In the early years, the company attracted customers and established brand credibility by utilising the ‘victorious’ and ‘sporting’ brand image of one of its founders, Walter Davidson. The company understood its customers need for a product that can be fixed at home and therefore, was able to fulfil this need with its pioneered V-twin engine innovation. In addition, Harley-Davidson invested in R&D, focusing on improving the quality and reliability of its machines, building on its strengths and therefore was able to charge a premium for its motorbikes. This, in turn assists Harley-Davidson to acquire its prestigious, luxury brand image and achieved a cult following. In doing so, Harley Davidson was able to increase its market share, despite a sagging economic environment of the 1920s. When sales declined in the 1950s, the company relied on its innovations as a point of differentiation and built on its established strengths (‘raw power’ image) to attract additional customers. Harley-Davidson also understood who its customer base was, realised the powerful impact that correct celebrity endorsement had on the its success and therefore, continued to do so by enlisting the support of celebrities who embodied Harley’s tough, rebel image as well as enlisting government support...
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...2006 - 2008 Strategic Plan Capital Increase Road Show May 2006 Disclaimer These materials are not intended for potential investors and do not constitute or form part of any offer to sell or issue, or invitation to purchase or subscribe for, or any solicitation or any offer to purchase or subscribe for any Ducati Securities, nor shall they form the basis of, or be relied on in connection with any contract or commitment to purchase Ducati Securities. Any recipient of this document considering a purchase of Ducati Securities in a rights issue following publication of an Italian prospectus in connection therewith is hereby reminded that any such purchase should be made solely on the basis of the information contained in such Italian prospectus. The information in these materials includes forward-looking statements, concerning in particular economic and financial trends, which have been made by the management and are based on current expectations and projections about future events. These forward-looking statements are subject to risks, uncertainties and assumptions. In light of this, the events described in the forward-looking statements may not occur. These materials are not being issued in the United States of America and should not be distributed to United States persons or publications with a general circulation in the United States. These materials are not an offer to sell or issue Ducati Securities in the United States. No public offering of Ducati Securities will be made...
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...& 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 of Milwaukee, WI. 2.) First Dealership in Chicago, IL in 1904. ...
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... Submitted By Ravi Shekhar Kumar Table of Contents 1. Introduction 4 1.1 Background 4 2. Research Framework 5 2.1 Research Proposal 5 2.2 Research Objectives 6 3. Research Methodology 7 3.1 Literature Survey 7 3.2 Qualitative Research 9 3.4 Research Hypothesis Development 10 3.5 Measure Development 14 3.6 Data Analysis Plan 15 4. Conclusion 18 Annexure-A (Details of Indepth Interview) 19 Annexure-B (Hypothesis) 20 Annexure-C (Sample Instrument) 21 References: 29 Executive Summary Objectives: The growth of Indian Motorcycle market has plummeted in 2008-09 and this has affected Pulsar, a flagship brand of Bajaj Auto Limited. The market share of Pulsar in the premium segment of motorcycle has declined by around 8% in the last two years. Therefore, in this project work our aim to develop strategy for improving sales of Bajaj Pulsar. Research Methodology: To understand the consumers’ expectation and satisfaction from the purchases of motorcycle, we have done qualitative research to identify the underlying motives for the purchase of Motorcycle. We have formulated a set of research problem to address our management decision problem. These research problems have helped us in identification variables relevant to our study. Using these variables we proposed a set hypothesis. Finally to test these hypotheses, we have developed an instrument and also proposed a tentative data Analysis plan for each hypothesis. However, real data has not been collected. This...
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...Submitted By: Group 12 Aditi Singh – 10004 Krishna Chandra – 10020 Rajiv N. – 10032 Srikiran C. Rai – 10048 1. INTRODUCTION BRIEF HISTORY OF THE INDIAN TWO-WHEELER INDUSTRY: In the 50s the two wheeler segment was largely dominated by Automobile Products of India (API) and Enfield. Later on towards the end of the 50s Bajaj Autos began importing Vespa scooters from the Italian company Piaggio. In the following decades, the automobile industry in India was mainly dominated by scooters with API and later Bajaj dominating the market. There were very few products and choices available as far as motorcycle is concerned and Enfield bullet and Rajdoot dominated the market. The 80s saw the entry of Japanese companies in the Indian market with the opening up of the market to foreign companies. Hero Honda and TVS Suzuki are companies formed in this era of market reform. The market was still predominantly scooter dominated and Bajaj and LML were the leading brands producing two-wheelers at that time. Scooter was viewed as a more family and utility friendly vehicle than motorcycle and hence was preferred. The Japanese companies not only collaborated with Indian companies to produce the already existing products but also brought in new technology as a result of which the ever conquering 100cc bikes which were extremely fuel efficient with 4 stroke engines were launched in India. These proved to be highly successful as they provided a cheap...
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...| | PYOORR CYCLES (M) SDN BHD (853600-H) TABLE OF CONTENTS | | | | | | | | | | | | 1.0 EXECUTIVE SUMMARY 2.0 BUSINESS DESCRIPTION 2.1 Introduction Pyoorr Enterprise started its business as a dealer of various types of high performance motorcycle in January 2008. As a result of spin-off from Pyoorr Enterprise, Pyoorr Cycles (M) Sdn Bhd (PCMSB) was formed in April 2009 to take over Pyoorr Enterprise’s business and operation in a more structural manner. At this point, PCMSB has succeeded in securing exclusive dealership with KTM, a well known brand from Austria for 3 states which are Selangor, Kuala Lumpur and Johor, entrusting PCMSB with the exclusive dealership of motorcycles, spare parts, accessories and clothing of KTM. Attain its supplies and being the exclusive dealer of KTM has made PCMSB the sole dealer in Kuala Lumpur and Selangor with one current branch in Batu Caves, Selangor. As to date, KTM sole distributor in Malaysia, that is, Motonation Manufacturer Sdn Bhd (Motonation) has positive instinct to sell 10,000 units of KTM for model 200 Duke and 690 Duke yearly via its first-time ever manufacturing plant opened in Jitra, Malaysia to support 20%-30% local demand. Exhibit 2.1 shown the recent highlight on Motonation and KTM. 2.2 Product and Services PCMSB has three (3) revenue streams – sales of motorcycles, parts and accessories, and mechanical services (workshop). Below is the description:- 2.2.1 Sales of Motorcycles ...
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...Page 1 – ASIA PACIFIC 2012 Copyright © ESOMAR 2012 “SO MANY DIFFERENT SUNS” HOW SUCCESSFUL BRANDS HIT THE CONFLUX OF AFFORDABILITY AND ASPIRATION Shobha Prasad • Sangeeta Gupta INTRODUCTION All of us are familiar with the current industry focus on emerging markets. It is also no surprise that the larger consuming population in these markets lies not at the top end, but towards the middle and lower ends of the income pyramid. This is also where marketers struggle the most – how should the offer be constructed to ensure it is affordable yet desirable? The proposed Theory of Multiple Aspiration & Poverty Lines (MAPL) represented a new and stratified approach to understanding affluence, poverty and aspiration. This has many implications on brand positioning and portfolio strategies for creation of winning brands or “suns”. Objective The objective of this paper was to take this thinking forward through an exploration as follows: Broadly, what are the implications of the Multiple Aspiration & Poverty Lines (MAPL) theory for brand positioning, communication and portfolio management? What drives brand success in the Indian context? What strategies have these brands used to achieve success- to what degree are these brands wedded to symbols of aspiration /belongingness in each social class? How did the brands that were not so successful in the Indian market falter on making the right connections on these dimensions? Approach We identified product categories through which...
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...physical product (i.e. the quality and reliability of the product has increased despite reduced costs). Major reductions were in motorcycle material costs (from 68.2% to 59% of unit costs, exhibit 12) and can be attributed to the following factors: (1) rationalised suppliers from 200 to 130 with the effect of increasing the quality of suppliers and Ducati’s bargaining power (2)Ducati increased its outsourcing from 80% to 90% and thus tapped more the potential of the Emilian mechanical district (3) Ducati further increased its bargaining leverage by instituting dual sourcing for the major components of the motorcycle and adopted short-term contracts (4) Ducati enjoyed economies of scale by increasing output from 12000 bikes in 1996 to 39000 in 2000 (5) Ducati increased the standardisation of its products (parts) and thus increased the bikes produced per worker from 76 to 87 in 200 (14% increase) (exhibit 13). (b) Ducati increased costs to boost WTP for the product’s intangible aspects (i.e. sport character, community, design, exclusivity, Italianess, tradition etc). The essence of the turnaround was the decision to focus on the intangible attributes while not compromising the physical ones. (1) Ducati increased fixed sales costs by creating the ‘world of Ducati’ and investing in Ducati owners clubs (increased sense of community), the museum (emphasised the sport character and tradition), targeted advertising and co-marketing initiatives...
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...Submitted in the partial fulfillment of requirement for theaward of degree in Master of Business Administration (MBA)(2009-20011) Supervised by Submitted By Narender tanwar Rahul GandhiFaculty 09/MBA/040B.S.A.I.T.MFARIDABAD Submitted toController of ExaminationMaharishi Dayanand University, Rohtak PREFACE Marketing should not be looked upon in a vacuum or in isolation. It is an essence taking aview of the whole business organization and its ultimate objective concern for marketingmust penetrate all areas of the enterprise. Market survey in today’s competitive world is amust for every organization.This project is a study of marketing strategy of Hero Honda. The rational behind this particular study is to find out the present market scenario of various brands & to find outthe corporate need and perception. It was a pleasurable experience to conduct a researchon behalf of Hero Honda pertaining to the study of the Automobile Sector.Conclusion and there by recommendation has been arrived at by proper and justifiedinterpretation of the result derived from the above said analytical tools and techniques. DECLARATION I Rahul Gandhi, Class MBA –IV Semester of B.S.A.I.T.M Faridabad hereby declarethat the project entitled “ MARKETING STRATEGY ” HERO HONDA PVT. 2 [pic] [pic][pic]LTD . is an original work and the same has not been submitted to any other institutions for the award of any other degree. The feasible suggestion has been dulyincorporated...
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...testing some areas, specifically the sales revenue and accounts receivable. Via info from the previous module we know there is no pre numbering for bills of lading and no other method to which these are accounted for. There are several things that could result from this weakness. We can conclude that there may be discrepancies in items shipped and items billed to customers. As well because of a lack of numerical reference, sampling can have a lack of effectiveness. () 2 & 3. (Refer to Attached Excel Document) 4. Upon analyzing the sampling results, it could be said that when it comes to cases of missing bills of lading there is significant evidence provided to conclude that because of the outlying beyond the allowable deviation, there has to be an unallowable amount of billings without shipment. I think these results would lead a skeptical auditor to conclude that there is possible inflation of earnings via conjured up sales recordings. () Module 4 1.The objective of performing this test is to determine if the factory equipment accounts are materially unstable or overstated from misclassification of certain items pertaining to regular maintenance. The unit being sampled here would be the all of the amounts debited to the factory equipment accounts (ie. the dollar amount). The population would be the total debits of $12,600,000, this is what is left after ($89860000-$772600000). By setting the incorrect acceptance at 5%, there is a desire to be 95% confident that...
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...ch03.qxd 9/27/04 4:06 PM Page 86 CHAPTER Q1 Q2 Q3 Q4 Q5 Q6 Cost-Volume-Profit Analysis In Brief Managers need to estimate future revenues, costs, and profits to help them plan and monitor operations. They use cost-volume-profit (CVP) analysis to identify the levels of operating activity needed to avoid losses, achieve targeted profits, plan future operations, and monitor organizational performance. Managers also analyze operational risk as they choose an appropriate cost structure. This Chapter Addresses the Following Questions: What is cost-volume-profit (CVP) analysis, and how is it used for decision making? How are CVP calculations performed for a single product? How are CVP calculations performed for multiple products? What is the breakeven point? What assumptions and limitations should managers consider when using CVP analysis? How are margin of safety and operating leverage used to assess operational risk? ch03.qxd 9/27/04 4:06 PM Page 87 COLECO: FAULTY FORECASTS n the early 1980s, personal computers were still somewhat a novelty. At that time, Coleco manufactured a small computer called Adam. In addition, it sold Colecovision games for home computers. Coleco marketed Adam and its computer games heavily, hoping in 1982 for a hot seller during the Christmas and holiday gift season. However, Adam and Colecovision did not sell well. Coleco found itself close to bankruptcy. Then in 1983 Coleco purchased the license to manufacture Cabbage Patch Dolls. It began production...
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...Ho onda (A A) Th two decad from 196 to 1980 w he des 60 witnessed a s strategic reve ersal in the world motor rcycle indus stry. By the en of that pe nd eriod, previou usly well-fina anced Americ competito with seem can ors mingly impre egnable mark positions were faced w ket with extinctio Although most consum on. mers had an i initial prefer rence to pur rchase from them, these U.S. manuf facturers had been dislod d dged by Jap panese competitors and lost position despite tec n chnological s shifts that could have b been emulate as ed competition intens sified. Th Japanese invasion of th world mo he he otorcycle mar rket was spea arheaded by the Honda M Motor Comp pany. Its foun nder, Soichiro Honda, a v visionary inv ventor and in ndustrialist, h had been inv volved periph herally in the automotive i e industry prio to World W II. Howev Japan’s po or War ver, ostwar devast tation result ted in the downsizing of Honda’s ambitions; m d motorcycles were a mor technolog re gically mana ageable and economically affordable product for the average Japanese. R y Reflecting Ho onda’s comm mitment to a technologic cally based s strategy, the Honda Technical Resea arch Institute was e establ lished in 194 This inst 46. titute, dedica ated to impro ovements in internal com mbustion eng gines, repres sented Hond da’s opening move in the motorcycle field. In 194 Honda in e 47, ntroduced its first ...
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...For exclusive use Nanyang Technological University, 2015 9-384-049 REV: MARCH 16, 2011 E. TATUM CHRISTIANSEN RICHARD T. PASCALE Ho onda (A A) Th two decad from 196 to 1980 w he des 60 witnessed a s strategic reve ersal in the world motor rcycle indus stry. By the en of that pe nd eriod, previou usly well-fina anced Americ competito with seem can ors mingly impre egnable mark positions were faced w ket with extinctio Although most consum on. mers had an i initial prefer rence to pur rchase from them, these U.S. manuf facturers had been dislod d dged by Jap panese competitors and lost position despite tec n chnological s shifts that could have b been emulate as ed competition intens sified. Th Japanese invasion of th world mo he he otorcycle mar rket was spea arheaded by the Honda M Motor Comp pany. Its foun nder, Soichiro Honda, a v visionary inv ventor and in ndustrialist, h had been inv volved periph herally in the automotive i e industry prio to World W II. Howev Japan’s po or War ver, ostwar devast tation result ted in the downsizing of Honda’s ambitions; m d motorcycles were a mor technolog re gically mana ageable and economically affordable product for the average Japanese. R y Reflecting Ho onda’s comm mitment to a technologic cally based s strategy, the Honda Technical Resea arch Institute was e establ lished in 194 This inst 46. titute, dedica ated to impro ovements in internal...
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...INDIAN TWO-WHEELER INDUSTRY Industry volume growth expected to gear down to 8-9% in 2012-13 ICRA RATING FEATURE MAY 2012 Overview The Indian two-wheeler (2W) industry recorded sales volumes of 13.4 million units in 2011-121, a growth of 14.0% over the previous year. In a year wherein growth in other automobile segments particularly, passenger vehicle (PV) and medium & heavy commercial vehicle (M&HCV), slowed down to single digits - marred by demand slowdown due to northward movement of inflation, fuel prices and interest rates - the 14% growth recorded by the 2W industry remained steady. However, the momentum in the 2W industry’s volume growth too has been losing steam lately as evident from the relatively lower volume growth of 11.0% recorded in H2, 2011-12 (YoY) against a growth of 17.1% recorded in H1, 2011-12 (YoY). The deceleration in growth is largely attributable to the motorcycles segment which grew at a much lower rate of 7.8% (YoY) in H2, 2011-12 vis-à-vis 16.4% in H1, 2011-12; even as the scooters segment continued to post 20%+ (YoY) expansion during both halves of the last fiscal. With this, the share of the scooters segment in the domestic 2W industry volumes increased to 19.1% in 2011-12 from 17.6% in 2010-11. Overall, ICRA expects the domestic 2W industry to report a volume growth of 8-9% in 2012-13 as base effect catches up with the industry that has demonstrated a strong volume expansion over the last three years at cumulative annual growth rate...
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