...Harley-Davidson: Enterprise Software Selection History William Harley and Arthur Davidson founded the Harley-Davidson Motor Company in 1903. By 1920, Harley-Davidson was the largest motorcycle manufacturer in the world. The company survived quality problems and financial issues in the mid 1980’s and remains the largest motorcycle manufacturer in the US. Through the years, the Harley brand had developed into a spirit of youthfulness, independence, and recklessness. However these ideals are accompanied by a strong sense of community. The company structure captures this unique culture by utilizing self-directed work teams in an organizational structure of three interlocking circles – Produce Product (PPG), Create Demand (CDC), and Provide Support (PSC). Consistent with this culture, through the years, Harley-Davidson encouraged site independence. However, when Gerry Berryman joined Harley-Davidson in 1995 as VP Materials Management, he recognized the strategic opportunity that existed in optimizing supplier relationships throughout the company. Therefore, in 1996, Harley-Davidson began the development of a corporate Supply Management Strategy (SMS) intended to move the company from a site-specific, transactional mentality to a long-term focus on supplier relationships. By July 1997, the initial planning meeting was held for an integrated procurement system, the supplier information link (SiL’K). Harley-Davidson followed a very thorough and rigorous process...
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...HARLEY-DAVIDSON STRATEGIC PLAN Submitted by Stacey Wagner Prepared for Professor Don Looney Business Policies and Strategies Spring 2007 TABLE OF CONTENTS VISION STATEMENT .................................................................................................... 3 MISSION STATEMENT ................................................................................................. 3 EXTERNAL ASSESSMENT ........................................................................................... 3 External Audit ................................................................................................................. 3 Porter’s Five Forces Analysis ......................................................................................... 7 External Factor Matrix .................................................................................................... 8 Table 1 ................................................................................................................ 8 Competitive Profile Matrix ............................................................................................. 9 Table 2 ................................................................................................................ 9 INTERNAL ASSESSMENT .......................................................................................... 10 Key Internal Forces ........................................................................................................
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...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). LEHMAN TRIKES HISTORY AND BUSINESS OVERVIEW Lehman Trikes began...
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...Despite their conception in 1903, Harley-Davidson and the motorcycle industry as a whole didn’t really take off until after the Second World War. Many people rode motorcycles during the war, with Harley-Davidson themselves supplying almost 90,000 motorcycles for the U.S. military during this time. Many veterans chose to purchase motorcycles upon returning home, as they enjoyed riding during the war and wanted to continue riding in their civilian life. This generation known as the "baby-boomers" quickly became the main target audience for many of Harley-Davidson’s marketing efforts. With sales increasing and the industry growing, many "motorcycle clubs" and "rallies" were introduced. Unfortunately, due to the lewd behavior displayed by most people associated with these clubs and rallies, bikers typically had an image of being disorderly and raucous. Harley-Davidson’s image itself took a big shot due to the Hells Angels. This was a motorcycle gang wishing to become notorious for "drug trafficking and other organized crime activities," who used only Harley-Davidson motorcycles. All of this combined to lead to a decline in demand and sales throughout the entire industry during the 1960’s. The industry was really helped out with the release of the Hollywood film Easy Rider in 1969. This film helped change the public’s perception of bikers and sparked an increase in motorcycle demand which has lasted to this day. The motorcycle industry offers products which can be viewed as luxuries...
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...| | |MARKETING MANAGEMENT | | | | | | | | | | | | | | | | | | ...
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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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...raucous. Harley-Davidson’s image itself took a big shot due to the Hells Angels. This was a motorcycle gang wishing to become notorious for "drug trafficking and other organized crime activities," who used only Harley-Davidson motorcycles. All of this combined to lead to a decline in demand and sales throughout the entire industry during the 1960’s. The industry was really helped out with the release of the Hollywood film Easy Rider in 1969. This film helped change the public’s perception of bikers and sparked an increase in motorcycle demand which has lasted to this day. The motorcycle industry offers products which can be viewed as luxuries or wants as opposed to necessities. When concerning Harley-Davidson, most motorcycle owners have purchased their bikes as a second vehicle, using them more during weekends and off-time instead of during the work week. This implies that the motorcycles serve for recreational purposes and thus are an item which can be expendable at times. This has hurt the industry recently with the slight recession the United States economy is facing. Another interesting thing to note about the motorcycle industry is the different appeal bikes carry in different global regions. In the United States for instance, Harley-Davidson has had much success because of the market trends and tastes people enjoy. Harley-Davidson has benefited from a U.S. market which enjoys casual and recreational riding. This isn’t necessarily the case overseas, as in Europe the trendy...
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...BUSINESS STRETEGY | HARLEY DAVIDSON | | SUBMITTED BY- MANISHA YADAV(IB/05/04) | | SUBMITTED TO-MR. AMIT SAREEN | 9/14/2013 | | Table of content Chapters | Page No | Introduction | | History | | Value | | Vision,Mission | | Product Extension | | Intensive Strategies | | Organizational Chart | | Management | | İnternal & External Forces | | Micheal Porter Analysis | | Market Share | | Human Resource | | Strategic mix | | Competitive Profile Mix | | Internal Analysis Factor Mix | | SWOT & SWOT Matrix | | BCG | | Conclusion | | Possible Strategies | | Introduction Harley-Davidson is an American motorcycle manufacturer with a rich history and cultural tradition. Founded in 1903 in Milwaukee, WI, Harley just celebrated its 100th anniversary with a series of events around the world that culminated in hundreds of thousands of motorcyclists rallying last summer on the shores of Lake Michigan. In 1929, there were 241 motorcycle manufacturers in the US. After the Depression, only two remained: Harley and Indian. By 1953, Indian went out of business, leaving Harley-Davidson as the only American motorcycle manufacturer. Financial difficulties in the 1970’s led to the parent company, AMF putting the motorcycle division up for sale. Without a buyer, a group of Harley managers bought out the company and rescued it with a business turnaround that included brand extensions into licensed...
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...Haley Davidson plant Analysis Abstract This paper analyses the Harley Davidson Company from a company that almost went bankrupt to a company that experiences a double increase in terms of growth yearly. Many companies are continuously looking for ways to improve their returns over and increase their scope in terms of market share. This company is one of the many that has implemented new marketing styles and improvements in its business to be able to defeat its competitors. The main focus of this paper is on analysis of the company and the strategies it has implemented to bring it success over the years. The company has up to 1800 employees and 1500 supply reserves everywhere. Their main focus is on production of heavy-weight motorcycles that is reliable and safe to use. They have been able to maintain and improve on their customer loyalty not forgetting the brand loyalty. The company has both female and male customers. It is currently focused on creating light weight, stylish motorcycles that appeal to this group. Some of the threats experienced by the company include the increase in tariffs that make it difficult for them to reach their European customers. They also keep their customers in a waiting list for very long periods and may be at a risk of losing some customers to their competitors. Appendixes created on the financial statements show that the company is doing wonderfully and is expected to increase its sales over time. Introduction started 1903 Main station...
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...Harley Davidson Case Study 1. 1. Building Brand Community on the GROUP 4 Harley-Davidson Posse Ride Prepared for: MMA035, Dr. Csilla Horváth Prepared by: E.L. Mulder, C. Neghina, D. Oosterveer, L. Partouns, S. Voet December 10, 2009 Case Study 2. 2. Building Brand Community on the Harley-Davidson Posse Ride 1. What are the benefits of long rides as Posse, for customers of Harley Davidson (HD)? Evaluate the relational effects based on Exhibits 7 and 10, which refer to pre and post evaluations. For any Harley Davidson customer, long rides – such as the Posse – hold some clear benefits. Firstly, each participant is given the chance to discover part of the USA. The long rides explore the country in depth and give participants the chance to explore various landscapes, hidden parts of the USA or legendary roads, thus broadening their horizons. Secondly, HD customers come into contact with people sharing the same passion for HD, riding bikes and adventure, turning such rides into social gatherings for Harley enthusiasts. Furthermore, the rides offer customers the thrills and excitement associated with biking over long distances, with unpredictable weather conditions, changing sceneries, road mishaps and great road stories. The customers see these trips as big American adventures, a change from the daily routine and a way of experiencing complete freedom. A more tangible benefit is that participants of this sort of rides have the chance to pride themselves of having participated...
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...Compare and contrast the companies' respective approaches to developing competitive advantage. Harley Davidson advantage The Harley-Davidson brand is perhaps the most important and valuable aspect to the firms SCA. The brand is heavily used and widely recognized; all told the HD brand was ranked as the 41st most valuable brand in 2003. Further the brand has been described as “self-reinforcing” thus representing that customers, both past and present often return for additional purchases (accessories, customization, and services) or to trade-up into a new bike (voices.yahoo.com). Heavily linked to the social and psychological factors of the consumer experience the HD brand produces high levels of emotion for its customers; so much so that the brand will most likely live strong well after the company has ceased to operate. By the utilization of product differentiation, low production numbers, above average costs and the non-tangible factors of sociological and lifestyle facets HD fulfills its current target markets desire for status, exclusivity, individuality, and emotional attachment and needs (voices.yahoo.com). It is these key aspects that allow differentiation; and thus how the firm competes and offers uniqueness to its customers. Google advantage Google has a number of advantages, perhaps foremost being the massive investments in its built infrastructure. Google’s mission of “organizing the world’s information” requires more than the most sophisticated software; it necessitates...
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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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...9-600-006 REV: JANUARY 22, 2003 ROBERT D. AUSTIN DEBORAH SOLE MARK J. COTTELEER Harley Davidson Motor Company: Enterprise Software Selection We were in McDonald’s having our initial SiL’K planning meeting when a gunfight erupted in the parking lot. Bullets started flying through the restaurant. Someone said, ‘Everyone down, lock the doors’. We all hid under the table. I’m lying on the floor looking at Dave and Pat—I’m thinking, Holy Smokes, this is unreal. It was just incredible—a real bonding experience! —Garry Berryman, Vice President, Materials Management David Cotteleer, Information Systems (IS) Manager of the Supplier Information Link (SiL’K) project, smiled as he recalled the terror and subsequent camaraderie that had grown out of that unusual beginning. It had set the tone for the partnership that developed between Berryman, Pat Davidson, Manager of Purchasing, Planning and Control, and himself, as they worked collaboratively to develop the specifications for an integrated procurement system to support the new Supply Management Strategy (SMS). Now he and the SiL’K project team were gathered in their “war room” on the top floor of the Harley-Davidson Corporate Headquarters to face another critical moment in the project’s history. After three hectic months of meeting potential software suppliers, reviewing documentation, and evaluating software packages, the SiL’K team had to make a decision. Who should they choose as their supplier and partner in implementing an...
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...24/04/2016 24/04/2016 Elodie Ruetsch, Namita Goel, Mikail Onder, Astha Bhatia, Arjundev Singh Wadalia Institute of Management TEchnology Dubai Elodie Ruetsch, Namita Goel, Mikail Onder, Astha Bhatia, Arjundev Singh Wadalia Institute of Management TEchnology Dubai Customer Retention Customer Relationship Management Customer Retention Customer Relationship Management Table of Contents I. Introduction 2 II. New Trends in Customer Retention Strategies 2 III. Technology: Resolving customer retention issues 6 IV. Segmented service and support strategies 6 V. Traditional CRM service and support products 6 VI. Conclusion 6 VII. Bibliography 6 VIII. Appendices 6 I. Introduction Customer retention can be defined by all the activities and actions companies take to reduce the number of customer defections. In other words, it refers to the percentage of customer relationships a business is able to maintain on a long-term basis once they are established. The concept of customer retention is quick simple as satisfied customers represent a major contributing factors in the net growth rate of any businesses, as they will keep coming back if they feel important and that companies regularly communicate with them in the right way. Customer retention begins with the first contact a customer has with a specific company and continues throughout the entire relationship lifetime. The main role of customer retention programs is to support companies in retaining...
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...9-600-006 REV: JANUARY 22, 2003 ROBERT D. AUSTIN DEBORAH SOLE MARK J. COTTELEER Harley Davidson Motor Company: Enterprise Software Selection We were in McDonald’s having our initial SiL’K planning meeting when a gunfight erupted in the parking lot. Bullets started flying through the restaurant. Someone said, ‘Everyone down, lock the doors’. We all hid under the table. I’m lying on the floor looking at Dave and Pat—I’m thinking, Holy Smokes, this is unreal. It was just incredible—a real bonding experience! —Garry Berryman, Vice President, Materials Management David Cotteleer, Information Systems (IS) Manager of the Supplier Information Link (SiL’K) project, smiled as he recalled the terror and subsequent camaraderie that had grown out of that unusual beginning. It had set the tone for the partnership that developed between Berryman, Pat Davidson, Manager of Purchasing, Planning and Control, and himself, as they worked collaboratively to develop the specifications for an integrated procurement system to support the new Supply Management Strategy (SMS). Now he and the SiL’K project team were gathered in their “war room” on the top floor of the Harley-Davidson Corporate Headquarters to face another critical moment in the project’s history. After three hectic months of meeting potential software suppliers, reviewing documentation, and evaluating software packages, the SiL’K team had to make a decision. Who should they choose as their supplier and partner...
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