Case Study | Ducati: | | | | | Content 1. Summary 1 2. The Problem 1 3. Cast of Characters 2 3.1. People 2 3.2. Institutions 2 4. Chronology 3 5. Issues 5 5.1. SWOT analysis 5 5.2. Porter’s generic strategies analysis 8 6. Options 9 6.1. Focus on their core business 9 6.1.1. Advantages 9 6.1.2. Disadvantages 10 6.2. Expand to the leisure market 10 6.2.1. Advantages 10 6.2.2. Disadvantages 10 7. Recommendation 11 7.1. Focusing on their core
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Ducati was a company that was on the verge of going bankrupt in 1996 but took a turn for the better when it was acquired by Texas Pacific Group, driven by Abel Halpern, who then appointed his close friend, Federico Minoli, as CEO of Ducati. When Federico took over, he made it clear that the fundamental economic logic was “the idea that everything should be continuously re-discussed is still the way I look at things.” Ducati had the qualities of a profitable company but was lacking the right management
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DUCATI CASE 1. How did Ducati become the second most profitable motorcycle maker in the world despite its small scale? Through out what we call a “Turnaround program” leaded by the Italian Federico Minoli. I believe his experience in turnaround management during his stay in Bain & Co. and his previous jobs in Procter & Gamble and McKinsey gave him a tremendous background to manage a company such as Ducati. However, as we have seen in the case, the Italian firm has nothing to
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14027895, 14024392 Introduction: “…everything should be continuously rediscussed…” 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
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Case Questions: Ducati 1) How did Ducati become the second most profitable motorcycle maker in the world despite its small scale? What is the fundamental economic logic of Minoli’s turnaround. The operational effectiveness was the key factor to gain the second most profitable motorcyclae maker. Platform based approach to production caused more effecincy with economic of scale Standardizing of products using two crank cases and three cylinder heads creates efficiency gains in manufacturing
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9-709-462 REV: JANUARY 15, 2010 JUAN ALCACER DAVID COLLIS MARY FUREY The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire? In November 2005, Robert Iger, the newly appointed CEO of the Walt Disney Company, eagerly awaited the box office results of Chicken Little, the company’s second computer-generated (CG) feature film. He knew that, for Disney as a whole to be successful, he had to get the animation business right, particularly the new CG technology that was rapidly supplanting
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Kevin Cota Business 109 1/28/16 Case 3: Ducati 1. Product - > Desmodromic valve distribution system, Ducati 750 Super Sport, L-shape desmo engine, Formula Uno-derived tubular trestle frame. Operation - > Purchased by Cagiva, due to financial problems was sold to the Texas Pacific Group. Strategy - > Bring market share to 10%, invest heavily in the products and rationalize production processes, develop a global brand that would appeal a broader spectrum of customers.
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Unit Reading Leenen, S. & Jelassi, T. 2005, 'Ducati (Italy) vs. Harley-Davidson (USA)', in Strategies for E-Business, ed.T. Jelassi & A. Enders, Pearson Education Limited, Harlow, pp. 366-398. Ievisia-1111-1311 _. .. . .. _...__...__._ . . . ..___. _. . . ll I 1..-_. .. ..._._. . ._._ _ . __.. _ ._..._ __ i"“ Ducati (Italy) vs. Harley-Davidson (USA) Innovating business processes and managing value networks In 2001, as Ducati celebrated its 75th anniversary, Group (TPG) and
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Ducati Corse, a subsidiary of Ducati Motor Holding S.p.A, was responsible for managing the activities of the Ducati racing teams. Historically, Ducati had been the dominant force in the Superbike Circuit winning 13 titles since 1990. Until recently, Ducati was only part of the World Superbike series. But a recent rule by FIM (in 2001) permitting the use of 4-stroke engine in bikes as against 2-stroke engines, which was a mandate earlier (for MotoGP) prompted Ducati to get into MotoGP. Despite the
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Louis Trocquet Ducati Case Analysis A worldwide motorcycle icon that had been in business since 1926 was on the verge on bankruptcy in late 1996 before it was purchased by the Texas Pacific Group. Frederico Minoli was widely known as being a turnaround experience expert, and he already had previous experience with a Texas Pacific Group partner named Abel Halpern. Minoli’s reputation and Halpern’s previous involvement with Minoli made it a seemingly easy decision to bring Minoli on as the CEO
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