engineering, innovation, | |Was broadening of Ducati’s traditional niche the right move? |speed, and death” | |Should Ducati attack Harley Davidson’s niche with an interpretation of a cruiser? ** Ducati’s |Cruisers are big motorcycles with an upright riding position. Design emphasized styling over comfort and | |unexplored market segments include Off Road/Dual
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HBS Europe Research Center (ERC) Update July - December 2013 In this update: - New publications on EADS, Investindustrial, D'O, Siemens, Hg Capital, and Visma. - New completed research project on the transformation of European energy markets. - Ongoing research in General Management, Organizational Behavior, Technology and Operations Management, and Entrepreneurial Management. - ERC case interviews and field research in Austria, Belgium, Denmark, France, Spain, Sweden, and Switzerland
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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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Ducati feedback Q1. I wanted you to begin by recognising that this was a turnaround situation, with Ducati in 1996 close to bankruptcy. A new management team led by Minoli changed strategy with clear objectives of aggressive growth within a niche of the sports segment and competing as a focussed differentiator. The logic of the turnaround can be conceptualised as follows (a) Ducati reduced costs without affecting the WTP for the physical product (i.e. the quality and reliability of the product
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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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2002 GIOVANNI GAVETTI Ducati By the end of 2000, Federico Minoli had won his battle. Over the past five years, the “turnaround i artist” -- as Forbes magazine dubbed him –- had transformed a company on the verge of bankruptcy into one of the most profitable motorcycle manufacturers in the world; a mechanical concern into a global brand; a fast motorcycle into a symbol of Italian design and tradition, extreme performance, and technical excellence. Under Minoli, Ducati had enjoyed explosive growth
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engineering, innovation, | |Was broadening of Ducati’s traditional niche the right move? |speed, and death” | |Should Ducati attack Harley Davidson’s niche with an interpretation of a cruiser? ** Ducati’s |Cruisers are big motorcycles with an upright riding position. Design emphasized styling over comfort and | |unexplored market segments include Off Road/Dual
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9 -9 1 5 -5 1 5 MARCH 9, 2015 ANTHONY J. MAYO MICHAEL J. ROBERTS Caroline Regis at Excel Systems It was Friday, June 13, 2014, and it felt like an unlucky day for Caroline Regis. As she turned off the lights in her office and headed to the company’s parking lot, she wondered if this was her final day at Excel Systems. Regis, vice president of manufacturing, was embroiled in a controversy with some of her colleagues and superiors at Excel Systems, which had recently acquired a rival company, Gemini
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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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Explain what Minoli did to fix Ducati. Describe the fundamental logic behind this turnaround. Minoli fixed Ducati by: evaluating Ducati’s key strengths and weaknesses, defining a strategy to exploit these strengths, investing to further strengthen Ducati’s resources/capabilities and address key weaknesses. 1. Evaluated & appraised what key resources existed at Ducati: • Tangible: good products (“unique and beautiful performance motorcycle”) • Intangible: strong brand (high customer loyalty), location
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