TUI UNIVERSITY Module 1 Case Assignment MKT501 – Strategic Marketing 23 January 2012 1. Briefly describe Harley Davidson’s traditional targeting and positioning strategy. Harley Davidson is a company that has been around since 1903 and in that time has got quite accustomed to dealing with the changes in markets, which are driven by the changes in people. Having a good “tough image” and great marketing plan has kept the US motorcycle king afloat for over 100 years and will undoubtedly,
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H-D of Korea, Yongin Harley-Davidson® INDIA DEALER PROSPECT HANDBOOK 1 CONTENTS • INTRODUCTION • THE DREAM • THE MISSION • THE PEOPLE • OUR VALUES • THE BUSINESS • THE ORGANIZATION • THE FIGURES • THE PRODUCTS • HARLEY-DAVIDSON® MOTORCYCLES • GENUINE MOTOR PARTS & MOTOR ACCESSORIES • MOTORCLOTHES® RANGE • HARLEY-DAVIDSON FINANCIAL SERVICES • DO YOU THINK YOU’VE GOT WHAT IT TAKES? • WHAT YOU CAN EXPECT FROM US • WHAT WE EXPECT FROM YOU • THE APPOINTMENT PROCESS • FREQUENTLY ASKED QUESTIONS
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October 14, 2015 Case 1: Harley Davidson 1. If I were CEO of Harley Davidson I would compare the advantages and disadvantages of using exports, joint ventures, and foreign subsidiaries as ways of expanding international sales. Harley’s first export was the U.S. and that was a great start. Later on Harley expanded into European countries and Japan. A great disadvantage with that was that Harley wasn't exposing the product to the rest of the world. Another disadvantage harley had when it was just starting
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markets. Harley-Davidson is penetrating international markets using strong brand name. In 2010, the company has opened three new dealerships in India and a subsidiary operation in China (Forbes, 2011). • Strong internal culture. Among its values Harley-Davidson highlights “tell the truth”, “be fair”, “keep your promises”, “respect the individual”, and “encourage intellectual curiosity”. The organisation is aimed at employee involvement and creation of strong relations with consumers (Harley-Davidson
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Harley-Davidson Today, Harley Davidson is one of the best known motorcycles in the world. It had more than 100 firms producing motorcycles in the US when it was founded and was the only remaining American manufacturer by the 1950s. This period of dominance was short lived by 10 years when Honda began selling in the US and proved to be a fierce competitor for Harley-Davidson. After 20 or so years of belonging to the American Machine and Foundry Co, Harley was bought by a group of 13 managers in
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Harley-Davidson puts as much emphasis on the consistency of quality as it does on the level of quality in order to stay competitive in the market. At one point Harley’s had a bad reputation because their bikes were expensive and inferior in performance, handling, and quality compared to Japanese motorcycles. Harley’s sales and quality had declined, and the company almost went bankrupt. The "Harley-Davidson" name was even mocked as "Hardly Drivable". In order to compete with the Japanese they revamped
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Case Study: Harley-Davidson -Analyse Harley-Davidson resources and capabilities, and identify its key strengths and weaknesses - Analyse the international competitive environment in which Harley-Davidson is operating to identify its main threats and opportunities. Recommend a forward strategy for Harley-Davidson, which addresses these issues. International Management Individual Assignment Table of Contents 1. Introduction 3 2. Harley Davidson Overview 4 2.1. Harley-Davidson Current
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Harley Davidson Inc. 2008 The founder of this company is William Harley and his friend Arthur R. Davidson. James Ziemer is the President and the CEO of the Harley Davidson company. The mission of the company is “We fulfill dreams through the experience of motorcycling by providing to motorcyclist and to the general public an expanding line of motorcycles, branded products and services in selected market segments. The issued that Harley Davidson must face are, considering the weak dollar, the probability
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Strategic Audit of Harley-Davidson Current Situation A. Current Performance 2008 ❖ Revenue 2008 $5.59 billion down from $5.73 billion in ❖ Net Income $654.7 million down from $933.8 million i ❖ Earnings per stock share $2.70 down from $3.74 in 20 ❖ Motorcycles sold 303,470 down from 330,619 in 2007 http://investor.harley-davidson.com/ReleaseDetail.cfm?ReleaseID=360949 B. Strategic Posture * Mission ❖ We ride with our customers and apply this deep connection
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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
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