A Report On Central Cruisers

Starting from a company of less than 75 workers and owning less than 20,000 SCU for production, research, quality assurance and conduct warranty work Off The Chain Bikes has doubled the plant capacity and hearing doubling the workforce within two short years. The company is successful by targeting and capturing lucrative market shares by heavily investing in the desired technical specs and design styles of one of the most influential Racing bikes. Our keen ability to thoroughly research market demands, predicting competitive strategies between the four market majority shareholders by reviewing and interpreting the marketing reports and our aggressive design and development plans have significantly increased our market share and increase shareholder value. Our core competencies and strategic goals will be realized by carefully following our established plans and aggressively price our bikes to increase total market share.

BCH Executives have agreed to begin the new touring motorcycle project with larger motors for long distance driving. The proposed target audience suggested for this product would maintain an income up to 100,000 annually. The project completion goal is within five (5) years of the marked beginning date. The company will use the current facilities where the medium-sized manufacturing are created with modification of the equipment and as well as additional staff. With an estimated goal of 100 larger motor motorcycle production at a cost determined by the approved budget, this project will utterly build additional profit for the company.

The quality of engineering and the safety are other essential points that the marketing plan should include. These parameters are important for both age groups. Having certain extra safety features on the motorcycles can contribute to the need of the younger buyers. Because there funds are low there has to be consideration toward what is affordable. There are possibilities that parents might help to purchase. Within seeing the extra safety features on the car. Quality of engineering is important to the life of the motorcycle. Indeed this will assure the long lifespan and the quality put into all products sold by this organization.

Honda has continued to embrace the changes that happen around its operations to ensure sustainability and profitability. The current global motorcycle manufacturing sector is full of competition. It, therefore, becomes crucial for every manufacturer to evaluate their strengths and weaknesses and then identify the opportunities to exploit to gain competitive advantage. Honda is Japanese based automobile company; it has numerous subsidiaries in Asia, Europe, and North America. Due to the advancements in technology, Honda will be required to make use of the latest technological trends to stay competitive. The business level strategy at Honda is in line with its enterprise and corporate strategy. The corporation also conducts Research and

Consumers are not limited to a single market, many of them will be purchasing multiple bikes, but all of them have specific preferences. Successful company will meet customer’s needs and maximize sales by growing the potential market size as well as taking sales from competitors.

According to me, the motorcycle industry is very attractive. The main reason to back my claim is the level of competition in the industry. There is a very high level of completion between all the companies present in this particular segment. The main factors that drive this rivalry are different positions of different players within the industry, differences in technical know-how, different marketing campaigns, differences in core nature of the products and differences in strategies. The players in this particular industry don’t fight over price of their products, they rather compete with each other in terms quality of their products and the nature of their services to different segments of customers. Each player had its own unique strategy and nature of the product for a particular segment of customers, this tends to intensify the competition amongst companies in the industry.

The major forces for change in the external environment of motorcycles industry are political, economic, social-cultural, technological, environmental and legal factors (Cadle, Paul, & Turner, 2010). The political factors affect the external environment of motorcycle industry by affecting the markets. The government has influenced changes through free trade agreements, ensuring patent protection and encouraging e-commerce. Political influences provide both opportunities and threats, the free trade agreements have allowed expansion into other markets but also has increased the inflow of cheaper substitutes into the market that a company operates in. Political factors affecting this industry has brought opportunities for the Harley-Davidson.

In this paper we will perform a complete analysis of the Harley-Davidson Corporation including their corporate and business strategies, strengths and weaknesses, environmental opportunities, the five industry forces, and financial situation. Harley-Davidson has many attributes, which will be apparent in the following analysis. The paper will attempt to define the different components of the analysis and put them all together in a way that seeks to explain the way that they contribute to the overall success of the company and its stakeholders.

Historically Harley-Davidson to be a Niche Marketer, which is they had focused in on one particular aspect of the market. Kotler and Keller identified the following characteristics of niche marketing; customers have a distinct set of needs, they are willing to pay more to the firm that best suits their needs, it is not likely to attract competitors, gains economies through specialized products and it has a size, profit and to grow. Almost all of these hold true for the “heavyweight” segment of motor cycles that Harley-Davidson produced.

Since Harley Davison Motor Company started in 1903, they have been successfully “taking the work out of bicycling” better than any other motorcycle manufacturing company. They have experienced great success recently with growing numbers in their percentage of motorcycles shipped, up 14 percent from 1997, and their target market size, up 13.8 percent from 1997. Their brand has also grown so strong over the years that customers are willing to wait up to two years for a motorcycle. The problems that Harley Davison is faced with are how to improve their existing purchasing process, how to integrate their existing procurement methods together, and how to develop longer term

The Motorcycles and Related Products segment was responsible for virtually all of the change in consolidated revenue as the result of increases in both motorcycle unit shipments and Parts and Accessories sales. Year end data indicate that the domestic motorcycle market continued to grow throughout 1993 and demand for the company's motorcycles continues to exceed supply. International demand remains strong with export revenues totaling $262.8 million during 1993, an increase of approximately $23.4 million over 1992. The Board of Directors approved a comprehensive manufacturing strategy designed to achieve the goal of a 100,000 units per year production rate in 1996. Basically, it is an enhancement of the Motorcycle division's ability to

After an investigation by the US International Trade Commission, in 1983 President Reagan imposed a 45% tariff on imported bikes and bikes over 700 cc engine capacity. The new management deliberately exploited the past appeal of their big machines, building motorcycles that purposely adopted the look and feel of their earlier models. Quality increased, technical improvements were made, and buyers returned. Harley-Davidson once again became the sales leader in the heavyweight (over 750 cc) market.

Now, for a better understanding of the external environment of the industry of motorcycles, we will present Porter’s Five Forces Theory.

The top level management of Eicher Motors faced a very tough challenge with respect to their motorcycle division Royal Enfield. Royal Enfield was making losses and the company had only one chance to revive it. Modernising the motorcycles in order to increase the customer base was what they wanted to do to revive Royal Enfield, but the existing Royal Enfield customers preferred the original Royal Enfield Bullet than a modernised Royal Enfield Bullet. Therefore, by modernising, there was a risk that the company would lose its existing customers and the probability of gaining new customers was less due to the modernised changes in the traditional features of the motorcycle. The case shows how the company dealt with

INDIA has seen an exponential growth in the Two-wheeled motorcycle sector in the last decade. This sector has witnessed an increase between 2010 and 2016. The transport sector alone contributes about 18% ie 77mn tonnes of CO2 in the total CO2 emissions , while the dominant technology in two-wheeler manufacturing still remains in