Harley Davidson Case Analysis

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IV. INTERNAL ENVIRONMENT: STRENGTHS AND WEAKNESSES (SWOT)

A. Corporate Structure

1. How is the corporation structured at present?

a) Is the decision-making authority centralized around one group or decentralized to many units? The decision-making authority is decentralized around domestic and foreign operations.

b) Is the corporation organized on the basis of functions, projects, geography, or some combination of these? Harley Davidson is an MNC organized by a geographic area structure. This MNC operates in Europe, Middle East, Africa, Asia, Latin America, US, and Canada.

2. Is the structure clearly understood by everyone in the
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II. Are they consistent with the corporation’s mission, objectives, strategies, and policies and with internal and external environments? Yes. Regardless of any change(s) in the marketing strategies, Harley Davidson’s goals has always been and still is to inspire and fulfill dreams around the world through Harley-Davidson motorcycling experiences.

b) How well is the corporation performing in terms of analysis of market position and marketing mix (that is, product, price, place, and promotion) in both domestic and international markets? What percentage of sales comes from foreign operations? Where are current products in the product life cycle? For domestic and international markets, the corporation’s marketing mix is the following: The product strategy is any decision that helps the company continue to develop new products around its signature American image and positions the company in the market as such. The main reason for the introduction of the V-Rod was the need to create a bike that would appeal to a younger demographic and attain a greater market share for the company. By using the low-end targeting method with the introduction of the V-Rod, this can be considered HD 's first step toward implementing its strategic and marketing objectives. As

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