Polaris Case Study

I believe that Harley-Davidson has the ability to succeed in these other countries if they are willing to take the time to study the cultural differences and infuse those differences into the country that they are trying to enter into. They must be willing to respect the different cultures and still be true to the brand that Harley represents. Through either joint ventures or foreign subsidiaries they can gain the knowledge of the surrounding culture and bring their product to the market faster. They must also look for ways to transition from loose to tight cultures, in order for this they need to be informed of the host country's political stability, and look for ways to enlarge the local job market, and develop the local resources that are associated with in that country. Another process would be by not interfering with local governments and hiring the most talented of local personnel. They must also develop regional economic alliances and show that they want to develop the local economies

Mr. Weir must analyze both business and financial risks of adopting level production. As a for profit

A long standing business practice at Harley-Davidson is “Excellent Corporate Governance” (Harley-Davidson, 2010b ). Last year (May 2009), Harley-Davidson welcomed its new President and Chief Executive Officer, Keith E. Wandell. Working with Mr. Wandell, is the Board of Directors,

Harley-Davidson Inc. operates in two business segments: Motorcycles and Related Products and Financial Services. These two segments offer different products and services, and they are managed separately. However, the financial service works as a complementary for the Motor Company.

Ford Motor Company has award winning best in class towing and payload. A new feature that Ford has added to their

Harley Davidson been in business for over a hundred years. The company operates in several related markets. They sell motorcycles, motorcycle parts and operate a financial component. Additionally the company operates in Europe, North Africa, the Middle East and Asia. All Harley-Davidson business segments operate internationally.

I hope this email finds you well. I would like to discuss Zero Motorcycles programs with you. I have tried to engage your staff to help drive business for Zero and they have remained unresponsive for almost a year. We have designed programs that provide low risk for the dealer and maximize profitability with the brand. We also have several programs that drive additional traffic to your store that are not currently being utilized by Viva Powersports. Please provide a few dates and times that are convenient with your schedule and I will arrange a call for us.

The NYD Vehicle Unit is responsible for the annual acquisition of Official Government Vehicles (OGV’s). I am responsible for compiling an inventory of all existing OGV’s in the division and all nine Resident Offices and identify the conditions, mileage and the repair history for each vehicle. The selection of the vehicles are made by determining the needs of each office, the upstate office will require SUV’s and due to the harsh weather conditions and other offices will require efficiency vehicles more suited for city driving.

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

In Europe, Polaroid was organized into 12 subsidiaries, each operating a separate warehouse to serve its national market, and the largest subsidiaries reside in France, Germany, Italy, and the United Kingdom. The International Distribution Service Center (IDSC) shipped products to the major national subsidiaries several times a week and the non-major subsidiaries received shipments once a week.

Polaroid Corporation, headquartered in Cambridge, Massachusetts, was a company marketed a wide variety of instant photographic products for consumers and industries. After the deregulation of US motor industry consolidation of the warehouses in US took place, which resulted in an improved service level and reduced costs. Overwhelmed by the consolidation results, the management wanted to consolidate the subsidiaries’ warehouses in the Europe to a direct distribution.

Agility and economy are the most important premises in the BMW Group's worldwide production network. The group manufactures its products at 25 sites in over 13 countries on five continents: BMW automobiles are produced at 14 locations. BMW motorcycles are manufactured in Berlin, while MINI and Rolls-Royce production come from Great Britain.

The overall intensity of rivalry in the motorcycle industry is strong, key players in this industry include the Harley Davidson, Winnebago, Polaris, Thor, Artic Cat and Marine Products. These top performers hold a high percentage of

Harley-Davidson has managed to dominate the U.S. market by investing in research and development, experimenting with its designs and

Polaroid is manufacturer of photographic equipment, accessories and related items used in instant photography. The organization was divided into two main divisions – The Consumer Photography Division and the Technical and Industrial Division with each of these divisions contributing around 40% of Polaroid’s revenues of $ 1.3 billion in 1984.