Buell Motorcycle Company

in buyers needs and tastes. | 0.025 | 3 | 0.075 | | Customer loyalty in European and Asian Countries | 0.025 | 2 | 0.050 | | Costs could become expensive from international importing | 0.025 | 2 | 0.050 | | The Buell division needs to continue to produce a quality motorcycle under Harley’s brand name | 3 | 0.075 | 0.075 | | TOTAL | 1.00 | | 2.38 | | http://www.soopertutorials.com/business/strategic-management/1028-external-analysis-of-harley-davidson-inc.html IV. Internal Environment:

' idol" So, this case study is about Harley-Davidson, a brand of motorcycles and more precisely about its development since his foundation in 1903 by 21-year-old William S. Harley and 20-year-old Arthur Davidson. So, in 2003, it was the celebration of the 100th birthday of the Harley-Davidson. And, in order to commemorate it, fans of this famous brand rode until Milwaukee to see the parade of 10 000 Harley-Davidson motorcycles. Through this celebration, we can see how recognized this brand is

rockers’ idol” So, this case study is about Harley-Davidson, a brand of motorcycles and more precisely about its development since his foundation in 1903 by 21-year-old William S. Harley and 20-year-old Arthur Davidson. So, in 2003, it was the celebration of the 100th birthday of the Harley-Davidson. And, in order to commemorate it, fans of this famous brand rode until Milwaukee to see the parade of 10 000 Harley-Davidson motorcycles. Through this celebration, we can see how recognized this brand is for

and enhance its competitive advantage? Question 1: Identify Harley-Davidson's strategy and explain its rationale. The fundamentals of the Harley-Davidson business strategy turn around three main points: The products, the relationship between the company and consumers, and the distribution network. First of all, before I explain these three policies, we can try to see what was the problem that

Stategic Plan Executive Summary –Harley Davidson Strategic Plan The motorcycle industry is a consolidated industry. The U.S. and international heavyweight motorcycle markets are highly competitive. The major players, such as Yamaha, Suzuki, and Honda, generally have financial and marketing resources that are substantially greater than the non-major players. Competitions in the heavyweight motorcycle market are based on several factors; price, quality, reliability, styling, product features, customer

The firm has already cut production in an attempt to trim costs in line with faling demand. in addition, just over half of Harley 's motorcycle revenues are derived from retail sales made on credit. We think that the lack of available funds on the wholesale markets and the shrinking of the number of qualifying customers will make it difficult for the company 's financial services division to continue to support retail sales by providing credit to customers. Harley must address some long-term

2W Product Segmentation: Posted above is the segmentation of “Made in India” motorcycles in 2012 as seen through our view. In advanced markets people do their daily commute in their cars/4 wheelers. Motorcycles are bought and ridden by guys as a leisure/pleasure activity. Motorcycles in developed markets are therefore segmented for the purpose that they are designed for eg: Super Sports for track/road racing, Cruiser for riding

Strategic Management helps us to monitoring and evaluating the opportunities and threats of a company’s strengths and weaknesses. Organizations that implement strategic management are generally outperforming those that are not. The fact that a company

literature, competitive advantage of a company is generally attributed to the management’s ability to position the company’s assets against some external context (Mintzberg et al, 2005 & Juga, 1999). This external context is referred (Porter, 2004) as external environment for a particular company. According to Johnson et al (2008:54), the environment is what gives organisations their means of survival.” So, it is important to a great extent that most of companies be aware of the environment in which

from children’s’ tricycles, clothing accessories, and affordable motorcycles to more higher-ended luxury motorcycles targeting customers in all age groups. By allowing their customers to personalize and customize their motorcycles, this strategy helps build their second strategy, which is brand loyalty. Other strategies that help build brand loyalty and selling dreams are to have groups, such as the Harley Owners Group (HOG) and the Buell Riders Adventure Group (BRAG), so they can emphasize to their