Softail

Harley-Davidson, Inc. - 2009 Case Notes Prepared by: Dr. Mernoush Banton Case Authors: Carol Pope and Joanne Mack A. Case Abstract Harley-Davidson, Inc. (www.harley-davidson.com) is a comprehensive strategic management case that includes the company’s calendar December 31, 2008 financial statements, competitor information and more. The case time setting is the year 2009. Sufficient internal and external data are provided to enable students to evaluate current strategies and recommend

times. • Quality – Historically high defect rates were reduced markedly due to process improvements. • Flexibility – Relatively inflexible operations, due to high cost ($20 million) involved in changing the Sportster production lines to produce the Softail and Tourer lines. 2. Demand uncertainty is a major factor in strategic capacity decisions. How does Harley-Davidson take uncertainty into account in its planning processes? How does HD’s history affect its decision-making process? HD prefers

d. Product Portfolio Analysis Harley-Davidson offers various products and services to its customers, which can be categorized as following: • Motorcycles: Touring, Dyna, Softail, Sportster, and VRSC. It represented around 80% from total global revenue in during 2008. About 70% of its sales generated from US market. • Parts and Accessories: replacement parts, and mechanical and cosmetic accessories. It represented 15.4% from total global revenue in 2008. • General Merchandise: motorcycle riding clothes

Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company September, 2012 Introduction The role of operations management (OM) requires a great deal of responsibility. No matter the size or type of business, the technique and knowledge applied by an operations manager when planning, organizing, staffing, leading and controlling, can make or break a company (Heizer & Render, 2011). Harley-Davidson Motor Company is a prime example of a goods producing organization

Blast, lower seating on Sportster, sleeker Softail, first 6-speed Dyna D. Operational and Logistics * Poor quality during AMF ownership garnered bad name (W) * Approximately 50% of employees own bikes themselves. This contributes to knowledge and customer satisfaction (S) * Focus on motorcycles/related products (S) * Garry Berryman’s keiretsu began Continuous Improvement Teams to work with suppliers (S) * 5 model families-Touring, Softail, Dyna and Sportster (S) * Close monitoring

more money in R&D, marketing and banking on models to attract new consumers (Trefis Team, 2015). Harley-Davidson’s Target Market As discussed from Cheema et al., (n.d.), when the company failed to specify its target market, it has shifted the focus from old riders (traditional males between the ages of 29 to 55) to young and female riders. The products were also produced differently to meet those needs (color, size, and height adjustment). Not only this could result in brand loyalty, but gave the

MGT499: Strategic Management Professor Daniel Corcoran November 30, 2014 STRATEGIC DIRECTION OF HARLEY DAVIDSON The success of Harley Davidson (HD) is due to the American motorcycle icon’s effective Strategic Management. HD’s vision, mission, goals and objectives strive to exceed the requirements of its main stakeholders. Although these needs are not always met, the company has unique relationships with is stakeholders. The company stays on course with its strategic plan, despite

EXECUTIVE SUMMARY      Harley-Davidson is the largest market share holder of motorcycles over 750cc in the United States. After the expansion of our production and distribution capacity, we will be in the position to meet the increasing demand for our motorcycles and other products.      Growth potential appears very good especially in the overseas market. Gaining a larger market share in these area may require a further increase in production and

EXECUTIVE SUMMARY Harley-Davidson is the largest market share holder of motorcycles over 750cc in the United States. After the expansion of our production and distribution capacity, we will be in the position to meet the increasing demand for our motorcycles and other products. Growth potential appears very good especially in the overseas market. Gaining a larger market share in these area may require a further increase in production and distribution capacities. We must plan for expansion

Date: 7th April 2011 * Contents * Abstract…………………………………………………………………………..3 * JIT Principles…………………………………………………………………….3/4/5 * Risk……………………………………………………………………………….5 * Inventory Management…………………………………………………………7/8 * Supply side & Economic Scenario……………………………………………………….9 * Summary………………………………………………………………………..9 * References………………………………………………………………………10 Abstract The strength of Harley-Davidson 's brand and dominant market position give the firm a wide moat, in