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In relation market competition, Harley-Davidson’s current business performance has shown significant improvement in terms of its increasing revenues from 2009 to 2011 (Grant 536). However, improvement in the efficiency of its manufacturing plant contributed more to the increase of its profits (532-533). Considering the tight competition within the motorcycle industry, Harley-Davidson’s future business performance is at risks of losing a lot of money. Even though Harley-Davidson’s decision to improve its existing distribution (527), launch new models (526), expand its business internationally (529), and improve the efficiency of its manufacturing department (530-531) had positive effects in the company’s business performance, targeting the baby boomers as Harley-Davidson’s target market (533-534) could adversely affect its future business performance.
Due to constantly changing market demand, the motorcycle industry has become very much competitive over the past few years. As a consequence, Harley-Davidson’s ‘commitment to traditional design features’ increases the company’s risks of becoming vulnerable to market competition.
Porter’s five (5) forces is often used to analyze the market competition within a given industry. In line with this, the rivalry within the motorcycle industry is very high. On the other hand, threat of new entrants is medium because of the high capital requirements and special skills needed with regards to the use of technology. Even though threat of new entrants is technically not so high, it is given that Harley-Davidson is literally competing with other well-established brands such as BMW, Honda, Suzuki, Kawasaki, Yamaha, and Polaris (Grant 532, 534).
The threat of product substitute is very high. As of 2009, end-consumers have varieties of motorcycles to choose from. These include Honda’s Shadow
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Under the marketing strategy the company has put in place several strategies which include Growth strategies and porter's strategy that has ensured high growth and success of the company in its business.
The case of Harley Davidson covers a brief history of the company.
Known for their top-of-the-line motorcycles, Harley-Davidson is an American company that has been renowned worldwide. Harley-Davidson as a brand is among the most valuable in the world. Harley-Davidson's image, which has been built on passion for motorcycling, quality craftsmanship, and innovation, has been often tagged as an all-American icon in the world.
In 2001 it was assumed that Apple was simply a ninch player with a captive market and that Dell was a mass producer that won market share by outstanding levels of cost competitiveness. How true is this in 2009' Your answer should show an understanding of the recent history of the firms, strategy utilized and the conditions of the market today.
Harley Davidson is a premier brand in the motorcycle industry and has a market share of approx. 55% in US and 25% in other parts of the world. In 2005, HDI shipped 329,017 Harley-Davidson brand motorcycles, up from 317,289 in 2004. In addition, HDI manufactures and sells Buell motorcycles, of which HDI shipped 11,166 units in 2005, up from 9,857 in 2004.
Apart from the historic significance of the garage, as according to the case, it is the only facility that offers safe and convenient indoor parking within the vicinity. As parking has always been scarce within the area, the garage
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The high growth was facilitated by focusing on quality, style and competitive pricing that enabled the company to attract both middle-income and high end clients. The 2012 strategic priorities entailed
4 Pages(1000 words)Case Study
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