Strategic Analysis

HARLEY-DAVIDSON MGT485-0602A-10: Global Strategic Management Unit 4 ? Assignment 1, person Project: Strategy Implementation 2006 Strategic Audit for Harley Davidson (1981) I.CURRENT SITUATION A. occurrent Performance Losing money, market share, and relevance in a changing assiduity with new foreign competitors. ?Stiff foreign competitors introducing new designs ?HD was in any case slow in development and unpredictable in reacting ?outmode technologies ?Poor quality and shoddy workmanship B.Strategic Posture I.Mission ?We take dreams through the experiences of motorcycling, by providing to motorcyclists and to the general public an expanding line of motorcycles and brand products and services in selected market segments (Harley-Davidson website, p.2). 2. Objectives a)We deliver experiences b)Developing relationships with every stakeholders?customers, employees, investors, suppliers, governments, and society. c)Provide a good quality cycle d)Employees are twain enthusiasts and customers 3.

Strategies a) 1981 13 H-D executives, including William Davidson (grandson of founder Arthur Davidson), conducted a leveraged buyout of AMF to reacquire H-D and ward off nonstarter of the company. b)Implemented Total Quality Management c)Implemented Just-In-Time inventory d)Lobbied Washington for tariffs on imports e)Direct marketing to the loyal customer base f)Sponsored the Harley Owners Group (HOG) g)Launched SuperRide to get in a new customer base h)Offered customers a free one-year membership to groups, publications, receptions, etc. 4.Policies a)Short-term profits more important than R&D and retooling b)Stiff foreign competition ignored c)Employees has little or no input in the company d)Very slow R&D; very slow in reacting to more advanced technological changes... If you want to get a full essay, dictate it on our website: Orderessay

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