Create A Feasibility Study For Harley Davidson 767768

Create A Feasibility Study For Harley Davidson Using The F

Create a Feasibility Study for Harley-Davidson using the following outline: Part I: Differentiation Strategies The analysis of current strategy and competitor analysis you conducted last module impressed the senior vice president. She now needs you to delve into the brands and analyze them by conducting a business unit analysis and presenting your findings in a three-part PowerPoint presentation. Research the Harley-Davidson (H-D) Web site for each brand, and review the annual report for relevant details of the size, scope, target market, services and amenities, and other salient points of differentiation. Include these details in Part I of your PowerPoint presentation. From the research and analysis of the business units, identify: A description of each brand that provides a clear picture of the brand and its place in the overall portfolio of Harley-Davidson. The target market of each brand. How the brands are alike and how they differ. A preliminary analysis of any gaps that exist in the portfolio that might lead to opportunities to add to the brands. Your analysis of possible merger/acquisition/joint venture possibilities and what would be achieved or accomplished through the merger/acquisition/joint venture. Part II: SWOT Analysis Perform a SWOT analysis for Harley-Davidson and include this information in Part II of your PowerPoint presentation. Based on the internal analyses of the SWOT analysis, assess the functional areas, resources, capabilities, and strengths H-D possesses. Please be sure to cover the following functional areas in your assessment: Marketing: New product development, integrated marketing planning, marketing communications, and building customer loyalty. Operations: Quality, service, and consistent execution. Human Resources: Hiring, training, developing talent, and performance planning. Avoided lawsuits and bad PR due to its hiring practices. Is ethical in its HR practices. Executive Leadership: Industry knowledge and experience, vision about where the industry is heading, and strategy execution. Supply Chain Optimization: Strategic sourcing of input, vendor management, integrated IS, and joint forecasting with suppliers. Corporate Responsibility and Ethics: Concern for corporate citizenship and the environment. Present any potential ethical concerns as well. Safety and Quality: How the motorcycle industry is dealing with safety and quality issues. Part III: Growth and Profitability Strategies In addition, the executive board is interested in your ideas about bold strategies for the future. The strategies you recommend will have to contribute to growth and profitability, as outlined in the Annual Report. You will want to pay special attention to exploring vertical integration, strategic alliances, and the internal growth of new brands entering new geographic markets, and/or additional acquisitions. Consider the following: Is Harley-Davidson, Inc., (H-D) competing in the right businesses, given the opportunities and threats present in the external environment? If not, how can H-D realign its diversification strategy to achieve a competitive advantage? This may include additional diversification to take advantage of opportunities such as further vertical integration. Is the corporation managing its portfolio in a way that creates synergy among its businesses? If so, what additional businesses should it consider adding to its portfolio? After you have reviewed the growth and profitability strategies, create a list of possible strategies to present a full range of ideas. Part III of your presentation should include your complete list—all potential ideas—for the senior vice president. This is your chance to be creative. Next, rank your ideas from best to worst. To do this, keep in mind several things such as fit with current strategy, resources and capabilities, and difficulty of execution. For each of your top five ideas, add the following: Briefly describe the strategy. Why you picked it as one of the top five. Think about such things as: Does the strategy build on current competencies and foster horizontal relationships among brands? In other words, what can be leveraged or shared? What are the pros and cons of this strategy? Your PowerPoint Feasibility Study presentation will also include slides pertaining to the following assessments: Part I: Identification of size, scope, target market, services, amenities, and points of differentiation. Part II: SWOT analysis that includes marketing, operations, human resources, executive leadership, supply chain optimization, corporate responsibility, ethics, safety, and quality. Part III: Growth and profitability strategies, including your top five strategic ideas and support. Submit the PowerPoint Feasibility Study presentation to the senior vice president so that she can review the alternatives and provide you with feedback about your ideas.

Paper For Above instruction

Introduction

Harley-Davidson (H-D), an iconic American motorcycle manufacturer, has maintained its position as a leader in the industry through a combination of brand differentiation, strategic management, and innovation. This feasibility study evaluates H-D's current business units and explores strategic options for future growth, emphasizing differentiation strategies, SWOT analysis, and growth initiatives to enhance profitability and competitive advantage.

Part I: Differentiation Strategies

Brand Portfolio Analysis

Harley-Davidson's portfolio includes several brands such as Harley (the core brand), H-D Touring, Street, and Custom. Each brand targets distinct market segments and offers unique services and features. The Harley core brand is positioned as a premium, custom-oriented motorcycle appealing to enthusiasts seeking heritage, quality, and brand prestige. Its scope includes heavyweight cruisers, touring bikes, and mid-sized motorcycles, primarily targeting North American and European markets with a focus on lifestyle branding and community engagement.

The H-D Touring line emphasizes long-distance travel, safety features, and comfort, appealing to adventure touring consumers. The Street series caters to urban riders seeking agility, affordability, and modern styling, targeting younger urban demographics in global markets. Custom bikes focus on personalization and performance, attracting niche customers interested in bespoke motorcycles.

  1. Target Markets: The Harley core appeals to loyal enthusiasts and affluent buyers; the Touring segment targets adventure travelers; Street appeals to urban millennials; Custom serves niche customization enthusiasts.
  2. Brand Differences & Similarities: While all brands share a premium image, they differ in target demographics, performance focus, and styling. They converge on quality and heritage but diverge on usability and customer experience.

Opportunities & Gaps

A preliminary gap analysis reveals opportunities for expansion into emerging markets like Asia and the development of electric motorcycles to meet environmental expectations. Additionally, integrating new digital services enhances customer engagement and loyalty across brands.

Potential Mergers & Acquisitions

Proposed strategic alliances, such as partnering with electric vehicle firms or Asian manufacturers, could strengthen H-D's market presence. Acquiring or joint ventures with innovative startups in electric propulsion or connectivity could accelerate technological adaptation and broaden the product portfolio.

Part II: SWOT Analysis

Strengths

Harley-Davidson boasts a strong brand heritage, a loyal customer base, premium product quality, and extensive dealer networks. Its capabilities in brand marketing, customization, and community engagement are significant assets. Operationally, it maintains high-quality standards and offers superior customer service.

Weaknesses

The company's reliance on heavyweight motorcycles in North America limits diversification; high product costs pose a barrier to entry in emerging markets. Its traditional manufacturing processes may hinder agility in responding to market shifts.

Opportunities

Expanding into electric vehicles (EVs), targeting younger demographics, entering emerging markets, and leveraging digital marketing pose growth opportunities. Strategic alliances with tech firms can advance connectivity features.

Threats

Competitive pressures from other motorcycle brands, economic downturns affecting discretionary spending, regulatory challenges on emissions, and market shifts toward alternative transportation methods threaten H-D's dominance.

Functional Area Assessments

  • Marketing: H-D excels in brand loyalty and community building. Developing innovative digital campaigns and new product development is crucial to sustain growth.
  • Operations: Quality control remains excellent, but adapting manufacturing for electric models requires innovation.
  • Human Resources: The company maintains ethical hiring practices, emphasizing diversity and inclusive culture, thus avoiding legal issues and improving brand image.
  • Executive Leadership: Leadership with extensive industry knowledge guides strategic adaptation, with visions centered on sustainability and innovation.
  • Supply Chain: Strategic sourcing and vendor management are optimized but require integration for EV parts supply chain responsiveness.
  • Corporate Responsibility & Ethics: H-D emphasizes eco-friendly initiatives, including electric bikes and sustainability programs, though ethical concerns over labor practices are minimal.
  • Safety & Quality: The industry’s focus on rider safety and high standards continues, with increasing investment in safety technology and quality assurance programs.

Part III: Growth and Profitability Strategies

Strategic Ideas & Top Five Selections

Based on internal capabilities and external opportunities, the following strategies are recommended:

  1. Develop Electric Motorcycles: Rapid expansion in EV offerings aligns with environmental trends, attracts younger consumers, and mitigates emissions concerns. This leverages H-D's innovative capacity and brand heritage in performance.
  2. Expand into Emerging Markets: Target Asia and Africa through localized production and tailored marketing, exploiting untapped demand and diversifying revenue streams.
  3. Form Strategic Alliances with Tech Firms: Integration of connectivity, IoT, and rider-assist features can differentiate products and enhance consumer appeal.
  4. Diversify Portfolio through Vertical Integration: Incorporating parts manufacturing and battery production can reduce costs and improve supply chain resilience.
  5. Launch a Lifestyle Brand Extension: Develop apparel, accessories, and experiential offerings to deepen engagement with enthusiasts outside of motorcycles, creating brand synergy and new revenue sources.

The top five strategies are chosen for their ability to build on Harley-Davidson’s strengths, expand market reach, foster innovation, and increase profitability. For instance, EV development aligns with current industry trends and capitalizes on first-mover advantages, while entering emerging markets diversifies risk and broadens customer base. Strategic alliances enhance technological competitiveness without extensive R&D investment, and vertical integration reduces dependency on external suppliers, ensuring quality and cost efficiencies. Developing a lifestyle brand further leverages Harley’s iconic status into new revenue streams, fostering brand loyalty.

Conclusion

A thorough analysis suggests that Harley-Davidson’s growth potential resides in embracing electric mobility, expanding globally, leveraging technology through strategic alliances, and extending its brand into lifestyle sectors. Addressing internal weaknesses—such as reliance on traditional models—and capitalizing on external opportunities will position H-D as a resilient, innovative leader in the evolving motorcycle industry.

References

  • Buckley, P. (2022). Harley-Davidson's Strategic Transformation: Navigating Electric Future. Journal of Business Strategy, 42(3), 45-58.
  • Kumar, V., & Petersen, A. (2021). Brand Portfolio Management in the Motorcycle Industry. Marketing Science Review, 15(2), 89-106.
  • Harley-Davidson Inc. (2023). Annual Report. Retrieved from https://investor.harley-davidson.com
  • Sharma, R., & Liddle, R. (2020). Innovation and Competitive Advantage in the Motorcycle Industry. Global Business Review, 21(4), 823-839.
  • Davidson, P., & Reimer, T. (2019). Sustainability Strategies at Harley-Davidson. International Journal of Business and Environment, 11(3), 245-263.
  • Leung, K., & Li, P. (2022). Market Expansion Strategies for Motorcycles in Asia. Asian Business Journal, 33(1), 112-130.
  • Jensen, P., & Thompson, D. (2018). Supply Chain Innovations in Premium Motorcycle Manufacturing. Supply Chain Management Review, 22(5), 32-39.
  • Williams, S., & Green, D. (2020). Consumer Behavior and Electric Vehicles Adoption. Transportation Research Part D, 78, 102024.
  • Martin, J., & Lee, H. (2021). Strategic Alliances and Technological Innovation in the Automotive Sector. Technology and Innovation Management Review, 11(4), 20-29.
  • O’Connor, M., & Wilson, R. (2022). Ethical Practices and Corporate Social Responsibility in Manufacturing. Journal of Business Ethics, 179(2), 221-238.

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