Create A Feasibility Study For Harley-Davidson Using 263670

Create A Feasibility Study for Harley-Davidson using the following outline

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

The feasibility study on Harley-Davidson (H-D) encompasses a comprehensive analysis of its current strategic positioning, business units, and potential growth avenues. This study aims to inform executive decision-making through detailed insights into brand differentiation, operational strengths, market opportunities, and innovative strategic initiatives. The analysis is structured into three sections: differentiation strategies through business unit analysis, a SWOT assessment, and growth and profitability strategies.

Part I: Differentiation Strategies - Business Unit Analysis

Harley-Davidson’s portfolio includes multiple brands, each targeting specific customer segments. The core Harley-Davidson brand is renowned for its heavyweight cruiser motorcycles, appealing primarily to mature, affluent riders seeking lifestyle and status statements. Its target market includes middle-aged men and women interested in premium bikes with customization options, leisure riding, and community engagement. The brand’s differentiation lies in its heritage, strong brand identity, and community culture, supported by a vast network of dealerships offering exclusive services and amenities.

In addition, Harley has expanded into emerging segments with brands like Harley-Davidson Street, targeting urban riders seeking lightweight, nimble motorcycles suitable for city commuting. The target demographics are younger, diverse urban demographics interested in affordability and style. Another brand, the Harley-Davidson CVO (Custom Vehicle Operations), offers limited-edition, high-performance bikes aimed at collectors and enthusiasts willing to spend premium prices. Each brand in Harley’s portfolio has unique features but shares a common core of high-quality design and brand prestige.

Analyzing potential gaps shows that Harley could further develop its electric motorcycle offerings, given the rising emphasis on sustainability. Opportunities for partnership or joint ventures could include collaborating with tech firms for advanced battery technology or forming alliances with urban mobility companies. A merger with or acquisition of emerging electric bike startups could accelerate market share in sustainable transportation.

Part II: SWOT Analysis

Harley-Davidson’s internal analysis reveals considerable strengths, such as a strong brand legacy, extensive dealer network, and loyal customer base. Its marketing capabilities include targeted advertising, event sponsorships, and digital engagement strategies that bolster brand loyalty. In operations, the company emphasizes quality control and consistent manufacturing standards, which are critical for its premium image.

Human resources practices are ethically grounded, with efforts to promote diversity and avoid legal pitfalls. The leadership team combines industry experience with strategic foresight, guiding the company through evolving market dynamics. Supply chain management emphasizes strategic sourcing and vendor partnerships, although recent disruptions highlight the need for diversification and risk mitigation. Ethical concerns include ensuring sustainable sourcing and reducing environmental impact, aligning with corporate social responsibility goals.

Safety and quality remain paramount, with ongoing initiatives to address industry issues such as safety recalls and product quality improvements. The company’s commitment to corporate responsibility reflects concern for environmental sustainability and community engagement but must continually adapt to industry standards and societal expectations.

Part III: Growth and Profitability Strategies

Looking forward, Harley-Davidson should pursue strategies enabling expansion and diversification. Vertical integration could involve producing key components in-house to reduce reliance on external vendors, enhancing quality control. Strategic alliances with technology firms could boost innovation in electric motorcycles, connecting with younger, eco-conscious markets.

Entering new geographic markets, especially in emerging economies, presents significant growth opportunities. Acquiring or partnering with local manufacturers could facilitate market entry and establish brand presence. Internal growth strategies include launching new electric motorcycle models and expanding existing product lines to appeal to diverse customer segments. Diversification may also encompass entering the personal mobility device segment, aligning with sustainability trends.

Moreover, Harley should consider the potential benefits of portfolio synergy, where sharing technology, marketing channels, and dealer networks across brands could create efficiencies. It is crucial to evaluate whether the current diversification aligns with external opportunities and internal capabilities and adjust strategies accordingly.

Top strategic ideas include investing in electric vehicle technology, forming strategic alliances with tech firms, exploring geographic expansion, enhancing dealer and service networks, and developing new product lines tailored to emerging customer segments. These ideas were ranked based on their alignment with Harley’s core competencies, market potential, ease of implementation, and strategic fit. For each, a brief description, rationale for prioritization, and potential benefits and drawbacks are discussed.

Conclusion

This feasibility study underscores the importance of strategic agility in maintaining Harley-Davidson’s legacy while innovating for future growth. By leveraging brand strengths, addressing strategic gaps, and pursuing targeted growth strategies, Harley can enhance its market position, expand sustainably, and continue to resonate with a broad customer base. Continuous evaluation and adaptation are key to navigating the dynamic motorcycle industry landscape.

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