Discussion Questions: Synergy Is An Often Used Word In Busin

Discussion Questionsynergy Is An Often Used Word In Business But As

Discussion Question: Synergy is an often-used word in business, but as the popular press and the textbook suggest, many efforts at diversification do not provide value to customers or shareholders. Based on your analysis of Harley-Davidson to date and its merger, describe how it has done or could do the following: · Find economies of scope. Provide examples of specific actions Harley-Davidson's managers could take to reduce expenses or share activities through horizontal relationships across brands. · Find ways to achieve economies of scope by leveraging assets and capabilities across business units. · Find ways to enhance market power by pooling and negotiating or vertical integration. 350 to 400 words APA format due tomorrow night.

Using the organizational case study you developed in Module 1 : · Filter the change issue through the studied stages of change utilizing one of the change models presented. To do this, complete the following sub-tasks: a. Analyze the change issue discussed in the case study as it would be seen through the lens of Concerns Based Adoption Model (CBAM) or Lewin’s or Kotter’s models of change. Choose one of those models and analyze the problem through that lens. b. Submit your analysis as part of the 3-5 page paper references below. · Analyze and summarize how individuals in the organization both see and feel about the current state and possible change. To achieve this, you will interview people in the organization, using the questionnaire you designed last week. Record the interviewees’ responses to the questions and prepare a transcript of each interview · Record your own opinion about the current change and possible change in the organization, in one page or less. Also describe what you think may be the implications of the possible change · Contrast your opinion with how the interviewees analyze and think about the current state of the organization and the proposed change. Summarize your findings in the paper This paper should be 5–7 pages in length. By Friday, March 7, 2014 , submit your paper to M2: Assignment 2 Dropbox . Use the following file naming convention: LastnameFirstInitial_M2_A2.doc For example, if your name is John Smith, your document will be named SmithJ_M2_A2.doc Format Your paper should be in the form of a Word document. Your paper should be double spaced and in 12-point Times New Roman or Courier New. Follow the current edition of APA style guidelines. All written assignments and responses should follow APA rules for attributing sources. Assignment 2 Grading Criteria Maximum Points Analyzed the change issue discussed in the case study as it would be seen through the lens of any one model of change. 8 Described the findings of the analysis in the paper. 4 Recorded the first interviewee’s responses in the questionnaire. 4 Recorded the second interviewee’s responses in the questionnaire. 4 Recorded the third interviewee’s responses in the questionnaire. 4 Prepared a transcript of the first interview. 4 Prepared a transcript of the second interview. 4 Prepared a transcript of the third interview. 4 Analyzed and summarized how individuals in the organization both see and feel about the current state and possible change. 8 Recorded personal opinion about the current change and possible change in the organization, in one page or less. 8 Described the implications of the change. 8 Contrasted personal opinion with how the interviewees analyze and think about the current state of the organization and the proposed change. 4 Summarized findings in the paper. 4 Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources, displayed accurate spelling, grammar, and punctuation. 4 Submitted on time. 4 Total 76 Reference 1 : 2: EBSCO Publishing Citation Format: APA (American Psychological Assoc.): NOTE: Review the instructions at and make any necessary corrections before using. Pay special attention to personal names, capitalization, and dates. Always consult your library resources for the exact formatting and punctuation guidelines. References Weitzel, T., Eckhardt, A., & Laumer, S. (2009). A FRAMEWORK FOR RECRUITING IT TALENT: LESSONS FROM SIEMENS. MIS Quarterly Executive , 8 (4), . If you have any problems or questions, contact Technical Support at or call . This e-mail was generated by a user of EBSCOhost who gained access via the ARGOSY EDUCATION GROUP account. Neither EBSCO nor ARGOSY EDUCATION GROUP is responsible for the content of this e-mail. 3: Consultants report on effects of the recession . Source: ENDS (Environmental Data Services). Mar2010, Issue 422, p12-13. 2p. Document Type: Article Subject Terms: RECESSIONS CONSULTANTS COST control ECONOMIC trends * CONSULTING firms NAICS/Industry Codes: 541613 Marketing Consulting Services 541611 Administrative Management and General Management Consulting Services 541618 Other Management …

Paper For Above instruction

The concept of synergy is fundamental in business strategy, often invoked to justify mergers, acquisitions, and diversification efforts. However, empirical evidence suggests that many such endeavors fail to create value for shareholders or customers when synergies are overestimated or improperly pursued. Analyzing Harley-Davidson’s recent merger provides insight into how firms can leverage synergies, particularly through economies of scope, shared assets, and market power enhancements, to generate tangible benefits rather than superficial gains.

Firstly, economies of scope refer to cost savings or revenue enhancements achieved by sharing activities or resources across different products or business units. For Harley-Davidson, managerial strategies could include sharing manufacturing facilities between different motorcycle lines or regions to reduce fixed costs. For instance, the company could integrate supply chain logistics or R&D efforts across its diverse product portfolio. An example would be utilizing the same R&D team for both cruiser and sport motorcycle lines, thereby reducing redundant research costs and accelerating innovation. Furthermore, sharing dealer networks across international markets allows Harley-Davidson to expand distribution efficiently while minimizing operational costs.

Secondly, leveraging assets and capabilities across business units can lead to extra economies of scope. Harley-Davidson’s brand recognition and loyal customer base serve as critical assets that can be capitalized upon by entering new segments such as electric motorcycles or branded apparel, accessories, and lifestyle products. For example, Harley’s existing manufacturing expertise and distribution channels for bikes can be extended to electric models, sharing supply chain activities, and technical capabilities. Similarly, its well-established brand positioning can be leveraged to diversify into branded apparel, creating synergies between the core motorcycle business and ancillary product lines with shared marketing and distribution.

Thirdly, a strategic approach to enhancing market power involves pooling bargaining power through vertical integration or strategic alliances. Harley-Davidson could negotiate better terms with component suppliers by consolidating purchasing across different product lines or forging alliances with suppliers of electric vehicle batteries and motors. Vertical integration might include acquiring key suppliers of critical components to reduce dependency and increase control over quality and costs. Additionally, Harley could improve market power by expanding into new markets via joint ventures or acquisitions, thus pooling resources and influence to negotiate more favorable terms in both manufacturing and distribution.

In conclusion, Harley-Davidson’s pursuit of economies of scope and increased market power depends on strategic actions that leverage existing assets and capabilities while seeking cost efficiencies and competitive advantages. While the theoretical benefits are evident, practical implementation requires careful planning and execution, emphasizing coordination and resource sharing to avoid the common pitfalls of diversification efforts that do not deliver real value. Future strategies should focus on these areas to maximize synergy effects in a competitive motorcycle market.

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