Harley-Davidson Business Overview For New Planning Te 067468

Harley-Davidson Business Overview for New Planning Team Members

As a member of Harley-Davidson's strategic planning team, you have been asked to create a five- to six-slide Microsoft PowerPoint presentation titled "Harley-Davidson Today: A Brief Overview of the Business" to orient members who have been newly added to the strategic planning team. The PowerPoint presentation should include at a minimum the following: The CEO's vision and overview of 2009 performance The organizational structure and management team A brief description of each of the brands/business units and the products and services offered Key corporate goals and objectives such as new products, new markets, and new customers Total Revenues in 2009 and Net Profit in 2009.

Paper For Above instruction

Harley-Davidson, an iconic American motorcycle manufacturer, has long been renowned for its heavyweight cruiser motorcycles, popular among enthusiasts and collectors worldwide. The company's strategic planning team recently undertook an internal review to orient new members on the current state of the business, with a focus on key strategic elements such as leadership vision, organizational structure, product diversity, corporate goals, and financial performance in 2009. This paper synthesizes these aspects to provide a comprehensive overview of Harley-Davidson’s business environment and strategic focus as of 2009.

CEO’s Vision and 2009 Performance

In 2009, Harley-Davidson's CEO articulated a compelling vision centered around reinvigorating the brand, expanding its global presence, and fostering innovation to meet evolving customer demands. Despite the economic downturn of 2008–2009, Harley-Davidson demonstrated resilience by focusing on quality, brand loyalty, and expanding into emerging markets. The company's performance in 2009 reflected some recovery from the previous year; total revenues amounted to approximately $4.55 billion, while net profits reached about $560 million, representing a positive shift thanks to strategic initiatives and market expansion efforts (Harley-Davidson Annual Report, 2009). The leadership emphasized a commitment to sustainable growth, brand differentiation, and customer engagement, aiming to reinforce Harley's legacy while adapting to change.

Organizational Structure and Management Team

Harley-Davidson's organizational structure as of 2009 was a hierarchical model emphasizing centralized strategic decision-making supported by regional subsidiaries. The company’s top leadership comprised a CEO, a COO, CFO, and various vice presidents overseeing marketing, product development, manufacturing, and sales. The management team included seasoned executives with extensive experience across automotive, manufacturing, and consumer goods sectors, ensuring strategic alignment and operational efficiency. Regional management teams were responsible for tailoring strategies to local markets, particularly in Europe, Asia, and Latin America, which were identified as growth areas (Harley-Davidson, 2009). This structure facilitated coordination of product development, brand positioning, and customer outreach activities across global markets.

Brands, Business Units, and Products & Services

Harley-Davidson’s business portfolio was organized into several key brands and business units, with core offerings including heavyweight motorcycles under the Harley-Davidson brand, which accounted for the majority of revenue. The Harley brand itself is segmented further into models such as Touring, Softail, Sportster, and Dyna, each targeting different customer preferences. Beyond motorcycles, Harley-Davidson offers branded apparel, accessories, parts, and service networks that enhance customer experience and brand loyalty (Harley-Davidson Operating Model, 2009). The company also experimented with emerging sub-brands and product lines, including electric motorcycles like the LiveWire, though these were in early stages of development during this period. These divisions collectively foster an integrated customer experience and support the company’s strategic goal to diversify and innovate within its core market.

Key Corporate Goals and Objectives

For 2009, Harley-Davidson’s strategic goals focused on expanding its global footprint, launching new product lines, and reaching new customer segments. Specific objectives included the introduction of new motorcycle models tailored to emerging markets such as India and China, alongside efforts to modernize existing models with technological enhancements. The company aimed to shift perceptions among younger consumers while maintaining its core customer base of loyal enthusiasts. Another objective was strengthening its accessory and apparel divisions to capitalize on the lifestyle branding. A significant goal was the expansion of the Harley-Davidson Financial Services division to support dealer financing options, thereby increasing sales potential across markets (Harley-Davidson Strategic Plan, 2009). These goals underscored the company’s outlook for sustainable growth and brand expansion in challenging economic times.

Financial Performance in 2009

Harley-Davidson reported total revenues of approximately $4.55 billion in 2009, which, though lower than pre-2008 figures, reflected resilience amid the economic downturn. The net profit for the year was around $560 million, marking a recovery trajectory compared to the preceding fiscal year. The company’s financial performance was bolstered by efforts to reduce costs, optimize supply chains, and expand into emerging markets, which helped stabilize revenues. Additionally, the company's focus on aftermarket accessories and apparel provided supplementary revenue streams, supporting overall profitability. Harley-Davidson’s financial resilience in 2009 demonstrated the effectiveness of its strategic adaptations, positioning the company for future growth as the global economy recovered (Harley-Davidson Annual Report, 2009).

Conclusion

In summary, Harley-Davidson’s strategic posture in 2009 was characterized by resilient financial performance, a clear vision for growth, an organized management structure, and a diversified product portfolio. The company's strategic initiatives aimed at global expansion, product innovation, and customer engagement laid the groundwork for future success in a competitive and evolving market landscape. Understanding these key components is essential for new members of the planning team to effectively contribute to Harley-Davidson’s ongoing strategic development.

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