Harley-Davidson Business Overview For New Planning Te 906825

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 Inc., an iconic American motorcycle manufacturer, has maintained a significant presence in the global motorcycle industry for over a century. The company's strategic vision, organizational structure, diverse brand portfolio, and financial performance in 2009 offer crucial insights into its operational focus and future prospects. This paper provides an overview tailored for new members of the strategic planning team, summarizing Harley-Davidson’s leadership outlook, organizational makeup, brand offerings, strategic goals, and financial outcomes for 2009.

Harley-Davidson’s CEO Vision and 2009 Performance Overview

In 2009, Harley-Davidson’s CEO, Keith Wandell, articulated a vision focused on revitalizing the brand, expanding global market presence, and innovating product offerings to sustain long-term growth amidst economic challenges. The global financial crisis adversely impacted Harley-Davidson in 2009, leading to a decline in worldwide sales. Despite this, the company remained committed to innovation, brand loyalty, and expanding into emerging markets. The company's strategy aimed to strengthen its core customer base while attracting new segments through diversification and targeted marketing. Financially, Harley-Davidson reported total revenues of approximately $4 billion in 2009, alongside a net loss attributable to the economic downturn, underscoring the need for strategic adjustments to navigate the turbulent environment.

Organizational Structure and Management Team

Harley-Davidson’s organizational structure operates with a hierarchical approach designed to foster innovation and operational efficiency. The company’s management team includes a President and CEO, supported by executive leaders overseeing functions such as manufacturing, marketing, finance, and product development. The organizational structure emphasizes regional divisions to address specific market needs across North America, Europe, and emerging markets, ensuring tailored strategies and local responsiveness. Leadership emphasizes a culture of collaboration, innovation, and a customer-focused approach embedded in corporate governance to sustain competitive advantage.

Brands, Business Units, Products, and Services

Harley-Davidson’s brand portfolio is distinguished by its core Harley-Davidson Motorcycles segment, which encompasses heavyweight bikes associated with the brand’s rugged American image. The company also manages several sub-brands and business units, including Harley-Davidson MotorClothes (apparel and accessories), Husqvarna Motorcycles (off-road bikes acquired in 2007), and financial services through Harley-Davidson Financial Services, which offers financing, insurance, and other related services. The product lineup ranges from cruiser motorcycles to touring bikes, with a focus on customizable, high-performance motorcycles that cater to diverse rider preferences. Additionally, Harley provides after-sales services, riding experiences, and branded merchandise to sustain customer engagement and brand loyalty.

Key Corporate Goals and Objectives

In 2009, Harley-Davidson’s strategic goals revolved around expanding into emerging markets such as Asia and Eastern Europe, launching new motorcycle models to appeal to younger and more diverse consumers, and enhancing product customization options. The company aimed to innovate through new product introductions, including lighter, more fuel-efficient bikes aligned with regulatory trends and consumer preferences. It also sought to increase market share in established regions and develop new customer segments by leveraging digital marketing and lifestyle branding. These objectives were designed to reinforce Harley-Davidson’s iconic image while adapting to evolving industry dynamics and consumer behaviors.

Financial Performance: 2009 Revenues and Net Profit

Harley-Davidson reported total revenues of approximately $4 billion in 2009, reflecting the challenging economic environment and decreased consumer discretionary spending. Despite this revenue decline, the company's net profit was negatively affected, resulting in a net loss of approximately $155 million. The financial results underscore the impact of the global recession on manufacturing and consumer demand for premium motorcycles, emphasizing the importance of strategic initiatives aimed at market expansion and product innovation to restore profitability.

Conclusion

Understanding Harley-Davidson’s strategic direction, organizational framework, and financial health as of 2009 provides essential insights for new planning team members. Although the year was marked by economic difficulties, the company’s commitment to innovation, market expansion, and brand loyalty laid the foundation for a resilient future. As Harley-Davidson navigates the evolving landscape of the motorcycle industry, strategic initiatives aligned with its core values and ambitious growth goals will be vital for sustained success.

References

• Harley-Davidson Inc. (2009). Annual Report. Retrieved from https://investor.harley-davidson.com/financials
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