Review The Initial Scenario And The Strategic Business Plan

Review The Initial Scenario And The Strategic Business Plan Presented

Review the initial scenario and the Strategic Business Plan presented in Module 1 to make sure that the requirements of the Board and the Part II Strategic Plan are met. In order to meet the requirements of the Board, you will prepare the final Strategic Business Plan—Part II—Strategic Plan to the Executive Board. Ensure your strategic plan is thorough, succinct, and complete. Challenge yourself to link the targets to specific initiatives you have identified in the Strategic Plan you are developing for H-D. Your written report should include a title page, table of contents, executive summary, and each of the following sections in an 8- to 12-page report: Part I: Global Economy & Factors Affecting H-D Identify H-D’s Motivations & Risks Motivations for Expansion Risks in Expansion Explain H-D’s competitive advantage in Global Markets Determine and explain entry strategies for global expansion Recommend an Internet approach/strategy for H-D How the Internet adds value Internet Business Models Competitive Strategies Leverage E-Business Capabilities Part II: Corporate Leadership Develop the following: Current Direction Setting Organizational Culture: In addition, evaluate the culture at Harley-Davidson (H-D) and define what attributes you think team members should possess in reaching the business goals set forth by the organization. If you were part of the management team at H-D, what motivational techniques would you implement to make these teams successful? Organizational Design: As you have been completing the Strategic Business Plan, the management at Harley-Davidson has decided to take a team-oriented approach in various departments rather than the traditional, functional structure. Based on your knowledge of different types of teams and their focus, suggest what kinds of team strategies should be applied to each department. Be sure to explain your recommendations in detail. Leadership Traits Ethical Organization Characteristics Identify elements Identify missing elements Learning Organization Characteristics Identify elements Identify missing elements Part III: Strategic Plan Summary Conclusions Recommendations Implementation Discuss how you will implement your strategic plans, including how teams should be implemented in each department Develop a brief roadmap for implementation Identify the primary benchmarks to assess success or failure Risks Part IV: Self-Reflection Summary Self-reflection is the key to good leadership and good management. Reflect on what you have learned in this class and on what you gained from your Bachelor of Science program. Based on your reflections, discuss the following: Five or six key “lessons” learned from the textbook and the content that will help you in your career. Consider what you have learned throughout this program. Discuss career opportunities that interest you in business. Include what you have learned about yourself. Evaluate how your personal biases and assumptions have affected your work in the past and how you plan to manage them in the future. Your final product will be in an MS Word document approximately 8–12 pages in length and utilizing approximately 4–6 scholarly/professional sources. Your document should be written in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation. Submit your final Strategic Business Plan—Part II—Strategic Plan with your self-reflection summary to the M5: Assignment 1

Paper For Above instruction

Introduction

The strategic business plan for Harley-Davidson (H-D) is an essential framework that guides the company's growth, competitive positioning, and organizational development. This comprehensive plan is divided into four parts, each addressing critical aspects: the global economic environment, corporate leadership strategies, implementation tactics, and personal reflection. The goal is to ensure alignment with the Board's expectations and to foster sustainable expansion in both domestic and international markets. This paper synthesizes these components, providing actionable insights grounded in scholarly research and industry best practices.

Part I: Global Economy & Factors Affecting H-D

The initial focus is analyzing H-D’s motivations and risks related to international expansion. Harley-Davidson’s motivations include leveraging brand strength, tapping into emerging markets, and diversifying revenue streams. However, risks encompass political instability, currency fluctuations, cultural differences, and regulatory challenges. For instance, expanding into Asian markets offers growth potential but also exposes the company to intense local competition and different consumer preferences (Palumbo & Stoppani, 2019). H-D’s competitive advantage in global markets stems from its iconic brand, loyal customer base, and distinctive product offerings that symbolize freedom and American heritage (Keller, 2018).

To access new markets effectively, H-D should employ entry strategies such as joint ventures, direct investment, or strategic alliances that minimize risk and provide local insight (Zhao et al., 2020). An internet-based strategy can enhance global reach through e-commerce platforms, digital marketing, and virtual showrooms. The internet adds value by providing personalized customer experiences, expanding market accessibility, and enabling data-driven decision-making (Laudon & Traver, 2021). Leveraging e-business capabilities allows H-D to implement competitive strategies centered on customization, efficient supply chains, and innovative online business models like subscription services or virtual community building.

Part II: Corporate Leadership

Effective corporate leadership requires a clear understanding of H-D’s current organizational culture, which centers on innovation, independence, and a passion for authentic riding experiences (Harley-Davidson, 2022). Team members should possess attributes such as adaptability, cultural sensitivity, technological competency, and a customer-centric mindset to support organizational goals. Motivational techniques like incentive programs, recognition systems, and aligned values reinforce engagement and productivity (Deci & Ryan, 2000). In addition, fostering a sense of purpose and shared vision can drive team commitment and resilience amidst change.

Transitioning to a team-oriented organizational design, H-D should adopt cross-functional teams that promote collaboration across departments such as marketing, R&D, and sales. Specialized team strategies—for example, agile teams for product development and customer service teams focused on post-sale engagement—are recommended. These structures facilitate innovation, rapid response to market trends, and improved customer relations (McGrath & MacMillan, 2009). Ethical organization characteristics include transparency, accountability, and a commitment to social responsibility, which are integral to sustaining stakeholder trust (Crane, Matten, & Spence, 2014). Missing elements, such as diversity initiatives and stakeholder engagement, should be incorporated to strengthen ethical standards and organizational learning.

A learning organization fosters continuous improvement through knowledge sharing, feedback loops, and adaptable processes (Senge, 1990). H-D can embed these traits by investing in employee development, promoting open communication, and encouraging innovation at all levels.

Part III: Strategic Plan Summary and Implementation

Implementing the strategic plan requires a structured roadmap emphasizing phased deployment. Key steps include developing cross-functional teams aligned with strategic priorities, establishing performance metrics, and regular monitoring of progress through dashboards. For instance, local market teams should focus on customer engagement and brand localization, while digital teams drive online strategy execution. Benchmarks for success encompass market share growth, customer satisfaction scores, and digital engagement metrics (Porter, 1996). Potential risks include technological disruptions, operational inefficiencies, and market resistance, which can be mitigated through contingency planning and continuous feedback.

The organization’s leadership plays a vital role in fostering a culture of accountability and agility, ensuring that strategic initiatives translate into tangible results. Leadership development programs, change management strategies, and stakeholder communication plans are critical components of successful execution.

Part IV: Self-Reflection

Reflecting on the learning experience from this course and my Bachelor of Science program reveals key lessons applicable to future leadership roles. These include the importance of strategic agility, ethical decision-making, stakeholder management, and the value of innovation. I have gained a deeper understanding of how organizational culture influences performance and how ethical practices underpin sustainable growth.

Career opportunities of interest include strategic management roles in global manufacturing firms and innovation-focused positions in technology firms. Throughout my studies, I have recognized strengths such as analytical thinking, collaboration, and adaptability, while biases related to risk aversion and resistance to change have been identified. Moving forward, I plan to manage these biases by embracing continuous learning, seeking diverse perspectives, and fostering an open mindset.

In conclusion, this comprehensive strategic business plan not only charts a course for Harley-Davidson’s expansion and organizational development but also reflects personal growth and a commitment to ethical leadership and continuous improvement.

References

• Crane, A., Matten, D., & Spence, L. J. (2014). Corporate social responsibility: Readings and cases in a global context. Routledge.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Harley-Davidson. (2022). Corporate Responsibility & Culture. Retrieved from https://www.harley-davidson.com
• Keller, K. L. (2018). Branding strategies in the global market. Journal of Business Research, 95, 227-235.
• Laudon, K. C., & Traver, C. G. (2021). E-commerce 2021: business, technology, society. Pearson.
• McGrath, R. G., & MacMillan, I. C. (2009). The entrepreneurial mindset: Strategies for exceptional performance. Harvard Business Review Press.
• Palumbo, F., & Stoppani, M. (2019). Internationalization and cultural differences: Impacts on strategic decision-making. International Journal of Business and Management, 14(5), 45-60.
• Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
• Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. Doubleday/Currency.
• Zhao, H., et al. (2020). Entry strategies into emerging markets: An analysis of multinational corporations. International Business Review, 29(1), 101598.