Review The Initial Scenario And The Strategic Busines 931408

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.

Paper For Above instruction

Introduction

Harley-Davidson (H-D) stands as an iconic brand in the motorcycle industry, symbolizing freedom, innovation, and American craftsmanship. As global markets evolve and competition intensifies, H-D must strategically adapt to maintain its competitive edge. This paper provides a comprehensive strategic business plan that addresses the current economic landscape, organizational dynamics, leadership attributes, and future initiatives to propel H-D forward while considering global economic factors, organizational culture, and personal leadership development.

Part I: Global Economy & Factors Affecting H-D

H-D’s Motivations & Risks

Harley-Davidson’s motivations for expansion are driven by the desire to capture emerging markets and diversify revenue streams amid mature North American markets (Johnson, 2020). Key risks include geopolitical instability, fluctuating currency exchange rates, and varying consumer preferences across regions (Lee & Kim, 2019). Recognizing these risks allows H-D to develop mitigation strategies, such as localized production and tailored marketing efforts.

Competitive Advantage in Global Markets

H-D’s distinctive brand identity, loyal customer base, and high-quality craftsmanship underpin its competitive advantage. Its strong brand equity, supported by a legacy of American heritage, differentiates it from competitors (Smith & Johnson, 2021). Moreover, its diversified product line and customization options appeal to global consumers seeking personalized experiences.

Entry Strategies for Global Expansion

H-D can adopt a combination of joint ventures and wholly-owned subsidiaries to penetrate new markets carefully (Anderson & Kumar, 2020). In markets with regulatory barriers, joint ventures facilitate local partnerships, whereas direct investments are suitable where brand recognition is high.

Internet Strategy and Adding Value

A robust online presence enhances customer engagement, sales, and brand loyalty. Developing an e-commerce platform tailored for international markets, including localized content and seamless payment options, can expand H-D’s reach (Miller & Davis, 2019). Utilizing internet business models such as direct-to-consumer sales and virtual customization tools adds value by providing convenience and personalized experiences (Porter, 2019). Leveraging e-business capabilities supports competitive strategies like differentiation and cost leadership.

Part II: Corporate Leadership

Organizational Culture and Attributes

H-D’s organizational culture reflects innovation, tradition, and customer-centricity. To reach strategic goals, team members should embody attributes such as adaptability, entrepreneurial spirit, and a passion for excellence (Davis, 2021). Cultivating a culture that encourages continuous learning and innovation remains essential.

Motivational Techniques

Implementing recognition programs, empowerment initiatives, and career development opportunities motivate teams (Bass & Riggio, 2018). Providing clarity of purpose and aligning individual goals with organizational vision foster engagement and commitment.

Organizational Design and Team Strategies

Transitioning to team-oriented structures requires deploying cross-functional teams in R&D, marketing, and customer service to promote collaboration. Department-specific strategies include agile teams for product innovation, strategic alliance teams for market expansion, and service teams emphasizing customer experience (Johnson et al., 2020). Clear roles, shared goals, and effective communication channels are vital for success.

Leadership Traits and Organizational Characteristics

Effective leaders at H-D should demonstrate traits like integrity, resilience, and visionary thinking (Northouse, 2018). An ethical organization emphasizes transparency, accountability, and social responsibility. Missing elements such as inclusive leadership and cultural competence should be incorporated to enhance organizational effectiveness.

Learning Organization Characteristics

Creating a learning environment involves fostering open communication, encouraging experimentation, and investing in employee development. Developing feedback mechanisms and knowledge-sharing platforms helps sustain innovation (Senge, 2006).

Part III: Strategic Plan Summary

Conclusions and Recommendations

H-D’s strategic directions emphasize global market expansion, organizational agility, and leadership development. Recommendations include investing in technology, fostering innovation, and strengthening organizational culture.

Implementation and Roadmap

The implementation plan involves phased rollouts of new teams, leveraging project management tools, and establishing clear benchmarks like sales growth, market penetration metrics, and customer satisfaction indices (Kaplan & Norton, 2008). Regular monitoring and flexibility are critical to adapting strategies.

Risks and Mitigation

Risks identified include market volatility, technological disruptions, and resistance to change. Mitigation strategies encompass diversified investments, continuous training, and stakeholder engagement.

Part IV: Self-Reflection

Reflecting on my learning journey, I recognize five key lessons—adaptability, strategic thinking, ethical leadership, cultural competence, and continuous learning—that will guide my professional development. My educational experiences have sparked interest in strategic management and operations leadership.

Understanding personal biases has been transformative. For example, I previously underestimated the importance of cultural diversity in strategic planning; now, I aim to incorporate inclusivity consciously. Managing biases involves ongoing self-awareness, seeking diverse perspectives, and embracing feedback (Krumnow et al., 2021).

In summary, this experience has strengthened my leadership approach, emphasizing ethical decision-making, stakeholder engagement, and innovation. These principles will support my future roles in business leadership.

References

• Anderson, R., & Kumar, S. (2020). Global expansion strategies: Processes and implications. Journal of International Business, 45(3), 150–165.
• Bass, B. M., & Riggio, R. E. (2018). Transformational leadership (2nd ed.). Routledge.
• Davis, K. (2021). Organizational culture and performance. Harvard Business Review, 99(1), 78–85.
• Johnson, M. (2020). Market expansion and brand growth in the motorcycle industry. International Journal of Business Strategy, 35(4), 210–225.
• Johnson, P., Scholes, K., & Whittington, R. (2020). Exploring corporate strategy (12th ed.). Pearson.
• Kaplan, R. S., & Norton, D. P. (2008). The strategy-focused organization. Harvard Business School Press.
• Krumnow, L., et al. (2021). Managing personal biases in leadership development. Journal of Leadership & Organizational Studies, 28(2), 123–136.
• Lee, H., & Kim, S. (2019). Currency risk management in global business. Journal of International Finance, 12(2), 88–104.
• Miller, S., & Davis, R. (2019). E-commerce strategies for international brands. Business Horizons, 62(3), 299–310.
• Porter, M. E. (2019). Competitive advantage: Creating and sustaining superior performance. Free Press.
• Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. Doubleday.