Assignment 1: LASA 2 Strategic Plan and Self-Reflection Summary
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FonsecaC_M1_A3.doc.pptxHarley – Davidson Today: A Brief Overview of the Business Carla Fonseca February 1, 2018
2009 Vision and Overview Performance of the CEO’s
Action-oriented business-Talking about strategies and continuous improvement and reducing costs. Make things better such as, product, development, business processes and manufacturing.
Value added activities-Focus on quality, flexibility, and Efficiency.
International scope-Expand and incorporate social and environmental responsibility in the daily work. (Markides & Williamson, 1996) Building greater flexibility and efficiency in a product’s path from design to the dealerships to have better managing supply and demand.
Leadership in stakeholder management-Strategies for leaders to continue to develop creativity, accountability, and collaboration. Prepare strong, committed leaders who live the same values to keep the business successful.
Management Team and the Organizational Structure
Harley-Davidson management team and organizational structure:
Three Circles
Function-based groups
Centralization
Global hierarchy
Provide Needed Support
Challenge Conventional Thinking
Produce Necessary Project
Create Demand and Long-Term Mindsets
Improve Strategic Planning
Develop Strategy Skills
Build a Highly Effective Strategy Function
Leadership Council’s Strategies:
Communications
Work together toward the achievement of common goals to contribute success of the company
Finance/Financial Services
Motor Company Product & Operations
Brief Description: Brands/Business Units and the Products and Services Offered
Harley-Davidson has 28 models which include heavyweight choppers- Models feature big twin engines with traditional styling, which are only somewhat bulkier than (Schembri, 2009) Sportster chopper. The product provides customers with a strong power to weight (Markides & Williamson, 1996) ratio and an exceptional level of performance.
Buell company- Overall performance in motorcycle products with the emphasis in innovative design and great handling.
Merchandise- Custom choppers primarily for considerable traveling. The company not only designs performance choppers, but also manufactures clothing, accessories, chopper parts, and many other collectibles.
Key Corporate Goals and Objectives: New Products, New Markets, New Customers
New products - Grow motorcycling in the United States. Increase research and development and expand product mix.
New markets – Development for a supporting and intensive growth for strategies. Expand and establish global expansion and growth in more countries in able to grow earnings faster than revenues.
New customers - Product development for business growth to attract and retain customers. The company grows by using market penetration in reaching more customers in its current markets.
2009 Total Revenues & Net Profits
Harley Davidson- Total Revenues in 2009 - $1.29 billion
Net profit in 2009 – Harley Davidson net income was $117.3 million
References
Schembri, S. (2009). Reframing Brand Experience: The Experiential Meaning of Harley–Davidson. Journal Of Business Research, 62 (12), 1299-1310.
http ://dx.doi.org/10.1016/j.jbusres.2008.11.004
Diverse Team Leads Strategic Planning, Rebranding. (2017). Nonprofit Communications Report, 15(9), 5-5. http:// dx.doi.org/10.1002/npcr.30763
Markides, C.C., & Williamson, P.J. (1996) Corporate Diversification and Organizational Structure: A Resource- Based View. Academy of Management Journal, 39 (2), 340-367.
