Assignment 1: LASA 2 Strategic Plan and Self-Reflection Summary
sooorapz
LaskyJ_M1A3.pptxBusiness Overview
John E. Lasky
Argosy University
Professor deborah shearer
bus499 – M1A3
11 January 2018
VISION AND OVERVIEW PERFORMANCE
“Harley-Davidson, Inc. is an action-oriented, international company, a leader in its commitment to continuously improve our mutually beneficial relationships with stakeholders (customers, suppliers, employees, shareholders, government, and society). Harley-Davidson believes the key to success is to balance stakeholders’ interests through the empowerment of all employees to focus on value-added activities (Johnson, (2003).”
“Harley-Davidson, Inc. is an action-oriented, international company, a leader in its commitment to continuously improve our mutually beneficial relationships with stakeholders (customers, suppliers, employees, shareholders, government, and society). Harley-Davidson believes the key to success is to balance stakeholders’ interests through the empowerment of all employees to focus on value-added activities (Johnson, (2003).”
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ORGANIZATIONAL STRUCTURE AND MANAGEMENT TEAM
Cross-functional teams
Decentralized Decision-Making
Included workers = Happy Workers
”Buy in”
Management team
Matthew S. Levatich: CEO
James A. McCaskin: Vice President
Enrico D’Onofrio: Managing Director
Cross-functional teams brings specialists from multiple skillsets together so they can directly cooperate with one another while simultaneously making design and manufacturing decisions (Bishop, 1999).
Cross-functional teams build every Harley-Davidson motorcycle produced beginning with its conception and design of the motorcycles to their assembly and product launch. The different teams of buyers, suppliers, manufacturing engineers and further still can make their opinion known. The ideal way to achieve this goal of building a great motorcycle is to involve everyone that is responsible for building motorcycles (Brunelli, 1999).
With cross-functional teams, decision-making is decentralized through the use of lateral decision methods, which accelerates the decision-making process because it can cut out the lines of bureaucracy and functional authority, therefore letting more people from all of the affected departments “buy-in” to the end product (Brunelli, 1999).
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BRANDS, PRODUCTS, AND SERVICES
Motorcycles
Seven different models including the trike
Prototype Electric Motorbike “Livewire”
Parts and Accessories
General merchandise
Figure 1 (Chakravarty, 2014)
Products and services offered by the organization revolve around the sale of motor cycles. Below are the various products and services:
Motorcycle sales average around 78% of the company’s sales. Manufactures seven different models of motor cycles which is what they are known for. Many different variations are available from each model such as the street bike, soft tail, sportster, touring, CVO and the trike.
Parts and accessories are also available for modification, upgrading or repairing of motorcycles.
General Merchandise is a big money maker for the company as millions buy t-shirts, key rings, and other collectibles although they may not own a machine themselves.
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CORPORATE GOALS AND OBJECTIVES
long-term strategy through 2027 focuses on five objectives:
Build two million new Harley-Davidson riders in the U.S.;
Grow international business to 50 percent of annual volume;
Launch 100 new, high-impact motorcycles;
Deliver superior return on invested capital for Harley-Davidson Motor Company (S&P 500 top 25%); and
Grow the business without growing its environmental impact (Anderson, 2018).
As stated by CEO Matthew S. Levatich Harley Davidson plans to increase the number of riders globally. Believing that a focused strategy with their dominant brand and commitment to excellence will put the company in position to grow the demand for their products while cultivating the sport (Anderson, 2018).
The company’s long-term strategy through 2027 is focused on five objectives to:
Build two million new Harley-Davidson riders in the U.S.;
Grow international business to 50 percent of annual volume;
Launch 100 new, high-impact motorcycles;
Deliver superior return on invested capital for Harley-Davidson Motor Company (S&P 500 top 25%); and
Grow the business without growing its environmental impact.
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TOTAL REVENUE AND NET PROFIT 2016
Total Revenue 2016 - $5,996,458
Net Income - $692,164
The organization registered a drop in revenues and profits in 2009.
The revenues added up to $4.29 billion compared to $5.58 in 2008 and the net profit was $70.6 million compared to $684.2 million in 2008(Briel & Hall, 2010).
This is 23% drop in revenue and a 90% drop in profits which is drastic.
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REFERENCES
Anderson, Adam. (2018). Harley Davidson Inc., Retrieved from http://subscriber.hoovers.com.libproxy.edmc.edu/H/company360/overview.html?companyId=10706000000000&newsCompanyDuns=102224623
Bishop, S. K. (1999). Cross-functional project teams in functionally aligned organizations. Project Management Journal, 30(3), 6–12.
Brunelli, M. A. (1999). How Harley-Davidson uses cross-functional teams. Purchasing, 127(7), 144-148. Retrieved from https://login.libproxy.edmc.edu/login?url=https://search-proquest-com.libproxy.edmc.edu/docview/214447607?accountid=34899
Chakravarty, M. A. (1999). Image 1 (image file) An electric Harley Davidson Motorcycle is here and its named Project Livewire. Retrieved from http://luxurylaunches.com/transport/harley-davidson-electric-motorcycle-project-livewire.php
Johnson, M. (2003, Aug 24). Even corporate CEOS buy into Harley-Davidson mystique. Knight Ridder Tribune Business News Retrieved from https://login.libproxy.edmc.edu/login?url=https://search-proquest-com.libproxy.edmc.edu/docview/461465335?accountid=34899
SEC, US. (2017, April 18). Form 8-K, Harley Davidson, Inc.. Project Management Journal, 30(3), 6–12.
Brunelli, M. A. (1999). How harley-davidson uses cross-functional teams. Purchasing, 127(7), 144-148. Retrieved from https://login.libproxy.edmc.edu/login?url=https://search-proquest-com.libproxy.edmc.edu/docview/214447607?accountid=34899
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