What strategy (or combination of strategies) did Harley Davidson use to become such a successful organization?

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Please read the information below and the attached info and in a 4 to 5 pages report for the executives of HD corporation, please help me by answering the following questions:

What strategy (or combination of strategies) did Harley Davidson use to become such a successful organization?

To what extent has Harley Davidson’s strategy (or combination of strategies) changed over the years, or been constant?

How does Harley Davidson’s strategy (or combination of strategies) “fit” with the environment of the motorcycle industry?

How does Harley Davidson’s strategy (or combination of strategies) “fit” with the internal resources and competencies of the firm?

Based on your analysis and findings, what would you recommend to the executives of Harley Davidson Motorcycle Corporation?

Please read the information below and in a 4 to 5 pages report for the executives of HD corporation, please help me by answering the following questions:

Information
Strategic Choices or Alternatives
Strategy formulation takes place at three different levels:
â–ºCorporate Level: Concerned with the selection and management of a portfolio of businesses in which your company should compete.
â–ºBusiness Level: Concerned with developing and sustaining a competitive advantage for the products/services the business produces.
â–ºFunctional Level: Concerned with the development and coordination of resources at the operating level.
Making the right choice strategically at each level of the company is what divides the successful company from the ones who are now in the pages of history.
Making the right choice strategically at each level of the company is what divides the successful company from the ones who are now in the pages of history. In this course, however, we have been focusing mainly on the business level of strategy and we will continue this focus in this module.
In formulating a strategy, which will then influence the day to day choices made by the firm in pursuit of its mission, the organization must:
• Take into account their resources and capabilities
• Accommodate the restrictions and opportunities imposed by the environment
• Integrate knowledge of strategy and organizational architecture
Although companies seem to follow an endless variety of different strategies, in truth, there are only a handful of generic strategies – though the choices of how to implement them may indeed be endless. To learn about the role of the basic four types of strategy in building a competitive advantage read:
Tutor2u.net (2011). Competitive advantage. Retrieved, from: http://www.tutor2u.net/business/strategy/competitive_advantage.htm
The key to organizational viability and growth — is to stake out a position that is:
• less vulnerable to attack from competitors, both established and new, and
• less vulnerable to erosion from the direction of customers, suppliers, and substitute products/services.

Review the materials from HD’s investor web page.
Harley Davidson. (2012). Quick Links (Investor relations page). Retrieved from: http://investor.harley-davidson.com/phoenix.zhtml?c=87981&p=irol-govhighlights&locale=en_US&bmLocale=en_US
The following readings demonstrate the relationship between Porter’s generic strategies and the threats from competitors. customers, suppliers, and substitute products.
Quickmba.com (2010). Porter’s Generic Strategies. Quick MBA. Retrieved August, 2011, from http://www.quickmba.com/strategy/generic.shtml
Tutor2u.net (2011). Competitive advantage. Retrieved, from: http://www.tutor2u.net/business/strategy/competitive_advantage.htm
Also take review the following document that outlines Harley’s alliance with Lehman Trikes:
Looney, D. C., & Ryerson, A. (2011). LEHMAN TRIKES: A STORY WITHIN A STORY. Journal Of The International Academy For Case Studies, 17(7), 45-58. (Available via the Library by way of the EBSCO database).




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