Sunday, April 14, 2019

Harley-Davidson Inc Essay Example for Free

Harley-Davidson Inc sampleThis case understand analyzes the differentiation st investgy adopted by Harley-Davidson Inc. to differentiate itself from the competition. Further, it allow for address the issues and challenges face by Harley- Davidson Inc. cod to changing demographics and financial turmoil. And last but non least the case study will give an idea of what strategies Harley- Davidson Inc. could apply in the future so that it could sustain and enhance its agonistical position.There are two generic business level strategies to yield a higher rate of profit over a rival according to M. Porter. First, a firm can revolve around on cost blend inership, which generates economic value by having lower costs than competitors. Second, a firm can focus on harvest-feast differentiation and generates economic value by offering a growth that customers cull over the fruits of competitors. In other words the firm provides something unique that is valuable to buyers beyond offering the product at a low price.Harley-Davidson Inc. does not focus on cost leadership, but on product differentiation. Its tangible dimensions of differentiation are among other things its classic style that had characterized Harleys since its early years, the ability to personalize the pedal according to geniuss taste, the super-heavyweight cruiser bikes it sells and the wide price range. Moreover, H.D. offers a wide pre- and after- sales service that obliges dealers to carry a full line of Harley replacement parts and accessories and to perform service on Harley bikes, it offers test ride facilities, rider instruction classes, pedal rental, assistance for owners in customizing their bikes through dealer- mingyd design centers and chrome consultants, insurance services and unshared dealerships.Its intangible dimensions of differentiation are its unique image, status, exclusivity and identity. Thus, H.D does in corporeal the American lifestyle, stands for individuality, f reedom, toughness and adventure and can be seen as the ultimate biker status. Some people might even state that it demos something close to a faith or a family. H.D. realized the HOG, a community where Harley Owners meet and interact with other Harley owners and where Harleys employees participate eagerly. That way H.D. could create a strong loyalty among Harley owners by creating a Harley experience and a unique relationship with its customers.Harley console focuses mainly on the Baby Boomer generation, customers that are now age 35 and 54, male and set class and on heavyweight cruiser motorcycles, which prioritize the statement of style over either treasure or speed up.In summary H.D. applied a differentiation strategy wherein it targeted specific products at inlet segments (heavyweight cruiser motorcycles). The brand has a cult status among its loyal clientele and characterizes adventure, freedom, tradition and power. By differentiating its product from the products of co mpetitors H.D. was able to command a premium for its products.Further, H.D. resources and capabilities are compared to those of one of his competitors taking the example of Honda. H.D. represents one of the antiquatedest motorcycle brands in the US. They are designed, engineered, assembled and built in the U.S.A. Honda designs and builds its motorcycles in Japan. Whereas Honda is known for the best weight to power ratios, emphasizes speed and power and aims at a younger clientele, H.M. is known for its cruiser motorcycles which prioritize the statement of style over either comfort or speed and are mainly bought by customers between age 35 and 54. Further, H.D. competes with Honda by excessively building performance motorcycles (Buell Motorcycles) and Honda competes with H.D. by also building cruisers targeting H.D.Due to the smaller corporate size and inability to share RD across cars and bikes H.D.s ability to invest in technology and new products is limited. Thus, approximately of Harleys product development efforts in the past were limited to style changes, new paint designs and engineering improvements. In contrary, Honda has been continuously pursuing advancement of new technologies and new products. Thus, it puts emphasis on innovation in burn down and Engine Technology. Because of the advanced nature of their research, Honda has a strong first-mover advantage over competitors such as H.D. It will be difficult for H.D., which does not actively pursue his own research to catch up with Honda. Moreover, Honda does also have a strong brand loyalty (64% vs. 48% Industry Average) and it offers multiple lines (cars, motorcycles, mowers). Further, Honda does cultivate aggregated production, whereas H.D. offers highly customized products, which allows H.D. to premium pricing.Moreover, Honda successfully continues to broaden the sales distribution base beyond the North American and Japanese markets to Asia, Russia and Europe. H.D. sells the American lifestyle and is rooted in American culture. The European motorcycle market focuses on performance bikes (70%) and not on H.D.s specialty, the cruisers (only 30%). Those circumstances lead to difficulties for H.D. regarding its position in the European market. Difficulties Honda does not have. To extend its European charge H.D. bought the MV Agusta Group, which has two families of motorcycles, a line of exclusive, premium, high-performance sport motorcycles and a lightweight motorcycle to comply with the demand on the European market.H.D. is thus facing the threat of maturation advantages of determined competitors. Market shares on the international market continue to grow for other firms. Demographic changes represent a threat to H.D. because of the aging customer base H.D. does have. The owners continue to age (Baby Boomer generation and short they are too old to ride their bikes.Another threat is the economic recession. Customers are staying away due to less buying power. H.D. had to c ut jobs and to close production facilities. Further, EUs motorcycle noise standards and pollution and emission standards that are not up to level of some countries represent a threat to H.D.Because of the aging customer base H.D. should market and position their products to the right market segment. Since the original H.D. customers are soon to be too old to ride their motorcycles H.D. could apply a multi-generational and multi-cultural marketing strategy that also includes young adults and women. In order to make it H.D. needs to supply different types of bikes with different brand images to appeal to different and changing types of customers. H.D. could then upgrade take action in increasing their market share internationally by expanding their current presence and reaching new international markets and creating value for its brand outside the U.S.Further, H.D. should focus on the Harley brand by leveraging unique H.D. strenghts. It should abandon the Buell line of sport bikes a nd the Agusta line. Moreover, H.D. should develop its technology to increase automation. This will lead to cheaper labor and to a more efficient customization. What H.D. should not do is lowering its customization level since customization also represents one of H.D.s highest assets for their brand.To get access to high-level technological capabilities H.D. could merge with groups like Renault/Nissan who bring Japanese manufacturing skills or Volkswagen, who has sensitive Eastern European experience.

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