Harley Davidson Company

Harley Davidson Company

Motor Harley-Davidson Company is the name of the company I have chosen to analyze. It is a public company founded in the year 1903. Harley Davidson is a manufacturing company that deals with heavyweight motorcycles and a line of motorcycles parts, accessories, general merchandise and services related to such kind of products.

A set of strengths and opportunities earns Harley Davidson, an edge of their competitors. One of the strengths of the company is that it is conglomerate in nature since it deals with selling of the motorcycles and its parts and providing financial services. These are two different services provided by one company. The opportunity for Harley-Davidson Company is that there is growing interest in motorcycles worldwide for leisure activities. There are so many markets for motorcycles in the countries like Pakistan and India coming up, and Davidson can identify it as a niche so that it can be their largest supplier. Taking an example of Harley Davidson Company, its products are highly priced but because of the high quality of goods, they produce the consumers still buy the motorcycles and their parts from them. This is because the environment is dynamic; the consumers have adapted the high prices because they are loyal to the brand.

Harley Davidson company has a set of functional-level and organizational resources that earns it a competitive advantage over its competitors. It has strong capital resources in the form of machinery and implemented technology that allows it to exploit available opportunities with a given period. The organizational resources particularly adopted advanced technology in the line of production and improvisation has enabled Harley Davidson organization to address threats in the internal and external environment. Additionally, the organization sets the pace in the industry by going to production techniques, models, and dimensions that are rare among its competitors. As such, the organization can beat its competitors regarding quality, provision of diverse designs, and in meeting the varying consumer needs.

Moreover, the company applies business level strategies to enhance value extended to customers and to have a superior advantage in a competitive environment. Such one plan includes coordination of unit activities that allow a logical connection of all departments in Harley Davidson Company. The organization further adopts a cost leadership strategy that is guarded by the standard of the products produced. The company sets prices that conform to the quality of the final product. Another strategy is in the form of differentiation. Different and unique features are added to the end product to address arising needs. This makes the organization competitive in sustaining consumer needs.

Harley Davidson has a unique structure that conforms to its everyday strategies. The leadership addresses the needs of the organization while departmentation allows specialization. Such strategies as functional level and business level strategies are achievable. A unique element is the culture of the organization that has embraced quality and the highest level of standards in the provision of products and meeting consumer needs. This makes marketing and brand promotion easy for the company.

One unique aspect about Harley Davidson is its intent to focus on more than a single domain. Other than manufacturing of motorcycles, it has done much to provide financial services.  It has exploited corporate level strategies in the form of value creation where it expands its market share. It aims at diversification an element that wins it a large portion of the overall market share (Hadlock, Ryngaert & Thomas, 1998). This serves to edge out its competitors as risks are well distributed. A neutral value strategy is evident in its tendency to create synergy across departments. The departments coordinate efficiently securing a steady cash flow within the organization.

Concisely, Harley Davidson Company specializes in motorcycle manufacture and provision of financial resources. It has a sound capital base and a bunch of loyal customers enhancing its competitiveness. Its structure and culture are built around functional, business, and corporate level strategies an element that has earned it an edge over its rivals.

 

References

Elsner, D. L. (2008). Analyzing the External Environment of the Firm: In Strategic Managemen. United States: The McGraw-Hill Companies.

Hadlock, C. J., Ryngaert, M. D., & Thomas, S. E. (1998). Corporate structure and equity offerings: are there benefits to diversification?. Available at SSRN 137539.

 

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