mngt 007 stratplan template

8/18/2019 Mngt 007 Stratplan Template

1/35

Internal Factors:

TN Factors

IF1 Harley-Davidson heritage is symbolic of the American dream.

IF2

IF3

IF4

IF5 Harley -Davidson is the only maor American motorcycle man!fact!rer.

IF"

IF#

IF$

IF%

IF1&

IF11

IF12

IF13

IF14

IF15

IF1"

IF1# 'he last 21yrs Harley-Davidson motorcycle led the ind!stry in (.)

IF1$

Harley-Davidson became an icon for American *eo*le for more than1&& years

Harley-Davidson motorcycle +as being a*art to its com*etitors beca!seof its +ell-,no+n mar, and tattoos engraved on every motorcycle theyma,e.

Harley-Davidson strong relationshi* b!ilt on tr!st and res*ect +iths!**liers dealers and c!stomers.

'he Harley-Davidson o+ners gro!* is the largest com*any s*onsoredmotorcycle enth!siast organiation.

Harley-Davidson consider the availability as /nancing thro!gh HarleysDavidson /nancial services as a com*etitive advantage.

Harley-Davidson created its Academy of 0otorcycling to reach the non-riders c!stomers.

Harley- Davidson ioneered the segment of heavy+eight motorcycle-mar,et.

Harley- Davidson man!fact!res /ve families of motorcycle to!ringdyna soft ail s*ortster.

In 1%$" Harley-Davidson regains s!*er heavy +eight mar,et beating

!* HDA

Harley-Davidson actively *romotes the motorcycling lifestyle in theform of event rides valise and Harveys o+ner gro!*.

Harley-Davidson trademar, creates a+areness to the c!stomer andnon-riding *!blic.

6 *rogram of Harley- Davidson give !ni7!e advantage to thecom*etitors.

'he larger-dis*lacement c!stom and to!ring motorcycle are the most*ro/table for Harley - Davidson

Harley-Davidson do charity +or,s they foc!s giving on ed!cation andrevitaliation and also healthenviroment

Harley-Davidson lose its several facilitates that ca!se their sales todecrease.


2/35

IF1%

IF2&

IF21

IF22 Harley-Davidson relies on fe+ s!**liers for their motorcycle *arts.

IF23

IF24

IF25

IF2"

IF2#

IF2$IF2%

IF3&

IF31

IF32

IF33

IF34

IF35

IF3"

IF3#

IF3$IF3%

IF4&

IF41

IF42

IF43

Harley-Davidson motorcycles +as only limited for the !**er class*eo*le beca!se of its high *rice.

Harley- Davidson Financial services decrease "1 *ercent o*eratingincome in 2&&$.

In 2&&$ shi*ment of Harley-Davidson motorcycle decrease by $.2

*ercent com*ared last year.

Harley-Davidson have some 7!ality *roblems beca!se they e8*anded*rod!ction 7!ic,ly


3/35

External Fa

Evaluation Reference TN

9F1

9F2

9F3

9F4

9F5

9F"

9F#

9F$

9F%

9F1&

9F11

9F12

9F13

9F14

9F15

9F1"

9F1#

9F1$


4/35

9F1%

9F2&

9F21

9F22

9F23

9F24

9F25

9F2"

9F2#

9F2$9F2%

9F3&

9F31

9F32

9F33

9F34

9F35

9F3"

9F3#


5/35

tors:

Factors

:omen and yo!nger riders are increasing and becoming interested in bi,es.

Demand in India for Harley-Davidson motors +as fast gro+th.

9!ro*ean demand for Harley- Davidson is the highest in the international mar,et.

Increasing in the n!mber of motorcycle riders.

'he heavy +eight motorcycles mar,et id highly com*etitive.

ost of im*orting internationally co!ld become e8*ensive.

9conomic crisis res!lt to the declining stoc, *rice on Harley-Davidson motorcycle.

;egistration for Asia *aci/c mar,et decreasing.

Honda is the :orlds largest motorcycle.

High im*ort tari


6/35


7/35

Evaluation Reference


8/35


9/35

Internal Factor 0atri8

TN

1 IF1

2 IF2

3 IF3

4 IF4

5 IF5

" IF"

# IF#

$ IF$

% IF%

1& IF1&

11 IF11

12 IF12

13 IF13

14 IF14

>

1 IF15

2 IF1"

3 IF1#

4 IF1$

5 IF1%


10/35

" IF2&

# IF21

$

98ternal Fa TN

#

9F1

1 9F2

2 9F3

3 9F4

4 9F5

5 9F"

" 9F#

#

$%

>

1 9F$

2 9F%

3 9F1&

4 9F11

5 9F12

" 9F13

# 9F14

$ 9F15

% 9F1"

1&

11


11/35

Critical Factors

Harley-Davidson heritage is symbolic of the American dream.

Harley -Davidson is the only maor American motorcycle man!fact!rer.


6 *rogram of Harley- Davidson give !ni7!e advantage to the com*etitors.

WEAKNESS

Harley-Davidson motorcycle +as being a*art to its com*etitors beca!se of its +ell-,no+n mar, and tattoos engraved on every motorcycle they ma,e.

Harley-Davidson strong relationshi* b!ilt on tr!st and res*ect +ith s!**liersdealers and c!stomers.

'he Harley-Davidson o+ners gro!* is the largest com*any s*onsored motorcycleenth!siast organiation.

Harley-Davidson consider the availability as /nancing thro!gh Harleys Davidson/nancial services as a com*etitive advantage.

Harley-Davidson created its Academy of 0otorcycling to reach the non-ridersc!stomers.

Harley- Davidson man!fact!res /ve families of motorcycle to!ring dyna soft ails*ortster.

Harley-Davidson actively *romotes the motorcycling lifestyle in the form of eventrides valise and Harveys o+ner gro!*.

Harley-Davidson trademar, creates a+areness to the c!stomer and non-riding*!blic.

Harley-Davidson do charity +or,s they foc!s giving on ed!cation and revitaliationand also healthenviroment

'he larger-dis*lacement c!stom and to!ring motorcycle are the most *ro/tablefor Harley - Davidson

'hey over-de*endent in (.) mar,et beca!se most of their reven!e coming from(.)

Harley-Davidson lose its several facilitates that ca!se their sales to decrease in2&&$.

Harley-Davidson motorcycles +as only limited for the !**er class *eo*le beca!seof its high *rice.

Harley- Davidson Financial services decrease "1 *ercent o*erating income in2&&$.

In 2&&$ shi*ment of Harley-Davidson motorcycle decrease by $.2 *ercentcom*ared last year.


12/35

Harley-Davidson relies on fe+ s!**liers for their motorcycle *arts.

Total WAS

Critical Factors

Opportunities

:omen and yo!nger riders are increasing and becoming interested in bi,es.

Demand in India for Harley-Davidson motors +as fast gro+th.

9!ro*ean demand for Harley- Davidson is the highest in the international mar,et.

Increasing in the n!mber of motorcycle riders.

!stomer val!e 7!ality *arts for motor bi,es.

treat

'he heavy +eight motorcycles mar,et id highly com*etitive.

ost of im*orting internationally co!ld become e8*ensive.

9conomic crisis res!lt to the declining stoc, *rice on Harley-Davidson motorcycle.

;egistration for Asia *aci/c mar,et decreasing.

Honda is the :orlds largest motorcycle.

High im*ort tari


13/35

Wei!t Rate

&.&$& 4.&& &.32 Average :eight

&.&4$ 3.&& &.14

&.&"& 4.&& &.24

&.&"& 4.&& &.24

&.&4$ 4.&& &.1%

&.&"& 4.&& &.24

&.&5& 4.&& &.2&

&.& 4.&& &.2$

&.&3& 3.&& &.&%

&.&3& 3.&& &.&%

&.&4$ 3.&& &.14

&.&"& 4.&& &.24

&.&3& 3.&& &.&%

&.& 4.&& &.2$

&.&"& 1.&& &.&"

&.&45 2.&& &.&%

&.&3& 2.&& &.&"

&.&5& 1.&& &.&5

&.&45 2.&& &.&%

"uantitative

Wei!te$Score


14/35

&.&3& 1.&& &.&3

1.&& &.&&

1%&& '%1(

Wei!t Rate

&.&% 4.&& &.3" Average :eight

&.&" 2.&& &.12

&.&4 3.&& &.12

&.&5 3.&& &.15

&. 3.&& &.21

&.&% 4.&& &.3"

&.&3 3.&& &.&%

&.&" 1.&& &.&"

&.&% 4.&& &.3"

&.&" 2.&& &.12

&.&5 2.&& &.1&

&. 3.&& &.21

&.&5 2.&& &.1&

&.&4 1.&& &.&4

&.&% 3.&& &.2#

&.&" 1.&& &.&"

&.&&

1%&& )%('

"uantitative

Wei!te$Score


15/35

&.&4$


16/35

&.&"25


17/35

om*etitive ro/le 0atri8# Copetitors* H

Copetitive Factors Wei!t Rate

1 Advertising &.&" 4.&&

2 ?lobal 98*ansion &.12 4.&&

3 9


18/35

DA @0: )(B(CI

Rate Rate Rate

&.24 3.&& &.1$ 4.&& &.24 4.&&

&.4$ 3.&& &.3" 4.&& &.4$ 3.&&

&.2# 3.&& &.2# 3.&& &.2# 4.&&&.2$ 4.&& &.2$ 4.&& &.2$ 4.&&

&.21 4.&& &.2$ 2.&& &.14 2.&&

&.2# 4.&& &.3" 3.&& &.2# 3.&&

&.44 4.&& &.44 4.&& &.44 4.&&

&.1$ 3.&& &.2# 2.&& &.1$ 2.&&

&.44 3.&& &.33 3.&& &.33 3.&&

&.32 2.&& &.1" 4.&& &.32 4.&&

&.44 3.&& &.33 4.&& &.44 3.&&

&.&& &.&& &.&&

&.&& &.&& &.&&&.&& &.&& &.&&

'%+( '%), '%'-

Wei!te$Score

Wei!te$Score

Wei!te$Score


19/35

0AHA HA;E9-DA6ID)

Wei!te$ Score;ate

&.24 &.24 4.&&

&.3" &.24 2.&&

&.3" &.3" 4.&&&.2$ &.2$ 4.&&

&.14 &.2$ 4.&&

&.2# &.2# 3.&&

&.44 &.22 2.&&

&.1$ &.3" 4.&&

&.33 &.33 3.&&

&.32 &.&$ 1.&&

&.33 &.22 2.&&

&.&& &.&&

&.&& &.&&&.&& &.&&

'%)+ )%..

Wei!te$Score


20/35

/ision0 ission0 O23ectives # TN

9rr5&% IF1

2 9rr5&%

3 IF2

4 IF3

5 IF4

" IF5

# IF"

$ IF#

% IF$

9rr5&% IF%

9rr5&%

IF1&

Harley-Davidson is an action-oriented international com*any a leader in its commitment tocontin!osly im*rove its m!t!ally bene/cial relatioshi*s +ith

sta,eholdersG c!stomerss!**liersem*loyees shareholders government and society..Harley-Davidson believes the ,ey to s!ccess is to balance sta,eholders interest thro!gh the

em*o+erment of all em*loyees to foc!s on val!e-added to activities.

:e f!lill dreams thro!gh the e8*eriences of motocycling by *roviding to motorclist to thegeneral *!blic an e8*anding line of motocycles branded *rod!cts and services in selected

mar,et segments.

'his hiloso*y is +hat hel*s set Harley a*art from its com*etitors. According to harley itta,es more than !st b!ilding and selling motorcycles to f!l/ll the dreams of its c!stomers. Itta,es !nforgettable e8*eriences and Harley is dedicated to creating e8*eriences anddevelo*ing relationshi*s +ith all of its sta,eholders. Harley believes that is +hat sets it a*art


21/35

IF11

# TN Opportunities

1 9F1 SO 1

2 9F2 SO )

3 9F3 SO '

4 9F4 Demand in India for Harley-Davidson motors +as fast gro+th. SO 4

5 9F5 SO +

" 9F" Increasing in the n!mber of motorcycle riders. SO ,

# 9F# !stomer val!e 7!ality *arts for motor bi,es. SO (

$ & & SO .

% & & SO -> & & SO 1&

# TN Treats

2 9F$ 'he heavy +eight motorcycles mar,et id highly com*etitive. ST 1 Harley-david

3 9F% ST ) Harley-davi

:omen and yo!nger riders are increasing and becoming interested inbi,es.

Harley-da

'he international heavy +eight mar,et is gro+ing and become largerthan the () heavy +eight mar,ets.

HDF) sholoans to gi

!stomers thin, that o+ning Harley-Davidson motorcycles ma,es them*assionate and +ell ,no+n and become one of the family.

'hey canthro!gh ride

9!ro*ean demand for Harley- Davidson is the highest in theinternational mar,et.

om*etitors of Harley-Davidson motorcycle have large /nancial andmar,eting reso!rces and they are more diversi/ed than Harley-Davidson.


22/35

4 9F1& ost of im*orting internationally co!ld become e8*ensive. ST '

5 9F11 ST 4

" 9F12 ST +

# 9F13 ST ,

$ 9F14 ;egistration for Asia *aci/c mar,et decreasing. ST (% 9F15 Honda is the :orlds largest motorcycle. ST .

9conomic crisis res!lt to the declining stoc, *rice on Harley-Davidsonmotorcycle. =a*anese /rms im*orting lo+er *rice motorcycle and +as able toca*t!re the large *ortion of Harley-Davidson motorcycle mar,et.

Discretionary s*ending on high-end cons!mer goods s!ch asmotorcycles has declined drastically.


23/35

Stren!ts # TN

Harley-Davidson heritage is symbolic of the American dream. 11 IF1"

9rr5&% 14 IF1#

> IF14

2 IF1$

Harley -Davidson is the only maor American motorcycle man!fact!rer. 3 IF1%

4 IF2&

5

"

#

$

9rr5&%

Harley-Davidson motorcycle +as being a*art to its com*etitors beca!seof its +ell-,no+n mar, and tattoos engraved on every motorcycle theyma,e.

Harley-Davidson strong relationshi* b!ilt on tr!st and res*ect +iths!**liers dealers and c!stomers.

'he Harley-Davidson o+ners gro!* is the largest com*any s*onsoredmotorcycle enth!siast organiation.

Harley-Davidson consider the availability as /nancing thro!gh HarleysDavidson /nancial services as a com*etitive advantage.

Harley-Davidson created its Academy of 0otorcycling to reach the non-riders c!stomers.


Harley- Davidson man!fact!res /ve families of motorcycle to!ringdyna soft ail s*ortster.

Harley-Davidson actively *romotes the motorcycling lifestyle in the formof event rides valise and Harveys o+ner gro!*.


24/35

SO ACTI/ITIES

WO 1

WO )

WO '

WO 4

WO +

WO ,

WO (

WO .

WO -WO 1&

ST ACTI/ITIES

son sho!ld o*en factory in india9!ro*e and Asia to lessen im*orts tari


25/35


26/35

Wea5nesses

Harley-Davidson lose its several facilitates that ca!se theirsales to decrease in 2&&$.

Harley-Davidson motorcycles +as only limited for the !**erclass *eo*le beca!se of its high *rice.

Harley- Davidson Financial services decrease "1 *ercento*erating income in 2&&$.

In 2&&$ shi*ment of Harley-Davidson motorcycle decrease by$.2 *ercent com*ared last year.

Harley-Davidson relies on fe+ s!**liers for their motorcycle*arts.

Harley-Davidson have some 7!ality *roblems beca!se theye8*anded *rod!ction 7!ic,ly


27/35

WO ACTI/ITIES

WT ACTI/ITIES

idson sho!ld *rod!ce lo+ *rice motorcycle to attract lo+ incomec!stomersG:33"

dson co!ld e8*and geogra*hically and o


28/35


29/35

!antitative )trategic ro/le 0atri8 G)0

# TN Critical Factors

Stren!ts

1

2

3

4

5

"#

$

%

1&

# Wea5nesses

1

2

3

4

5

"

#

$

%

1&

# TN Opportunities

1

2

3

4

5

"

#

$

%

1&

# Treats

1

2

3

4

5

"

#

$

%

1&

Total WAS


30/35

Wei!t 1

Rate Wei!te$ Score Rate

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

&.&5 &.&&

)%&& &%&&


31/35

'

Wei!te$ Score Rate Wei!te$ Score Rate

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&%&& &%&&


32/35

+

Wei!te$ Score Rate Wei!te$ Score

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&.&& &.&&

&%&& &%&&


33/35

6I)I

0I))I

)';A'9?I DI;9'I >1

C9 ;9)(E' A;9A 9;F;0A9 IDIA';


34/35

RECOEN6ATION

;?;A0J A'I6I'I9)

;9)(;9)

'I09EI9 @(D?9'


35/35

'H9;)C9 ;9)(;9

9;)

mngt 007 stratplan template

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