Strategic Business PlanStrategic Business PlanReggnia Gilchrist Argosy UniversityTable of Content1.0 Executive Summary2.0 Part I: Global Economy / Factors Affecting Global Economy2.1 Motivations / Risks2.2 Competitive Advantage in Global Markets2.3 Entry Strategies for Global Expansion2.4 Internet Approach / Strategy3.0 Part II: Corporate Leadership3.1 Direction Setting 3.2 Organizational Design 3.3 Organizational Culture 3.4 Leadership Traits 3.5 Ethical Organization Characteristics 3.6 Learning Organization Characteristics 4.0 Part III: Strategic Plan Summary 4.1 Conclusions4.2 Recommendations 4.3 Implementation4.4 Risks 5.0 Part IV: Self Reflection Summary 6.0 References1.0 Executive SummaryThis paper is a strategic plan report for Harley-Davidson Company to the executive board. It has been able to discuss the factors affecting the global economy, which include motivation for expansion and risks in expansion. It looks at the competitive advantage of global market, entry strategies for global expansion and the internet approach for the company. It also focuses on cooperate leadership such as direction setting, organizational culture and leadership traits. In addition, it looks at the necessary recommendations and implementation strategy. It also entails a self-reflection summary on what has been learnt in class and throughout the courses.
2.0 Part I: Global Economy / Factors Affecting Global Economy2.1 Motivations / RisksIt is essential for Harley-Davidson to focus on motivation for expansion and the risks involved in expansion. The company has to become motivated in its operation in order to expand into other markets locally and internationally. The company should become motivated to expand in order to increase sales and boost revenues. Motivation for expansion is one of the important aspects of the company since it would lead to growth and increase in market share (Burrow, 2008). It is important to acknowledge that there are risks, which are involved when the company decides to expand. These may include intense competition, poor forecast in market sales and other threats such as political or social threats. However, the company should expand since the benefits of the expansion may outweigh the risks involved in expansion.
2.2 Part II: Global Market & Business ProcessesIt is important to understand how the company plans to maximize its ability to expand and achieve that objective. A key function of the expansion process is to ensure that there will be new customers and better access to technology-rich services. There will be competition for customers from other markets, which will affect how the company operates. Furthermore, there must be incentives for the business to stay competitive and to grow to meet the needs of the market it seeks to be in (Burrow, 2008). The company should try to engage new customers to help address challenges before the company becomes a competitive force. Existing customers can be of benefit to the company and the company may well be able to stay competitive for long periods of time without having to move to new markets. However, the company should work to attract new demand with better equipment and better quality products. The company should also continue to hire and retain top talent, and to improve its overall sales, but especially if it can do so in one or the other market. As a result, the expansion period to date has gone through only two phases: initial phase and the third phase. During the second phase, the company must first seek additional partners, which have also increased profitability, to make some profit but cannot always get enough money to meet its growth target. The third phase involves more cost cutting, expansion, consolidation, reorientation, and promotion which is important because it affects every aspect of the business process. It involves a number of cost cuts (particularly in particular to pay off existing debt), promotion and relegation of top talent from the sales and services industries. The fourth phase involves the sale of other business interests to new owners. The company should pay these investors and ensure that new business interests are placed in the best position to thrive. This will make the company competitive in an important business environment. As long as it is not a competition situation, changes to the business system or to the rules of the competition in order to keep new customers is essential to the success of growth.
2.3 Part III: Growth StrategyThe company must build on the success of its new growth strategy (that is, the business and value propositions that it will pursue in the new role) through both initial and third phases. This will include restructuring and diversification of the business to create opportunities for new business (and eventually customers). It also requires increasing and improving the internal management of the company and working closely with new stakeholders and working with outside auditors.
2.4 Part IV: Growth StrategyThe company must begin the expansion process in order to make its business profitable and attract more customers, and ensure that new customers and more new business experiences are created among new buyers (e.g., new customers for the mobile phone, salespeople for the food chain, and retail and corporate office locations). Success also requires increasing investment in new capital (such as in new facilities, office space, or technology), for instance by purchasing as much as one to two quarters of the company’s assets in the first phase. This can occur through investments in a number of initiatives such as acquiring and upgrading existing buildings and renovating existing facilities, or new facilities bought outside the company by new buyers. Also, the company must work to increase capital investments to meet its growth strategy and improve the performance of its infrastructure and operational and financial systems. For example, the company’s new building and offices are to be upgraded by 50% as costs increase. The company could find its capital needs met by closing new buildings or other infrastructure