Strategic Audit of Harley Davidson Inc.
Strategic Audit of Harley Davidson Inc.
I. CURRENT SITUATION
A. CURRENT PERFORMANCE
B. STRATEGIC POSTURE
1. Mission & Objectives
2. Strategies
3. Policies
4. Summary
II. CORPORATE GOVERNANCE
A. BOARD OF DIRECTORS
B. TOP MANAGEMENT
III. EXTERNAL ENVIRONMENT: OPPORTUNITIES AND THREATS (SWOT)
A. SOCIETAL ENVIRONMENT
1. Economic
2. Technological
3. Political-legal
4. Sociocultural
B. TASK ENVIRONMENT
1. Threat of new entrants
2. Bargaining power of buyers
3. Threat of substitute of products or services
4. Bargaining power of suppliers
5. Rivalry among competing firms
6. Relative power of unions, governments, special interest group, etc.
C. SUMMARY OF EXTERNAL FACTORS
IV. INTERNAL ENVIRONMENT: STRENGTHS AND WEAKNESS (SWOT)
A. CORPORATE STRUCTURE
B. CORPORATE CULTURE
C. CORPORATE RESOURCES
1. Marketing
a. Product:
b. Price:
c. Place:
d. Promotion:
2. Finance
3. Research and Development (R & D)
4. Operations and Logistics
5. Human Resources Management (HRM)
6. Information Systems (IS)
D. SUMMARY OF INTERNAL FACTORS
VI. ANALYSIS OF STRATEGIC FACTORS
SITUATIONAL ANALYSIS
B. REVIEW OF MISSION AND OBJECTIVES
1. Are They Appropriate & How Should They Be Changed?
2. Damage Control
VI. STRATEGIC ALTERNATIVES & RECOMMENDED STRATEGY
A. STRATEGIC ALTERNATIVES
1. Revision of Objectives
2. Alternative Strategies
RECOMMENDED STRATEGY
1. Selected Strategic Alternatives
VII. IMPLEMENTATION
PROGRAMS
FINANCIALLY FEASIBLE
VIII. EVALUATION & CONTROL
CURRENT INFORMATION SYSTEM
CONTROL MEASURES
BIBLIOGRAPHY
Strategic Audit of Harley Davidson Inc.
I. Current Situation
A. Current Performance
In 2007, GDP ended at 3.1% in America and 2.1% in Eurozone; and is expected to drop further during 2008. According to Jim Ziemer, Chief Executive Officer of Harley-Davidson, Inc., “these are challenging times in the U.S., our international dealer network delivered double digit retail sales growth in the fourth quarter and for the full year of 2007. Our customers around the world have a lot to look forward to this year with the new motorcycles we are bringing to market, the opening of the Harley-Davidson Museum, and hundreds of rides and events leading up to our 105th Anniversary Celebration in Milwaukee this summer.” (PR NewsWire, 2008). With these additions to Harley-Davidson’s current situation, Jim Ziemer is planning to increase sales to make up for lost revenue last year.
Harley-Davidson’s sales decreased from $5.8 billion in 2006 to $5.73 billion in 2007. When measured in sales units, Harley-Davidson’s sales decreased