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Essay / Research Paper Abstract
A 6 page paper discussing the operation and financial management of the venerable motorcycle company. At the end of 2005, the company that flirted with bankruptcy only a few years ago currently enjoys a market share of well over 50% and a 16.93% profit margin as it continues to attract younger, affluent customers. Bibliography lists 8 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KSmgmtHarl2.rtf
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Unformatted sample text from the term paper:
were only 20 and 21 years old when they conceived and built their prototype motorcycle in 1901. They formed a company, found funding and the company sold its first
motorcycle in 1903. It was only a single-cylinder machine and was belt driven. But after posting 100,000 miles ten years later, it had had four owners and no
major parts had needed to be replaced (Neville, 1997). Quality problems, personnel problems, globalization and intense competition all combined to bring Harley-Davidson to
near-bankruptcy. Today it has reclaimed its position as cult hero and maintains a chain of stores selling high-end "hog" merchandise and accessories. Necessary Changes
The centennial of the creation of that first prototype Harley-Davidson occurred in 2001. The company fell on hard times 20 years before and even flirted with bankruptcy.
Management did a turnaround nearly 20 years ago, however, resulting in a financially sound public company today. One of the areas of turnaround was in relying on employees
to help keep the company afloat - not in financial matters directly, but rather in ensuring that Harley return to its standard and reputation for quality. Quality had suffered
so in the 1960s and 1970s that the common saying about Harley-Davidson motorcycles was that a five-mile trip consisted of riding for one and pushing for four.
Harley-Davidson has now returned to its former days of quality, adding production efficiency along the way. It is the only surviving domestic motorcycle producer since
Indian, its primary competition, closed in the early 1950s. In 2001 it controlled 54 percent of the domestic market in heavy motorcycles, and devoted owners across the country sustain
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