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Essay / Research Paper Abstract
A 6 page paper. This essay identifies Harley's core competencies and discusses the strategies Harley-Davidson has used to regain and improve their competitive advantage. One of the competencies of this company is the ability to develop passionately loyal customers. Strategies have included moving to single-source suppliers, using technology and introducing new bikes. For the last twenty years, the company has been remarkably responsive to customer desires. Examples are used to demonstrate their competencies and their strategies to maintain a competitive advantage. Bibliography lists 9 sources.
Page Count:
6 pages (~225 words per page)
File: MM12_PGharley.rtf
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Unformatted sample text from the term paper:
In 1981, the company very nearly closed (Hiscock, 20093). It was saved by 13 managers who bought the company from American Machine and Foundry (AMF) (Hiscock, 20093). The managers did
not try to save money by cutting back and laying off people, it built a better product (Hiscock, 20093). They added value to the product by establishing the Harley Owners
Group club (Hiscock, 20093). "Just win, Baby" was Harleys attitude for many, many years (Hartfiel, 2000, p. 40). They did not change that attitude but they did take necessary strategic
steps to gain a competitive advantage in todays market. In fact, the company has been reinventing itself and changing their strategic plans for the last twenty years. The plan for
2001, for instance, was to involve their employees in solving the companys problems (Hartfiel, 2000). During a special presentation, Bill Davidson told the audience: "What we have done for
this year is ask our people -- our #1 resource -- to analyze our operation. We have raised the bar for the quality of our business... as you walk through
any of our facilities, you will feel a real sense of commitment" (Hartfiel, 2000, p. 40). Covin and Miles explain: "After years of decline within the motorcycle industry, Harley-Davidson
reinvented itself through strategic renewal" (1999, p. 47). The company needed to change the way it competed in the industry and it did. They dedicated much larger amounts to Research
& Development and they changed their marketing orientation (Covin and Miles, 1999). It has always competed by differentiating itself with product, specifically, classically styled motorcycles but now it began "pursuing
a niche-differentiation strategy" (Covin and Miles, 1999, p. 47). Interestingly enough, this new orientation also reflects three of the companys core competencies: "superior quality, excellent service, and responsiveness to customers
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