38685833 harley davidson ganago ppt
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case studyTRANSCRIPT
Harley-Davidson
SITUATION ANALYSIS
• Arthur and Walter Davidson and William Harvey form the Harley‐Davidson Company in 1903.
• First major innovation was the V‐Twin Engine in 1909
• Becomes the worlds largest motorcycle company in 1918 producing 28000 motorcycles.
• Image and lifestyle marketing in late 1930’s from previous campaigns of utilitarian vehicles.
• American make and manufacture remained one of its greatest USP’s
• Japanese motorcycle manufacturers led by Honda enter US market in 1959
• Other Japanese firms included Kawasaki, Yamaha and Suzuki and they targeted older males and younger women.
• In 1965, 1 out of every two motorcycles sold in USA was a Honda.
SITUATION ANALYSIS
• Harley‐Davidson goes public in 1965 to raise capital and expand production.
• Acquired in a friendly takeover by AMF
• Production was increased subsequently but quality suffered.
• “Brand new Harley’s sitting on the dealership floor had to have cardboard put down beneath them to sop up the leaking oil.”
• Honda introduces the Goldwing, a 1000 cc motorcycle and is followed by Kawasaki.
• Harley‐Davidson’s share in its traditional stronghold ofheavyweight bikes reduces
• Between 1970 and 1980 Harley Davidson’s share declines by 80%.
SITUATION ANALYSIS
• In 1980, there is a buyback of company shares using debt.
• In the 1980’s benchmarking against Honda begins.
• Harley Davidson adopts some Japanese managerial styles and did three main things:
• Quality Circles
• Materials as Needed (MAN)
• Statistical Operator Control (SOC)
• Harley‐Davidson seeks tariff protection from the government in 1983 to protect it from competition.
• Changes in operations leads to a 50% productivity improvement and 80% increase in international revenues.
• Asks US Government to lift 5 year tariff protection one year in advance in 1987.
• In 1989 the firm goes public again
EMERGENCE OF HARLEY‐DAVIDSON OWNERS GROUP
• Formed in 1983 to actively involve owners of the bikes• Industry’s largest motorcycle enthusiast organization with 900000 members at the end of 2004.
• Interest among woman riders was generated by “The Ladies of Harley”
• Teerlinkresigns as CEO in 1997 and is succeeded by Jeffrey Bleustein.
• Revenues grown from $1.5 Billion in 1996 to $ 5 Billion in 2004.
• Net Income grew from $143 Million to $ 890 Million in the same period.
PREPARING FOR THE NEXT CENTURY
• Median age of Harley customers was 35 years in 1987 and 47 years in 2004.
• This was because most of the loyal customers were baby boomers.
• Harley‐Davidson acquired Buell completely in 1998
• These were cheaper racing bikes compared to Harley’s and catered to younger bikers.
• “Cold Day in Hell”
• Introduces The V‐Rod, a 110 horsepower motorbike with a water cooled engine.
PREPARING FOR THE NEXT CENTURY
• Number of basic rules governing the functions
– The benchmark for the various operation needed to be changed
– The latest production techniques needed to be incorporated
– Better inventory management
– Focus of R&D needed to be increased
• The Rider’s Edge and Rental Program
– In 1999 Harley offers a rental program to hook customers
– Surveys showed that 32% of customers renting a Harley bike bought one afterwards and 37% planned to buy within a year.
– Rider’s Edge program was a motorcycle riding lesson for 4 days and approximately 70% of the participants bought a bike within 18 months.
BENCHMARKING HONDA
Parameter Honda Harley Davidson
Production line Streamlined and organized production lines
Cluttered and un organized
Structure Minimized paperwork Hierarchical and bureaucratic
Inventory Control Just in Time system of inventory control and bikes built order
2 million $ computerized inventory system
Management Better management Quantity targets –Multiple quality checks –Measurement of errors in production
Quality 95% passed quality inspection 50% passed quality inspection
Productivity 30% higher Low
Value added per employee
2‐3 times Suzuki and Yamaha Low
BENCHMARKING HONDA
Initiative Description Objective HR Interventions
Employee Involvement
Worker participation in quality circles
Employee EmpowermentJob Enrichment
Flat organization structureJob descriptions and responsibilities
MAN program Just in Time Inventory Control practice
Increase liquidityHighlights quality problems
SOC Training employees to detect, track and correct quality problems
Minimize productions defects
Incentivize workers to implement initiatives –Pay for performanceEmployee incentive programs
BENCHMARKING HONDA
Job Rationalization Eliminated auditor positions (Sr. V.P.)
Maximize value added per employee
Team based work culture
Leadership Institute Homogenous across hierarchies and voluntary in nature
Transformation to a learning organization
Pay for performanceCommunicating fairness and uniformity
Supplementary Training
Interrelations between products, sales, profitsNon‐technical explanations of financial processes
Vision –Mission alignment
Vision cascaded down to all levels to improve line of sight and ownership
Typical management practices included:
Corporate management’s focus mostly on
short term returns
Lack of employee empowerment
High inventories of parts leading to low
liquidity & reduced productivity
Belief in quick fixes for problems
High break‐even point that left the
company vulnerable to unpredictable market
fluctuations
Management that woke up too late to
the threat of foreign competition because of
the "it can't happen here" syndrome
Continuous Improvement
Eagel mark Financial Services
Management Involvement in Community
Development
Catalyst for Action & Ideas
Listening & providing hospitality
Crisis Intervention (Through HOG’s Fly‐n‐
Ride program)
Change in People Processes within the firm
Changes in the performance systems
Empowering employees
MANAGEMENT THEN MANAGEMENT NOW
MARKETING MANAGEMENT
More Emphasis On
MANUFACTURING
SWOT
ANALYSIS
IMPACTS ON THE ORGANIZATION
LOW
LOW HIGH
HIGH
AMBIGUITY IN THE ENVIRONMENT FOR HD
• The entry of Japanese low cost producers
• The Loss of the market share
• The size of the market pie had increased
• AMF take over
• Quality standards and reliability comparatively lower
• Productivity was low
NUMBER OF BASIC RULESGOVERNING THE FUNCTIONS
• The benchmark for the various operation needed to be changed
• The latest production techniques needed to be incorporated
• Better inventory management
• Focus of R&D needed to be increased
FLEXIBILITY OF OPERATIONDEPENDINGON SITUATIONS
• Continuous improvement
• Move to a team based approach eg: create demand team, product support team
• Complimentary changes: a new reward and incentive system
AMOUNT OF UNCERTAINTY REMOVED
FROM THE ENVIRONMENT
• Emergence of HOG
• A loyal customer base
• Also a means to generate interest in the new market segments
• Technological innovations
• Buell Acquisition
• Product diversification
FUTURE PROSPECTS
• Expand along the Value Chain
• Grow new products & services
• Use new distribution channels
• Enter new geographies
• Address new customer segments (Modify the proven product)
• Move into a white‐space with a new business built around the capability
CRITERIA
• Market Advantage: Increase in the market size for HD
• Harley is successful in selling 400,000 motorcycles by 2007
• The Parenting Advantage: HD becomes the most preferred motorcycle in the US & other parts of the world
• Annual earning’s growth rates is in the mid‐teens
• Feasibility: Harley is able to expand its customer base
• Harley attracts younger riders & women as its customer base
• Accountability & Flexibility: Harley is able to sustain the changes & develop new strategies on an on‐going basis
• Units within Harley
MARKETING STRATEGIES OF COMPETITORS
• Honda
– In the recent times the focus has been on expanding their product portfolio
– Ventured into the off road segment as well
– Focus on the customization
– Strategy : high value at low prices
• BMW motorcylces
– “Open house, open throttle”
– Heavy spending on the advertising. Have started focusing on online advertising
– Advertising in lifestyle and mass‐appeal magazines to focus on cycle enthusiast pubs
– A launch of record 5 new models this year
– Guerrilla & event marketing
CUSTOMER DISSATISFACTION AT HARLEY
TECHNOLOGICAL INNOVATIONS
• All the competitors are focusing on the development of new technology
• The focus is on developing technology catering to the various segments
• 100 c and below
• Power bikes
• Sports & racing technologies
• Focus on after sales services has also increased: aping the concept of the HOG
GROWTH STRATEGY FOR HARLEYExisting market New market
Market penetration through product diversification
Development and promotion of life
style
Existing market
Expand product range and develop low cost
products and capitalize on the brand name
Movement to global markets in EuropeNew market
FUTURE PROSPECTS FOR HD
• International heavyweight market is growing and is significantly larger than the U.S. heavyweight market
• Europe has the largest motorcycle industry
• Target heavyweight and sports motorcycles ( the market is four times the US market)
• Build a motorcycle plant in the European by using strategy alliance or joint venture
• Reduce transportation cost
• Increase company’s international experience
FUTURE PROSPECTS FOR HD
• The image built in US might not be suitable to the Europe market
• Strategy alliances is suitable in this case since the company can create value from transferring competencies or sharing resources between diversified businesses in order to realize economies of scope.
• They should do research on the markets : learn from the initial debacles in the Europe market
ADAPTIVE ORIENTATIONHyper turbulent
Renewing Transformational Reactive
Satisfying
(Harley‐Davidson)
Sluggish Thermostat
EnvironmentalStability
Stable
Adaptive orientationHigh Low
HOW HD COULD GO ABOUTTHE CHANGE
POTENTIAL GROWTH PATH
• The above future growth strategy can be done over the course of three years
• First year : Target new markets and develop infrastructure there
• Second year: Utilize the secondary market like the HOG to expand its customer base
• Take a survey
• Utilize the HOG customer blogas a source of data
• Third year: Modify products as per the needs of the market
• Develop less powerful bikes
ORGANIZATION CULTURE EVOLUTION
Need for action
Consensual culture
Hierarchical culture Rational culture
Development / ideological culture
Long Term Short Term
Degree Of
certainty
High Low
PLANNED ORGANISATIONAL CHANGE STRATEGIES
Participative evolution
Forced EvolutionDictatorial
Transformation
Charismatic transformation
Long Term Short Term
Incremental Change Strategies
Transformational Change Strategies
Collaborative modes
Coercive modes
TIME FRAME
ROLES TO BE PLAYED BY THE TOP MANAGEMENT
• Practitioner Style
• Approach to Change
• Team Interdependencies to Conflict resolution
PRACTITIONER STYLE
CHEER LEADER PATHFINDER
PERSUADER
STABILIZER ANALYZER
High
EFFECTIVENESS
Low
High
APPROACH TO CHANGE
The change agent
Technological strategy
Structural strategy
Behavioural strategy
Change in structure & designs
New Behavior New relationships
New Processes
Change in production methods
Change in attitudes & values
IMPROVED PERFORMANCE
LESSONS FROM HARLEY DAVIDSON
• Complacency Kills
• A political upper‐hand is a temporary arrangement‐A passing phase at the most!
• Empower your employees
• They know a little more about the Product & management than you give them credit for
• Strengthen your Distribution Channels
• They are at the ‘receiving end’& know your customers best!
• Moving to international markets does not make you any less patriotic
• Of course the branding campaigns would have to be significantly different
• Perseverance Pays!
• �If not for this, Harley would never have celebrated its 100thBirthday
THANK YOU