留学生essay代写范例：Harley-Davidson's Strategic Position

留学生essay代写范例-哈雷戴维森的战略地位。本文是一篇由本站代写服务提供的essay代写参考，主要内容是讲述事实证明，要确定哈雷戴维森在行业中的战略地位和市场地位是极其困难的。哈雷戴维森作为一家摩托车制造商有着悠久的历史，在很大程度上被许多人视为一个声誉良好的“全美国”品牌。然而，通过内外部事件的结合，哈雷戴维森的市场份额正在逐渐失去给雅马哈、本田和铃木等日本制造商。通过使用关键的战略工具和模型，我们可以更深入地了解组织需要做什么才能提升其游戏水平。下面就一起来看一下这篇留学生essay代写范例。

Abstract

Identifying Harley-Davidson’s strategic position in the industry and the market place can prove to be extremely difficult. Harley-Davidson has a long history as a motorcycle manufacturer and is largely seen by many as a reputable ‘all-American’ brand. However, through the combination of internal and external events, Harley-Davidson are gradually losing market share to Japanese manufacturers such as Yamaha, Honda and Suzuki. Through the use of key strategic tools and models, we can gain a deeper understanding of what the organisation needs to do in order to up their game.

Through the application of models such as Porters Five Forces, PESTLE, CAGE, SWOT, Ansoff matrix and Boston Consulting Group matrix, we are able to provide several viable strategic options that Harley-Davidson could adopt in the future.

The study concluded that the organisation should expand their product development, focus on the branding of the company, re-structure their supply chain and attempt to gain an increased market share in European countries.

Industry Analysis

Mintel (2010a) indicates that between 1998 and 2008, motorcycle and scoter ownership grew at a faster rate in comparison to car ownership. Over the decade, the number of motorcycles in consumption rose by 71%, while the number of cars only increased by 24%. In order to consider the strategic capabilities that Harley-Davidson has in place, it is important to analyse the industry in which they operate in; paying particular attention to recent trends. Due to the current economic climate, the motorcycle and scoter industry has been seen by many as a highly competitive industry to operate in. In 2009, the global industry was valued at $50billion (Moya, 2009). Figure 1 shows the market share of the motorcycle and scooter industry in the UK. There are three key players that share the vast amount of the market, none of which are Harley-Davidson1

The External Environment

When performing a strategic analysis, it will be of benefit to look at the external environment concerning Harley-Davidson, with current issues; threats and opportunities highlighted with possible choices revealed as an outcome.PESTLE and Porter’s Five Forces

PESTLE is a particularly useful model in establishing the issues that companies face in an industry and the effect it can have on certain organisations. Coupled together with Porter’s five forces it means that a broad yet in depth analysis for the industry can be used

Threat of entry, Political factors and Legal factors

The threat of entry determines how easy it is for other potential competitors to enter the industry; in Harley-Davidson’s case it remains fairly low. Economies of scale are essential for the automotive industry. Once Harley-Davidson had established themselves in the market and established distribution channels, it therefore made it easier to operate large scale production. Threat of entry is fairly low in terms of administration; as there are little legal or government restraints in operating a motorcycle company.

摘要

事实证明，要确定哈雷戴维森在行业中的战略地位和市场地位是极其困难的。哈雷戴维森作为一家摩托车制造商有着悠久的历史，在很大程度上被许多人视为一个声誉良好的“全美国”品牌。然而，通过内外部事件的结合，哈雷戴维森的市场份额正在逐渐失去给雅马哈、本田和铃木等日本制造商。通过使用关键的战略工具和模型，我们可以更深入地了解组织需要做什么才能提升其游戏水平。

通过Porters Five Forces、PESTLE、CAGE、SWOT、Ansoff矩阵和Boston Consulting Group矩阵等模型的应用，我们能够提供哈雷戴维森未来可以采用的几个可行的战略选择。

该研究得出的结论是，该组织应扩大产品开发，专注于公司品牌，重组供应链，并努力在欧洲国家获得更大的市场份额。

行业分析

英敏特（2010a）指出，1998年至2008年间，与汽车保有量相比，摩托车和苏格兰车保有量的增长速度更快。在过去的十年里，摩托车的消费量增长了71%，而汽车的消费量仅增长了24%。为了考虑哈雷戴维森现有的战略能力，分析其经营所在的行业非常重要；特别关注最近的趋势。由于当前的经济环境，摩托车和苏格兰车行业被许多人视为一个竞争激烈的行业。2009年，该行业的全球价值为500亿美元（Moya，2009）。图1显示了英国摩托车和踏板车行业的市场份额。有三个关键参与者分享了巨大的市场份额，其中没有一个是哈雷戴维森1

外部环境

在进行战略分析时，了解哈雷戴维森的外部环境和当前问题将是有益的；强调了威胁和机遇，并揭示了可能的选择作为结果。佩斯特尔与波特的五力

PESTLE是一个特别有用的模型，可以确定公司在一个行业中面临的问题及其对某些组织的影响。再加上波特的五种力量，这意味着可以对该行业进行广泛而深入的分析

入境威胁、政治因素和法律因素

进入的威胁决定了其他潜在竞争对手进入该行业的容易程度；在哈雷戴维森的案例中，这一数字仍然相当低。规模经济对汽车工业至关重要。一旦哈雷戴维森在市场上站稳脚跟并建立了分销渠道，就更容易进行大规模生产。就行政管理而言，入境的威胁相当低；因为在经营摩托车公司时几乎没有法律或政府的限制。

The main political issues that Harley-Davidson faced are the import/export rates on their products. Import taxes have both advantage and disadvantage for the company. By petitioning the restriction of Japanese models coming into America in the 1980’s it meant they had more leverage over other competitors and could “compose” itself in the American market once again (Harley-Davidson, 2009b). However, the recent move into India has raised more political barriers; not in Harley-Davidson’s favour. By establishing a 100% import tax, the cost of the bikes for the market will be too much for some. Harley-Davidson have ambitions to enter the Chinese market, however currently face Chinese political issues as motorcycles are prohibited in 170 of its cities and obtaining a motorcycle licence costs time and money (Goodman, 2008).

Linking with legal issues, Harley-Davidson have less control over certain matters. The age restriction on riders is 17, coupled with the legal requirement for a motorcycle licence. Additionally, the motorcycle must be maintained; have an MOT, tax and the rider must wear a helmet (Direct.gov, 2010). Therefore, those wishing to enter the market face the same legal requirements as Harley-Davidson and have to follow the same processes.

There is little that Harley-Davidson can do in terms of preventing competitors entering the market or changing political issues. In response, it is important that Harley-Davidson strategise around this, ensuring that their products remain cost effective to over shadow entrants; consequently if they enter China, they will have established a “value for money” reputation before selling to the market adopting the same strategy with its market in India.

Economic issues, competitive rivalry and power of suppliers

Economic issues have particular resonance with competitive rivalry and the power of suppliers. Rising fuel prices will affect both Harley-Davidson their suppliers and Harley-Davidson’s competitors (Massey, 2010). Competitive rivalry is high in this industry. Because motorbikes are often seen as a “luxury”, pricing the products can be sensitive. Harley-Davidson for example are offering spare parts, extended warranties, environmentally friendly and innovative products to distinguish themselves from competitors.

Again, economics and competitive rivalry are brought together on the issue of super-bikes. Because of Japan’s successful movement in this market, they have established a strong place in a competitive sport and priced their products cheaply in accordance. It therefore affects the customer’s perception of Harley-Davidson’s place in the motorcycle market, as well as their pricing policies. However, those having a predominant place in this sport do have conflicting interests, i.e. Yamaha and Honda have diversified into musical instrument and other motor vehicles, in effect distinguishing Harley-Davidson as a loyal and specialised motorbike manufacturer.

Economic issues can also have an effect on Harley-Davidson’s power of suppliers. Harley-Davidson have control of their suppliers and therefore the power of suppliers is low in this industry. If costs rise, Harley-Davidson have the position to switch and have more room to negotiate.

Social and buyer power

The motorcycle industry’s social issues havea particular correlation with buyer power, which itself poses a fairly high threat to the motorcycle industry. There are relatively no switching costs when it comes to moving to and from Harley-Davidson. In Harley-Davidson’s case, the company have recognised the customisation market; buyers have less power in changing to a competitor if they wanted to customise their bike.

It can be argued that Harley-Davidson’s core competency is its loyalty and membership to the brand. The company have had significant success in attracting members, acquiring more than one million members world wide (Harley-Davidson, 2009d). Their history and brand are well known, establishing themselves as a cool, ‘rebellious’ motorcycle manufacturer, with endorsements by Marlon Brandon and Elvis (Jagger, 2008), however Harley-Davidson’s brand value has dropped by 43% (Pravda, 2009).

Buyer power can come into play when considering social issues concerning safety of motorbikes. Government reports state that motorcyclists are more likely to be injured (Mintel, 2008). Keeping this social issue in mind, buyers may choose a company that focuses on the safety of its products.

Environmental issues, technology and the threat of substitutes

The threat of substitutes can affect buyer behaviour. The threat here remains quite high due to the substitute of the car market. There is of course another alternative, as there is a high level of pollution damaging the environment, people are choosing to use buses, trains etc. Harley-Davidson are therefore attempting to reduce the risk of substitutes by playing a bigger part in helping the environment. Harley-Davidson have produced an environmental warranty and have signed up to the One Clean Up Program, (York Site Remedy, 2005). This could therefore mean that people are less likely to change to substitutes based on environmental issues. Harley-Davidson’s purchase of Castalloy in 2006 supported their dedication to the environment (Porter, 2006), as Castalloy had been protected by environmental risks by the Australian Government (BNET, 2006). By also developing their technology to run on zero emission electricity, Harley-Davidson and others have developed their product portfolio (Anupam, 2009).

This development in technology has also had significance on the power of substitutes. Designing Harley-Davidson’s bikes in a certain way, they are again able to attract customer’s loyalty to the brand. Anti-lock breaking systems and ‘clutchless” transmissions are beginning to be developed by Harley-Davidson and other competitors (Mintel, 2010a). Coupled with this, Harley-Davidson have prided themselves on having a “distinctive sound”. As a result, the company have trademarked this using Noise Vibration Harshness technology (BNET 2002).

PESTLE’s main task is to provide context for the industry that Harley-Davidson is currently in and gives a well rounded view of the external environment as well as giving an idea of Harley-Davidson’s threats and opportunities it does however constant up-dating to remain effective. The PESTLE has revealed that Harley-Davidson’s future success may lie in its product development. By developing its technology to justify its purchase as well as meeting environmental demands, Harley-Davidson may be able to remain successful in the market. However, it also warns the company that it must be cautious economically, taking a cautious approach to the market.

Coupled with Porter’s Five Forces, it provides the framework aimed at other competitors and buyers in the market. Although it gives an overall outlook of the industry’s characteristics that could affect Harley-Davidson, it fails however to identify options that Harley-Davidson could take, only the problems that are currently occurring. The model has identified however that their strategic movements should remain in the branding of the company. By focusing on their branding and reminding people of the company, Harley-Davidson are able to stay ahead of competitive rivalry and substitutes, decrease buyer and supplier power and make it more difficult for potential companies to enter the market

哈雷戴维森面临的主要政治问题是其产品的进出口率。进口税对公司有利也有弊。通过在20世纪80年代申请限制日本车型进入美国，这意味着它们比其他竞争对手有更大的影响力，可以再次在美国市场“站稳脚跟”（Harley Davidson，2009b）。然而，最近进入印度的举动增加了更多的政治障碍；不利于哈雷戴维森。通过建立100%的进口税，自行车的市场成本对一些人来说太高了。哈雷戴维森有进军中国市场的雄心，但目前面临着中国的政治问题，因为其170个城市禁止摩托车行驶，获得摩托车牌照需要时间和金钱（Goodman，2008）。

与法律问题联系在一起，哈雷戴维森对某些事务的控制较少。骑手的年龄限制为17岁，同时还需要摩托车执照。此外，必须对摩托车进行保养；有交通运输部、税务和骑手必须戴头盔（Direct.gov，2010）。因此，那些希望进入市场的人面临着与哈雷戴维森相同的法律要求，必须遵循相同的流程。

在阻止竞争对手进入市场或改变政治问题方面，哈雷戴维森几乎无能为力。作为回应，重要的是，哈雷戴维森要围绕这一点制定战略，确保他们的产品对影子企业保持成本效益；因此，如果他们进入中国，在采用与印度市场相同的策略向市场销售之前，他们将建立“物有所值”的声誉。

经济问题、竞争对手和供应商的力量

经济问题与竞争对手和供应商的力量有着特别的共鸣。燃油价格上涨将影响哈雷戴维森的供应商和竞争对手（Massey，2010）。这个行业竞争激烈。由于摩托车通常被视为“奢侈品”，因此产品的定价可能很敏感。例如，哈雷戴维森提供备件、延长保修期、环保创新产品，以区别于竞争对手。

在超级自行车的问题上，经济和竞争再次结合在一起。由于日本在这一市场上的成功，他们在竞技体育中建立了强大的地位，并根据这一点为其产品定价低廉。因此，它影响了客户对哈雷戴维森在摩托车市场的地位的看法，以及他们的定价政策。然而，那些在这项运动中占据主导地位的人确实有着相互冲突的利益，即雅马哈和本田在乐器和其他机动车辆领域进行了多元化经营，这实际上使哈雷戴维森成为一家忠诚的专业摩托车制造商。

经济问题也会影响哈雷戴维森的供应商实力。哈雷戴维森控制着他们的供应商，因此供应商在这个行业的影响力很低。如果成本上升，哈雷戴维森有机会转换，并有更多的谈判空间。

社会和买方力量

摩托车行业的社会问题与购买力有着特殊的相关性，而购买力本身对摩托车行业构成了相当大的威胁。在往返哈雷戴维森时，相对来说没有转换成本。就哈雷戴维森而言，该公司已经认可了定制市场；如果买家想定制自己的自行车，那么他们更换竞争对手的能力较弱。

可以说，哈雷戴维森的核心竞争力是其对品牌的忠诚度和会员资格。该公司在吸引会员方面取得了重大成功，在全球范围内获得了100多万会员（Harley Davidson，2009d）。他们的历史和品牌是众所周知的，在马龙·布兰登和埃尔维斯的支持下，他们成为了一家冷静、“叛逆”的摩托车制造商（Jagger，2008），但哈雷戴维森的品牌价值下降了43%（Pravda，2009）。

在考虑摩托车安全的社会问题时，购买者的力量可以发挥作用。政府报告指出，摩托车手更容易受伤（英敏特，2008年）。考虑到这个社会问题，买家可能会选择一家专注于产品安全的公司。

环境问题、技术和替代品的威胁

替代品的威胁会影响买家的行为。由于汽车市场的替代品，这里的威胁仍然很高。当然还有另一种选择，因为污染严重，破坏环境，人们选择使用公共汽车、火车等。因此，哈雷戴维森试图通过在帮助环境方面发挥更大的作用来降低替代品的风险。哈雷戴维森公司提供了环境保修，并签署了“一次清理计划”（York Site Remedy，2005）。因此，这可能意味着人们不太可能因为环境问题而改用替代品。Harley Davidson在2006年收购了Castalloy，这支持了他们对环境的奉献（Porter，2006），因为Castalloy受到了澳大利亚政府的环境风险保护（BNET，2006）。通过开发零排放电力技术，哈雷戴维森和其他公司开发了他们的产品组合（Anupam，2009）。

这种技术的发展也对替代品的力量产生了重要影响。以某种方式设计哈雷戴维森的自行车，它们再次能够吸引客户对该品牌的忠诚度。哈雷戴维森和其他竞争对手开始开发防抱死制动系统和“无离合器”变速器（英敏特，2010a）。再加上这一点，哈雷戴维森以拥有“独特的声音”而自豪。因此，该公司已使用噪声振动粗糙度技术（BNET 2002）将其注册为商标。

PESTLE的主要任务是为哈雷戴维森目前所处的行业提供背景，全面了解外部环境，并了解哈雷戴维森的威胁和机遇，但它会不断更新以保持有效。PESTLE透露，哈雷戴维森未来的成功可能在于其产品开发。通过开发技术来证明其购买的合理性，并满足环境需求，哈雷戴维森可能能够在市场上保持成功。然而，它也警告该公司，在经济上必须谨慎，对市场采取谨慎的态度。

再加上波特的五种力量，它提供了针对市场上其他竞争对手和买家的框架。尽管它对可能影响哈雷戴维森的行业特征进行了总体展望，但它没有确定哈雷戴维森可以采取的选择，只确定了目前正在发生的问题。然而，该模型已经确定，他们的战略行动应该留在公司的品牌中。通过专注于品牌并提醒人们注意公司，哈雷戴维森能够在竞争对手和替代品中保持领先地位，降低买家和供应商的实力，并使潜在公司更难进入市场

CAGE, Opportunities and Threats

Relating to the external factors affecting Harley-Davidson, the method in which the company deal with other countries as well as their outside opportunities and threats can be coupled together to identify outside issues.

Cultural distance, opportunities and threats

Being an American brand, it has in a sense distance itself from other cultures in the branding and image that it portrays. However, Harley-Davidson has had reasonable success overseas (New York Times, 2001). Its threat is through the customer’s perception of Japanese manufacturing to have superior quality. Honda, Suzuki and Yamaha continue to dominate the market by appealing to all consumers, and pricing their products competitively and within the consumer’s budget. Not only in pricing, but Japanese bikes surpassed Harley-Davidson in terms of technology and quality (Masker, 2007).

It could be argued that women riders could fall into a different culture. Harley-Davidson themselves have created a specialised culture which focuses mainly on a certain image of male riders. Therefore, Harley-Davidson may see a great opportunity by focusing on the female and youth market. Additionally, the environmental culture existing globally means that Harley-Davidson have the opportunity to focus on presenting itself as a caring company, closing the gap between cultures and as a result increasing their market.

Administration and political distance, opportunities and threats

One threat toward Harley-Davidson was and are Japanese imports. By 1988 Harley-Davidson stated that the tariff imposed on Japanese motorcycles had helped them to become more competitive and “re-strategise” (Feder, 1987). Harley-Davidson had the opportunity in this instance to accept assistance from Japan; this was subsequently refused causing further political distance between the two countries (Helnen, 1983). Therefore opportunities in this area may include possible alliances with other automobile manufacturers. Harley-Davidson had tried strategic alliances in the past, i.e. with AMF and MV Agusta Group. They did prove however to remove focus from the Harley-Davidson brand and strategy. Consequently any future alliances would have to adopt the same strategy in order to work together.

Harley-Davidson’s overseas sales performs particularly well in Japan, however China “represents its biggest opportunity”. Harley-Davidson’s chief executive states that their products are likely to have great appeal and success in China. Its threat at the moment however is Chinese legislation. However, by navigating around and providing any influence to change this, Harley-Davidson may find a lucrative market emerging. Harley-Davidson’s move into India signifies a new wealth and market for the company. However, again with political and administrative distance, it seems the same pressures Japan went through in the 1980’s are now mirrored.

Geographical distance, opportunities and threats

Harley-Davidson’s production facilities remain in America; however support for their strategic operations function in countries such as; Europe, Brazil and Japan (Harley-Davidson, 2004). This has been in large part to the improving transport links, enabling parts to be shipped from all over the world (Wisconsin School of Business, 2009). It is this advantage however that is posing a threat to the company. Competitors are now able to transport their products with little difficulty despite geographical distance; it therefore means that Harley-Davidson are competing in all possible locations.

Economic, opportunities and threats

The move into the Indian market has raised questions on if the particular product will sell. The bikes are selling at a roughly 14% of the average yearly income of an Indian worker. This poses a significant threat for the company; will the Indian worker be able to afford this?

Consequently, economics can be applied to its American consumer. Harley-Davidson research has found that the median income of its purchasers has risen (Harley-Davidson, 2007). However, due to the recent global economic crisis consumers are becoming more cautions with their money, all threatening the Harley-Davidson company. Combined with rising petrol prices, consumers are less inclined to spend their money. However, the cost of running a motorcycle or scooter is significantly cheaper and therefore creates a growing opportunity for Harley-Davidson to “covert” car drivers globally to buying their products.

Overall, the CAGE model gives Harley-Davidson an idea of the global issues it may face as well as possibly identifying issues that are occurring in the company’s country of origin. Its obvious disadvantage being that it focuses globally, missing out potential problems closer to the industry. Combined with opportunities and threats of SWOT analysis, the CAGE model was able to identify where it should move with its strategy. Overall, both models established that its best strategic option may prove successful by again focusing on its brand. Due to the popularity of Western products all over the world, Harley-Davidson may have success in emerging motorcycle markets such as in India and China. Additionally, by moving their production and suppliers to America, (with careful economic and monetary consideration) this may prove more substantial to Harley-Davidson’s branding, by promoting itself as an all American motorcycle company.

The Internal Environment

Ansoff Matrix

Due to high levels of competition from other companies within the motorcycle industry, Harley-Davidson may want to adopt an alternative direction for strategic management. An Ansoff matrix (figure 4) provides one with the ability to analyse and evaluate different strategic approaches that they may wish to implement.

Market Penetration

Despite the fact that in 2009 Harley-Davidson occupied 57.8% of the US motorcycle and scooter market (Powesports Business, 2009), in the UK, they only managed to occupy 4.5% of the market (Mintel, 2010b). Due to their exceptional reputation in the industry and the power of the Harley-Davidson brand, it is possible for the company to gain further share not only in the UK, but other existing markets such as Asia and India. Currently, due to riding restrictions in larger cities, Harley-Davidson are slowly managing to gain market share in China (Ang, 2006)

Additionally, in June 2010 Harley-Davidson is to introduce at total of twelve motorcycles from its portfolio to India (Yogesh, 2010).

Product Development

Recent statistics have illustrated that women are beginning to purchase motorcycles, for both pleasure and sporting reasons and Harley-Davidson are responding. For example, the Harley Davidson Fit Shop personally customises motorcycles to accommodate petite frames (Harley-Davidson, 2010a). Additionally, in 2008 Harley-Davidson set up the Women’s MDA Ride (Harley-Davidson, 2010b).

With celebrities such as Bruce Willis, Brad Pitt and Vin Diesel riding Harley-Davidsons, the brand and image attached to riding a motorcycle has begun to appeal to the younger generation. Mintel (2010b) demonstrates that a high proportion of 16-24 year olds are drawn to the idea of owning a motorcycle or scoter. In 2007, the company began to recognise the need for their products to appeal to the younger generation. In response, they employed Rich Christopher, who would design the Harley XL 1200N Nightster, a bike that “had enough attitude to lure younger riders” (Patton, 2007). Nonetheless, it must be said that the majority of individuals that fall into the above age bracket, have student debts attached to their names and a financial inability to pay for a bike on finance, thus making purchasing a Harley-Davidson not always possible. Furthermore, Moya (2009) indicates that high youth unemployment is keeping many first-time riders out of the market. In an attempt to successfully target the younger generation, Harley-Davidson could provide a financial scheme for young riders or graduates, whereby interest rates are low and affordable.

Market Development

In 2009, Harley-Davidson announced their plans to enter into the Chinese market. Through their alliance with Zongshen Motorcycle Group, they are looking to overcome potential obstacles present in trying to break into the China (Motorcyclist, 2009).

Diversification

In terms of diversification, one could argue that Harley-Davidson were successful in introducing clothing and accessories to their product portfolio. However, on the other hand it could be said since the clothing is only suitable for motorcyclists (a market that already exists), there is no diversification. In response to the latter, Harley-Davidson could follow in the footsteps of Yamaha who also produce musical instruments, audio software and hardware etc. Nonetheless, this is not to say that they should produce musical equipment. Due to the virtual world being the 17th biggest economy in the world, it may be viable for Harley-Davidson to enter into the gaming industry, maybe introducing computer games to their product range (Turban et al, 2008).

CAGE、机遇与威胁

关于影响哈雷戴维森的外部因素，公司与其他国家打交道的方法以及它们的外部机会和威胁可以结合在一起，以识别外部问题。

文化距离、机遇和威胁

作为一个美国品牌，它在塑造的品牌和形象上与其他文化有一定的距离。然而，哈雷戴维森在海外取得了合理的成功（《纽约时报》，2001年）。它的威胁是通过客户对日本制造业具有卓越质量的看法。本田（Honda）、铃木（Suzuki）和雅马哈（Yamaha）通过吸引所有消费者，并在消费者预算范围内对其产品进行有竞争力的定价，继续在市场上占据主导地位。不仅在价格上，日本自行车在技术和质量上也超过了哈雷戴维森（Masker，2007）。

可以说，女性骑手可能属于不同的文化。哈雷戴维森自己创造了一种专门的文化，主要关注男性骑手的某些形象。因此，哈雷戴维森专注于女性和年轻人市场可能会看到一个巨大的机会。此外，全球现有的环境文化意味着哈雷戴维森有机会专注于将自己打造成一家有爱心的公司，缩小文化之间的差距，从而扩大其市场。

行政与政治距离、机遇与威胁

对哈雷戴维森的一个威胁过去和现在都是日本进口。到1988年，哈雷戴维森表示，对日本摩托车征收的关税帮助它们变得更有竞争力，并“重新制定战略”（Feder，1987）。在这种情况下，哈雷戴维森有机会接受日本的援助；这随后被拒绝，导致两国之间的政治距离进一步扩大（Helnen，1983）。因此，这一领域的机会可能包括与其他汽车制造商的可能联盟。哈雷戴维森过去曾尝试与AMF和MV Agusta集团建立战略联盟。然而，事实证明，他们确实转移了人们对哈雷戴维森品牌和战略的关注。因此，任何未来的联盟都必须采取同样的战略才能合作。

哈雷戴维森在日本的海外销售表现特别好，但中国“代表着其最大的机遇”。哈雷戴维森首席执行官表示，他们的产品很可能在中国有巨大的吸引力和成功。然而，它目前的威胁是中国的立法。然而，通过四处导航并提供任何影响力来改变这一现状，哈雷戴维森可能会发现一个有利可图的市场正在出现。哈雷戴维森进军印度意味着该公司拥有新的财富和市场。然而，由于政治和行政距离遥远，日本在20世纪80年代所经历的压力现在似乎也得到了反映。

地理距离、机遇和威胁

哈雷戴维森的生产设施仍在美国；然而，支持其在以下国家的战略运营职能：；欧洲、巴西和日本（Harley Davidson，2004年）。这在很大程度上是由于运输联系的改善，使零件能够从世界各地运输（威斯康星商学院，2009年）。然而，正是这种优势对公司构成了威胁。尽管地理距离遥远，但竞争对手现在能够毫不费力地运输其产品；因此，这意味着哈雷戴维森正在所有可能的地点进行竞争。

经济、机遇和威胁

进军印度市场引发了人们对该特定产品是否会销售的质疑。这些自行车的售价约为印度工人平均年收入的14%。这对公司构成了重大威胁；印度工人能负担得起吗？

因此，经济学可以应用于美国消费者。哈雷戴维森的研究发现，购买者的收入中位数有所上升（哈雷戴维森，2007年）。然而，由于最近的全球经济危机，消费者对自己的钱越来越谨慎，这一切都威胁到了哈雷戴维森公司。再加上汽油价格的上涨，消费者不太愿意花钱了。然而，驾驶摩托车或踏板车的成本要便宜得多，因此为哈雷戴维森在全球范围内“隐蔽”汽车司机购买其产品创造了越来越多的机会。

总的来说，CAGE模型让哈雷戴维森了解了其可能面临的全球问题，并可能识别出公司原产国正在发生的问题。它的明显缺点是专注于全球，错过了更接近行业的潜在问题。结合SWOT分析的机会和威胁，CAGE模型能够确定其战略应该走向何方。总的来说，这两款车型都证明，通过再次专注于其品牌，其最佳战略选择可能会取得成功。由于西方产品在世界各地的流行，哈雷戴维森可能会在印度和中国等新兴摩托车市场取得成功。此外，通过将其生产和供应商转移到美国，（经过仔细的经济和货币考虑）这可能会对哈雷戴维森的品牌更为重要，因为它将自己宣传为一家全美国的摩托车公司。

内部环境

Ansoff矩阵

由于摩托车行业内其他公司的高度竞争，哈雷戴维森可能希望采用另一种战略管理方向。Ansoff矩阵（图4）使人们能够分析和评估他们可能希望实施的不同战略方法。

市场渗透

尽管2009年哈雷戴维森占据了美国摩托车和踏板车市场57.8%的份额（Powesports Business，2009），但在英国，他们只占据了4.5%的市场份额（英敏特，2010b）。由于其在行业中的卓越声誉和哈雷戴维森品牌的影响力，该公司不仅有可能在英国，而且有可能在亚洲和印度等其他现有市场获得更多份额。目前，由于大城市的骑行限制，哈雷戴维森在中国的市场份额正在缓慢增加（Ang，2006）

此外，2010年6月，哈雷戴维森将从其投资组合中向印度推出总共12辆摩托车（Yogesh，2010）。

产品开发

最近的统计数据表明，女性开始购买摩托车，既有出于娱乐的原因，也有出于运动的原因，哈雷戴维森也做出了回应。例如，哈雷戴维森健身店亲自定制摩托车，以容纳小型车架（哈雷戴维森，2010a）。此外，2008年，哈雷戴维森设立了女子MDA骑行项目（哈雷戴维森，2010b）。

随着布鲁斯·威利斯（Bruce Willis）、布拉德·皮特（Brad Pitt）和文·迪塞尔（Vin Diesel）等名人乘坐哈雷戴维森（Harley Davidsons）摩托车，骑摩托车的品牌和形象开始吸引年轻一代。英敏特（2010b）表明，16-24岁的年轻人中有很大一部分人被拥有摩托车或苏格兰威士忌的想法所吸引。2007年，该公司开始认识到他们的产品需要吸引年轻一代。作为回应，他们聘请了Rich Christopher，他将设计哈雷XL 1200N Nightster，这是一款“有足够的态度来吸引年轻骑手”的自行车（Patton，2007）。尽管如此，必须指出的是，大多数属于上述年龄段的人，他们的名字上都有学生债务，而且经济上无力支付自行车的费用，因此购买哈雷戴维森并不总是可能的。此外，Moya（2009）指出，青年人的高失业率使许多首次乘车的人无法进入市场。为了成功地瞄准年轻一代，哈雷戴维森可以为年轻骑手或毕业生提供一项金融计划，利率低且负担得起。

市场开发

2009年，哈雷戴维森宣布了进军中国市场的计划。通过与宗申摩托车集团的联盟，他们希望克服目前进入中国市场的潜在障碍（Motorcycler，2009）。

多元化

在多元化方面，可以说哈雷戴维森成功地将服装和配饰引入了他们的产品组合。然而，另一方面，可以说，由于这种服装只适合摩托车手（一个已经存在的市场），因此没有多样化。作为对后者的回应，哈雷戴维森可以追随雅马哈的脚步，雅马哈也生产乐器、音频软件和硬件等。尽管如此，这并不是说他们应该生产音乐设备。由于虚拟世界是世界第17大经济体，哈雷戴维森进入游戏行业可能是可行的，可能会将电脑游戏引入其产品系列（Turban等人，2008年）。

Through the implementation of an Ansoff matrix, Harley-Davidson are able to analyse the various strategic options that they can take in terms of product and market development. It could be argued that as a model it is able to provide an internal perspective on the company in terms of its resources and capabilities available; as well as providing an external outlook on the industry as a whole and looking to see if there are gaps in the market or potential for growth. However, despite the fact that is looks into the industry, it fails to specifically evalutate the position of other companies that provide intense competition.

After considetion, one could recommend Harley-Davidson to concentrate on ‘product development’, whereby a range could be introduced to women and the youth. If they are successfull in implementing this development, they could potentially be a leader in the market povding a niche that competitors fail to recognise.

Strengths and Weaknesses

Figure 5 provides a SWOT analysis of Harley-Davidson. It uncovers that one of Harley-Davidson’s strengths is brand loyalty. Company executive Matt Levatich indicates that “without the dedication of the riders to Harley, we wouldn’t be here today” (Mattice, 2008). The Harley Owner’s Group (HOG) has members in excess of 295,000 members, and 900 local chapters (Smith, 2008)

With a network of over 1,300 dealers, in 60 countries (Goodsall, 2009), Harley Davidson has a widespread dealer network. Being present in a varied range of markets and operating through such a large and loyal network can be considered as a strength for the organisation. Additionally, value is added into the Porter’s value chain as it allows Harley-Davidson to keep costs such as administration to minimal amounts.

Much of Harley-Davidson’s success can be attributed to their wide product portfolio. Currently, their product portfolio is composed of motorcycles, accessories, clothing, merchandise, GPS navigators just to mention a few (Harley-Davidson, 2010c). The Boston Consulting Group (BCG) matrix (figure 6) can assist Harley-Davidson in effectively managing their product portfolio, ensuring that product and strategic management is upheld. The model analyses the separate business units, in relation to two key variables; market share and market growth (Johnson et al, 2008).

Harley-Davidson currently operates in 60 countries worldwide. By operating domestically and internationally not only are Harley-Davidson able to gain access to larger global markets, but they may also be able to benefit from the economic differences in exchange rates. At present, the American Dollar is relatively weak in comparison to other international forms of currency, for example the Euro and the Yen. As a result, Harley-Davidson would be able to produce their products in America, but sell in international markets.

To many, Harley-Davidson can be classified as a luxurious product, whereby quality and design trumps price. Not only does this strengthen the brand name and customer association with the company, but it also allows profit margins to remain high. For the year 2009, the gross profit margin was 31% (Google Finance, 2010). Nonetheless, this has not always been the case. Just after American Machinery and Foundry bought the company in 1969, it began to experience lower levels of quality, which was partly due to streamlined production and a reduction in the workforce. Japanese motorcycles were proving to outperform Harley-Davidson in terms of quality (Masker, 2007).

As highlighted in the SWOT analysis, it is apparent that Harley-Davidson’s main weakness is its ability to gain substantial market share in European countries. However, this being said as you can see in figure 1, Harley-Davidson is gradually increasing market share in some European countries, for example the UK. Moreover, through international dealer networks and improved marketing programs, sales and profit margins are progressively rising (Fredrix, 2007).

The ‘bad-boy’ image that is generally associated with motorcycles can be seen by some as a weakness to the company. Additionally, despite the fact that the company plays no part in organised crime, the creation of the ‘Hells Angels Motorcycle Club’ (HAMC) could pose a negative relationship between organised crime and Harley-Davidson; an unwelcoming association. It is reported that members of the HAMC implement wide-spread violence (Federal Bureau of Investigation, 2000). Finally, the dangers coupled with riding a Harley-Davidson can be seen as a weakness. In the UK in 2008, a total of 6,049 individuals were either killed or seriously injured after being involved in a motorcycle accident (Department for Transport, 2009a). Furthermore, despite only contributing 1% to total traffic, motorcyclists make up 19% of deaths on Britain’s roads (Department for Transport, 2009b).

By looking at the strengths and weaknesses of the company, Harley-Davidson are able to gain a brief understanding of their internal core competencies and flaws. The SWOT is able to identify a certain criteria that can be analysed further. This can be demonstrated with the ‘wide product portfolio’ point that is accessed further through the implementation of the Boston Consulting Group matrix. However, it only provides a very basic insight into the strengths and weaknesses of the organisation; for this reason, pairing it up with another tool(s) will prove to be effective.

In consideration, it would be worthwhile for Harley-Davidson to look into ways as to how they can effectively gain market share in European countries. As mentioned earlier, in Europe they are far from becoming the leader in the motorcycle and scooter industry. It could be suggested that through the implementation of a SWOT analysis and an in-depth CAGE analysis, the organisation could present the European market with a distinctive offering.

Evaluation

Strategic options that Harley-Davidson could look into or adopt;

Expand their product development – looking at developing their technology, especially environmental demands. However they need to be cautious of economic pressures that face the company and their market.

Expand their product development by targeting the younger and female market.

Harley-Davidson could therefore face a paradox; global vs localisation;

Focus on the branding of the company, emphasising its unique product range and American heritage.

Moving their supply chain entirely to America, promoting its American culture. Nonetheless, costs should be considered before implementing this option.

Look further into gaining market share in European countries, as well as developing countries. meday build motorcycles overseas’. JS Online. [Online]

Harley-Davidson, An All American Brand?

Origins of an American Brand

There aren’t many people in the World that would tattoo a companies logo onto their arm for, however for Harley-Davidson there are. In later years it would see Harley-Davidson distance itself from others to focus on this brand. For motorcycle enthusiasts, the words Harley-Davidson may invoke visions of freedom, independence and the open road, it also symbolised patriotism to America and its citizens. In 1903, William Harley and three brothers, Arthur Davidson, Walter Davidson and William Davidson, founded Harley-Davidson. It was also at this time as to when the first Harley-Davidson motorcycle was produced. Three years later, Harley and the Davidson brothers built their first factory on Chestnut Street. Over the years, Harley-Davidson’s success would continue to grow with the production of sidecars and single and twin cylinder models (Harley-Davidson, 2010d).

In 1910, the Harley Davidson logo was used for the first time, which would represent quality, diversity and value, characteristics that are still in existent today. Currently there are over 1,300 dealer networks operating in a total of 60 countries (Goodsall, 2009). The outbreak of World War One saw Harley-Davidson make a valiant contribution to the war effort (Zuberi, 2006). It is estimated that 20,000 motorcycles were used by the U.S. military, the majority of which were Harley-Davidsons. In 1941, when America entered the Second World War, Harley Davidson continued to provide support to the war effort, which as a result saw them being awarded an Army-Navy “E” Award for excellence in war time production (Harley-Davidson, 2010e). The company proved itself competitively and resourcefully during this time. Harley-Davidson were able to cease trading and provide vehicles to aid the war effort, the result of this meant that Harley-Davidson had a strong reputation based on “quality and reliability” the same quality that was to be questioned in later years (Nimwegen and Kleiner, 2000).

通过实施Ansoff矩阵，哈雷戴维森能够分析他们在产品和市场开发方面可以采取的各种战略选择。可以说，作为一种模式，它能够从内部角度看待公司的可用资源和能力；以及提供整个行业的外部前景，并观察市场是否存在缺口或增长潜力。然而，尽管is对该行业进行了调查，但它未能具体评估其他提供激烈竞争的公司的地位。

经过考虑，可以建议哈雷戴维森专注于“产品开发”，从而将一系列产品介绍给女性和年轻人。如果他们成功地实施了这一发展，他们可能会成为市场的领导者，争夺竞争对手无法识别的利基市场。

优势和劣势

图5提供了哈雷戴维森的SWOT分析。它揭示了哈雷戴维森的优势之一是品牌忠诚度。公司高管Matt Levatich表示，“如果没有车手们对哈雷的奉献精神，我们就不会有今天”（Mattice，2008）。哈雷业主团体（HOG）拥有超过295000名成员，以及900个地方分会（Smith，2008）

哈雷戴维森在60个国家拥有1300多家经销商网络（Goodsall，2009），拥有广泛的经销商网络。在各种市场中存在，并通过如此庞大和忠诚的网络运营，可以被视为该组织的优势。此外，波特的价值链也增加了价值，因为它使哈雷戴维森能够将管理等成本控制在最低限度。

哈雷戴维森的成功很大程度上归功于其广泛的产品组合。目前，他们的产品组合包括摩托车、配件、服装、商品、GPS导航器等（Harley Davidson，2010c）。波士顿咨询集团（BCG）矩阵（图6）可以帮助哈雷戴维森有效管理其产品组合，确保产品和战略管理得到维护。该模型分析了与两个关键变量相关的独立业务单元；市场份额和市场增长（Johnson等人，2008年）。

哈雷戴维森目前在全球60个国家开展业务。通过在国内外开展业务，哈雷戴维森不仅能够进入更大的全球市场，而且还可能从汇率的经济差异中受益。目前，与欧元和日元等其他国际货币形式相比，美元相对较弱。因此，哈雷戴维森将能够在美国生产他们的产品，但在国际市场上销售。

对许多人来说，哈雷戴维森可以被归类为豪华产品，质量和设计胜过价格。这不仅加强了品牌知名度和客户与公司的联系，还使利润率保持在较高水平。2009年，毛利率为31%（谷歌金融，2010年）。尽管如此，情况并非总是如此。就在1969年美国机械和铸造公司收购该公司后，该公司的质量开始下降，部分原因是精简了生产和减少了劳动力。事实证明，日本摩托车在质量方面优于哈雷戴维森（Masker，2007）。

正如SWOT分析中所强调的，很明显，哈雷戴维森的主要弱点是其在欧洲国家获得巨大市场份额的能力。然而，正如图1所示，哈雷戴维森在一些欧洲国家（如英国）的市场份额正在逐步增加。此外，通过国际经销商网络和改进的营销计划，销售额和利润率正在逐步上升（Fredrix，2007）。

通常与摩托车相关的“坏男孩”形象可以被一些人视为公司的弱点。此外，尽管该公司没有参与有组织犯罪，但“地狱天使摩托车俱乐部”（HAMC）的成立可能会在有组织犯罪和哈雷戴维森之间造成负面关系；不受欢迎的协会。据报道，HAMC成员实施广泛的暴力行为（联邦调查局，2000年）。最后，驾驶哈雷戴维森带来的危险可以被视为一个弱点。2008年，英国共有6049人在摩托车事故中丧生或受重伤（交通部，2009a）。此外，尽管摩托车手只占总交通量的1%，但在英国道路上的死亡人数中，摩托车手占19%（交通部，2009b）。

通过了解公司的优势和劣势，哈雷戴维森能够简要了解其内部核心竞争力和缺陷。SWOT能够确定一些可以进一步分析的标准。这可以通过波士顿咨询集团矩阵的实施进一步获得的“广泛的产品组合”点来证明。然而，它只提供了对组织优势和劣势的非常基本的了解；因此，将其与其他工具配对将被证明是有效的。

考虑到这一点，哈雷戴维森值得研究如何有效地在欧洲国家获得市场份额。如前所述，在欧洲，他们远未成为摩托车和踏板车行业的领导者。可以建议，通过实施SWOT分析和深入的CAGE分析，该组织可以为欧洲市场提供独特的产品。

评价

哈雷戴维森可以研究或采用的战略选择；

扩大他们的产品开发——着眼于开发他们的技术，尤其是环境需求。然而，他们需要对公司及其市场面临的经济压力保持谨慎。

通过瞄准年轻人和女性市场来扩大产品开发。

因此，哈雷戴维森可能面临一个悖论；全球化与本地化；

专注于公司的品牌，强调其独特的产品系列和美国传统。

将他们的供应链完全转移到美国，宣传其美国文化。尽管如此，在实施这一备选方案之前应考虑成本问题。

进一步考虑在欧洲国家和发展中国家获得市场份额。梅达在海外制造摩托车。JS在线。在线的

哈雷戴维森，全美品牌？

美国品牌的起源

世界上没有多少人会在手臂上纹上公司标志，但哈雷戴维森却有。在后来的几年里，哈雷戴维森将与其他品牌保持距离，专注于这个品牌。对于摩托车爱好者来说，哈雷戴维森这个词可能会唤起自由、独立和开放道路的愿景，它也象征着对美国及其公民的爱国主义。1903年，威廉·哈雷和亚瑟·戴维森、沃尔特·戴维森、威廉·戴维森三兄弟创立了哈雷戴维森。第一辆哈雷戴维森摩托车也是在这个时候生产的。三年后，哈雷和戴维森兄弟在栗树街建造了他们的第一家工厂。多年来，随着侧车、单缸和双缸车型的生产，哈雷戴维森的成功将继续增长（哈雷戴维森，2010d）。

1910年，哈雷戴维森标志首次被使用，它将代表质量、多样性和价值，这些特征至今仍然存在。目前，共有1300多个经销商网络在60个国家/地区开展业务（Goodsall，2009年）。第一次世界大战爆发后，哈雷戴维森为战争做出了英勇的贡献（Zuberi，2006）。据估计，美国军方使用了20000辆摩托车，其中大部分是哈雷戴维森。1941年，当美国加入第二次世界大战时，哈雷戴维森继续为战争努力提供支持，因此他们被授予陆军-海军“E”奖，以表彰战时制作的卓越表现（哈雷戴维森，2010e）。在这段时间里，该公司证明了自己的竞争力和资源。哈雷戴维森能够停止交易并提供车辆来帮助战争，这意味着哈雷戴维森在“质量和可靠性”方面有着强大的声誉，这与后来几年受到质疑的质量相同（Nimwegen和Kleiner，2000）。

Branding

Films such as Easy Rider, and Hollywood icons including Steve McQueen, Marlon Brando and Elvis Presley, made Harley-Davidson be seen by many as a cultural icon, which attracted customers who loved “its bad-boy mystique, powerfulness giving Harley-Davidson valuable marketing and a distinctive clientele coupled with its rumbling voice, distinctive roar, and toughness” (Schinwald, 2005) a sound which they would later trademark, made Harley-Davidson stand out from the rest. The 1940’s and 1950’s brought in a new era for the motorcycle industry and saw Harley-Davidson strengthening its brand image and membership loyalty. Its brand ever more poignant in people’s minds and perception, it was of no surprise that it was celebrated on Harley-Davidson’s 50th birthday with a new logo being created (See Image 1). The birthday celebrations didn’t stop there. Harley-Davidson’s only American motorcycle manufacturer, the creator of the ‘Indian’ motorcycle left the market and more importantly, it left Harley-Davidson as the sole US motorcycle manufacturer, a triumph that would last until the late 1990’s (Harley-Davidson, 2009e).

In 1969, American Machine and Foundry (AMF) a producer of leisure products bought Harley-Davidson, increasing their production by 300%. However, its partnership would later spark rumours of AMF failing to ensure quality was maintained throughout their takeover and eventually saw Harley-Davidson going back to its origins (Nimwegen and Kleiner, 2000).

In 1977, Harley-Davidson faced controversy in a political sense. The notorious and oddly forgotten ‘Confederate Edition’ motorcycle pulled at political strings in a big way. Factors such as a dull coloured motorbike compared to Harley-Davidson’s previous flashier models and its Southern Cross flag not only alienated African-Americans as a reminder of slavery and oppression, but seemed to be an anomaly in Harley-Davidson’s portfolio (MacMahan, 2009).

A fresh start

The 1980’s saw Harley-Davidson entering a distressing period in their time in business, posing bigger threats than two World Wars and a Great Depression had thrown at them. While Harley-Davidson stayed focused on its American market assuring it was the nations and the worlds favourite, Japan was able to create better and cheaper motorbikes. It was this threat that resulted in 45% tariffs on Japanese models, giving Harley-Davidson t

品牌创建

《逍遥骑士》等电影以及史蒂夫·麦奎因、马龙·白兰度和埃尔维斯·普雷斯利等好莱坞偶像使哈雷戴维森被许多人视为文化偶像，吸引了那些喜欢“其坏男孩的神秘感、强大的力量给哈雷戴维森带来了宝贵的营销和独特的客户群，再加上其隆隆的声音、独特的咆哮和坚韧”（Schinwald，2005）的顾客，他们后来将这种声音作为商标，使哈雷戴维逊脱颖而出。20世纪40年代和50年代为摩托车行业带来了一个新时代，哈雷戴维森加强了其品牌形象和会员忠诚度。它的品牌在人们的脑海和认知中越来越深刻，毫不奇怪，在哈雷戴维森50岁生日之际，它还创建了一个新的标志（见图1）。生日庆祝活动还不止于此。哈雷戴维森唯一的美国摩托车制造商，“印度”摩托车的创造者离开了市场，更重要的是，它使哈雷戴维森成为美国唯一的摩托车制造商，这一胜利将持续到20世纪90年代末（哈雷戴维森，2009e）。

1969年，休闲产品生产商美国机械和铸造公司（AMF）收购了哈雷戴维森，使其产量增加了300%。然而，其合作关系后来引发了AMF未能确保在整个收购过程中保持质量的谣言，并最终见证了哈雷戴维森的回归（Nimwegen和Kleiner，2000）。

1977年，哈雷戴维森面临着政治意义上的争议。臭名昭著、被人奇怪地遗忘的“邦联版”摩托车在很大程度上牵动了政治局势。与哈雷戴维森之前更耀眼的车型相比，一辆颜色暗淡的摩托车及其南十字旗等因素不仅疏远了非裔美国人，提醒他们奴隶制和压迫，而且似乎是哈雷戴维森投资组合中的一个反常现象（MacMahan，2009）。

一个新的开始

20世纪80年代，哈雷戴维森进入了一个令人痛苦的商业时期，构成了比两次世界大战和大萧条更大的威胁。尽管哈雷戴维森一直专注于其美国市场，确保其成为各国和世界的宠儿，但日本能够制造出更好、更便宜的摩托车。正是这种威胁导致对日本车型征收45%的关税，使哈雷戴维森t

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