Harley Davidson We have decided to address problems and causes within the Harley Davidson Company by using a strategic audit which will explain past, present and future trends within this organization.
I. Current Situation A. Current Situation
Excellent financials, low debt load, 2001 was the 16th consecutive year with record performance. Price/earnings ratio is positive.
• World wide retail for 4th quarter 12.9% growth over year 2000.
• Forbes named Harley-Davidson its "Company of the Year" for 2001.
• Selected by Business Week as on of the nation's "Most Admired Companies."
• Projected sales figures for 2003 look strong.
B. Strategic Posture 1. Mission
• The mission of this company is to "fulfill dreams through the
e. Improvement of its operation designed to control costs and maintain quality.
f. Introduction of just-in-time inventory principles, which allows for quicker reaction to engineering design changes, quality improvements, and market demands.
g. Mutual relationships with its suppliers which has improved product technical integrity, application of new features and innovations, lead times for product development, and smoother/faster manufacturing ramp-up of new vehicle introductions. 3. Political –Legal
a. Federal, state, and local authorities had various environmental control requirements, relating to air, water, and noise pollution. b. Stricter emissions standards in 2004 and 2008.
c. The European Union is considering enforcing stricter emission standards.
d. Emissions standards and noise control becoming more stringent in Japan.
e. Must comply with all applicable federal motor vehicle safety standards and related regulations.
f. In last three years H-D has initiated 24 voluntary recalls.
g. H-D is involved with government agencies regarding environmental matters, such as soil and groundwater contamination.
h. HDFS is subject to state, federal, and various foreign governmental authorities and various laws, and judicial and administrative decisions.
I. Steel tariffs could affect market in Europe. 4. Sociocultural a. Customers are white-collar workers and executives. b. Competitive market. c. An aging customer