My presentation of the analysis of this case would be very specific and to the point. I would relate to certain broad strategy areas and describe them in enough depth to help understand the concept, without going into the complete details.
Post analysis of the Harley Davidson turn-around, I see the activities and planning involved by the entire management team, to be somewhat as highlighted below. I would also link these aspects with an (I) Internal and (E) External stakeholder sign, for the purpose of understanding the relationships involved in this re-engineering process.
Educate (I+E) -> Create Need (E) -> Supply (E) -> Post-Sales (I+E) -> Promote Loyalty(E) -> Best Practices (E) -> ...view middle of the document...
All these initiatives together, helped bolster the organizations demand. But there was more to be considered-
Producing the Product-
1. Suppliers (E)- A key part of the supply chain, they management forced their suppliers to improve their game with higher standards for quality, delivery and costs. They also invested time in improving the production techniques of their suppliers and provided knowledge resources where possible.
2. Triad Production Technique (I)- This included JIT / EI and SOC. These concepts put together greatly enhanced the organization's production capability. Glitches in the form of strikes did occur a couple of times, but with participatory management styles, were quickly taken care of.
High demand and superior production techniques were finally creamed off with great support. Internally as well as externally.
1. US Government (E)- US government played a crucial role from 1982-87 to help HD re-capture the US market, by imposing tariffs' on imports from the Japanese competitors. The company would have faced a very real danger of losing market share, if not given the time and space to improve their technology.
2. Organizational Model (I)- Moving away from the traditional Division-Functional Model to a cross functional, sub team, special project model- HD not only improved functional efficiencies', but also helped boost employee engagement.
3. Education (I+E)- HD decided to invest in education, which was a key differentiator in my view. Not only did they target their dealers and...