留學(xué)生essay代寫范例：Harley-Davidson's Strategic Position

留學(xué)生essay代寫范例-哈雷戴維森的戰(zhàn)略地位。本文是一篇由本站代寫服務(wù)提供的essay代寫參考，主要內(nèi)容是講述事實(shí)證明，要確定哈雷戴維森在行業(yè)中的戰(zhàn)略地位和市場地位是極其困難的。哈雷戴維森作為一家摩托車制造商有著悠久的歷史，在很大程度上被許多人視為一個聲譽(yù)良好的“全美國”品牌。然而，通過內(nèi)外部事件的結(jié)合，哈雷戴維森的市場份額正在逐漸失去給雅馬哈、本田和鈴木等日本制造商。通過使用關(guān)鍵的戰(zhàn)略工具和模型，我們可以更深入地了解組織需要做什么才能提升其游戲水平。下面就一起來看一下這篇留學(xué)生essay代寫范例。

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 ‘a(chǎn)ll-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

事實(shí)證明，要確定哈雷戴維森在行業(yè)中的戰(zhàn)略地位和市場地位是極其困難的。哈雷戴維森作為一家摩托車制造商有著悠久的歷史，在很大程度上被許多人視為一個聲譽(yù)良好的“全美國”品牌。然而，通過內(nèi)外部事件的結(jié)合，哈雷戴維森的市場份額正在逐漸失去給雅馬哈、本田和鈴木等日本制造商。通過使用關(guān)鍵的戰(zhàn)略工具和模型，我們可以更深入地了解組織需要做什么才能提升其游戲水平。

通過Porters Five Forces、PESTLE、CAGE、SWOT、Ansoff矩陣和Boston Consulting Group矩陣等模型的應(yīng)用，我們能夠提供哈雷戴維森未來可以采用的幾個可行的戰(zhàn)略選擇。

該研究得出的結(jié)論是，該組織應(yīng)擴(kuò)大產(chǎn)品開發(fā)，專注于公司品牌，重組供應(yīng)鏈，并努力在歐洲國家獲得更大的市場份額。

行業(yè)分析

英敏特（2010a）指出，1998年至2008年間，與汽車保有量相比，摩托車和蘇格蘭車保有量的增長速度更快。在過去的十年里，摩托車的消費(fèi)量增長了71%，而汽車的消費(fèi)量僅增長了24%。為了考慮哈雷戴維森現(xiàn)有的戰(zhàn)略能力，分析其經(jīng)營所在的行業(yè)非常重要；特別關(guān)注最近的趨勢。由于當(dāng)前的經(jīng)濟(jì)環(huán)境，摩托車和蘇格蘭車行業(yè)被許多人視為一個競爭激烈的行業(yè)。2009年，該行業(yè)的全球價值為500億美元（Moya，2009）。圖1顯示了英國摩托車和踏板車行業(yè)的市場份額。有三個關(guān)鍵參與者分享了巨大的市場份額，其中沒有一個是哈雷戴維森1

外部環(huán)境

在進(jìn)行戰(zhàn)略分析時，了解哈雷戴維森的外部環(huán)境和當(dāng)前問題將是有益的；強(qiáng)調(diào)了威脅和機(jī)遇，并揭示了可能的選擇作為結(jié)果。佩斯特爾與波特的五力

PESTLE是一個特別有用的模型，可以確定公司在一個行業(yè)中面臨的問題及其對某些組織的影響。再加上波特的五種力量，這意味著可以對該行業(yè)進(jìn)行廣泛而深入的分析

入境威脅、政治因素和法律因素

進(jìn)入的威脅決定了其他潛在競爭對手進(jìn)入該行業(yè)的容易程度；在哈雷戴維森的案例中，這一數(shù)字仍然相當(dāng)?shù)汀Ｒ?guī)模經(jīng)濟(jì)對汽車工業(yè)至關(guān)重要。一旦哈雷戴維森在市場上站穩(wěn)腳跟并建立了分銷渠道，就更容易進(jìn)行大規(guī)模生產(chǎn)。就行政管理而言，入境的威脅相當(dāng)?shù)?；因?yàn)樵诮?jīng)營摩托車公司時幾乎沒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 “l(fā)uxury”, 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

哈雷戴維森面臨的主要政治問題是其產(chǎn)品的進(jìn)出口率。進(jìn)口稅對公司有利也有弊。通過在20世紀(jì)80年代申請限制日本車型進(jìn)入美國，這意味著它們比其他競爭對手有更大的影響力，可以再次在美國市場“站穩(wěn)腳跟”（Harley Davidson，2009b）。然而，最近進(jìn)入印度的舉動增加了更多的政治障礙；不利于哈雷戴維森。通過建立100%的進(jìn)口稅，自行車的市場成本對一些人來說太高了。哈雷戴維森有進(jìn)軍中國市場的雄心，但目前面臨著中國的政治問題，因?yàn)槠?70個城市禁止摩托車行駛，獲得摩托車牌照需要時間和金錢（Goodman，2008）。

與法律問題聯(lián)系在一起，哈雷戴維森對某些事務(wù)的控制較少。騎手的年齡限制為17歲，同時還需要摩托車執(zhí)照。此外，必須對摩托車進(jìn)行保養(yǎng)；有交通運(yùn)輸部、稅務(wù)和騎手必須戴頭盔（Direct.gov，2010）。因此，那些希望進(jìn)入市場的人面臨著與哈雷戴維森相同的法律要求，必須遵循相同的流程。

在阻止競爭對手進(jìn)入市場或改變政治問題方面，哈雷戴維森幾乎無能為力。作為回應(yīng)，重要的是，哈雷戴維森要圍繞這一點(diǎn)制定戰(zhàn)略，確保他們的產(chǎn)品對影子企業(yè)保持成本效益；因此，如果他們進(jìn)入中國，在采用與印度市場相同的策略向市場銷售之前，他們將建立“物有所值”的聲譽(yù)。

經(jīng)濟(jì)問題、競爭對手和供應(yīng)商的力量

經(jīng)濟(jì)問題與競爭對手和供應(yīng)商的力量有著特別的共鳴。燃油價格上漲將影響哈雷戴維森的供應(yīng)商和競爭對手（Massey，2010）。這個行業(yè)競爭激烈。由于摩托車通常被視為“奢侈品”，因此產(chǎn)品的定價可能很敏感。例如，哈雷戴維森提供備件、延長保修期、環(huán)保創(chuàng)新產(chǎn)品，以區(qū)別于競爭對手。

在超級自行車的問題上，經(jīng)濟(jì)和競爭再次結(jié)合在一起。由于日本在這一市場上的成功，他們在競技體育中建立了強(qiáng)大的地位，并根據(jù)這一點(diǎn)為其產(chǎn)品定價低廉。因此，它影響了客戶對哈雷戴維森在摩托車市場的地位的看法，以及他們的定價政策。然而，那些在這項(xiàng)運(yùn)動中占據(jù)主導(dǎo)地位的人確實(shí)有著相互沖突的利益，即雅馬哈和本田在樂器和其他機(jī)動車輛領(lǐng)域進(jìn)行了多元化經(jīng)營，這實(shí)際上使哈雷戴維森成為一家忠誠的專業(yè)摩托車制造商。

經(jīng)濟(jì)問題也會影響哈雷戴維森的供應(yīng)商實(shí)力。哈雷戴維森控制著他們的供應(yīng)商，因此供應(yīng)商在這個行業(yè)的影響力很低。如果成本上升，哈雷戴維森有機(jī)會轉(zhuǎn)換，并有更多的談判空間。

社會和買方力量

摩托車行業(yè)的社會問題與購買力有著特殊的相關(guān)性，而購買力本身對摩托車行業(yè)構(gòu)成了相當(dāng)大的威脅。在往返哈雷戴維森時，相對來說沒有轉(zhuǎn)換成本。就哈雷戴維森而言，該公司已經(jīng)認(rèn)可了定制市場；如果買家想定制自己的自行車，那么他們更換競爭對手的能力較弱。

可以說，哈雷戴維森的核心競爭力是其對品牌的忠誠度和會員資格。該公司在吸引會員方面取得了重大成功，在全球范圍內(nèi)獲得了100多萬會員（Harley Davidson，2009d）。他們的歷史和品牌是眾所周知的，在馬龍·布蘭登和埃爾維斯的支持下，他們成為了一家冷靜、“叛逆”的摩托車制造商（Jagger，2008），但哈雷戴維森的品牌價值下降了43%（Pravda，2009）。

在考慮摩托車安全的社會問題時，購買者的力量可以發(fā)揮作用。政府報(bào)告指出，摩托車手更容易受傷（英敏特，2008年）?？紤]到這個社會問題，買家可能會選擇一家專注于產(chǎn)品安全的公司。

環(huán)境問題、技術(shù)和替代品的威脅

替代品的威脅會影響買家的行為。由于汽車市場的替代品，這里的威脅仍然很高。當(dāng)然還有另一種選擇，因?yàn)槲廴緡?yán)重，破壞環(huán)境，人們選擇使用公共汽車、火車等。因此，哈雷戴維森試圖通過在幫助環(huán)境方面發(fā)揮更大的作用來降低替代品的風(fēng)險。哈雷戴維森公司提供了環(huán)境保修，并簽署了“一次清理計(jì)劃”（York Site Remedy，2005）。因此，這可能意味著人們不太可能因?yàn)榄h(huán)境問題而改用替代品。Harley Davidson在2006年收購了Castalloy，這支持了他們對環(huán)境的奉獻(xiàn)（Porter，2006），因?yàn)镃astalloy受到了澳大利亞政府的環(huán)境風(fēng)險保護(hù)（BNET，2006）。通過開發(fā)零排放電力技術(shù)，哈雷戴維森和其他公司開發(fā)了他們的產(chǎn)品組合（Anupam，2009）。

這種技術(shù)的發(fā)展也對替代品的力量產(chǎn)生了重要影響。以某種方式設(shè)計(jì)哈雷戴維森的自行車，它們再次能夠吸引客戶對該品牌的忠誠度。哈雷戴維森和其他競爭對手開始開發(fā)防抱死制動系統(tǒng)和“無離合器”變速器（英敏特，2010a）。再加上這一點(diǎn)，哈雷戴維森以擁有“獨(dú)特的聲音”而自豪。因此，該公司已使用噪聲振動粗糙度技術(shù)（BNET 2002）將其注冊為商標(biāo)。

PESTLE的主要任務(wù)是為哈雷戴維森目前所處的行業(yè)提供背景，全面了解外部環(huán)境，并了解哈雷戴維森的威脅和機(jī)遇，但它會不斷更新以保持有效。PESTLE透露，哈雷戴維森未來的成功可能在于其產(chǎn)品開發(fā)。通過開發(fā)技術(shù)來證明其購買的合理性，并滿足環(huán)境需求，哈雷戴維森可能能夠在市場上保持成功。然而，它也警告該公司，在經(jīng)濟(jì)上必須謹(jǐn)慎，對市場采取謹(jǐn)慎的態(tài)度。

再加上波特的五種力量，它提供了針對市場上其他競爭對手和買家的框架。盡管它對可能影響哈雷戴維森的行業(yè)特征進(jìn)行了總體展望，但它沒有確定哈雷戴維森可以采取的選擇，只確定了目前正在發(fā)生的問題。然而，該模型已經(jīng)確定，他們的戰(zhàn)略行動應(yīng)該留在公司的品牌中。通過專注于品牌并提醒人們注意公司，哈雷戴維森能夠在競爭對手和替代品中保持領(lǐng)先地位，降低買家和供應(yīng)商的實(shí)力，并使?jié)撛诠靖y進(jìn)入市場

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、機(jī)遇與威脅

關(guān)于影響哈雷戴維森的外部因素，公司與其他國家打交道的方法以及它們的外部機(jī)會和威脅可以結(jié)合在一起，以識別外部問題。

文化距離、機(jī)遇和威脅

作為一個美國品牌，它在塑造的品牌和形象上與其他文化有一定的距離。然而，哈雷戴維森在海外取得了合理的成功（《紐約時報(bào)》，2001年）。它的威脅是通過客戶對日本制造業(yè)具有卓越質(zhì)量的看法。本田（Honda）、鈴木（Suzuki）和雅馬哈（Yamaha）通過吸引所有消費(fèi)者，并在消費(fèi)者預(yù)算范圍內(nèi)對其產(chǎn)品進(jìn)行有競爭力的定價，繼續(xù)在市場上占據(jù)主導(dǎo)地位。不僅在價格上，日本自行車在技術(shù)和質(zhì)量上也超過了哈雷戴維森（Masker，2007）。

可以說，女性騎手可能屬于不同的文化。哈雷戴維森自己創(chuàng)造了一種專門的文化，主要關(guān)注男性騎手的某些形象。因此，哈雷戴維森專注于女性和年輕人市場可能會看到一個巨大的機(jī)會。此外，全球現(xiàn)有的環(huán)境文化意味著哈雷戴維森有機(jī)會專注于將自己打造成一家有愛心的公司，縮小文化之間的差距，從而擴(kuò)大其市場。

行政與政治距離、機(jī)遇與威脅

對哈雷戴維森的一個威脅過去和現(xiàn)在都是日本進(jìn)口。到1988年，哈雷戴維森表示，對日本摩托車征收的關(guān)稅幫助它們變得更有競爭力，并“重新制定戰(zhàn)略”（Feder，1987）。在這種情況下，哈雷戴維森有機(jī)會接受日本的援助；這隨后被拒絕，導(dǎo)致兩國之間的政治距離進(jìn)一步擴(kuò)大（Helnen，1983）。因此，這一領(lǐng)域的機(jī)會可能包括與其他汽車制造商的可能聯(lián)盟。哈雷戴維森過去曾嘗試與AMF和MV Agusta集團(tuán)建立戰(zhàn)略聯(lián)盟。然而，事實(shí)證明，他們確實(shí)轉(zhuǎn)移了人們對哈雷戴維森品牌和戰(zhàn)略的關(guān)注。因此，任何未來的聯(lián)盟都必須采取同樣的戰(zhàn)略才能合作。

哈雷戴維森在日本的海外銷售表現(xiàn)特別好，但中國“代表著其最大的機(jī)遇”。哈雷戴維森首席執(zhí)行官表示，他們的產(chǎn)品很可能在中國有巨大的吸引力和成功。然而，它目前的威脅是中國的立法。然而，通過四處導(dǎo)航并提供任何影響力來改變這一現(xiàn)狀，哈雷戴維森可能會發(fā)現(xiàn)一個有利可圖的市場正在出現(xiàn)。哈雷戴維森進(jìn)軍印度意味著該公司擁有新的財(cái)富和市場。然而，由于政治和行政距離遙遠(yuǎn)，日本在20世紀(jì)80年代所經(jīng)歷的壓力現(xiàn)在似乎也得到了反映。

地理距離、機(jī)遇和威脅

哈雷戴維森的生產(chǎn)設(shè)施仍在美國；然而，支持其在以下國家的戰(zhàn)略運(yùn)營職能：；歐洲、巴西和日本（Harley Davidson，2004年）。這在很大程度上是由于運(yùn)輸聯(lián)系的改善，使零件能夠從世界各地運(yùn)輸（威斯康星商學(xué)院，2009年）。然而，正是這種優(yōu)勢對公司構(gòu)成了威脅。盡管地理距離遙遠(yuǎn)，但競爭對手現(xiàn)在能夠毫不費(fèi)力地運(yùn)輸其產(chǎn)品；因此，這意味著哈雷戴維森正在所有可能的地點(diǎn)進(jìn)行競爭。

經(jīng)濟(jì)、機(jī)遇和威脅

進(jìn)軍印度市場引發(fā)了人們對該特定產(chǎn)品是否會銷售的質(zhì)疑。這些自行車的售價約為印度工人平均年收入的14%。這對公司構(gòu)成了重大威脅；印度工人能負(fù)擔(dān)得起嗎？

因此，經(jīng)濟(jì)學(xué)可以應(yīng)用于美國消費(fèi)者。哈雷戴維森的研究發(fā)現(xiàn)，購買者的收入中位數(shù)有所上升（哈雷戴維森，2007年）。然而，由于最近的全球經(jīng)濟(jì)危機(jī)，消費(fèi)者對自己的錢越來越謹(jǐn)慎，這一切都威脅到了哈雷戴維森公司。再加上汽油價格的上漲，消費(fèi)者不太愿意花錢了。然而，駕駛摩托車或踏板車的成本要便宜得多，因此為哈雷戴維森在全球范圍內(nèi)“隱蔽”汽車司機(jī)購買其產(chǎn)品創(chuàng)造了越來越多的機(jī)會。

總的來說，CAGE模型讓哈雷戴維森了解了其可能面臨的全球問題，并可能識別出公司原產(chǎn)國正在發(fā)生的問題。它的明顯缺點(diǎn)是專注于全球，錯過了更接近行業(yè)的潛在問題。結(jié)合SWOT分析的機(jī)會和威脅，CAGE模型能夠確定其戰(zhàn)略應(yīng)該走向何方。總的來說，這兩款車型都證明，通過再次專注于其品牌，其最佳戰(zhàn)略選擇可能會取得成功。由于西方產(chǎn)品在世界各地的流行，哈雷戴維森可能會在印度和中國等新興摩托車市場取得成功。此外，通過將其生產(chǎn)和供應(yīng)商轉(zhuǎn)移到美國，（經(jīng)過仔細(xì)的經(jīng)濟(jì)和貨幣考慮）這可能會對哈雷戴維森的品牌更為重要，因?yàn)樗鼘⒆约盒麄鳛橐患胰绹哪ν熊嚬尽?/p>

內(nèi)部環(huán)境

Ansoff矩陣

由于摩托車行業(yè)內(nèi)其他公司的高度競爭，哈雷戴維森可能希望采用另一種戰(zhàn)略管理方向。Ansoff矩陣（圖4）使人們能夠分析和評估他們可能希望實(shí)施的不同戰(zhàn)略方法。

市場滲透

盡管2009年哈雷戴維森占據(jù)了美國摩托車和踏板車市場57.8%的份額（Powesports Business，2009），但在英國，他們只占據(jù)了4.5%的市場份額（英敏特，2010b）。由于其在行業(yè)中的卓越聲譽(yù)和哈雷戴維森品牌的影響力，該公司不僅有可能在英國，而且有可能在亞洲和印度等其他現(xiàn)有市場獲得更多份額。目前，由于大城市的騎行限制，哈雷戴維森在中國的市場份額正在緩慢增加（Ang，2006）

此外，2010年6月，哈雷戴維森將從其投資組合中向印度推出總共12輛摩托車（Yogesh，2010）。

產(chǎn)品開發(fā)

最近的統(tǒng)計(jì)數(shù)據(jù)表明，女性開始購買摩托車，既有出于娛樂的原因，也有出于運(yùn)動的原因，哈雷戴維森也做出了回應(yīng)。例如，哈雷戴維森健身店親自定制摩托車，以容納小型車架（哈雷戴維森，2010a）。此外，2008年，哈雷戴維森設(shè)立了女子MDA騎行項(xiàng)目（哈雷戴維森，2010b）。

隨著布魯斯·威利斯（Bruce Willis）、布拉德·皮特（Brad Pitt）和文·迪塞爾（Vin Diesel）等名人乘坐哈雷戴維森（Harley Davidsons）摩托車，騎摩托車的品牌和形象開始吸引年輕一代。英敏特（2010b）表明，16-24歲的年輕人中有很大一部分人被擁有摩托車或蘇格蘭威士忌的想法所吸引。2007年，該公司開始認(rèn)識到他們的產(chǎn)品需要吸引年輕一代。作為回應(yīng)，他們聘請了Rich Christopher，他將設(shè)計(jì)哈雷XL 1200N Nightster，這是一款“有足夠的態(tài)度來吸引年輕騎手”的自行車（Patton，2007）。盡管如此，必須指出的是，大多數(shù)屬于上述年齡段的人，他們的名字上都有學(xué)生債務(wù)，而且經(jīng)濟(jì)上無力支付自行車的費(fèi)用，因此購買哈雷戴維森并不總是可能的。此外，Moya（2009）指出，青年人的高失業(yè)率使許多首次乘車的人無法進(jìn)入市場。為了成功地瞄準(zhǔn)年輕一代，哈雷戴維森可以為年輕騎手或畢業(yè)生提供一項(xiàng)金融計(jì)劃，利率低且負(fù)擔(dān)得起。

市場開發(fā)

2009年，哈雷戴維森宣布了進(jìn)軍中國市場的計(jì)劃。通過與宗申摩托車集團(tuán)的聯(lián)盟，他們希望克服目前進(jìn)入中國市場的潛在障礙（Motorcycler，2009）。

多元化

在多元化方面，可以說哈雷戴維森成功地將服裝和配飾引入了他們的產(chǎn)品組合。然而，另一方面，可以說，由于這種服裝只適合摩托車手（一個已經(jīng)存在的市場），因此沒有多樣化。作為對后者的回應(yīng)，哈雷戴維森可以追隨雅馬哈的腳步，雅馬哈也生產(chǎn)樂器、音頻軟件和硬件等。盡管如此，這并不是說他們應(yīng)該生產(chǎn)音樂設(shè)備。由于虛擬世界是世界第17大經(jīng)濟(jì)體，哈雷戴維森進(jìn)入游戲行業(yè)可能是可行的，可能會將電腦游戲引入其產(chǎn)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).

通過實(shí)施Ansoff矩陣，哈雷戴維森能夠分析他們在產(chǎn)品和市場開發(fā)方面可以采取的各種戰(zhàn)略選擇。可以說，作為一種模式，它能夠從內(nèi)部角度看待公司的可用資源和能力；以及提供整個行業(yè)的外部前景，并觀察市場是否存在缺口或增長潛力。然而，盡管is對該行業(yè)進(jìn)行了調(diào)查，但它未能具體評估其他提供激烈競爭的公司的地位。

經(jīng)過考慮，可以建議哈雷戴維森專注于“產(chǎn)品開發(fā)”，從而將一系列產(chǎn)品介紹給女性和年輕人。如果他們成功地實(shí)施了這一發(fā)展，他們可能會成為市場的領(lǐng)導(dǎo)者，爭奪競爭對手無法識別的利基市場。

優(yōu)勢和劣勢

圖5提供了哈雷戴維森的SWOT分析。它揭示了哈雷戴維森的優(yōu)勢之一是品牌忠誠度。公司高管Matt Levatich表示，“如果沒有車手們對哈雷的奉獻(xiàn)精神，我們就不會有今天”（Mattice，2008）。哈雷業(yè)主團(tuán)體（HOG）擁有超過295000名成員，以及900個地方分會（Smith，2008）

哈雷戴維森在60個國家擁有1300多家經(jīng)銷商網(wǎng)絡(luò)（Goodsall，2009），擁有廣泛的經(jīng)銷商網(wǎng)絡(luò)。在各種市場中存在，并通過如此龐大和忠誠的網(wǎng)絡(luò)運(yùn)營，可以被視為該組織的優(yōu)勢。此外，波特的價值鏈也增加了價值，因?yàn)樗构状骶S森能夠?qū)⒐芾淼瘸杀究刂圃谧畹拖薅取?/span>

哈雷戴維森的成功很大程度上歸功于其廣泛的產(chǎn)品組合。目前，他們的產(chǎn)品組合包括摩托車、配件、服裝、商品、GPS導(dǎo)航器等（Harley Davidson，2010c）。波士頓咨詢集團(tuán)（BCG）矩陣（圖6）可以幫助哈雷戴維森有效管理其產(chǎn)品組合，確保產(chǎn)品和戰(zhàn)略管理得到維護(hù)。該模型分析了與兩個關(guān)鍵變量相關(guān)的獨(dú)立業(yè)務(wù)單元；市場份額和市場增長（Johnson等人，2008年）。

哈雷戴維森目前在全球60個國家開展業(yè)務(wù)。通過在國內(nèi)外開展業(yè)務(wù)，哈雷戴維森不僅能夠進(jìn)入更大的全球市場，而且還可能從匯率的經(jīng)濟(jì)差異中受益。目前，與歐元和日元等其他國際貨幣形式相比，美元相對較弱。因此，哈雷戴維森將能夠在美國生產(chǎn)他們的產(chǎn)品，但在國際市場上銷售。

對許多人來說，哈雷戴維森可以被歸類為豪華產(chǎn)品，質(zhì)量和設(shè)計(jì)勝過價格。這不僅加強(qiáng)了品牌知名度和客戶與公司的聯(lián)系，還使利潤率保持在較高水平。2009年，毛利率為31%（谷歌金融，2010年）。盡管如此，情況并非總是如此。就在1969年美國機(jī)械和鑄造公司收購該公司后，該公司的質(zhì)量開始下降，部分原因是精簡了生產(chǎn)和減少了勞動力。事實(shí)證明，日本摩托車在質(zhì)量方面優(yōu)于哈雷戴維森（Masker，2007）。

正如SWOT分析中所強(qiáng)調(diào)的，很明顯，哈雷戴維森的主要弱點(diǎn)是其在歐洲國家獲得巨大市場份額的能力。然而，正如圖1所示，哈雷戴維森在一些歐洲國家（如英國）的市場份額正在逐步增加。此外，通過國際經(jīng)銷商網(wǎng)絡(luò)和改進(jìn)的營銷計(jì)劃，銷售額和利潤率正在逐步上升（Fredrix，2007）。

通常與摩托車相關(guān)的“壞男孩”形象可以被一些人視為公司的弱點(diǎn)。此外，盡管該公司沒有參與有組織犯罪，但“地獄天使摩托車俱樂部”（HAMC）的成立可能會在有組織犯罪和哈雷戴維森之間造成負(fù)面關(guān)系；不受歡迎的協(xié)會。據(jù)報(bào)道，HAMC成員實(shí)施廣泛的暴力行為（聯(lián)邦調(diào)查局，2000年）。最后，駕駛哈雷戴維森帶來的危險可以被視為一個弱點(diǎn)。2008年，英國共有6049人在摩托車事故中喪生或受重傷（交通部，2009a）。此外，盡管摩托車手只占總交通量的1%，但在英國道路上的死亡人數(shù)中，摩托車手占19%（交通部，2009b）。

通過了解公司的優(yōu)勢和劣勢，哈雷戴維森能夠簡要了解其內(nèi)部核心競爭力和缺陷。SWOT能夠確定一些可以進(jìn)一步分析的標(biāo)準(zhǔn)。這可以通過波士頓咨詢集團(tuán)矩陣的實(shí)施進(jìn)一步獲得的“廣泛的產(chǎn)品組合”點(diǎn)來證明。然而，它只提供了對組織優(yōu)勢和劣勢的非常基本的了解；因此，將其與其他工具配對將被證明是有效的。

考慮到這一點(diǎn)，哈雷戴維森值得研究如何有效地在歐洲國家獲得市場份額。如前所述，在歐洲，他們遠(yuǎn)未成為摩托車和踏板車行業(yè)的領(lǐng)導(dǎo)者。可以建議，通過實(shí)施SWOT分析和深入的CAGE分析，該組織可以為歐洲市場提供獨(dú)特的產(chǎn)品。

評價

哈雷戴維森可以研究或采用的戰(zhàn)略選擇；

擴(kuò)大他們的產(chǎn)品開發(fā)——著眼于開發(fā)他們的技術(shù)，尤其是環(huán)境需求。然而，他們需要對公司及其市場面臨的經(jīng)濟(jì)壓力保持謹(jǐn)慎。

通過瞄準(zhǔn)年輕人和女性市場來擴(kuò)大產(chǎn)品開發(fā)。

因此，哈雷戴維森可能面臨一個悖論；全球化與本地化；

專注于公司的品牌，強(qiáng)調(diào)其獨(dú)特的產(chǎn)品系列和美國傳統(tǒng)。

將他們的供應(yīng)鏈完全轉(zhuǎn)移到美國，宣傳其美國文化。盡管如此，在實(shí)施這一備選方案之前應(yīng)考慮成本問題。

進(jìn)一步考慮在歐洲國家和發(fā)展中國家獲得市場份額。梅達(dá)在海外制造摩托車。JS在線。在線的

哈雷戴維森，全美品牌？

美國品牌的起源

世界上沒有多少人會在手臂上紋上公司標(biāo)志，但哈雷戴維森卻有。在后來的幾年里，哈雷戴維森將與其他品牌保持距離，專注于這個品牌。對于摩托車愛好者來說，哈雷戴維森這個詞可能會喚起自由、獨(dú)立和開放道路的愿景，它也象征著對美國及其公民的愛國主義。1903年，威廉·哈雷和亞瑟·戴維森、沃爾特·戴維森、威廉·戴維森三兄弟創(chuàng)立了哈雷戴維森。第一輛哈雷戴維森摩托車也是在這個時候生產(chǎn)的。三年后，哈雷和戴維森兄弟在栗樹街建造了他們的第一家工廠。多年來，隨著側(cè)車、單缸和雙缸車型的生產(chǎn)，哈雷戴維森的成功將繼續(xù)增長（哈雷戴維森，2010d）。

1910年，哈雷戴維森標(biāo)志首次被使用，它將代表質(zhì)量、多樣性和價值，這些特征至今仍然存在。目前，共有1300多個經(jīng)銷商網(wǎng)絡(luò)在60個國家/地區(qū)開展業(yè)務(wù)（Goodsall，2009年）。第一次世界大戰(zhàn)爆發(fā)后，哈雷戴維森為戰(zhàn)爭做出了英勇的貢獻(xiàn)（Zuberi，2006）。據(jù)估計(jì)，美國軍方使用了20000輛摩托車，其中大部分是哈雷戴維森。1941年，當(dāng)美國加入第二次世界大戰(zhàn)時，哈雷戴維森繼續(xù)為戰(zhàn)爭努力提供支持，因此他們被授予陸軍-海軍“E”獎，以表彰戰(zhàn)時制作的卓越表現(xiàn)（哈雷戴維森，2010e）。在這段時間里，該公司證明了自己的競爭力和資源。哈雷戴維森能夠停止交易并提供車輛來幫助戰(zhàn)爭，這意味著哈雷戴維森在“質(zhì)量和可靠性”方面有著強(qiáng)大的聲譽(yù)，這與后來幾年受到質(zhì)疑的質(zhì)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

品牌創(chuàng)建

《逍遙騎士》等電影以及史蒂夫·麥奎因、馬龍·白蘭度和埃爾維斯·普雷斯利等好萊塢偶像使哈雷戴維森被許多人視為文化偶像，吸引了那些喜歡“其壞男孩的神秘感、強(qiáng)大的力量給哈雷戴維森帶來了寶貴的營銷和獨(dú)特的客戶群，再加上其隆隆的聲音、獨(dú)特的咆哮和堅(jiān)韌”（Schinwald，2005）的顧客，他們后來將這種聲音作為商標(biāo)，使哈雷戴維遜脫穎而出。20世紀(jì)40年代和50年代為摩托車行業(yè)帶來了一個新時代，哈雷戴維森加強(qiáng)了其品牌形象和會員忠誠度。它的品牌在人們的腦海和認(rèn)知中越來越深刻，毫不奇怪，在哈雷戴維森50歲生日之際，它還創(chuàng)建了一個新的標(biāo)志（見圖1）。生日慶?；顒舆€不止于此。哈雷戴維森唯一的美國摩托車制造商，“印度”摩托車的創(chuàng)造者離開了市場，更重要的是，它使哈雷戴維森成為美國唯一的摩托車制造商，這一勝利將持續(xù)到20世紀(jì)90年代末（哈雷戴維森，2009e）。

1969年，休閑產(chǎn)品生產(chǎn)商美國機(jī)械和鑄造公司（AMF）收購了哈雷戴維森，使其產(chǎn)量增加了300%。然而，其合作關(guān)系后來引發(fā)了AMF未能確保在整個收購過程中保持質(zhì)量的謠言，并最終見證了哈雷戴維森的回歸（Nimwegen和Kleiner，2000）。

1977年，哈雷戴維森面臨著政治意義上的爭議。臭名昭著、被人奇怪地遺忘的“邦聯(lián)版”摩托車在很大程度上牽動了政治局勢。與哈雷戴維森之前更耀眼的車型相比，一輛顏色暗淡的摩托車及其南十字旗等因素不僅疏遠(yuǎn)了非裔美國人，提醒他們奴隸制和壓迫，而且似乎是哈雷戴維森投資組合中的一個反?，F(xiàn)象（MacMahan，2009）。

一個新的開始

20世紀(jì)80年代，哈雷戴維森進(jìn)入了一個令人痛苦的商業(yè)時期，構(gòu)成了比兩次世界大戰(zhàn)和大蕭條更大的威脅。盡管哈雷戴維森一直專注于其美國市場，確保其成為各國和世界的寵兒，但日本能夠制造出更好、更便宜的摩托車。正是這種威脅導(dǎo)致對日本車型征收45%的關(guān)稅，使哈雷戴維森t

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