[경영전략] Harley Davidson(할리데이비슨)의 마케팅 전략 분석
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- 2010.08.20 / 2019.12.24
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추천 연관자료
- 목차
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Ⅰ. Corporate overview
Ⅱ. Symptoms
Ⅲ. Internal analysis
Ⅳ. External analysis
Ⅴ. SWOT analysis
Ⅵ. SWOT solution
Ⅶ. Recommendation
- 본문내용
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Ⅲ. Internal analysis
Harley-Davidson has extensive reputational resources, technological resources and distribution capabilities.
1. Resources
1) Reputational resources
A. The Harley Owners Group (H.O.G.®)
H.O.G is one of important factors of Harley-Davidson’s reputational resources. It was established in1983 as a way to build longer-lasting and stronger relationships with Harley-Davidson's customers, by making ties between the company, its employees, and consumers. Its mission is “Making the Harley-Davidson® dream a way of life”. It rapidly grew and in 1991 H.O.G officially went international. Today, it has more than a million members and is the largest factory-sponsored motorcycle organization in the world. According to a study, HOG members spend 30% more than other Harley owners in average, on such items as clothing and Harley-Davidson-sponsored events.
B. Strong brand image
Harley-Davidson has several brands with strong image and strategically manages its portfolio of patents, copyrights, trademarks and other intellectual property of them. Especially, trademarks are important to the Company’s motorcycle business and licensing activities.
The Following are trademarks that Harley-Davidson possesses:
Harley, H-D, Bar & Shield logo, Blast, MV Agusta, Cagiva, Dyna, Softail, Sportster, VRSC, Riders Edge, MotorClothes, H.O.G, V-Rod
2) Technological resources
A. Noise, vibration and harshness (NVH) development
The most important technology of the company is Noise, vibration and harshness development technology. The sound is called “The sound of a legend” and it is a vital part of Harley's character. The company wants to meet strict domestic and international noise regulations while it keeps the identity of its motorcycle. Therefore, the state-of-the-art development facilities for NVH are built. Also, each core product development team has NVH representation from the beginning and it constitutes Cross-functional development.
2. Capabilities
1) Distribution capabilities
Harley-Davidson has a number of dealer outlets. There are two main types of outlets: the Harley-Davidson dealer and the Alternative retail outlets. The dealer shop is focused on selling motorcycles. It is widespread over the world. However, because of global economy crisis, more than 20 dealer shops were closed in 2009. The alternative retail outlet is focused on selling the Company’s Motor clothes apparel, collectibles and licensed products. It is located in high traffic areas such as malls, airports, popular vacation destinations.
*Alternative Retail Outlets
Ⅳ. External analysis
1. General environment
1) Demographic
There are an estimated 80 million Baby Boomers in the United States. As a generation, Boomers are more affluent and active than any American generation preceding them. A majority of Harley’s customer base (Baby Boomers born between 1946 and 1964) are aging. The median age of the Harley customer, which was 35 in 1987, is now closer to 47. Average purchaser of a U.S Harley-Davidson motorcycle is a American married male in his mid-forties have a household income of $85,000. Over three quarters of the sales of Harley-Davidson motorcycles are to buyers with at least one year of education beyond high school. 34% of the Harley-Davidson buyers have college degrees. Only about 12% of Harley-Davidson U.S retail motorcycles
- 참고문헌
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Ireland/Hoskisson/Hitt(2009), The management of strategy: Concepts, (8th edition), South-western cengage learning
Harley-Davidson, Inc., Annual Report(10K), FY2009
Harley-Davidson, Inc., Unaudited Historical Data, As of Q4 2009
Clifton, Rita (2004), Brands and branding; The economist series (2nd ed.), Bloomberg Press
http://www.harley-davidson.com/
http://en.wikipedia.org/wiki/Harley-Davidson
http://www.interbrand.com/
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