NOTES & EXAMPLE: Harley-Davidson Motor Company
Thursday, 12 September 2013
1:52 p.m.
Notes in purple, 
Example in blue,
Things of note in orange and red.
VISION 
Get hints from the case -- find the values of the company, if it is customer-centric or design-centric, etc.
To be a global leader in fulfilling dreams and providing extraordinary customer experiences through mutually beneficial relationships with our stakeholders.
CUSTOMERS
Motorbike enthusiast - who are willing to spend money on a unique bike
Wealthy men - who have money to spend on a high quality, unique bike
SUPPLIERS
Motorbike parts
Porsche
Specialist paint suppliers
PORTER'S FIVE FORCES
of the INDUSTRY not the COMPANY!
BUYER power is dependent on number of CHOICES FOR THE CUSTOMER within the industry.
SUPPLIER power is dependent on the number of CHOICES FOR THE COMPANY for supplies in the production or performance of their product or service.
BARRIERS TO ENTRY determine the threat of new entrants. One of the greatest barriers to entry is time; other barriers include capital, knowledge and patents. Brand reputation is not a barrier to entry.
THREATS OF SUBSTITUTES concern substitutes OUTSIDE your industry - eg. if you are analysing the airline industry, then substitutes are not the brands of airlines available, but are alternative modes of transport such as trains and cars and ferries.
EXISTING RIVALRY can better be assessed as the aggressiveness of competition between companies/brands within the industry.
Harley-Davidson's industry is the heavy motorbike industry.
Supplier Power: HIGH - Harley-Davidson has customised parts that only few firms worldwide can supply.
Buyer Power: LOW - only two companies that produce heavy motorbikes: Harley-Davidson and Victory.
Threat of New Entrants: LOW - the technical knowledge for making heavy motorbikes is not easily developed.
Threat of Substitutes: HIGH - substitutes for heavy motorbikes include light motorbikes, scooters, etc.
Existing Rivalry Between Competitors: HIGH - there are only two main companies 
PORTER'S GENERIC STRATEGIES
Use the dimensions of the strategies matrix, don't look at the name!
Market: broad or narrow? Describe.
Cost: high or low? Describe.
Name generic strategy.
Harley-Davidson uses a differentiation strategy.
Broad market: anyone can buy a Harley-Davidson provided they can afford it.
High cost: Harley-Davidson motorbikes are expensive.
PROCESSES & VALUE CHAIN ACTIVITY
For processes, see an attached list for examples.
Use the EXACT SAME WORDING as given in the Value Chain diagram.
FIRM INFRASTRUCTURE is NOT a company process (but establishing it is).
Use the question to answer the question: "how process generates value".
Justifying your answer with evidence "from the case ONLY" means no social knowledge (pretend you know nothing apart from what is given to you in the case, even if it is an obvious marketing ploy).
INFORMATION SYSTEMS (SPECIFIC AND BROAD)
Cheat: Replace 'process' with 'system' in the list to get a list of specific systems. Also see pg. 154.
BROAD INFORMATION SYSTEMS:
ERP - enterprise resource process
CRM - customer relationship management
SCM - supply chain management
TPS - transaction processing system
DSS - decision support system: internal information
EIS - external information system: industry reports, competitors' reports, etc.