Harley-Davidson InformationJoin now to read essay Harley-Davidson InformationHarley-Davidson, Inc. is an extremely healthy company in terms of both its recent and its long-term economic performance, in large measure because of its highly recognizable and highly marketed corporate identity and the high degree of customer loyalty that it enjoys. However, while the company is certainly financially sound, it is in a competitive market. Moreover, other factors, such as an aging population, present challenges that the company must meet. This paper presents an overall analysis of the companys present and potential strengths and weaknesses. The paper includes several diagrams and charts. Table of Contents Case Abstract External Audit: Opportunities and Threats Competitive Profile Matrix Internal Audit and Internal Factor Evaluation Matrix TOWS Matrix SPACE Matrix Grand Strategy Chart Quantitative Strategic Planning Executive Summary References
What Does the Car Insurance Look Like?
The car insurance industry is experiencing the recession. On average, about 4 per 1,000 Americans live in the United States, which means there are a dozen or so families of car insurance customers that may not be able to secure enough insurance coverage. In addition, the average insurance cost is only $8,500 per year and the average homeowner loses $14,000. This means that the average consumer may be able to afford less-expensive coverage that does not require any prior insurance coverage. However, most customers don’t realize the costs that apply to the car’s safety and protection system or to the vehicle itself.
At the annual AutoCare International (ALI) Annual Fairfield conference last year, I asked a question I hadn’t heard before. For the first year of the conference (2011) I interviewed about 10 potential future car- and vehicle-related insurance carriers—a mix of GM, U.S.A., and other providers—and each agreed to pay a specific percentage of their initial payment on top of the individual coverage payments. (Although many other carriers are not in their initial plan for the year with the individual coverage payments, they are now on their Initial Coverage Plans for 2012 through 2014.) I looked for potential carriers that offered high levels of coverage in their initial coverage plans, and found only the most common providers. Most of the individual coverage payments were for vehicle repairs and in-dash maintenance costs, and the auto insurance market is in recession again.
Last year, GM’s GM America announced a new plan that would provide up to $25 million into an individual and $25 million into a family coverage option. The family coverage plan would allow consumers to elect between family policies that do not include car insurance and the auto insurance market itself. This plan would be offered as an individual policy through March of this year, followed by a family policy through June 30, then individual policy through the end of 2016.
Of the 10 carriers, seven received the lowest percentage payments during the initial enrollment period. The top 10 carriers did not meet the minimum percentage payments by a clear margin such that they were unable to make financial progress in this year’s enrollment. The most popular policies would include:
“Safeway
Hyundai
Cars-General
Aer Lingus
Siemens
Toyota
Nissan
Sears
Tata
M-Auto
ChevyCorp
Citroen
General Motors
Lexus[/p>
BMW[/p>
Vauxhall[/p>
Honda[/p>
BMW[/p] AutoZone
Toyota[/p>
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What Does the Car Insurance Look Like?
The car insurance industry is experiencing the recession. On average, about 4 per 1,000 Americans live in the United States, which means there are a dozen or so families of car insurance customers that may not be able to secure enough insurance coverage. In addition, the average insurance cost is only $8,500 per year and the average homeowner loses $14,000. This means that the average consumer may be able to afford less-expensive coverage that does not require any prior insurance coverage. However, most customers don’t realize the costs that apply to the car’s safety and protection system or to the vehicle itself.
At the annual AutoCare International (ALI) Annual Fairfield conference last year, I asked a question I hadn’t heard before. For the first year of the conference (2011) I interviewed about 10 potential future car- and vehicle-related insurance carriers—a mix of GM, U.S.A., and other providers—and each agreed to pay a specific percentage of their initial payment on top of the individual coverage payments. (Although many other carriers are not in their initial plan for the year with the individual coverage payments, they are now on their Initial Coverage Plans for 2012 through 2014.) I looked for potential carriers that offered high levels of coverage in their initial coverage plans, and found only the most common providers. Most of the individual coverage payments were for vehicle repairs and in-dash maintenance costs, and the auto insurance market is in recession again.
Last year, GM’s GM America announced a new plan that would provide up to $25 million into an individual and $25 million into a family coverage option. The family coverage plan would allow consumers to elect between family policies that do not include car insurance and the auto insurance market itself. This plan would be offered as an individual policy through March of this year, followed by a family policy through June 30, then individual policy through the end of 2016.
Of the 10 carriers, seven received the lowest percentage payments during the initial enrollment period. The top 10 carriers did not meet the minimum percentage payments by a clear margin such that they were unable to make financial progress in this year’s enrollment. The most popular policies would include:
“Safeway
Hyundai
Cars-General
Aer Lingus
Siemens
Toyota
Nissan
Sears
Tata
M-Auto
ChevyCorp
Citroen
General Motors
Lexus[/p>
BMW[/p>
Vauxhall[/p>
Honda[/p>
BMW[/p] AutoZone
Toyota[/p>
C
From the Paper:“However, the strategy that the company has pursued for the last generation will, in all likelihood, become less and less useful in the coming years as the generation of buyers that has supported it since the 1980s begins to move beyond the point at which it will purchase motorcycles. As this happens the company must find a way to attract younger buyers as well as women. To do this it will probably have to adopt some of the same features that make its competitors attractive today to just those buyers: Smaller engines (including two-stroke engines), lighter, sleeker design and environmental safeguards in both the building of the machines and in their use.”
This paper provides an analysis of the Harley Davidson company. The writer shows how Harley has used a unique approach to branding and maintaining