Harley Davidson Essay Example for Free

Harley Davidson Essay Mission Statement Our diversity mission is to foster a culture that integrates diversity and inclusion into all aspects of the business in order to further fulfill dreams through the experiences of motorcycling.   Vision Statement Harley-Davidson values, embraces and celebrates diversity in order to develop and continuously improve mutually beneficial relationships with stakeholders to fulfill dreams and provide extraordinary customer experiences in an increasingly dynamic, diverse and global market. Objectives   Create a viable brand that would effectively compete within the Non-Menthol, Lo-Fi category. Attract more young adult (25-49) male smokers into the Lorillard family.   Develop a highly targeted â€Å"Niche Brand’ that would generate modest share goals.   Build strong brand awareness and imaginary.   Gain trial and repeat purchase.   Create consumer confidence. Strategies   MARKET PENETRATION Get some more market share from the existing market, like U. S, U. K, and Japan etc through more marketing techniques like advertising. Harley-Davidson has a good brand name so it’s easy for them to eat up the competitor market share if they can provide some more customer benefit. PRODUCT DEVELOPMENT Younger generation and female are now coming to this segment so expand the motor cycle segments to younger generation and females.   MARKET DEVELOPMENT Harley-Davidson can bring in their vehicle to Asian countries like India and China, because these countries have a high population and the market potential is also high.   DIVERSIFICATION Bring new bikes to attract customer and market. INVESTING IN THE BRAND The Company is reinforcing its support of the Harley-Davidson brand, accelerating its ongoing marketing efforts to reach out to emerging rider groups, including younger and diverse riders. In addition, the Company will continue to focus on product innovations targeted at specific growth opportunities with its strong core customer base and new riders.   ADJUSTING THE COST STRUCTURE Consolidate its two engine and transmission plants in the Milwaukee area into its facility in Menomonee Falls, Wis. OBTAINING ADDITIONAL FUNDING FOR HDFS The Company said it is evaluating a range of options to provide the necessary liquidity for the wholesale and retail lending activities of Harley-Davidson Financial Services (HDFS)   Recommended Mission To be branded as the best motorcycle available in the world. Recommended Vision The best quality motorcycle, motorcycle products and financial services will be provided worldwide is the commitment of Harley-Davidson. Customer satisfaction is our motto and the Harley-Davidson customers can experience the taste of reality of motorcycle dreams by relaying their satisfaction on us. Harley- Davidson is dedicated to use the advanced technology to produce the most superior motorcycle in domestic and international markets. Stay competitive and continue growth worldwide remain profitable and survive is our philosophy. Employees of Harley-Davidson are the foundation of the company and they are the driving force behind the Harley-Davidson name. The total team effort of Harley-Davidson employees is devoted to fulfilling dreams of customers and we believe that there is not a motorcycle riding experience like a Harley-Davidson’s. Excellence is our push though our Harley-Davidson bar and shield logo that says superior quality. Honesty and customer loyalty and these morals are the heartbeat of Harley-Davidson organization. Harley-Davidson do our part in supporting all environmental laws in every country we do business. Determination and commitment is the place where Harley-Davidson intends to stay.   External Opportunities The European demand for Harley Davidson is the highest in the international market and represents the single largest motorcycle market in the world Women and younger riders are increasing becoming interested in bikes The international heavy weight market is growing and is now larger than the U. S. heavyweight market Market share increasing in Europe and Asia for the last two years   Increasing demand in US markets for bike. Customers value quality parts   External Threats   Harley’s ongoing capacity restraints caused a shortage supply and a loss in domestic market share in recent years.   Harley’s average buying age is 42 years old and increasing.   The European Union’s motorcycles noise standards are more stringent than those of Environmental Protection Agencies in the U. S and increased environmental stand. Some competitors of Harley Davidson have larger financial and marketing resources and they are more diversified.   Environmental protection laws. S customers to the Asian customers they can increase the sales.   PRODUCT DEVELOPMENT Younger generation and female are now coming to this segment so expand the motor cycle segments to younger generation and females.   In Europe they can increase or expand the Buell’s market share by introducing new motorcycles.   MARKET DEVELOPMENT   Harley-Davidson can bring in their vehicle to Asian countries like India and China, because these countries have a high population and the market potential is also high. The cost to bring in the old vehicles (old product) to India is so much difficult because there are so much environmental laws are there which won’t allow that type of vehicles to come to India, and its difficult that taxes and levis are high in India so starting new plant in India can solve this problem. Negotiations with the Government can solve these problems. DIVERSIFICATION Bring in new vehicles to new markets like India and china is a good choice, but it’s too costly.   Bringing new types of recreational vehicles is a best choice.   Recommended Long-Term Objectives. Establish Harley-Davidson as a recognized leader in the development and participation of its people, to maximize each employees potential. Grow and maintain demand by providing exceptional product styling, performance, quality, reliability and customer service at prices our customers can afford.   Meet the demand by expanding our existing distribution and manufacturing capacity, and, where necessary, adding new production and retail distribution points.   Improve information services capabilities to enable all stakeholders to easily do business with Harley-Davidson, through the creative integration of information technologies. Drive financial results to the levels achieved by acknowledged high-performing companies.   Recommended Procedure for Strategy Review and Evaluation   Review underlying bases of strategy   Once again prepare all the internal and external analysis.   Compare the already prepared analysis with the one which will be prepared after the new strategy implementation. Measuring organization preferences Analyze all financial ratios current and the future.   If any advantage, then implement the new strategy, otherwise continue with the present one.

The Allocating of a ‘Named Person for Every Child in Scotland Essay

Introduction Throughout my seminar paper I will focus on the issues surrounding the governments plan to assign every child in Scotland a ‘named person'. This is one point in the Children and Young Peoples (Scotland) Bill, that parliament recently debated and passed on the 19th of February this year. The government believes the bill will promote their "ambition for Scotland to be the best place to grow up in by putting children and young people at the heart of planning and services and ensuring their rights are respected across the public sector" (Scottish Executive, 2013). To gain insight into the approach in which the ‘named person' has stemmed from I will look at the ‘Getting it right for every child' (GIRFEC) approach. I also intend to look at the purpose and role of the ‘named person' in depth as some organisations lack of clarity of the role is leading to concerns. I intend to discuss the arguments for and against the ‘named person' and the challenges this may put on integration. Throughout the paper I will discuss the government's need for every child and young person under the age of 18 to have a ‘named person' and relate it to a European policy known as ‘social pedagogy', which outlines a unique way of working with children and the foundation for policy development. GIRFEC approach The Scottish government wants all children and young people to be completely supported as they mature and develop, they believe children should be kept safe, be healthy, be given the support to achieve, be nurtured, have the opportunity to be active, be respected, be responsible, and be included. In order for practitioners to support them with these the Scottish government applied the ‘GIRFEC' national practice model in 2008, as a method... ...s state guardian trial singled out thousands of kids. Retrieved February 22, 2014, from http://www.christian.org.uk/news/scots-state-guardian-trial-singled-out-thousands-of-kids/ The Scotsman. (2013). Children’s Future. Retrieved May 2, 2014, from http://www.scotsman.com/news/opinion/letters/children-s-future-1-2924308 The Telegraph. (2013). Lawyers warn against 'Big Brother' plans to give every Scottish child a state guardian. Retrieved February 27, 2014, from http://www.telegraph.co.uk/news/uknews/scotland/10214975/Lawyers-warn-against-Big-Brother-plans-to-give-every-Scottish-child-a-state-guardian.html The Telegraph. (2014). Scottish ministers threatened with legal action over 'state guardian' plans. Retrieved February 23, 2014, from http://www.telegraph.co.uk/news/politics/10650090/Scottish-ministers-threatened-with-legal-action-over-state-guardian-plans.html

Ratio Analysis †Yum! Brands Essay

Yum! Brands’ consolidated net profit margin lies within the industry average and for 2 years have shown slow yet steady growth. While sales from US operations declined by 5%, the company continued to gain momentum in China, where operating profit increased at an average of 26% year-on-year. Meanwhile, their Return on Assets fairs better than competitors such as McDonald’s and Domino’s Pizza, showing that management efficiently manages its asset base. The company’s efficiency can be seen in its Cash Conversion Cycle, with -49. 2 in 2009. This number is much lower from its competitors, which suggests a liquid working capital position. Yum generates sales from its inventory and cash from its sales at a faster rate than the time its pays its suppliers. This means that it utilizes the average 60-day period before it has to fully purchases with suppliers, giving them â€Å"free cash† in principle. However, while this suggests less need to borrow, the comp any still received cash by issuing long-term debt in 2008 and 2009. Due to the nature of the business, on average, 56% of its total assets are fixed. And as Yum ventures into Asian countries, especially China and India, it allocates part of its cash to capital spending. However, in utilizing its fixed assets to generate sales, Yum scores lower compared to Wendy’s and McDonald’s. This may be due to its focus on aggressively adding new stores, with 2008 and 2009 serving as introduction years, before sales can fully pick up. One could also note, however, that sales in the US and International Divisions (ex-China) have decreased from 2007 to 2009. The company’s solvency, however, provides another story. As mentioned, Yum reported negative equity in 2008 mainly due to repurchase of sales. The company used its cash surplus to repurchase sales at a time when its stock price decreased, making it gain economic profits. This may also show the company’s belief and commitment that the stock price will increase again, especially because of the surge in opportunities in China. In addition, it reported accumulated other comprehensive loss in 2008 and 2009. As stated in its 2008 annual report, this loss was attributable to a decline in the â€Å"unrecognized funded status† of U. S. pension plans and foreign currency translation adjustments brought by the strengthened position of the U. S. Dollar. What is alarming in this situation is that the company is riding on a debt level that is 30% higher than its competitors. Majority of its liabilities are long-term debt, with some maturing in 30 years. Moreover, its current ratio appears to be very much lower than its peers, due to its massive use of cash for buybacks, and which suggests increasing risks to the company. It is hence surprising to note that despite this, the company still continues to distribute dividends with an average payout ratio of 36% year-on-year. This then hints at a possibility that Yum is inflating its dividends to continue attracting investors, at the expense of paying their debt position. Source: YUM! Brands Annual Report 2008 & 2009

Sources Of Renewable Energy Sources - 3327 Words

The continued reliance on fossil fuels over the centuries has led to these resources being almost completely exhausted. Furthermore, their use has had extremely negative effects on the environment, namely pollution and global warming as a result of the build-up of greenhouse gases. It is therefore essential to consider alternative, cleaner energy sources. It was decided that six renewable energy sources should be researched in order to determine which are most suitable for use in the West of Scotland. Biomass Energy Biomass is biological matter originating from living or recently living organisms, and it is the oldest source of renewable energy. The biomass used for energy normally comes from plant-based material.1 During photosynthesis, the chlorophyll in plants captures the sun’s energy, in order to convert carbon dioxide and water into carbohydrates. Subsequently, combusting these carbohydrates produces water and carbon dioxide, hence releasing the energy initially captured from the sun.2 The most widely used method of converting biomass to electricity involves burning it to produce steam, this then causes rotation in a turbine, and this kinetic energy produces electicity.2 This process is shown below: Biomass is a completely renewable source of energy: in addition to the energy it stores being from the sun, biomass can re-grow over a reasonably short time period.2 It is widely available and can be sourced from within the UK, and in fact everyShow MoreRelatedRenewable Sources Of Energy Sources1213 Words   |  5 PagesEnergy Sources Introduction Energy sources have been identified as being vital in running virtually all domestic and industrial operations. There are two types of energy sources; renewable energy sources and nonrenewable energy sources. Renewable energy sources refer to the kinds that are naturally replenished. 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