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美国华盛顿论文代写:产品差异化

为了取得成功,组织必须确定明确的金融和战略目标。(希特,爱尔兰,Hoskisson)H-D集中在获得更大的市场份额,实现产品质量高于竞争对手,保持一个强大的声誉和比竞争对手更好的品牌战略,提高水平的客户满意度,最终达到更强的客户忠诚度。

在60和70年哈雷的战略意图是基于“并肩反对的主要是日本企业”。哈利不可能竞争价格水平,优质的日本产品,哈利决定在其他领域竞争。他们的新战略是与人们在情感层面。他们不是卖产品而是一种生活方式,一种思维。哈雷改变其策略从卖产品到卖社区(Mitchell)。以及H-D已经开发了一种品牌延伸策略也可以是一个元素的哈雷的成功发展与客户的关系。实际上,用户可以购买其他比自行车哈雷的产品,这意味着它们可以超过一个骑摩托车的人,他们可以加入哈雷的团购皮革配件或衣服,甚至化妆品。

美国华盛顿论文代写:产品差异化

In order to be successful, organizations must determine clear financial and strategic objectives. (Hitt, Ireland, Hoskisson) H-D focused on gaining a greater market share, achieving higher product quality than rivals, maintaining a stronger reputation and a better branding strategy than its competitors, increasing levels of customer satisfaction and finally attaining stronger customer loyalty.

In the 60’s and 70’s Harley’s strategic intent was based on “going shoulder-to-shoulder against the predominantly Japanese companies”. Harley could not compete on the price level, and the Japanese products were of superior quality, Harley decided to compete in other areas. Their new strategy was to connect with people on an emotional level. They are not selling a product but a way of life, a way of thinking. Harley changed its strategy from selling products to selling community (Mitchell). And the fact that H-D has developed a Brand stretching strategy can also be an element of Harley’s success in developing relationships with customers. Indeed, owners can buy other Harley’s products than bikes; it means that they can be more than a biker, they can join Harley’s group buying leather accessories or clothes, and even cosmetics.

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