Questions
1) What are the challenges and opportunities facing Harley Davidson?
In order to identify the challenges and opportunities currently being faced by Harley Davidson, SWOT analysis tool can be used. According to Aich and Ghosh (2016), this is used in assisting an individual to gain an improved understanding of their strengths and weaknesses while identifying the challenges and opportunities which can be leveraged on. Hence, the challenges and opportunities are both primarily external impacting Harley Davidson success in their operations. As evidenced in the case study, there has been an increase in the available opportunities harnessed by structural factors. These have a direct implication on the capability of the automotive industry to successfully execute their operations. In particular, the increased opportunities for Harley Davidson is informed by the need of increasing the brand and culture of the chopper motorcycle industry. In particular, Khurram and Lundén (2021) note that by holistically investing on appropriate brands, an organisation is able to leverage on competitive advantage and achieve their market dominance. In the case, this is identified as having solid picture for the brand, organisational environment creating a healthy customer base and expertise in design. This has particularly enabled the organisation to establish internationally established and quality helicopter motorcycles. Comparing this with their competitors, the organisation is identified as being appropriately positioned to execute their roles in the highly competitive environment.
Considering the challenges encountered by Harley Davidson, it is primarily informed by the occurrences in the domestic market. Similar to the findings in the case, Courtois and Veiga (2020) note that organisations have significantly been working towards initiating facilities locally. The policies including internationalisation is identified to have been complex in the Trump error leading to manufacturing organisations encountering challenges in terms of expansion of their scale. This is with an intention of venturing in existing international and foreign opportunities. The high-level of industrialised countries is presented in the case for offering an appropriate representation of an increased growth in market demand. This is while the investments in the nations facilitating an appropriate supply and using of the motorcycles.
2) Describe the global and domestic contexts facing the CEO.
As evidenced in John and Chattopadhyay (2020) there are a core distinction of global and domestic contexts of policies and organisations operations. In this regard, CEO as the custodian of an organisation vision and mission must appreciate the best practice. In particular, this is through establishing the organisation options pertaining to expected global organisation culture and set policies to aid their operations. Basically, global organisation processes and management strategies are integrated and influenced by each other. This is with a centralised development pursued in an entity which is primarily structured in a way they can attract multinational product division and segments. For instance, in the case study, it identify the entities leveraging on geographical hierarchical structures as basically being executed in an increasingly distributed approach. This is to ensure that such an organisation is leveraging on competitive advantage and achieving market dominance as part of their active operation.
3) How does foreign policy affect business in general and international expansion in particular? In a business operations specifically in the current highly competitive business environment, the foreign policy has a significant implication. This is supported by Ansell (2019) which identify such business policies as………
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