This
paper provides the outcomes of the
strategic planning process for Harley-Davidson, Inc. The first step includes a Competitive Profile Matrix, a vision
statement, a mission statement and an
external and
internal analysis of Harley-Davidson, Inc. The second step is the Matching Stage where Harley-Davidson, Inc.'s internal strengths and weaknesses are matched with its external opportunities and threats. Several matrices, including a SPACE Matrix, an Internal-External Matrix, a Grand
Strategy Matrix and a Quantitative Strategic Planning Matrix are developed and help in the selection of an appropriate strategy for Harley-Davidson, Inc. The firm's management selected to pursue from the intensive strategies. These include market penetration, market development, product development and concentric diversification, as well as a focus strategy. The more attractive strategic alternative that H-D will pursue is market penetration of its Buell Motorcycles line. The paper contains many tables and figures. Paper Outline: Abstract Introduction to the Consulting Company Company Description Competitive Profile Matrix (CPM) Vision Statement Mission Statement External Analysis Long Term Analysis Long-term Objectives Matching Stage The Strategic Position and Action Evaluation (SPACE) Matrix The Internal-External (IE) Matrix Grand Strategy Matrix Quantitative Strategic Planning Matrix (QSPM) Strategy Selection Implementation Issues References