Ducati Harvard Case

1105 words 5 pages
Ducati is looking to continue to drive growth by taking market share from current competitor Harley Davison. The firm plans to attack the market niche of Harley Davison with the Ducati interpretation of its cruiser. This is a misguided way to drive sustainable growth in the long term.
Harley Davison is a major American motorcycle manufacturer, and dominated the U.S. heavy weight motorcycle market. In 2000m Harley produced 204,500 motorcycles a 15.5% increases over 1999. Relative to other major motorcycles producers, Harley had more modest global presence. Despite its strong focus on the American market, it recently increased its presence in Europe by fine-tuning some bikes to fit European taste. Experts consider Harley-Davison the
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As we can see there is not one company that is taking a focus on women being a potential market. Ducati has seen some historical success by targeting women in the past. The firm claimed that women were attracted by the low seat height and weight of its motorcycles and accounted for 8% of sales on come of the models of its most popular bike, the Monster. Ducati has the opportunity to use it strong R&D capabilities to develop new products that cater to the women target market. This was Ducati will be able to start moving from a hypercompetitive market and effectively create its own “Blue Ocean” in the market place. Ducati should create a new demand to drive growth instead of just fighting for the same market share in the long run.

Exhibit 1 World | | 1996 | | 1997 | | 1998 | | 1999 | | 2000 | | 3.9 | 4.03% | 5.1 | 5.31% | 6.2 | 6.44% | 6 | 6.27% | 6.7 | 7.10% | 23.3 | 24.10% | 24.7 | 25.73% | 23.5 | 24.43% | 21.4 | 22.36% | 21.5 | 22.78% | 16.3 | 16.86% | 15 | 15.63% | 15.7 | 16.32% | 15.8 | 16.51% | 13.4 | 14.19% | 23.8 | 24.61% | 24.4 | 25.42% | 22.1 | 22.97% | 22.1 | 23.09% | 23.8 | 25.21% | 18.5 | 19.13% | 17 | 17.71% | 19 | 19.75% | 21.2 | 22.15% | 20.6 | 21.82% | 5.1 | 5.27% | 4.8 | 5.00% | 4.7 | 4.89% | 4.6 | 4.81% | 3.5 | 3.71% | 5.8 | 6.00% | 4.8 | 5.00% | 3.8 | 3.95% | 3.3 | 3.45% | 3.3 | 3.50% | 0 | 0.00% | 0.2 | 0.21% | 1.2 | 1.25% | 1.3 | 1.36% | 1.6 |

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