Ducati Business Case Study

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Ducati Case – Harvard Business School 9-701-132 Marketing problem definition Core Issue What should Ducati do to increase its market shares and reach 10% while continuously increasing profitability to overcome Harley’s one. Sub issues – Strategic alternatives * Is the entrance of the cruiser market the good opportunity for Ducati to reach its market share goal? * Should Ducati reinforce its position on its current sport market? Porter five forces 1. Threat of New Entrants The cruiser market has important entrance barriers. First, entering it requires high investment (17 million euro), substantial costs (26 million euro) and high mechanical expertise. Those first barriers make it difficult and risky for small or starting organizations to enter. Then, the strength of Harley Davidson’s brand and heritage in cruiser segment built a high customer loyalty and a strong association between the brand and the cruiser bikes in customers’ mind. However, the market size of the segment, though decreasing, remains approximately one fifth of the global motorcycle market making it therefore attractive to new entrants. Though the U.S. market is dominated by Harley Davidson, there is still room for manoeuver in the European market which is more evenly distributed. Though this fact, the threat is low. 2. Threat of Substitutes Only few substitutes are identified. We could consider other motorcycle types such as off road, sport or touring. However, each motorcycle type fills different needs and expectations among customers. Therefore, it makes switching unlikely to occur at large extent. Other substitutes are displacement goods such as cars, buggy or quads. Nevertheless, we assume that quads and buggy would rather be substitutes to off roads motorcycle and that most cruiser bikers already own a car given their age group. Low threat of substitutes 3. Bargaining Power

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