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TABLE OF CONTENTS
1.0 Introduction to Organisation................................................................................. 2
2.0 GAPS Analysis of Ducati....................................................................................... 3
2.1 Management Perception Gap.........................................................................3
2.2 Quality Specification Gap............................................................................... 3
2.3 Product Delivery Gap...................................................................................... 4
2.4 Market Communication Gap...........................................................................4
3.0 Ducati Market Analysis......................................................................................... 4
3.1 TOWS Analysis of Ducati................................................................................ 5
4.0 Strategic Issues Faced by Ducati..........................................................................8
5.0 Strategic Alternatives for the Issues.....................................................................9
6.0 Implementation of Strategy................................................................................ 12
6.1 Altering Companys Structure (People aspect).............................................12
6.2 Change Management (Process aspect)........................................................12
6.3 Control Systems........................................................................................... 12
6.4 Balanced Scorecard...................................................................................... 13
7.0 Conclusion and Recommendations.....................................................................14
REFERENCES............................................................................................................ 15
develop product and service standard to be reflective for these perceptions and thus the focus on
the quality is critical which is described by this gap (McKnight and Berrington, 2008). The
products delivered by Ducati to the market are somewhat satisfying the customer expectations as
the product attributes are developed and delivered in close alliance to the product developed
standards by the company which are set after understanding what the customer expects from the
company.
External
STRENGTHS
INTERNAL
Internal
THREATS
ST Strategy: Maxi-Mini
SES WEAKNES
WO Strategy: Mini-Maxi
WT Strategy: Mini-Mini
Lack of Diversification
Increased Competition
Reduced
Market Share
Inability to establish
on Web
Inability to replace
OPTION 1
OPTION 2
Applying
the
strategy
Plan to
through integration of
diversification
different
alliance
global strategies
supply c
products
portfolio
to
facilitate
this
by
on
of
introducing
integration process
are
also
priced
reasonably
2. Stabilisation of the
operational capital
The
sources
with
potentia
to
bring
working
innovative
are
products
which
designed
and
could b
the company
newly
market segments
segment
to
exi
custome
3. Establishment of online
presence
reflectiv
Expansi
through
segment
in the
America
marketing
United States
campaign
to
internet
in
other
The alternatives offered by the study identify the need for the company to utilise its innovation
power to expand in the different newly identified market segments. This expansion would
ultimately lead to increased revenue generation and in turn cope the liquidity crisis of the
company. The best suitable strategy in the company with the described situation is about
diversification (option 2). The justification of selected strategy is provided by reviewing its
feasibility, acceptability, and suitability as follows.
Outcome
Feasibility
Increased
market share
Strategic Option 2
By applying the strategy of diversification on different
products on the company portfolio by introducing several
innovative products with reasonable price will allow the
company to expand to new markets which will lead to
enhance its market share
Acceptability
New market
opportunities
Higher profits
Suitability
Strategic
potential
outcomes
Competitive
advantage
the corporate level, the top management will put the strategy into action by developing sound
policies and following adequate procedures. For instance, applying the strategy of diversification
for different products on the company portfolio by introducing several new innovative products
in new markets with reasonable price. Furthermore, the low and middle level staff will ensure an
effective utilisation of resources and perfect implementation of changing companys structure.
Resolving
liquidity crisis
MEASURES
o Increased working
capital through
integration of global
supply chain
o Yearend financial
records
o Acquisition of financial
resources
INTERNAL PERSPECTIVE
GOALS
Continuous
product and
service
improvement
MEASURES
o Balanced scorecard
approach
o Increase in customer
base
Market oriented
o Market expansion
product
o Fortified market share
development
o Positive customer
feedback
CUSTOMERS PERSPECTIVE
GOALS
MEASURES
o Increase in number of
customers per year
o Increased customer
satisfaction
SUPPLIERS PERSPECTIVE
GOALS
Recuperating the
management of
supply chain
MEASURES
o Integration of global
supply chain
management
o Enhanced product
manufacturing
On time delivery
turnaround time
o Increased customer
satisfaction
Building long term o On time payments by
relationships with
enhancing the working
capital
the suppliers
and new products but could be used to sell products, spare parts in distinct markets thus
expanding the market coverage which would ultimately increase the market share of the
company. Further, diversification and the innovation in products are required to replace the
existing maturing products of the company in the market in order to fortify customer base and
brand loyalty. Reallocation of resources to research and development could further contribute to
this aspect of Ducati operations.
REFERENCES
Barksdale, S. and Lund, T. (2006). 10 steps to successful strategic planning. San Jose: ASTD
Press
Chung, D. (2012). World Ducati week 2012 draws 65,000 fans. [online]. Available at:
http://blog.motorcycle.com/2012/06/25/manufacturers/ducati/world-ducati-week-2012draws-65000-fans/ [Accessed 15 March 2013]
Falloon, I. (2011). The Ducati story: road and racing motorcycles from 1945 to the present day,
5th edition, Yeovil: Haynes Publishing.
Gavetti, G. (2004). Ducati [online] Available at:
http://smile.solent.ac.uk/digidocs/live/Jackson/Gavetti.pdf [Accessed 13 March 2013]
Hill, C.W.L. and Jones, G.R. (2007). Strategic Management: An integrated approach. Cengage
Learning
Johnson, G., Scholes, K. and Whittington, R. (2008). Exploring Corporate Strategy, 8th edition,
Prentice Hall
Liou, J.J.H. (2009). A novel decision rules approach for customer relationship management of
the airline market, Expert Systems with Applications, 36, pp. 4374-4381.
McKnight S. and Berrington, M. (2008), Improving Customer Satisfaction: Changes as a Result
of Customer Value Discovery, Evidence Based Library and Information Practice, March.
pp.33-52
Milan, R. (2012). Ducati close 2012 with positive financial report and 2013 range shown in
Milan. [online] Available at:
http://www.volkswagenag.com/content/vwcorp/info_center/en/news/2012/11/Ducati.html
[Accessed 17 March 2013].
Morrison, M. (2009). Ducati strategy may have cost Haga title. [online] Available at:
http://www.ducatinewstoday.com/2009/10/ducati-strategy-costs-haga-title/ [Accessed 15
January 2013].
Nolan, T.N., Goodstein, L. D. and Goodstein, J., 2008. Applied strategic planning: an
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Porter, M.E. (2007). Understanding industry structure. Harvard Business School, 16(2), pp. 3448.