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Assessing a customer service
Assessing a customer service
Four steps in the marketing research process
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Market Research Implementation Plan: Problem Identification and Project Outline
From humble beginnings in 1901 to current day, Harley-Davidson strives to build and provide not only a mode of transportation but also a lifestyle. According to Harley-Davidson (2001-2011), the company mission reads “We ride with our customers and apply this deep connection in every market we serve to create superior value for all of our stakeholders” (Company, para. 2). The company always has not experienced the success they are realizing today and no one knows what challenges tomorrow can bring. Harley-Davidson is committed to providing the best customer service in every department.
Although Harley-Davidson’s mission implies the company connection with customers helps create superior value, Harley-Davidson still needs to formulate a way to measure customer service. The company uses surveys to collect data relating to customer service, customer experience, and customer opinion. One method Harley-Davidson uses for data collection is a panel of owners who have been invited to take part in special surveys. Harley-Davidson also uses their Harley Owners Group (H.O.G) community to collect data regarding customer satisfaction. Each new motorcycle purchase requires a survey to determine if the customer is completely satisfied. Any work conducted at the service department garners a phone call from the company requesting information and opinions on customer service. Analyzing this data provides Harley-Davidson a direction to consider and plans to implement to continually improve customer service.
Necessary Market Research and its Importance to Harley-Davidson
Harley-Davidson Motorcycles has made a decision to evaluate its perceived cust...
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... optimizing their customer service standards. They use many methods such as surveys and questionnaires to obtain useful information from their customers. Harley-Davidson has just recently decided to implement a plan that will assist them in evaluating their perceived customer service. To do this, market research will have to be conducted that carefully examines their customers. If Harley-Davidson is successful in their market research plan, they will have access to the information they need to keep their existing customers happy and to better attract new customers.
Works Cited
Harley-Davidson. (2001-2011). Harley-Davidson USA. Retrieved from
http://www.harley-davidson.com
Wilhite, B. (2011). Westminster College Review. Westminster College. Retrieved from
http://www.westminstercollege.edu/review/index.cfm?parent=1607&detail=1609
&content=1621
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Harley-Davidson, the corporation, has many things to brag about. On top of their financial success over the years, they have built a solid reputation as a fair, honest, and caring company. In January 2002, Forbes magazine named Harley-Davidson its “Company of the Year for 2001and in February, Fortune magazine selected them as one of the nation’s “Most Admired Companies.” Every employee at the company can be proud of these achievements because the corporate culture stresses the importance of all employees. While maintaining a level of success in these areas, they have managed to increase their revenues for the last sixteen years straight. Even in the economic downturn of the last year, Harley-Davidson posted record revenue and earnings.
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There are many ways in which Harley-Davidson can improve its operations, all of which can be found through conducting a thorough analysis of the strengths, weaknesses, opportunities, and threats the company is presently facing. The executives of Harley-Davidson considered the company’s internal strengths and weaknesses by completing an internal factor analysis summary (IFAS). Next, the external opportunities and threats were analyzed by completing an external factor analysis summary (EFAS). The analysis of these two summaries in turn produced the viable strategic alternatives outlined in the company’s strategic factor analysis summary (SFAS). The resources, capabilities and diverse leadership team of Harley-Davidson have provided the foundation for the company’s continuing ability to be both versatile in its product offerings as well as adaptive to consumer desires. The strategies of adjusting pricing, refocusing the company’s corporate culture and targeting a new consumer market will assist the company in fine tuning its operations over the next several years to ensure Harley-Davidson maintains its position as the leader in the motorcycle industry.
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Michael Porter tells us how the life cycle works through stages, first of which is the development phase, into the introduction, growth, maturity, and decline. Hunsk motors didn’t carefully take into account each phase of its product sold, and lacked the ability to connect consumers towards the motorcycles identity. By introducing...
...es several groups were randomly selected to help get some insight into prospective customers. These groups consisted of a wide range of females ages ranging from 15-75. They were asked a variety of question. These questions consisted of what type of service they were typically use to and how that current services could possibly be improved. They were given information about our company and what we offer. We then asked what were some of their personal feelings about having our company come into their homes to provide them with service. They provided us with feedback that was pretty much already known to Crowning Glory nonetheless to our surprise there was feedback that made sense but had not been thought of.
Harley-Davidson’s management had much to be proud of as the company wrapped up its Open Road Tour centennial celebration that began in July 2002 in Atlanta, Georgia, and ended on the 2003 Memorial Day Weekend in Harley’s hometown of Milwaukee, Wisconsin. The 14-month Open Road Tour drew large crowds of Harley owners in each of its five stops in North America and additional stops in Australia, Japan, Spain, and Germany. Also during its 2003 centennial year, Harley-Davidson was named to Fortune’s list of “100 Best Companies to Work For” and was judged third in automotive quality behind Rolls-Royce and Mercedes-Benz by Harris Interactive, a worldwide market research and consulting firm best known for the Harris Poll. The company’s revenues had grown at a compounded annual rate of 16.6% since 1994 to reach $4.6 billion in 2003—marking its 18th consecutive year of record revenues and earnings. In 2003, the company sold more than 290,000 motorcycles, giving it a commanding share of the 651+cc motorcycle market in the U.S. and the leading share of the market in the Asia/Pacific region. The consistent growth had allowed Harley-Davidson’s share price to appreciate by more than 15,000% since the company’s initial public offering in 1986.
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