Notice bibliographique
Résumé
CASE DESCRIPTION primary subject matter of this case is strategic alliances. Secondary issues include business strategy, entrepreneurship and marketing. case explores the dynamics of an alliance between Harley-Davidson and a small, entrepreneurial, niche market company, Lehman Trikes. case is appropriate for senior level four undergraduate courses or level five graduate classes. case may be taught in two class hours with 1-2 hours of outside student preparation. CASE SYNOPSIS case analyzes the strategic alliance between Lehman Trikes, a small but rapidly growing leading manufacturer of three-wheeled motorcycles, and Harley-Davidson. case also examines the strategies chosen by Lehman and Harley to implement the alliance, and simultaneously deal with the worldwide recession of 2008-2009. Lehman Trikes, located in Spearfish, South Dakota, is a publicly owned company trading on the TSX Canadian Venture Exchange. As the world was in the midst of a crippling recession, on July 22, 2008, Harley-Davidson unveiled the new Tri Glide three-wheeled motorcycle at the annual dealer meeting in Las Vegas. At the same meeting, Harley announced that Lehman Trikes would be the exclusive supplier to Harley-Davidson of the Tri Glide. Ron Hutchinson, senior vice president of product development for Harley-Davidson said, This is a big deal. three-wheeled market is a market that we believe has been effectively underserved because it has been done in the aftermarket. While the entrance of Harley-Davidson into the trike market would obviously legitimize and add enormous growth opportunities for the three-wheel segment of the motorcycle market, would it profoundly change Lehman's environment and business model? Dan Patterson, then CEO of Lehman Trikes, would later cryptically write of the event in the 2008 Third Quarter Report, We are truly pleased to have Harley-Davidson as both a competitor and a business associate. Did this somewhat obscure statement reflect his concerns about the new supply agreement? With the active participation of Harley-Davidson in the trike market, would the three-wheeled motorcycle market emerge from a niche market status to become a primary market and entice the market leaders to introduce complete and competitive trike products? Would Lehman Trikes, The Leader of the Three World, remain able to dominate the trike market? How would Lehman's strategic supply agreement with Harley-Davidson evolve, and will their long term goals be consistent? In analyzing the case students should focus on several key questions. Would the alliance between Lehman and Harley-Davidson meet both of their strategic goals and what were the benefits to each organization of the alliance? What were the risks a small organization like Lehman was taking in entering an agreement with a much larger partner versus the rewards they hoped to gain? Was Harley fair in their dealings with Lehman or did they take advantage of their much smaller partner? Historically, Harley limited supply of new product launches. In the midst of a recession, was this the best marketing strategy? And finally, how viable was Lehman's business model? INSTRUCTOR'S NOTES RECOMMENDATIONS FOR TEACHING APPROACHES Lehman Trikes case should be appealing to most business students because of the popularity of Harley -Davidson and the unusual alliance with a small entrepreneurial, niche market company, Lehman Trikes. instructor is provided with a case that is exciting to the student, yet teaches management strategy, marketing and entrepreneurship. Instructors will find that many of the students are familiar with Harley -Davidson or have aspirations to own one of their motorcycles. uniqueness of the trike market and the success of a start up like Lehman Trikes should also provide a level of interest from the students. Discussing Lehman Trikes and their agreement with Harley -Davidson should generate a lively discussion amongst students about the two companies' strategies. …
Récupéré en direct depuis OpenAlex et désinversé. Les résumés ne sont pas conservés dans cette base de données : les index inversés représentent 8,6 Go des 9,3 Go de texte de la base, et le serveur dispose de 13 Go libres.
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Prédiction distillée sur la base complète
Imitation des enseignantsNi prévalence calibrée, ni vérité terrain. Validation humaine à venir. Apprise à partir de 10 348 étiquettes directes de Codex et de 10 348 étiquettes directes de Gemma. Le mode candidate est l'union des têtes enseignantes seuillées; le consensus est leur intersection. Ces sorties portent le statut machine_predicted_unvalidated et ne sont ni des étiquettes humaines ni des étiquettes directes de modèles de pointe.
Scores Codex et Gemma par catégorie
| Catégorie | Codex | Gemma |
|---|---|---|
| Métarecherche | 0,001 | 0,000 |
| Méta-épidémiologie (sens strict) | 0,000 | 0,000 |
| Méta-épidémiologie (sens large) | 0,000 | 0,000 |
| Bibliométrie | 0,000 | 0,000 |
| Études des sciences et des technologies | 0,000 | 0,000 |
| Communication savante | 0,000 | 0,001 |
| Science ouverte | 0,000 | 0,000 |
| Intégrité de la recherche | 0,000 | 0,000 |
| Charge utile insuffisante (le modèle a refusé de juger) | 0,000 | 0,000 |
Scores machine (provisoires)
Les deux têtes enseignantes du modèle étudiant, lues sur ce travail. Un score ordonne la base pour la relecture; il n'affirme jamais une catégorie, et le statut de validation accompagne chaque rangée tel quel.
Scores de référence d'un modèle non mature (critères de maturité non atteints, 7 itérations). Un score ordonne; il n'affirme jamais une catégorie.
score_only:v0-immature-baseline · tel quel depuis la passe de notation : score_only signifie que le nombre peut ordonner les travaux, et qu'aucune étiquette de catégorie n'en découleClassification
machine, non validéePrédiction automatique; un appel candidat d’une seule tête enseignante, pas un consensus.
Le détail, modèle par modèle et score par score, se trouve en fin de page sous « Comment cette classification a été obtenue ».