Executive Summary
Under the leadership of Minoli, Ducati enjoyed sudden growth and success. The company is among the best motorbike dealers in Europe. Towards the end of 1996, Minoli’s efforts had altered the course of an organization on the brink of collapse into one of the leading manufacturers across the globe (Gavetti, 2002). The objective of the turnaround was the realization of profitability by leveraging the extant resources and capacities of the company as an incredible feat and first-rate engineers and by emphasizing the significance of the Ducati brand and its characteristic excellence.
In 2000, a few companies dominated the international motorbike market. Japanese companies, for example, Yamaha, Kawasaki, and Honda were low-priced operators whereas Ducati and Harley were in the opposite end and effectively positioned themselves as first-class brands. Harley leads in the cruiser motorcycle sector and is a major company in the United States where it enjoys a big market share of loyal clients. On the contrary, Ducati has been straining to raise its market share and surpass Harley’s profitability level, which is the uppermost in the sector.
Recommendation
To improve its level of growth and success in the international market and outshine Harley, Ducati should concentrate on and develop its present core competencies, expertise, and loyal customers instead of seeking other practices. The company should advance its historical engine technology, strengthen its marketing practices through the media and online platforms, and pursue customers from its current markets rather than extending into new segments.
These approaches will play a vital role in preventing Ducati from facing fierce rivalry from well-established companies such as Harley and enabling it to prove its superiority by ensuring the highest customer base in all its markets.
Reference
Gavetti, G. (2002). Ducati. Web.