Motorcycle Company Research Articles

ANALISIS FAKTOR-FAKTOR YANG BERPENGARUH TERHADAP PERILAKU KONSUMEN TERHADAP KEPUTUSAN PEMBELIAN SEPEDA MOTOR

This study aims to determine the factors that affect consumer behavior onpurchasing decisions of motorcycle brand "Honda" in the city of Palembang. Along withthe development of the era and the increasing need for transfortasi tools bring fresh airfor automotive companies, especially motorcycle companies which are very much neededby many people in addition to affordable and easy to maintain. One brand that is liked bymost people is the Honda brand. The sample in this study amounted to 100 people takenfrom the respondents of motorcycle users of honda brand domiciled in the city ofPalembang by using purposive sampling technique. The method of analysis usingmultiple linear regression method. Consumer behavior factors both simultaneously andpartially affect the purchasing decision of honda motorcycle brand in Palembang city

Driving Honda: inside the world's most innovative car company

Fascinating and insightful. (Financial Times). For decades there have been two iconic Japanese auto companies. One has been endlessly studied and written about. The other has been generally under appreciated and misunderstood. Until now. Since its birth as a motorcycle company in 1949, Honda has steadily grown into the world's fifth largest automaker and top engine manufacturer, as well as one of the most beloved, most profitable, and most consistently innovative multinational corporations. What drives the company that keeps creating and improving award-winning and bestselling models like the Civic, Accord, Odyssey, CR-V, and Pilot? According to Jeffrey Rothfeder - the first journalist allowed behind Honda's infamously private doors - what truly distinguishes Honda from its competitors, especially archrival Toyota, is a deep commitment to a set of unorthodox management tenets. The Honda Way, as insiders call it, is notable for decentralization over corporate control, simplicity over complexity and unyielding cynicism toward the status quo and whatever is assumed to be the truth - ideas embedded in the DNA of the company by its colourful founder Soichiro Honda, sixty-five years ago. With dozens of interviews of Honda executives, engineers,and frontline employees, Rothfeder in Driving Honda shows how the company has developed and maintained its unmatched culture of innovation, resilience, and flexibility - and how it exported that culture to other countries that are strikingly different from Japan, establishing locally controlled operations in each region where it lays down roots. For instance, Rothfeder reports on life at a Honda factory in the tiny town of Lincoln, Alabama. When the American workers were trained to follow the Honda Way as a self-sufficient outpost of the global company, their plant pioneered a new model for manufacturing in America. As Soichiro Honda himself liked to say, Success can be achieved only through repeated failure and introspection. In fact, success represents one percent of your work, which results only from the ninety-nine percent that is called failure.

Quality disclosure and certification in the motorcycle industry

This paper studies the practise of quality disclosure and quality certification of sellers and experts in the Italian motorcycle industry between 2007 and 2010. Motorcycles are a combination of search, experience and credence attributes and consumers cannot observe product quality perfectly. Empirical analysis shows that the vertical and horizontal characteristics of motorcycles do not have a clear impact on the sellers’ decisions to disclose product quality. At the same time, specialist journals do not favour any specific motorcycle category when they choose which model to test. With respect to the results of the tests, the quality disclosed by motorcycle companies is systematically biased upward, but only slightly. On the whole, market efficiency is not threatened by asymmetric information and credence attributes.

Investigation of Process Capability of a Reaming Operation Using Statistical Tools

In the present industrial scenario, quality control is a crucial factor for the success of an industry or an organization. Process capability is an important statistical quality tool for measuring the capability of an industrial operation. The paper aims at the process capability of a reaming operation in manufacturing of cylinder head in a leading motorcycle company. The process capability of the reaming operation can be reflected by measuring the quality characteristics of its machined component. For this purpose, adequate sampling of the lot has been considered, probability plots and histograms have been prepared and the performance indices have been computed that indicate the capacity of the process to manufacture a component efficiently. Based on the observations made and data analysis, it has been proved that this statistical process control technique not only helps in improving quality and productivity of an industrial operation but also helps in taking important managerial decisions in an organization.

For success in biotechnology, look beyond biotechnology

The fates of biotechnology companies can be fairly described as volatile. Clinical trial progress, patent grants and invalidations, and funding announcements can yield great swings in stock price. Building any company is a challenging endeavor, and these dramatic responses only compound the problem and complicate the management of biotechnology companies. Companies have employed a diversity of tactics to buffer the impact of individual setbacks – having multiple products in development, using a hybrid product/service strategy, and in-licensing externally partially developed leads are just a few.One consequence of these buffering strategies is reduced investor interest. The duration of biotechnology product development, combined with the long gap between funding and (potential) revenues, and the uncertainty of profitability encourage investors to favor either late-stage companies or those likely to ‘fail fast’. Late-stage companies often present more measurable investments than early-stage companies – and a shorter timeline to returns – and companies that can fail fast allow investors to conserve time and financial resources. The problem with these investment preferences is that for a company to mature to late-stage, it must find early- and mid-stage funding somewhere, and an excessive focus on failing fast is at odds with the long-term patient support needed for many projects.Therefore, how can biotechnology executives bridge the gap between biotechnology funding preferences, chaotic development progress and the sustained support needed for research projects? One answer is to seek opportunities in compatible industries. Seeking funding and revenue opportunities outside the biotechnology industry can effectively dissociate biotechnology companies from the negative constraints of the biotechnology industry, enabling them to mature in more supportive environments while still keeping a long-term focus on lucrative opportunities in biotechnology.Consider the example of Mission Motors. The company, which recently produced the world's fastest motorcycle, is not a motorcycle company; they used the motorcycle (which they are selling for nearly US$70 000 each) to help attract interest in their primary interest, which is software.1 BBK Technologies is an example from the biotechnology industry. BBK has applied fragment-matching algorithms from DNA sequence analysis to matching video sequences.2 With applications in stemming piracy and enabling image or video-based search, the technology clearly has robust applications beyond biotechnology. The extra biotechnology applications also serve as robust evidence of the utility of BBK's technology.What is not to like about these indirect paths? They can be slower than maintaining a strict focus on biotechnology-related goals. An oft-heard plea in biotechnology is the need for speed in development. Although it is true that patients may be suffering while treatments are in development, and that delays in development may result in a shorter duration of patent protection, a balance must still be maintained between speed of development and corporate sustainability. After all, an excess focus on near-term positive outcomes may lead to corporate collapse, likewise depriving patients of treatments. Leveraging opportunities outside of biotechnology to establish proof of principle or to build revenue streams can increase resilience, and can thereby provide a stronger foundation for corporate sustainability.References Dumaine, B. (2010) A motorcycle on a mission. Fortune, 14 June, p. 30.The physics arXiv blog. (2010) Sequencing the video genome. 31 March, http://arxiv.org/abs/1003.5320.

Harley‐Davidson Inc

AbstractAutomotive (MIC: SIC: 3751 NAIC: 336991)Harley‐Davidson operates in two business segments: Motorcycles and Financial Services. Co.'s Motorcycles segment consists primarily of the group of companies doing business as Harley‐Davidson Motor Company and Buell Motorcycle Company, which designs, manufactures and sells primarily heavyweight (engine displacement of 651+cc) touring, custom, standard and sport motorcycles and a range of related products, such as motorcycle parts and accessories and general merchandise. Meanwhile, Co.'s Financial Services segment consists of Harley‐Davidson Financial Services, which provides wholesale and retail financing and insurance programs primarily to Harley‐Davidson® and Buell dealers and customers.

Harley‐Davidson Inc

AbstractAutomotive (MIC: SIC: 3751 NAIC: 336991)Harley‐Davidson operates in two business segments: Motorcycles and Financial Services. Co.'s Motorcycles segment consists primarily of the group of companies doing business as Harley‐Davidson Motor Company and Buell Motorcycle Company, which designs, manufactures and sells primarily heavyweight (engine displacement of 651+cc) touring, custom, standard and sport motorcycles and a range of related products, such as motorcycle parts and accessories and general merchandise. Meanwhile, Co.'s Financial Services segment consists of Harley‐Davidson Financial Services, which provides wholesale and retail financing and insurance programs primarily to Harley‐Davidson® and Buell dealers and customers.

Harley‐Davidson Inc

AbstractAutomotive (MIC: 15.1 SIC: 3751 NAIC: 336991)Harley‐Davidson is the parent company for Harley‐Davidson Motor Company (HDMC), Buell Motorcycle Company (Buell) and Harley‐Davidson Financial Services (HDFS). Through HDMC, Co. produces heavyweight motorcycles that comprise five families of motorcycles: Touring, Dyna™, Softail®, Sportster® and VRSC™. Through Buell, Co. produces sport motorcycles, including nine twin‐cylinder XB models and the single‐cylinder Buell® Blast®. HDFS provides wholesale and retail financing and insurance programs primarily to Harley‐Davidson/Buell dealers and customers. Co. also provides a line of related motorcycle parts, accessories, apparel and general merchandise within HDMC and Buell.

Harley‐Davidson Inc

AbstractAutomotive (MIC: 15.1 SIC: 3751 NAIC: 336991)Harley‐Davidson is the parent company for Harley‐Davidson Motor Company (HDMC), Buell Motorcycle Company (Buell) and Harley‐Davidson Financial Services (HDFS). Through HDMC, Co. produces heavyweight motorcycles that comprise five families of motorcycles: Touring, Dyna™, Softail®, VRSC™ and Sportster®. Through Buell, Co. produces sport motorcycles, including nine twin‐cylinder XB models and the single‐cylinder Buell® Blast®. HDFS provides wholesale and retail financing and insurance programs primarily to Harley‐Davidson/Buell dealers and customers. Co. also provides a line of related motorcycle parts, accessories, apparel and general merchandise within HDMC and Buell.

Harley‐Davidson Inc

AbstractAutomotive (MIC: 15.1 SIC: 3751 NAIC: 336991)Harley‐Davidson is the parent company for Harley‐Davidson Motor Company (HDMC), Buell Motorcycle Company (Buell) and Harley‐Davidson Financial Services (HDFS). Through HDMC, Co. produces heavyweight motorcycles that comprise five families of motorcycles: Touring, Dyna™, Softail®, VRSC™ and Sportster®. Through Buell, Co. produces sport motorcycles, including nine twin‐cylinder XB models and the single‐cylinder Buell® Blast®. HDFS provides wholesale and retail financing and insurance programs primarily to Harley‐Davidson/Buell dealers and customers. Co. also provides a line of related motorcycle parts, accessories, apparel and general merchandise within HDMC and Buell.

Harley‐Davidson Inc

AbstractAutomotive (MIC: 15.1 SIC: 3751 NAIC: 336991)Harley‐Davidson is the parent company for Harley‐Davidson Motor Company (HDMC), Buell Motorcycle Company (Buell) and Harley‐Davidson Financial Services (HDFS). Through HDMC, Co. produces heavyweight motorcycles that comprise five families of motorcycles: Touring, Dyna™, Softail®, VRSC™ and Sportster®. Through Buell, Co. produces sport motorcycles, including nine twin‐cylinder XB models and the single‐cylinder Buell® Blast®. HDFS provides wholesale and retail financing and insurance programs primarily to Harley‐Davidson/Buell dealers and customers. Co. also offers a line of related motorcycle parts, accessories, apparel and general merchandise within HDMC and Buell.

Harley‐Davidson Inc

AbstractAutomotive (MIC: 15.1 SIC: 3751 NAIC: 336991)Harley‐Davidson is the parent company for Harley‐Davidson Motor Company (HDMC), Buell Motorcycle Company (Buell) and Harley‐Davidson Financial Services (HDFS). Through HDMC, Co. produces heavyweight motorcycles that comprise five families of motorcycles: Touring, Dyna™, Softail®, VRSC™ and Sportster®. Through Buell, Co. produces sport motorcycles, including seven twin‐cylinder XB models and the single‐cylinder Buell® Blast®. HDFS provides wholesale and retail financing and insurance programs primarily to Harley‐Davidson/Buell dealers and customers. Co. also offers a line of related motorcycle parts, accessories, apparel and general merchandise within HDMC and Buell.

Harley-Davidson, Inc.

Mergent's Dividend AchieversVolume 3, Issue 2 p. 131-131 U.S. Company Reports Harley-Davidson, Inc.† First published: 20 April 2006 https://doi.org/10.1002/div.3939 † Contact: : Jeffrey L. Bleustein — Chmn. Address: : 3700 West Juneau Avenue, Milwaukee, WI 53208 Web Site: : www.harley-davidson.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Abstract Automotive (MIC: 15.1 SIC: 3751 NAIC: 336991) Harley-Davidson operates in two segments: Motorcycles & Related Products and Financial Services. The Motorcycles & Related Products segment includes the group of companies doing business as Harley-Davidson Motor Company and the group of companies doing business as Buell Motorcycle Company. The Motorcycles segment designs, manufactures and sells at wholesale primarily heavyweight (engine displacement of 651+cc) touring, custom and performance motorcycles as well as a line of motorcycle parts, accessories, clothing and collectibles. The Financial Services provides wholesale and retail financing and insurance programs primarily to Harley-Davidson and Buell dealers and their retail customers. Volume3, Issue2Spring 2006Pages 131-131 RelatedInformation

Harley-Davidson Inc

Mergent's Dividend AchieversVolume 3, Issue 4 p. 130-130 U.S. Company Reports Harley-Davidson Inc† First published: 10 October 2006 https://doi.org/10.1002/div.4773 † Contact: : Jeffrey L. Bleustein — Chmn. Address: : 3700 West Juneau Avenue, Milwaukee, WI 53208 Web Site: : www.harley-davidson.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Abstract Automotive (MIC: 15.1 SIC: 5571 NAIC: 441221) Harley-Davidson is the parent company for Harley-Davidson Motor Company (HDMC), Buell Motorcycle Company (Buell) and Harley-Davidson Financial Services (HDFS). Through HDMC, Co. produces heavyweight motorcycles that comprise five families of motorcycles: Touring, Dyna?, SoftailR, VRSC? and SportsterR. Through Buell, Co. produces sport motorcycles, including seven twin-cylinder XB models and the single-cylinder BuellR BlastR. HDFS provides wholesale and retail financing and insurance programs primarily to Harley-Davidson/Buell dealers and customers. Co. also offers a line of related motorcycle parts, accessories, apparel and general merchandise within HDMC and Buell. Volume3, Issue4Autumn (Fall) 2006Pages 130-130 RelatedInformation

Analysis of alternative front suspension systems for motorcycles

Virtual prototyping is a common practice in the automotive industry but still a developing one for the motorcycle companies. Among other advantages, such techniques can greatly reduce the development time necessary to validate novel ideas. In that fashion, a motorcycle is modelled as a highly detailed multibody system in order to provide a test-rig for a number of alternative front suspension systems. These systems are compared in terms of kinematics and dynamics, to provide improved insight into the aspects that need to be considered when deciding upon the use of an alternative system instead of the conventional forks. Apart from the motorcycle model, a driver model has been developed to allow for the systems to be validated through subjection to a variety of driving manoeuvres during simulations. Some indicative results are shown to prove the performance potential of such systems when compared with the default solution of conventional forks and bring into attention the differences between each design philosophy.

Quasi-open Product Architecture andTechnological Lock-in

From the perspective of product architecture, we attempt to explore the reasons why the Chinese motorcycle companies are stuck in the imitation of focal models of foreign makers, on the other hand expanding their production volume to the No.1 position in the world. We propose that the architectural transformation of the original focal models to quasi-open ones mainly through horizontal coordination among local suppliers is the possible mechanism, which blocks the assemblers' paths of accumulating product development capability. This happens at the stage of structural form duplication, which weakens their incentives to progress further and reverse engineering stage.

For success in biotechnology, look beyond biotechnology

The fates of biotechnology companies can be fairly described as volatile. Clinical trial progress, patent grants and invalidations, and funding announcements can yield great swings in stock price. Building any company is a challenging endeavor, and these dramatic responses only compound the problem and complicate the management of biotechnology companies. Companies have employed a diversity of tactics to buffer the impact of individual setbacks – having multiple products in development, using a hybrid product/service strategy, and in-licensing externally partially developed leads are just a few.One consequence of these buffering strategies is reduced investor interest. The duration of biotechnology product development, combined with the long gap between funding and (potential) revenues, and the uncertainty of profitability encourage investors to favor either late-stage companies or those likely to ‘fail fast’. Late-stage companies often present more measurable investments than early-stage companies – and a shorter timeline to returns – and companies that can fail fast allow investors to conserve time and financial resources. The problem with these investment preferences is that for a company to mature to late-stage, it must find early- and mid-stage funding somewhere, and an excessive focus on failing fast is at odds with the long-term patient support needed for many projects.Therefore, how can biotechnology executives bridge the gap between biotechnology funding preferences, chaotic development progress and the sustained support needed for research projects? One answer is to seek opportunities in compatible industries. Seeking funding and revenue opportunities outside the biotechnology industry can effectively dissociate biotechnology companies from the negative constraints of the biotechnology industry, enabling them to mature in more supportive environments while still keeping a long-term focus on lucrative opportunities in biotechnology.Consider the example of Mission Motors. The company, which recently produced the world's fastest motorcycle, is not a motorcycle company; they used the motorcycle (which they are selling for nearly US$70 000 each) to help attract interest in their primary interest, which is software.1 BBK Technologies is an example from the biotechnology industry. BBK has applied fragment-matching algorithms from DNA sequence analysis to matching video sequences.2 With applications in stemming piracy and enabling image or video-based search, the technology clearly has robust applications beyond biotechnology. The extra biotechnology applications also serve as robust evidence of the utility of BBK's technology.What is not to like about these indirect paths? They can be slower than maintaining a strict focus on biotechnology-related goals. An oft-heard plea in biotechnology is the need for speed in development. Although it is true that patients may be suffering while treatments are in development, and that delays in development may result in a shorter duration of patent protection, a balance must still be maintained between speed of development and corporate sustainability. After all, an excess focus on near-term positive outcomes may lead to corporate collapse, likewise depriving patients of treatments. Leveraging opportunities outside of biotechnology to establish proof of principle or to build revenue streams can increase resilience, and can thereby provide a stronger foundation for corporate sustainability.References Dumaine, B. (2010) A motorcycle on a mission. Fortune, 14 June, p. 30.The physics arXiv blog. (2010) Sequencing the video genome. 31 March, http://arxiv.org/abs/1003.5320.