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  • MP Ducati Case Group1

    Transféré par

    AneeshKKedlaya
    245 vues8 pages
    Ducati is an Italian motorcycle manufacturer known for high-performance sports bikes. It has a small global market share of 0.7% by value but is dominant in the sports bike category with above 400cc engines. After starting as an electronics firm and introducing its first motorcycle in the 1950s, Ducati went through periods of losses in the 1980s and was on the verge of bankruptcy in the 1990s before being acquired by investors. Under new leadership in the late 1990s, Ducati implemented strategies like a new management team, differentiated products, racing sponsorships, and outsourced production to drive double-digit revenue growth and turn the company around. However, the early 2000s saw stagnant performance due

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    Marketing case on Ducati

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    Ducati is an Italian motorcycle manufacturer known for high-performance sports bikes. It has a small global market share of 0.7% by value but is dominant in the sports bike category with above 400cc engines. After starting as an electronics firm and introducing its first motorcycle in the 1950s, Ducati went through periods of losses in the 1980s and was on the verge of bankruptcy in the 1990s before being acquired by investors. Under new leadership in the late 1990s, Ducati implemented strategies like a new management team, differentiated products, racing sponsorships, and outsourced production to drive double-digit revenue growth and turn the company around. However, the early 2000s saw stagnant performance due

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    © All Rights Reserved
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    245 vues8 pages

    MP Ducati Case Group1

    Transféré par

    AneeshKKedlaya
    Ducati is an Italian motorcycle manufacturer known for high-performance sports bikes. It has a small global market share of 0.7% by value but is dominant in the sports bike category with above 400cc engines. After starting as an electronics firm and introducing its first motorcycle in the 1950s, Ducati went through periods of losses in the 1980s and was on the verge of bankruptcy in the 1990s before being acquired by investors. Under new leadership in the late 1990s, Ducati implemented strategies like a new management team, differentiated products, racing sponsorships, and outsourced production to drive double-digit revenue growth and turn the company around. However, the early 2000s saw stagnant performance due

    Droits d'auteur :

    © All Rights Reserved
    Téléchargez comme PPTX, PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    sur 8

    DUCATI

    CASE STUDY
    Submitted by:
    Aneesh Kedlaya 14PGHR08
    Deepa Kaushik 14PGHR22
    Niharika Taneja 14PGHR43
    Rahul Rastogi 14PGHR48
    GLOBAL MOTORCYCLE INDUSTRY
    Global Markets
    Motorcycles, scooters, mopeds $48.3 Bn (2004)
    Worldwide revenue CAGR of 2.5%
    Ducati Global Market Share
    0.7% (by value)
    4.4% (by units)
    Geography
    US/ Europe: recreational,
    Secondary, high end & heavy
    Motorcycles
    Asia Pacific- primary source of
    transportation
    Ducati Sports category motorcycle
    Above 400cc

    Region Market share
    (in %)
    Asia Pacific 56.1
    U.S 17.3
    Europe 16.4
    Others 10.1
    HISTORY OF DUCATI (1926-95)
    Started as manufacturer of electronic components
    Post WW-II, il Cucciolo Aux. Motor 1
    st
    motorcycle
    Mid 1950s Dr. T new designs for high performance
    1960s Racing Bikes: Cruiser Luxury, Ducati Apollo
    1980s LOSSES
    Other mechanical products (Diesel Engines)
    1983 - CAGIVA group buys Ducati, develops Monster &
    916
    1996 verge of bankruptcy
    Low Capital Funding to buy raw materials
    Purchased by Texas Specific group

    TURNAROUND ERA (1996-2001)
    1996 - Minoli, new CEO
    Positive business results
    Policies:
    New top-tier management team
    Unstructured model encourage creativity & team work
    Unique and differentiated product, highly skilled engineers, high loyalty
    brand
    Goals:
    Double digit revenue growth
    EBITDA ratio comparable to Harley Davidson
    Museum unconventional investment
    Tie-ups/ JV: Apparels, Special riding equipment
    Targeted release of entry-level and high end simultaneously
    Market for new models: 36 to 15 months
    Outsourcing of production: 80%
    NEXT ERA (2002-2005)
    Stagnant financial performance
    Drop in motorcycle Volumes & Apparel Sales
    Issues:
    Product discontinuity 999 v/s 998
    Customer Acquisition Model
    Decline in US business



    DUCATI 2006 NEW STRATEGIES
    Products - 5 common characteristics
    New Product development
    In-house design team
    Online surveys, blogs for feedback
    Ducati Corse Racing
    Sustain, increase demand & visibility
    Practical demonstration of high-performance
    Supports R&D
    Accessories and spare parts twice as profitable as
    motor cycles, based on margin
    Apparel Growth, even during decline era of 2002-05

    Marketing World of Ducati
    No traditional advertisement
    Museum and factory tours
    Media coverage from racing events
    Ducati.com
    Direct mailers and questionnaires
    Sales and distribution
    Benefits of wholly owned subsidiaries
    Reduced number of Ducati dealers
    Ducati dedicated shops in selected markets offering high end
    European brands
    Toyota Production System
    Lean Manufacturing
    Kaizen
    Statistical Quality Control

    THANK YOU

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