Objectives:
Demonstrate the logic of a highly focused competitor.
Demonstrate the value of a higher Willingness To Pay (WIP) in a competitive situation.
Illustrate how tailoring a firm’s entire set of activities to a particular set of products, customers, and geographic markets can strengthen its competitive position.
Discuss how a combination of trade offs and fit can protect a firm’s competitive position.
Show the limits of a focused strategy, particularly regarding growth, and how a company like Ducati can overcome these limits.
Questions:
How did Ducati become the second most profitable motorcycle maker in the world, despite its small scale What is the fundamental economic logic of Minoli’s turnaround
Can Ducati sustain its position in the sport segment Can Honda and other Japanese manufacturers stop its growth in this segment
What strategic alternatives were available to Minoli in 2001
Which alternative would you recommend Why
Looking in today’s market, analyze the momentum (or lack-of) that Ducati has generated, and discuss its current position. Consider its SWOT.
Compare the recovery strategy of Minoli to that of Ghosn at Nissan.
What are the valuable lessons you have learned from this case
Issues:
Was there an economic logic in Ducati’s turnaround
What was Ducati’s buyer value or “Willingness To Pay
How did Ducati reduced cost without affecting the WTP
Why did Ducati increased cost to boost WTP for intangible aspects
Aggressive growth – is it a strategy or a consequence
Attract new riders to the “Naked” models
Offer more Naked models
Sell high margin accessories and apparel
Attract new riders to the Ducati community
Eventually sell loyal customers high margin bikes
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