Memo on the rise of Ducati (Other (Not Listed) Sample)

Memo; the rise of Ducati
Memo; to all sales managers
This is to inform you on our company’s strategic turnaround under Minoli’s management. The rise of Ducati from a state of bankruptcy to becoming the second most profitable motorcycle maker in the world is a pointer of the remarkable performance regardless of our small scale. The phenomenal performance of Federico Minoli by the end of 2000 has widely shaped the company’s performance placing it before its competitors. It is important to appreciate that the motorcycle market is one faced by a lot of challenges ranging from competition, brand management, manufacturing and financial constraints. Beating around these challenges to gain a leadership position implies exemplarity.
The roadmap between inception of the company in July 4 1926, by Antonio Cavalieri Ducati and his three sons, as a radio and electrical components to the release and of the first motorcycle in the post war period has been significant CITATION Gio05 \l 1033 (Gavettii, 2005).
Under Minoli’s leadership, Ducati has revamped the motorcycle industry. The transformation of a company whose products raised mechanical concerns in the market into one of the fastest motorcycle with a symbol of the Italian tradition and design, extreme performance and technical excellence and superiority is sensational. This success has however not been a walk in the park.
Minoli’s management plan has led to excellent market entrance and dominance strategies raising our company’s growth. Ducati developed a plan on creating products for different potential customers. Development of new and effective supply and value chains has been effective in the path development. The development of different products for different preferences largely increased the market share. Currently, our company manufactures a range of bikes. There are the performance bikes for sporting action, lifestyle bikes which are designed for easy riders, comfort bikes as well as the function bikes. The product diversification has enhanced their market share by capturing interests across the divide.
The development of functional distribution channels has also been critical in the recovery of our company. Currently, we distribute our products through a series of independent distributors covering different specific geographic areas as well as through multi-franchise retail dealers in Italy. Moreover, this company also uses some fully owned subsidiaries which have widely enhanced development of networks to easily link with customers. This strategy has proven very essential for our company.
Moreover, we have continually invested heavily in design technologies, human capital and product development. The development of internal and external design divisions largely enhanced production. As a result, we have been able to reduce the time to market new products. This game plan has led to the engineering team’s reputation as one of the skilled and expert teams in the industry. The close contact maintained between the engineering and the marke...