Demonstrate the application Demonstrate the application of the SPACE Matrix to the case study.

TABLE $5$: IFE MATRIX

TABLE $4$: EFE MATRIX

$\backslash$table$[[$Key External Factors,Weight,Rating,$\backslash$table$[[$Weighted$],[$Score$]]],[$Opportunities$],[\backslash$table$[[1.$ The international heavy weight market is growing$],[$and is now larger than the U$.$S$.$ heavyweight$],[$market$]],0\mathrm{.}150,2,0\mathrm{.}300],[\backslash$table$[[2.$ The European demand for Harley Davidson is$],[$the highest in the international market and$],[$represents the single largest motorcycle market$],[$in the world$]],0\mathrm{.}150,2,0\mathrm{.}300],[3.$ Interest rates are at historical lows.,$0\mathrm{.}100,2,0\mathrm{.}200],[\backslash$table$[[4.$ Women and younger riders are increasing$],[$becoming interested in bikes.$]],0\mathrm{.}100,4,0\mathrm{.}400],[\backslash$table$[[5.$ Alliances with Ford Motor Company or other$],[$automobile manufacturers are possible.$]],0\mathrm{.}025,1,0\mathrm{.}025],[\backslash$table$[[6.$ Industry registrations of domestic heavyweight$],[$motorcycles are increasing.$]],0\mathrm{.}050,3,0\mathrm{.}150],[\backslash$table$[[7.$ Market share increasing in Europe and Asia for$],[$the last two years.$]],0\mathrm{.}025,3,0\mathrm{.}075],[8.$ Increasing demand in US markets for bikes.,$0\mathrm{.}025,4,0\mathrm{.}100],[9.$ Customers value quality parts.,$0\mathrm{.}025,3,0\mathrm{.}075],[$Threats$],[\backslash$table$[[1.$ Harleys ongoing capacity restraints caused a$],[$shortage supply and a loss in domestic market$],[$share in recent years.$]],0\mathrm{.}100,2,0\mathrm{.}200],[\backslash$table$[[2.$ Harleys average buying age is $42$ years old and$],[$increasing$.]],0\mathrm{.}050,2,0\mathrm{.}100],[\backslash$table$[[3.$ The European Union's motorcycles noise$],[$standards are more stringent than those of$],[$Environmental Protection Agencies in the U$.$S$],[$and increased environmental stand.$]],0\mathrm{.}050,2,0\mathrm{.}100],[\backslash$table$[[4.$ Some competitors of Harley Davidson have$],[$larger financial and marketing resources and$],[$they are more diversified.$]],0\mathrm{.}025,1,0\mathrm{.}025],[5.$ Environmental protection laws.,$0\mathrm{.}025,3,0\mathrm{.}075],[6.$ Shifts in buyers needs and tastes.,$0\mathrm{.}025,3,0\mathrm{.}075],[\backslash$table$[[7.$ Customer loyalty in European and Asian$],[$Countries$.]],0\mathrm{.}025,2,0\mathrm{.}050],[\backslash$table$[[8.$ Costs could become expensive from international$],[$importing$.]],0\mathrm{.}025,2,0\mathrm{.}050],[\backslash$table$[[9.$ The Buell division needs to continue to produce a$],[$quality motorcycle under Harley's brand name.$]],0\mathrm{.}025,3,0\mathrm{.}075],[$Total$,1\mathrm{.}00,,2\mathrm{.}38]]$

$\backslash$table$[[$Key Internal Factors,Weight,Rating,$\backslash$table$[[$Weighted$],[$Score$]]],[$Strengths$],[\backslash$table$[[1.$ Net income in $2003$ was $$760$ million, which was$],[31$ percent higher than in $2002.]],0\mathrm{.}075,4,0\mathrm{.}300],[\backslash$table$[[2.$ Strong relationships built on trust and respect with$],[$suppliers and dealers.$]],0\mathrm{.}075,4,0\mathrm{.}300],[\backslash$table$[[3.$ The standard and performance segments of$],[$Harley Davidson make up $70\%$ of the European$],[$heavy weight motorcycle market.$]],0\mathrm{.}085,4,0\mathrm{.}260],[\backslash$table$[[4.$ Harley Davidson operates in two principal$],[$business segments: Motorcycles and Related$],[$Products$,$ and Financial Services.$]],0\mathrm{.}050,3,0\mathrm{.}150],[\backslash$table$[[5.$ Harley Davidson is the only major American$],[$motorcycle manufacturer.$]],0\mathrm{.}050,3,0\mathrm{.}150],[6.$ Strong brand name.,$0\mathrm{.}050,4,0\mathrm{.}200],[\backslash$table$[[7.$ The company has continued to focus its capital$],[$expenditures on capacity expansion at its new and$],[$previously existing facilities.$]],0\mathrm{.}040,3,0\mathrm{.}120],[\backslash$table$[[8.$ The Harley Owners Group $($HOG$)$ is the industry's$],[$largest company sponsored motorcycle enthusiast$],[$organization$,$ which currently has approximately$],[430,000$ members worldwide.$]],0\mathrm{.}040,3,0\mathrm{.}120],[\backslash$table$[[9.$ Harley Davidson offer's a custom segment that$],[$allows owners the opportunity to customize their$],[$bikes$,$ this division makes up the highest number$],[$of Harley Davidson's sold.$]],p\mathrm{.}030,3,0\mathrm{.}090],[\backslash$table$[[10.$ Harley Davidson has a strong marketing$],[$department$,$ which sponsors and participates in all$],[$major motorcycle consumer shows and rallies.$]],0\mathrm{.}030,3,0\mathrm{.}090],[$Weaknesses$],[\backslash$table$[[1.$ Harley Davidson does not emphasize price in its$],[$product$.]],0\mathrm{.}075,1,0\mathrm{.}075],[\backslash$table$[[2.$ Harley Davidson has had difficulty gaining market$],[$shore in some European countries.$]],0\mathrm{.}075,1,0\mathrm{.}075],[\backslash$table$[[3.$ Registrations for the Asia$/$Pacific market are$],[$decreasing$]],0\mathrm{.}060,1,0\mathrm{.}060],[4.$ Facing ongoing capacity constraints.,$0\mathrm{.}055,1,0\mathrm{.}055],[\backslash$table$[[5.$ Only a small portion of the company's annual$],[$capital expenditures relate to equipment, which$],[$has the sole purpose of meeting environmental$],[$compliance obligations.$]],0\mathrm{.}050,2,0\mathrm{.}050],[\backslash$table$[[6.$ The top Board of Directors for Harley$-$Davidson$],[$are all men.$]],0\mathrm{.}045,2,0\mathrm{.}090],[\backslash$table$[[7.$ The leadership strategy council is comprised$],[$completely of vice presidents.$]],0\mathrm{.}040,2,0\mathrm{.}080],[8.$ Difficult to attract and retain talented employee.,$0\mathrm{.}035,2,0\mathrm{.}070],[9.$ Lack of opportunity for advancement.,$0\mathrm{.}030,2,0\mathrm{.}060],[10.$ Loss of benefits,$0\mathrm{.}030,2,0\mathrm{.}060],[$TOTAL$,1\mathrm{.}00,,2\mathrm{.}51]]$of the SPACE Matrix to the case study.