Polaris Industries manufactures all-terrain vehicles (ATVs). Since 1998, the company has turned out innovative products that have pushed it to the Number 2 spot in the industry against such tough competitors as No. 1 Honda Motor and Yamaha Motor. What caused the growth of the company was its new CEO Tom Tiller, who left a promising career at GE to take the reins at Polaris. Despite a growing national movement to highlight the environmental and safety problems posed by ATVs, the company is thriving. Under Tiller's leadership, the company's net profits have grown from $31 million in 1997 to an estimated $135 million in 2005. Supporting this program has been a series of innovations including the Ranger utility, which is a cross between a Jeep and a golf cart, and the Predator, an ATV aimed at both the sports and the recreation markets. The direct competition between Polaris, Honda, and Yamaha means the three companies have: A. a high degree of cultural similarity B. the same strategic reference points C. a problem with competitive inertia D. a low degree of resource similarity E. a high degree of market commonality
Polaris Industries manufactures all-terrain vehicles (ATVs). Since 1998, the company has turned out innovative products that have pushed it to the Number 2 spot in the industry against such tough competitors as No. 1 Honda Motor and Yamaha Motor. What caused the growth of the company was its new CEO Tom Tiller, who left a promising career at GE to take the reins at Polaris. Despite a growing national movement to highlight the environmental and safety problems posed by ATVs, the company is thriving. Under Tiller's leadership, the company's net profits have grown from $31 million in 1997 to an estimated $135 million in 2005. Supporting this program has been a series of innovations including the Ranger utility, which is a cross between a Jeep and a golf cart, and the Predator, an ATV aimed at both the sports and the recreation markets.
The direct competition between Polaris, Honda, and Yamaha means the three companies have:
| A. |
a high degree of cultural similarity |
|
| B. |
the same strategic reference points |
|
| C. |
a problem with competitive inertia |
|
| D. |
a low degree of resource similarity |
|
| E. |
a high degree of market commonality |
"Having Polaris Industries, Honda Motor, and Yamaha Motor vying for supremacy in the all-terrain vehicle (ATV) industry has led to a scenario where these companies share the same strategic reference points. This competitive landscape is characterized by each company's pursuit of similar goals and market strategies, all of which are influenced by their respective positions in the industry. The alignment of their strategic reference points is a reflection of their intense rivalry and the dynamic nature of the ATV market. In this context, it's essential to explore how these companies' strategic similarities have played a pivotal role in shaping the industry landscape and driving innovation and growth."
Step by step
Solved in 4 steps
