New Restaurant in Summerlin Area, Las Vegas Term Paper - 2

New Restaurant in Summerlin Area, Las Vegas - Term Paper Example The strength of the project lies in its concept. At the same time, the promoter has limited experience in the field. This need not be considered as a drawback, because he is backed up by his family which has rich experience in the business for more than a decade. The various communities in the area need changes and varieties in restaurants in tune with the changing lifestyles. The business in a niche market segment with limited competition has the potential to grow in the long run with a chain of restaurants of the same type. However, unless the company establishes its quality and service levels within a year, other existing companies in the restaurant sector will encroach into this segment. The main objective is to provide a different restaurant experience to the clients by providing quality food which differs in taste and flavor compared to the food provided by others. To make the service more efficient, online booking and door delivery system will be put in place. This is also expected to reduce the crowd level within the restaurant. Providing food at a reasonable price needs a cost-effective procurement policy. Maintaining the highest level of standards and efficiency in operations to achieve the above objectives and build-up reputation, in the long run, are the overall objectives.  The strategic management decision involves selection of a suitable location and a building for the restaurant based on various factors such as the size of the building, approach roads, and parking area.   The interior work and other infrastructure facilities for kitchen, dining halls, and reception should be made within 3 months to prevent others from pursuing the same idea. Arrangements will be made for procurement from the established suppliers who are already supplying to similar restaurants in other cities.   Thereafter, the establishment of an online and door delivery system should be undertaken.  

List 5 notable strikes and the following factors Essay

List 5 notable strikes and the following factors - Essay Example However, during this period beginning 1890, the business started experiencing an economic downturn, as were other manufacturing companies, whereby the market price of steel products went down thereby reducing the amount of profits. As a result, the general manager, Henry Frick, proposed a plan to reduce the cost of production by lowering wages and forcing workers to break ranks with the AA, which did not go down well with the workers (Krause, 1992). Without AA’s presence, Frick felt that he would be in full control of the human resources. As a result, the employees embarked on a strike, which lasted for approximately 4 months. The workers, during this period, were involved in an armed conflict with the Pinkertons, who were armed men hired by Frick to suppress the strikers, a conflict which contributed to the death of 9 workers and 7 Pinkertons while several others suffered bullet injuries. At the end of these confrontations, the workers were defeated and they had to accept the terms set down by Frick in order to be allowed to continue working in the company while the leaders of the strike were fired and subjected to court proceedings though no one was sent to prison (Krause, 1992). The Pullman Strike of 1894 As stated earlier, the early 1890s was a period of economic downturns and most of the industries were affected (Salvatore, 1999). The Pullman Palace car Industry, based in Pullman, Illinois, was one of those companies, which suffered reduced revenues as a result of low demand for their products, which basically included train cars. As a counter measure, the management decided to cut wages and thereafter gave deaf ear to the workers complaints, which included low wages, overworking and high cost of living. As a result, more than 3000 employees of the company decided to go on strike, which was later supported by the American Railway Union, which significantly increased the number to more than 100000 individual members from 26 states, who were advised t o boycott any operations that involved cars from the Pullman industry (Salvatore, 1999). This is a strike which begun on May 11, 1894 to August 2, 1894. The reason for the conclusion of the strike was that the then president Cleveland sent in federal and state troops to crush the strike specially because it was interfering with the deliver of mail and this had begun to disgust the general public, who were shifting their support to the government. The Union leaders were arrested while more than 20 workers lost their lives in the process. Pullman employees tried to negotiate for an unconditional reinstatement to their former positions but the management refused to accept and instead forced them to sign contracts, which forbid them from joining any labor unions failure to which they would lose their jobs. The workers, while on strike, contributed to the destruction of property and loss of revenues especially for the railway line approximated to more than $4 million as per the then valu e of the dollar. The workers also lost more than $1 million in terms of wages not forgetting the magnitude of human labor dedicated by the security organs to crush the strike (Salvatore, 1999). Textile Workers Strike of 1934 The Textile Workers Strike of 1934 was an event in the US history, which was organized by the United Textile Workers of America (UTW), a union whose membership

Richards Perspective On Clt And Teaching Conversation English Language Essay

Richards Perspective On Clt And Teaching Conversation English Language Essay Majority of language instructors presume CLT as teaching conversation, an absence of grammar or an emphasis on open ended discussion activities (Richards 2003) while according to what Jack C. Richards mentioned in his communicative language teaching today CLT can be understood as a set of principles about the goals of language teaching, how learners learn a language, the kind of classroom activities that best facilitate learning, and the roles of teachers and learners in the classroom. This vapid insipid thought, however, should not be regarded as plausible. Flashing back to the early days of CLT, we see it as an offspring of Audio-lingual Method although it had its focus shifted from behaviorism to real learners needs. On the other hand, looking at its new up-to-date version, we see a great shift from meaning-form based to be totally meaning based. That is why Richards concretely explains CLT as letting the learner grab the language through using it to do things rather than through studying how language works and practicing rules or people learn a language through communicating it. Richards named these two versions of CLT. He asserted that the first one is classical CLT, starting from 1970s to 1990s and the latter one is current CLT. He called all the previous methods Traditional approaches. This study examines the first two methods with a brief introduction on the third one. Traditional Approaches (up to late 1960s) Traditional approaches is a term used by Richards to refer to approaches like ALM or structural-situational approach; also known as situational language teaching. The entire curriculum in these methods shed lights on grammar, that is, every aspect of a language class, from teaching to evaluation, revolves around grammar and its appropriate use in appropriate context. Although traditional methods have some parts in accordance with the current culture and they use dialogues as a prominent exercise, all the parts are for the purpose of mastering the grammar not for reaching communicative competence-using the appropriate language in the real context. To clear everything up lets walk through approach: 1.Students first hear a model dialogue (either by the teacher or on tape). In this procedure students are introduced to the new grammar rule with reminding the previous forms studied via a cultural text. After listening to the dialogue students are supposed to repeat each line after the teacher or the tape. The instructor here pays careful attentions to pronunciation, intonation, and fluency .corrections are immediate and direct even if they interrupt the flow of speech. 2. Key words of the dialogue are changed repeatedly through practice-with actually keeping the grammar rule the same- to help the learner stick the grammar rule in to their mind. 3. Some selected grammatical rules will be the focus of the following exercises. These exercises are structured on the basis of over repetition to make the grammar a part of subconscious mind. That is using it spontaneously when its needed. All the exercises are controlled to ban any type of possible mistake; actually, creativity is not welcomed at all in these methods. Some grammatical explanation may be offered at this point, but this is kept to absolute minimum. 4. After oral exercises come the written ones. Students may be referred to their text books to have some reading, writing or vocabulary activities on the basis of the dialogue presented. 5. Further practice to thoroughly master the form is done in the language laboratory. In sum Richards brings up the P-P-P lesson structure: Presentation: is actually the presentation of the new grammar point inductively. The instructor explains the new structure and makes sure of students comprehension of it. Practice: In a controlled context students practice the use of the grammar point. Production: In a much freer context, and yet controlled, students à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬with the teacher`s monitoring-use their own c1ontent or information for furthered practice, in order to develop fluency with the new pattern. All these syllabus designs lead to great accuracy at the cost of loosing fluency. However, under the influence of CLT all the form-based methodologies are modified to be in sync with communicative competence .this fluency-first pedagogy have accuracy activities such as such as grammar practice been replaced by fluency activities based on interactive small-group work. This approach paves the way for Richard`s Classic Communicative Language teaching. Classic Communicative Language Teaching (1970s to 1990s) This method was a reaction to traditional ones modifying them by the insertion of Communicative competence. As explained in Richard`s applied linguistic dictionary, the term communicative competence is broken down to 4 parts: Grammatical competence: that is the knowledge of the grammar, vocabulary, morphology and phonology of a language. GC was of highest importance in all traditional methods. It is argued in CLT that communicative competence and not simply grammatical competence ,should be the goal of language teaching Sociolinguistic competence: according to Richard`s Dictionary of Applied Linguistics it is Knowledge of the relationship between language and its nonlinguistic context, knowing how to use and respond appropriately to different types of speech acts, such as requests, apologies, thanks, and invitations knowing which address form should be used It is highly associated with interlocutors age, sex, and ethnic groups. Traditional grammatical and vocabulary syllabuses and teaching methods did not include information of this kind. It was assumed that this kind of knowledge would be picked up informally. Discourse competence: the knowledge of knowing how to begin and end conversations. Strategic competence: the communicative strategies used for covering the weakness in conveying the message in communications. In former methods, i.e. traditional grammatical and vocabulary syllabi, there is no trace of these kinds of information. They were believed to be learned informally. However, Richards (2003) argues that communicative competence and not simply grammatical competence should be the goal of language teaching. He added some more practical aspect of language use to this new method to make it more tangible: Purposes for which the leaner wishes to acquire the target language The setting in which the student want to use the target language Role of the learners, for instance, as a traveler, as a sales person talking to their clients. Communicative competence: everyday situations, vocational or professional situations, academic situations and so on. ( 2003) Language functions: what the learner will be able to do with or through language Discourse and rhetorical skills He also added grammatical content and lexical content to make his method comprehensive He defined two types of syllabus: skill-based syllabus, functional syllabus. In the first one the main focus is on four skills -speaking, reading, writing, and speaking- this one sort of covers ESP (English for specific purposes) in a way that it gives each skill its specific look by the use of needs analysis. Usually it overcomes the differences in vocabulary choice, grammar, functions, and particular skills. The latter one, however, consider the functions the students should be able to carry out in English. This syllabus best suits speaking and listening courses. Current communicative language teaching ( from 1990s up to current time) This new up-to-date version of CLT mainly focuses on students needs and learning. According to Richards this method is a set of agreed upon principles that help the learner acquire the language with the respect of social nature of learning. They usually give more attention to unity of language through current methodologies of communication and interaction. In short, it could be said that giving more attention to psychological aspects of learning led to the emergence new CLT.

Essay --

Emerging Technology and Graphic Design Research Paper Waianae High School Team Members: Catherine Cannon Marina Leota Advisor: Michael O’Connor Principal: Disa Hauge 85-251 Farrington Highway Waianae, HI 96792 TABLE OF CONTENTS Executive Summary 2 Target Audiences and Technology 3 Social Media and Graphic Design 4 Reaching Target Audiences 6 References 8 EXECUTIVE SUMMARY This research paper is about social media and mobile connectivity and its importance to graphic designers in the aspect of being able to reach growing demographics. Technology has helped expand businesses benefitting them in the long run. As technology advances, it not only appeals to a younger audience but an older audience as well. Social media is known as the most effective way to communicate with everyone. Within social networks, graphic designers are able to promote not only themselves but the business as a whole by creating eye catching images. Newer technology being released such as tablets or more advanced cell phones can also help graphic designers experiment with varying art styles and other ways of connecting with their target audience. Through both technology and social media, with its variety of online and mobile users, graphic designers are given a stepping stone to connecting with growing demographics and to expand their consumers. To reach their audience, a graphic designer must not showcase just their work, but their ability to communicate and relate as well. 2 TARGET AUDIENCES AND TECHNOLOGY Demographics connected to technology and social media are growing everyday, ranging in gender, race and age, thus making it all the more easier for businesses to connect, reach and earn clients. Growing businesses and freelance artists would surely benefit f... ...Popescu, Adam (2013, April 12). Just Who Uses Social Media? A Demographic Breakdown. Retrieved from http://mashable.com/2013/04/12/social-media-demographic-breakdown/. Date retrieved 2014, Feb 10. Repographics, Carolina (2013). The Importance of Graphic Design in Social Media. Retrieved from http://www.carolinarpg.com/raleigh-graphic-design-for-social-media/. Date retrieved 2014, Feb 10. Smith, Brianna (2013, May 10). Best Times to Post on Social Media (infographic). Retrieved from http://socialmediatoday.com/brianna5mith/1453951/best-times-post-social-mediainfographic. Date retrieved 2014, Feb 10. Widrich, Leo (2013, May 2). Social Media in 2013: User Demographics for Twitter, Facebook, Pinterest and Instagram. Retrieved from http://blog.bufferapp.com/social-media-in-2013- user-demographics-for-twitter-facebook-pinterest-and-instagram. Date retrieved 2014, Feb 10. 9

Computer Rentals Essay

[1.a] Using the dimensions we discussed in class, how would you describe Mitchell Gold Co.’s strategic position? Mitchell Gold competes by offering high quality products at a lower price than most makers of similar quality furniture. They offer limited variety in comparison to other makers, which allows them to be more responsive and deliver orders in a timely manner (97% on time shipment). [1.b] Consider the following description of another furniture maker’s (Invincible IPF) business: The standard product line has about 500 different items, with many of the pieces starting as stock, unfinished wooden frames imported from Europe. But the finished furniture can be as different as the imaginations of the designers, with 60 different standard finishes for the wood and an almost unlimited selection of upholstery provided by designers. †¦ Because each piece is hand finished by rag and brush and made to order, the process can take 12 weeks or longer, with one custom-made entertainment cabinet nearing completion after almost six months. (The Record, Bergen County, NJ, 12/09/2001) How would you anticipate that Mitchell Gold’s production processes differ from those of Invincible IPF? Be sure to discuss the nature of the production equipment and the placement of inventory. MG offers less variety and has greater volume than Invincible. Consequently, MG likely uses more specialized equipment while Invincible has primarily general-purpose equipment. Since designers provide upholstery provided for custom orders, Invincible should have little raw material and no finished goods. MG likely has higher raw material and finished goods inventory. Given the long flow times, Invincible likely has much higher WIP levels. Question 2 [2.a] In The Goal, Jonah asks Alex 3 questions: Did your throughput increase? Did your inventories decline? Did your process cost decline? Define each of the three italicized terms for a process and explain why a positive answer to each of the three questions may be classified as an improvement. Throughput corresponds to the rate at which flow units flow through the process. Throughput in general should correspond to sales not production. If the product has a positive margin, an increase in throughput increases positive cash flows. Inventories correspond to the number of flow units within process boundaries. Decreasing inventories decreases the amount of working capital required. It also decreases any reduction in inventory value due to obsolescence. Process cost refers to the cost incurred in transforming inputs to outputs. A reduction in process cost increases margin and thus profitability. [2.b] Many enlightened firms have made flow time reduction a key objective. Discuss under which conditions a reduction in flow time improves performance of a process in terms of the modules we have discussed: 1. strategic & competitive impact: Reducing flow time allows a firm to target customer segments that may want a faster response. It also allows a firm to be more responsive to volume and taste changes of the customer. 2. impact on financial flows: Cash is tied up as working capital for a shorter amount of time. 3. impact on critical path: The critical path gets shorter. 4. impact on bottlenecks: Bottleneck capacity may go up only if the flow time at the bottleneck is reduced. 5. impact on lean operations: Generally allows a firm to operate with lower levels of inventory. Also shortens the time lag between introduction and detection of defects. [2.c] List three ways to increase the capacity of a process. Consider the likely relative cost of implementing these changes and present them in order from cheapest to most expensive to implement. Explain the rationale for your ordering. Option 1:Decrease work at the bottleneck resource (e.g. by moving QC before bottleneck) Option 2: Move work from a bottleneck to a non-bottleneck resource. Option 3:Add to the bottleneck resource Rationale: Moving QC before the bottleneck is a very simple change that eliminates work even if quality does not improve. Moving work from a bottleneck to a non-bottleneck resource requires training and changed capability at the non-bottleneck resource. Adding to the bottleneck clearly requires additional investment. Question 3 The three hair stylists, Francois, Bernard and Mimi (FBM) run a Fast Service Hair Styling Saloon for busy professionals in the Gold Coast area of downtown Chicago. They stay open between 6:45 AM – 9:00PM in order to fit to a large variety of people’s work schedules. In their fast service location, they perform only shampooing and hair styling activities. On average, it takes 10 min to shampoo, 15 min to style the hair and 5 minutes to bill the customer. The store layout is shown below. It consists of a shampooing area, which can accommodate 3 customers at a time and a styling area with 4 desks, which have fully integrated hair-modeling equipment.

Harley Davidson Case Study Essay

Harley Davidson, established in 1903, is the largest manufacturer of motorcycles in the United States. While Harley Davidson dominates the moto market in the United States, it is very small compared to the international market which is infiltrated with large Japanese firms such as Kawasaki, Honda and Yamaha who produce various categories of motorcycles. Harley Davidson has deep rooted brand equity in the United States and remains loyal in it’s style. It has also remained consistent in manufacturing only heavyweight motorcycles. By showcasing only a single model type, Harley Davidson has established itself as a leader in the United States market. Other international markets, especially Europe and Asia, produce many lines of sports motorcycles (street bikes, scooters etc), as this meets the demands of these markets. Harley Davidson classifies their bikes into three main heavyweight categories (1) Touring Bikes, (2) Custom Bikes, and (3) Sportster Bikes. More than half of Harley Davidson’s revenue is generated from sales from within the United States, with a much smaller presence in Europe, Asia and Latin America. Harley Davidson has tried unsuccessfully to acquire additional motorycle companies twice since its origination but ultimately has continued to keep its product lines simple and focused around a few primary products. Description of Data and Sources Initialal research was conducted on the history of Harley Davidson Motorcycles by researching their website. Data was then obtained from a variety of sources including industry journals, annual sales reports, and company websites. By comparing sales and annual (10k) reports to those of its competitors, we were able to determine market patterns and explain the market structure in which Harley Davidson Motorcycle competes. Sales reports compared units sold by the Harley Davidson , as well as competition among firms internationally displayed by the type of bikes sold and in which geographic areas. Explanation of Methods In order to establish initial market structure and competitiveness, we collected data on the total units of Heavyweight motorcycles sold in 2012 in the United States. We gathered data on the numbers of units sold by Harley Davidson’s top three competitors, which we learned were Honda, Kawasaki and Yamaha, respectively. In order to establish a price per unit, we took the median price of each firm’s heavyweight inventory and then took an average based on these figures. The number of units sold multiplied times average price per unit gave us an accurate reflection of over sales for 2012 when cross referenced with annual report data. Our data had some limitations as some firm’s data did not highlight units sold or sales revenue from the heavyweight market. We had to deduce and infer with the data we were given. Another limitation in data collection came when gathering information about price mark up and marginal cost. We sought information from industry experts who had insight in this area. Analysis and Results The C4 four-firm concentration ratio of .880 indicates that there are only a few firms who produce most of the industry’s output. The heavyweight industry is highly concentrated. Most of this industry’s output is produced by Harley Davidson, Honda, Yamaha and Kawasaki. The Herfindahl-Hirschman Index (HHI) is 3,586 out of 10,000. This suggests that there are multiple firms in the industry who consume a considerable part of the market share. The top four firms account for almost 40% of the market. This number would deter an investor when considering a possible merger. Demand and Pricing Structure/Lerner Index The Lerner Index for a Harley Davidson is .25 and the mark-up is 1.3. HD charges a price 25% over the marginal cost or 1.3 times the actual marginal cost. In other words, for each dollar paid from the consumer towards the purchase of a new motorcycle, $.25 is markup. Market Structure Harley Davidson (HD) Motorcycles have many different aspects that contribute to the market structure, specifically the classification of motorcycles by size, the number of firms in the market both national and international, brand equity merchandising which includes entry to the apparel, accessories and licensing markets, barriers to entry and various merger attempts in the past. HD Motorcycles are classified into heavyweight classes such as Touring, Custom, or Sportster. In 2011 Touring motorcycle accounted for 92,002 bikes out of a total of 233,117 bikes sold for Harley Davidson (Harley Davidson Inc., 2012). Second leading in sales were Custom bikes at 91,459 bikes (Harley Davidson Inc., 2012). Overall, Harley Davidson sold 152,180 units in the United States and 80,937 units internationally for FY 2011 (Harley Davidson, Inc., 2012). In international markets Harley Davidson sold 83,505 units compared to 151,683 units in the United States (Harley Davidson, Inc., 2012). Outside of the United States, sales in Europe and surrounding regions were the second largest region for Harley Davidson with 44,340 units sold in 2011 (Harley Davidson, Inc. 2012). Units sold in the Asian Region came in third at 21,416 units, and the least number of units sold for Harley Davidson was in the Latin American Region, at 7,247 units. All regions saw an increase in the number of units sold from 2010 to 2011 but the United States still remains responsible for 68% of total units sold (Harley Davidson, Inc., 2012). In 2012 HD experienced continued growth as they sold 145,391 units globally in the first 6 months; this is a 9.3% increase from the year before. Retail sales also increased by 12% in the US with a 16.5% increase in Asia/Pacific and a 58% in Latin America (Harley Davidson, Inc., 2013). Harley Davidson has seen steady growth in recent years. Harley Davidson has not always sustained yearly growth. As the economy was slowing slipping during the recession of 2008, Harley Davidson was forced to make some decisions in order to survive. In 2009 Harley Davidson announced they would discontinue the Buell Motorcycle brand from their line to focus all of their resources on producing their primary products in order for Harley Davidson to stay afloat (Crowe, 2009). In 1994 Harley Davidson became a 49% owner in Buell Motorcycle Company, a company that was founded by a former Harley Davidson engineer, Erik Buell (Autoevolution, 2013). In 1998, four years after entering business together Harley Davidson purchased an additional 49% of Buell Motor Company leaving the creator with only 2% ownership (Autoevolution, 2013). Harley Davidson would continue operating with Buell motorcycle brand for the next eleven years creating over 17 models of innovative motorcycles, however in 2009, as profits decreased, HD made a decision to end business with Buell. In 2008, during these same difficult economic times, Harley Davidson acquired an Italian motorcycle company MV Agusta for $109 million hoping to increase sales and market expansion overseas in an area dominated by Japanese competitors (Barrett, 2010). Shortly after acquisition the market tanked and Harley Davidson had recorded $162 million in losses with the MV Agusta line (Crowe, 2009). The relationship lasted just over a year before Harley Davidson decided to sell the brand in 2009, at the same time it discontinued its relationship with Buell. Finally, accessories and licensing sales is another segment of the market heavily dominated by Harley Davidson. During the economy crash while bike sales slowed revenue generated from the sales of apparel and merchandise helped to contribute to the overall bottom line for Harley Davidson. In 2012 $69.3 million was generated from the sales of general merchandise trademarked as â€Å"MotorClothes† was up 12.8% from FY 2011 (Harley Davidson Inc., 2012). Summary and Conclusion Although Harley Davidson dominates the market in the United States, it has been the smallest in Europe and the 4th in Asia/Pacific region which is dominated by Japanese brands. One reason for Harley’s smaller market share in the Europe and Asia region is that the company cannot produce enough motorcycles to meet the demand and its prices tend to be higher than competitive models. Shortages of Harleys lead many consumers to purchase competitive bikes as there are 2-year waiting lists for some Harley models (â€Å"Company spotlight: Harley-Davidson†). This would lead us to believe that Harley Davidson acts as a leader in a Stackelberg Oligopoly as it chooses its level of output in the market. In the United States Harley Davidson is one of a few firms that create motorcycles for touring or cruising. Harley Davidson produces differentiated products and remains the leader in selling them. Competitor firms such as Honda and Yamaha sell a significantly smaller number of motorcycles in the US markets compared to Harley Davidson. Barriers to entry have been exemplified by companies such as Polaris and Triumph who have tried to enter the market but remain at 2-3% of market share. Market Percentage In United StatesUnits Sold (in K units)Revenue (in M $) Harley Davidson57%161$2,500 Honda17%48$744 Kawasaki9%25$587 Yamaha5%14$217 Other12%34$527 References Autoevolution. (2013). Buell Brand History. Retrieved from http://www.autoevolution.com/moto/buell/history/ Barrett, R. (August, 2010). Harley Davidson takes beating on MV Agusta. Retrieved from http://www.jsonline.com/blogs/business/100759404.html Company Spotlight: Harley-Davidson Motor Company. (2006). MarketWatch: Global Round-up, 5(10), 14-19. Crowe, P. (November, 2009). Harley Davidson and Buell – Unfinished Business. Retrieved from http://thekneeslider.com/harley-davidson-and-buell-unfinished-business/ DATAMONITOR: Harley-Davidson, Inc. (2011). Harley-Davidson, Inc. SWOT Analysis, 1-9. Delmont, J. (2013). LEANING INTO THE CURVE. Dealernews, 49(1), 20. Harley Davidson, Inc. (January, 2012). Harley Davidson Earnings, Retail Motorcycle Sales Shows Continued Strength. Retrieved from http://investor.harley davidson.com/phoenix.zhtml?c=87981&p=irol-newsarticle&ID=1651657 James B. Kelleher, R. (2013, June 30). Harley-Davidson looks beyond the aging white male. St. Paul Pioneer Press (MN) M.L. Johnson The Associated, P. (2013, June 10). Stripped-down Harley-Davidson rebounds from recession. Charleston Gazette (WV). Motorcycle Daily (August, 2010). Victory Motorcycle First Ride. Retrieved from http://www.motorcycledaily.com/2010/08/2011-victory-motorcycles-md-first-ride/ Motorcycle USA. (February, 2008). Victory Motorcycle History. Retrieved from http://www.motorcycle-usa.com/690/2587/Motorcycle-Article/Victory-Motorcycle-History.aspx Muller, J. (2013). Return of the Indian. Forbes, 191(1), 36-38. (2013, February 14). StockCall Study on Polaris Industries and Harley-Davidson: Recreational Vehicle Companies Raise Dividends. PR Newswire Europe.