Honda faced several challenges in transferring its resources and capabilities to the US. It would be difficult and costly to replicate its skilled workforce and lean supplier network. While Honda had strong manufacturing capabilities, it lacked experience in US marketing, distribution, and developing business partnerships. Forming a strategic alliance could help address these gaps, but came with risks of sharing sensitive information and potential future competition. Overall, expanding internationally significantly increased complexity and uncertainties around coordination, stakeholder relationships, regulatory compliance, and maintaining Honda's competitive advantages in a new environment.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
Strategic management is the highest level of managerial activity, in general performed by the chief executive officer (CEO) and executive team of a company, used to specify objectives of the organization by developing policies and plans to achieve these objectives and reach the company’s goals. Also it’s a process of distributing resources of the company so as to pursue the plans.
Strategic management supply overall direction to the entire enterprise. An organization’s strategy should be suitable for its resources, situations, and objectives. The process takes in consideration to join the companies’ strategic advantages to the business environment the organization faces. The important objective of an overall strategy is to make the organization into a position to do its mission effectively and efficiently. A best corporate strategy must include an organization’s goals, policies, and tactics into a cohesive whole.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
Strategic management is the highest level of managerial activity, in general performed by the chief executive officer (CEO) and executive team of a company, used to specify objectives of the organization by developing policies and plans to achieve these objectives and reach the company’s goals. Also it’s a process of distributing resources of the company so as to pursue the plans.
Strategic management supply overall direction to the entire enterprise. An organization’s strategy should be suitable for its resources, situations, and objectives. The process takes in consideration to join the companies’ strategic advantages to the business environment the organization faces. The important objective of an overall strategy is to make the organization into a position to do its mission effectively and efficiently. A best corporate strategy must include an organization’s goals, policies, and tactics into a cohesive whole.
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
Management 315: International Management, Professor In Hyeock Lee
Loyola University Chicago Spring 2013
This case study analyzes Honda's overall performance as a multinational enterprise using the company's revenue data, 4 distances, firm specific advantages, country specific advantages, foreign direct investment, and much more.
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
Management 315: International Management, Professor In Hyeock Lee
Loyola University Chicago Spring 2013
This case study analyzes Honda's overall performance as a multinational enterprise using the company's revenue data, 4 distances, firm specific advantages, country specific advantages, foreign direct investment, and much more.
EXTERNAL SCAN: HONDA 2
EXTERNAL SCAN: HONDA 9
External Scan: Honda
Running Head: External Scan: Honda 1
External Scan: Honda
A lot of companies deem that delivering services and products to consumers is the only purpose of the company and generally it is. Sorry to say, for some companies there are external components that may obscure the efficiency of a company. On the flip side, some external component elements will assist the businesses to succeed. According to Honda (2013), Honda’s a corporation created on dreams and these dreams inspire them to build top-quality products that enrich human flexibility and profit civilization. Honda views "The Power of Dreams" as a philosophy that directs and motivates them to progress ahead. The power of their corporation emanates from this philosophy” (Honda, 2013).
In today’s market it is vital that a global company such as Honda be responsive to the issues and trends that come from technological, political and economic trends. Technology expansions are significant for Honda due to the ever changing developments of today’s information technology. For example, Honda’s Micro-sized Combined Heat and Power (MCHP) demonstrate Honda’s promise to be both ecologically responsive and use state-of-the-art operations to aid people in getting their goals achieved.
Since the economic recession dated 2007 to 2009, consumers were exceptionally penny-wise with how and on what they spent their money. According to Modern Global Automobile Industry (2004), there are multiple trends that are recognized in studying the international automobile market, categorized by the factors below:
· Global Market Dynamics - The globe’s biggest car makers continue to capitalize in manufacturing resources in developing markets in order to decrease their manufacturing costs.
· Creation of Global Alliances - U.S. automobile manufacturers, "The Big Three" (General Motors, Chrysler and Ford) united with and launched strategic alliances with Japanese and European automobile manufacturers. For example, the Chrysler Daimler-Mercedes Benz merger was originated by Mercedes-Benz to boost their market in the U.S. In general, the trend of the world’s automobile manufacturers was to expand in foreign markets.
· Industry Alliance - Rising global rivalry among worldwide producers in overseas markets placed the world's automobile manufacturers into three stages, the first stage is Honda, Ford, GM, Volkswagen and Toyota and the two remaining manufacturers are combined with other car manufacturers to compete with first stage businesses (Modern Global Automobile Industry, 2004).
Consumers who buy Honda do so for two main reasons: The first is because Honda customers like the longevity of Honda products. The second reason is due to Honda’s fuel economy savings.
The automobile industry is fall under government regulations. The global automobile industry also falls under laws and government regulations to include laws that area asso ...
Running head HONDA AUTO COMPANY MARKET RESEARCH PROPOSAL .docxcharisellington63520
Running head: HONDA AUTO COMPANY MARKET RESEARCH PROPOSAL 1
HONDA AUTO COMPANY MARKET RESEARCH PROPOSAL 19
Honda Auto Company Market Research Proposal
Student’s name
University affiliation
Table of Contents
Executive summary……………………………………………………… 3
Introduction……………………………………………………………… 5
Background………………………………………………………. 5
Objective of the study……………………………………………. 6
Statement of the problem…………………………………………. 8
Approach to the problem ………………………………………… 9
Cost and Time analyses……………………………………………11
Methodology……………………………………………………………… 12
Research design…………………………………………………………… 13
Results of the research..................................................................................15
Reporting…………………………………………………………………. 18
Limitations………………………………………………………………… 19
Conclusion………………………………………………………………… 20
References………………………………………………………………… 22
Executive summary
In order for any business or corporation to prosper, it must conduct thorough market research for its product and services. The main purpose of conducting a market research is to provide company’s management with valid, reliable, accurate, and current market information (McKinley, 2005). Due to the competitive business landscape and the ever-changing business trends attributed to deprived decision making, the research ought to provide sound data. Moreover, as company’s marketers, it is of great significance to knot how consumers’ make decisions pertaining purchase. In addition, it is important to identify the target market in order to choose appropriate products, and promotion technique.
In the case of competitors, a business generates the ability to challenge their market supremacy and the research offers insight to understanding their marketing approach. In any corporation, marketing managers generates various tactical and strategic decisions during the process of satisfying and identifying customer needs. Some of the decisions they make in a company include prospective opportunities, market segmentation, target market assortment, market performance, and implementation of marketing programs. The above decisions shape marketing products variables such as pricing, distribution, and promotion. Consequently, the above variables help marketers in any business to associate consumers with its products (McKinley, 2005).
Furthermore, carrying out a market research helps an organization to understand consumers’ complexity. It assists a business in getting rid of any uncertainty that a consumer has concerning its products and services, and marketing variables. It is hard to predict the reliability and accuracy of marketing programs, in the absence of appropriate data. Marketing research conducted by any organization, generates adequate information on convenient and non-convenient aspects and consumers; in addition, information obtained enhances the effectualness of verdicts marketing managers tend to market. The.
Starting the StrategyCatherine OlszanowskiArgosy.docxdessiechisomjj4
Starting the Strategy
Catherine Olszanowski
Argosy University
Capstone Experience in Integration and Strategy B6028
Dr. Thomas Kemp
November 27, 2013
Running Head: STARTING THE STRATEGY 1
STARTING THE STRATEGY 14
Abstract
Honda Motor Corporation was established in 1946 by Soichiro Honda. Honda is an international corporation that manufactures a varied range of motor products, from fuel efficient cars, mopeds, engines, motorcycles, to exclusive sports cars. This audit assesses Honda’s market position, value proposition and competitive advantage at the same time evaluates the existing atmosphere Honda functions in. This paper will also perform a preliminary assessment of external factors that comprise the Porters five forces. Lastly, this paper will focus on Honda’s strategic issues and provide proposals that will assist the company in determining problems while providing results and recommendations.
Running head: PRELIMINARY STRATEGY AUDIT 2
Table of Contents
Abstract2
Introduction………………………………………………………………………………………………………… 3
Market Position……………………………………………………………………………………………. 4
Value Proposition…………………………………………………………………………………………… 5
Competitive Advantage…………………………………………………………………………………… 5
External Environment………………………………………………………………………………………………… 6
Current Environment……………………………………………………………………………………… 6
Assessment of External Factors…………………………………………………………………………….. 7
Porters Five Forces………………………………………………………………………………………….. 8
Strategic Issues……………………………………………………………………………………………………… 10
Economic Health………………………………………………………………………………………....... 10
Aging Riders………………………………………………………………………………………………. 11
Diversifying……………………………………………………………………………………………… 11
Summary of Key Findings and Recommendations…………………………………………………………………. 12
Conclusion………………………………………………………………………………………………………… 13
References14
Starting the Strategy
Introduction
In today’s market few companies know that being able to sustain a competitive advantage is crucial to the longevity of a company. Honda has been in business since 1903 which is celebrating their 110th anniversary and within that time Honda has become a global icon that has been at the forefront of the motorcycle industry.
Market Position:
According to Honda’s website it has stated that Honda’s target consumers are: “In 2012, U.S. sales of new Honda motorcycles to our “outreach” customers -- young adults 18-34, women, African-Americans and Hispanics – grew overall at more than twice the rate as sales to our traditional U.S. customer base of Caucasian men, ages 35-plus” (Honda, 2013, p. 3). Honda has a healthy product line that caters to every price point and also has a parts and service and clothing departments that further facilitate the Honda experience. Honda’s marketing strategy is about American made motorcycles and freedom of the road. Each Honda store is franchised out and has at least one dealership in each major city so that they can integrate themselves in the local communities that t.
Internal and external analysis of fords motor. to bettter understand the automobile industry.this includes its SWOT, PESTEL, FINANCIAL analysis. plus trends and future.
History behind the Honda company. product line. problem generated. manufacturing. analysis using BCG. Strategies adopted by Honda like corporate level strategy, business level,etc. Marketing strategies. Success story.
PAGE 2Running head SWOT Analysis Honda Motor CompanySW.docxalfred4lewis58146
PAGE
2
Running head: SWOT Analysis Honda Motor Company
SWOT Analysis Honda Motor Company
Davenport University
BUSN 520
March 22, 2015
Table of Content
Introduction and Overview…………………………………………………………….....……….3
Strengths……………………………………………………..………………………………..…..3
Weaknesses………………………………………………………………………………………..6
Opportunities…………………………………………………………………...….….……..…....7
Threats………………………………………………………………………………………..……8
External Factors Impacting Decisions…………………………………...…………………..……9
Recommendations for Changes in Leadership and Structure……………………………………10
Possible Future Scenarios…………………………………………………………………..……11
Conclusion…………………………………………………………....……………………....….12
Appendix……………………………………………………….…...……………………...…….12
References……………………………………………………….……...…………...…..……….14
Introduction and Overview
“’Respect for the Individual’ and ‘The Three Joys’-expressed as ‘The Joy of Buying,’ ‘The Joy of Selling’ and ‘The Joy of Creating’” are the four basic principles Honda Motors Company is embodied with, that influences its decision on its journey to continuous growth (Honda Worldwide, 2011). Respecting individuality base on their own customers’ unique characters, while providing direct enjoyment through their product has been the concept that Honda has expressed their belief in. In line with these principles ever since its establishment in 1948, Honda has remained a leading company in the market, through creation of new innovative technologies, products of higher quality at reasonable prices, world wide customer satisfaction, and commitment to environment protection and enhancement of safety in a mobile society.
As with any other companies, Honda has its shares of internal and external factors, dictating its success and growth. Where strengths and opportunities is a favorable outcome for the company, it is also shadowed with internal weakness and threats from external sources and competitors. In order to determine Honda’s future growth and its susceptibilities, a SWOT analysis is therefore needed to establish its weak points and to highlight its strong areas, which should determine better results for productive outcome.
Strengths
In order to be able to portray the strengths of the company, while avoiding redundancy or turning into a disorganize mess, one must categories the company’s shining moments through its portfolio, success, and popularity. The portfolio of the company encompasses it’s the strength of its diversified products, as well as its strong brand image that it portrays around the world. First of all, having the 21st most valuable brand in the world, valued at $17 million dollars, Honda is one of the very well known companies which thrives on its dependability and best quality made engines in the automotive industry (Honda Corporate, 2011). Furthermore, Honda, unlike many other automotive companies, has a multi-focal approach. It does not only focus on selling of automotive vehicles alone, but has various sectors and departments which focus on techno.
Politiche governative per una mobilità più ecologica: interventi inefficaci? serena boccardo
Cross-country comparison (Germany, Italy and Belgium national regulations) as well as EU policies for sustainable mobility : which externalities of the car industry have been taken into account? The analysis investigate them in a business ethics perspective.
This work sample is a NOT finalised draft of a ICLEI publication issued in the framework of RAMSES project and its contents are retrieved from different project deliverables. For the purpose of this work sample, I voluntarily did not include any reference to deliverables, partners, funding, etc. nor graphs and descriptive statistics. The final version included two graphs, project and partners’ logos, and other graphical elements.
Gaps in Data Collection on Femicide in Italy serena boccardo
Data on 'Femicide' - the homicide of women by men for sentimental reasons - in Italy shows that it occurs as the final outcome of a series of violence and right violations. Nevertheless, data collection itself contains gaps and drawbacks which makes the preventive identification of the phenomenon difficult, no matter the recent ratification of major international conventions on gender rights.
Working paper - Industrial Economics (only descriptive statistics)serena boccardo
Enterprise Surveys data gave almost no information on the total factor productivity performances of firms belonging to the former Soviet Union area. An analysis of gender gaps at the top - firm owners and CEOs - was suggested but not yet carried out.
Symptoms like intermittent starting and key recognition errors signal potential problems with your Mercedes’ EIS. Use diagnostic steps like error code checks and spare key tests. Professional diagnosis and solutions like EIS replacement ensure safe driving. Consult a qualified technician for accurate diagnosis and repair.
What Exactly Is The Common Rail Direct Injection System & How Does It WorkMotor Cars International
Learn about Common Rail Direct Injection (CRDi) - the revolutionary technology that has made diesel engines more efficient. Explore its workings, advantages like enhanced fuel efficiency and increased power output, along with drawbacks such as complexity and higher initial cost. Compare CRDi with traditional diesel engines and discover why it's the preferred choice for modern engines.
Why Is Your BMW X3 Hood Not Responding To Release CommandsDart Auto
Experiencing difficulty opening your BMW X3's hood? This guide explores potential issues like mechanical obstruction, hood release mechanism failure, electrical problems, and emergency release malfunctions. Troubleshooting tips include basic checks, clearing obstructions, applying pressure, and using the emergency release.
"Trans Failsafe Prog" on your BMW X5 indicates potential transmission issues requiring immediate action. This safety feature activates in response to abnormalities like low fluid levels, leaks, faulty sensors, electrical or mechanical failures, and overheating.
Things to remember while upgrading the brakes of your carjennifermiller8137
Upgrading the brakes of your car? Keep these things in mind before doing so. Additionally, start using an OBD 2 GPS tracker so that you never miss a vehicle maintenance appointment. On top of this, a car GPS tracker will also let you master good driving habits that will let you increase the operational life of your car’s brakes.
Ever been troubled by the blinking sign and didn’t know what to do?
Here’s a handy guide to dashboard symbols so that you’ll never be confused again!
Save them for later and save the trouble!
In this presentation, we have discussed a very important feature of BMW X5 cars… the Comfort Access. Things that can significantly limit its functionality. And things that you can try to restore the functionality of such a convenient feature of your vehicle.
5 Warning Signs Your BMW's Intelligent Battery Sensor Needs AttentionBertini's German Motors
IBS monitors and manages your BMW’s battery performance. If it malfunctions, you will have to deal with an array of electrical issues in your vehicle. Recognize warning signs like dimming headlights, frequent battery replacements, and electrical malfunctions to address potential IBS issues promptly.
𝘼𝙣𝙩𝙞𝙦𝙪𝙚 𝙋𝙡𝙖𝙨𝙩𝙞𝙘 𝙏𝙧𝙖𝙙𝙚𝙧𝙨 𝙞𝙨 𝙫𝙚𝙧𝙮 𝙛𝙖𝙢𝙤𝙪𝙨 𝙛𝙤𝙧 𝙢𝙖𝙣𝙪𝙛𝙖𝙘𝙩𝙪𝙧𝙞𝙣𝙜 𝙩𝙝𝙚𝙞𝙧 𝙥𝙧𝙤𝙙𝙪𝙘𝙩𝙨. 𝙒𝙚 𝙝𝙖𝙫𝙚 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙥𝙡𝙖𝙨𝙩𝙞𝙘 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙪𝙨𝙚𝙙 𝙞𝙣 𝙖𝙪𝙩𝙤𝙢𝙤𝙩𝙞𝙫𝙚 𝙖𝙣𝙙 𝙖𝙪𝙩𝙤 𝙥𝙖𝙧𝙩𝙨 𝙖𝙣𝙙 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙛𝙖𝙢𝙤𝙪𝙨 𝙘𝙤𝙢𝙥𝙖𝙣𝙞𝙚𝙨 𝙗𝙪𝙮 𝙩𝙝𝙚 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙛𝙧𝙤𝙢 𝙪𝙨.
Over the 10 years, we have gained a strong foothold in the market due to our range's high quality, competitive prices, and time-lined delivery schedules.
Fleet management these days is next to impossible without connected vehicle solutions. Why? Well, fleet trackers and accompanying connected vehicle management solutions tend to offer quite a few hard-to-ignore benefits to fleet managers and businesses alike. Let’s check them out!
Comprehensive program for Agricultural Finance, the Automotive Sector, and Empowerment . We will define the full scope and provide a detailed two-week plan for identifying strategic partners in each area within Limpopo, including target areas.:
1. Agricultural : Supporting Primary and Secondary Agriculture
• Scope: Provide support solutions to enhance agricultural productivity and sustainability.
• Target Areas: Polokwane, Tzaneen, Thohoyandou, Makhado, and Giyani.
2. Automotive Sector: Partnerships with Mechanics and Panel Beater Shops
• Scope: Develop collaborations with automotive service providers to improve service quality and business operations.
• Target Areas: Polokwane, Lephalale, Mokopane, Phalaborwa, and Bela-Bela.
3. Empowerment : Focusing on Women Empowerment
• Scope: Provide business support support and training to women-owned businesses, promoting economic inclusion.
• Target Areas: Polokwane, Thohoyandou, Musina, Burgersfort, and Louis Trichardt.
We will also prioritize Industrial Economic Zone areas and their priorities.
Sign up on https://profilesmes.online/welcome/
To be eligible:
1. You must have a registered business and operate in Limpopo
2. Generate revenue
3. Sectors : Agriculture ( primary and secondary) and Automative
Women and Youth are encouraged to apply even if you don't fall in those sectors.
Core technology of Hyundai Motor Group's EV platform 'E-GMP'Hyundai Motor Group
What’s the force behind Hyundai Motor Group's EV performance and quality?
Maximized driving performance and quick charging time through high-density battery pack and fast charging technology and applicable to various vehicle types!
Discover more about Hyundai Motor Group’s EV platform ‘E-GMP’!
Core technology of Hyundai Motor Group's EV platform 'E-GMP'
Honda - business case study
1. HONDA CASE ASSIGNMENT-SESSION 9
1. What is the distinct resources and capabilities base of Honda?
Honda operates in the fast-moving, technology based auto industry which requires
specific resources and capabilities to stay competitive. Some of Honda’s most important
resources include:
• Knowledgeable and passionate employee base – Both in Japan and in the US,
Honda made sure to surround itself with the best people for the required job. This
was consistent with their strategy which was one of the only ways they believed
they could maintain the quality and cost of their automobiles/motorcycles.
• Lean supplier network- In the US and Japan, Honda knew it was vital to their
success to develop a lean supplier network. Honda became actively involved in
the operations of its US suppliers which helped it ensure the required performance
level was being met so quality and cost requirements could be achieved. Also,
Honda could benefit from efficiencies of purchasing locally and not exporting
which helped them keep costs down and supported their strategy.
• Location- Not only would Honda be manufacturing in its US market which put it
closer to its local market, but it built its plant in Ohio, which was relatively close
to Detroit, Michigan where the automotive industry cluster is located. The plant
gave Honda easy access to a pool of highly skilled labor and railroad transport
which was essential in the auto industry.
Some of Honda’s most important capabilities are:
• Manufacturing- Using its resources from both Japan and the US, Honda was
known for being a leader in manufacturing technologies. Honda used a volume
production method which thrived on efficiencies, low cost and skilled labor, and a
strong supplier network which Honda possessed. Honda’s methods gave them an
advantage because it resulted in less presswork, more integrated welding
processes and better real-cost performance in comparison than its US competitors.
• Product development- Honda was skilled at new product development and when
it saw an opportunity in the market it exploited it. With its new CVCC engine
Honda that met fuel efficiency and CO2 emmison requirements was
overwhelmingly popular and it even won many awards. This capability also led to
possible sales to some of the largest US auto manufacturers.
2. Is Honda’s competitive advantage based on firms-specific or country-specific
resources and capabilities?
2. Honda enjoys mostly country-specific resources and capabilities. Country specific does
not necessarily mean that the resources are natural, but rather they are advantages as a
result of the location. For example, Ohio is well known for its availability of skilled
production workers which is why Ohio was Honda’s first choice to locate its plant. There
is also a large availability of suppliers in this area, not to mention the US as a whole.
Operating in this vicinity gives Honda access to resources, knowledge and technology
that support the auto industry. Also, by operating in the US Honda could penetrate one of
the largest auto markets in the world.
One could also argue that Honda’s competitive advantage is based on firm specific
advantages such as their manufacturing capabilities (quality and cost) and their ability to
detect gaps in the market and exploit them (new product development). Clearly, both
country specific and firm specific advantages are important to Honda.
3.Are Honda cars tradable to the US or are there barriers to trade?
Honda decided to develop its international capabilities in US market clearly because US
was a substantial market and Honda couldn’t effectively export there.
There are several main reasons for that:
- because of the oil crisis, that made transportation and manufacturing costs
extremely high;
- because due to the rising yen and the presence of 3 big local competitors,
American potential customer might easily opt for American cars rather than
Honda’s ones.
- One other reason is indeed the presence of the 3 giant companies GM,Ford and
Chrysler.
- Since the Clean Air Act US congress imposed strict requirements on tailpipe
emissions, it would become impossible for the Japanese company to export its old
models so they had necessary to innovate their manufacturing process.
(In the same time anyway it represents an opportunity to line up as its biggest
competitors if they would decide to establish a new subsidy in US).
- Last one, the important restriction imposed by the US government on the imports
that block the sale of the Honda’s new Civic model although it was obtaining a
discrete success in US.
4. What are the expected costs and difficulties Honda will face when transferring
their distinct resource and capabilities base to the US?
Honda’s management expects difficulties with achieving comparable quality standards
and cost level when transferring its capabilities to the US.
In its domestic market Honda experienced economies of scale as the cost of production
declined with the increased level of output. In terms of low unit costs and high output the
company is worried if this technique can be efficiently replicated in the US.
Human resources are one of Honda’s distinct resources. In this respect the company will
face difficulties and costs in selecting and training capable employees who are going to
3. be one of the two key elements of achieving HAM’s top priority – manufacture of high –
quality products.
The other key element is a lean supplier network. Few of the company’s Japanese
suppliers will follow it to invest in the US. Therefore Honda will have to develop a
supplier network which is going to be a difficult and costly venture. The development of
a lean supplier network will be costly as Honda will become actively involved in
suppliers’ operation in order to make sure that they accomplish the required performance
level.
5. What specific resource reconfiguration (associated with each alternative foreign
entry and operating mode) will be required so as to make the proposed international
value – added activities successful?
Honda’s competitive advantage is firm - specific. It’s in the company’s manufacturing
capability – expertise in the development and manufacture of engines. Therefore it’s a
rationale for Honda to exploit the US market by direct investment in US production
facilities.
The introduction of the CVCC engine proved that the company had an in – house
capability allowing Honda to battle the big three giants in the US market. This innovation
won the company a reputation as a high quality carmaker.
When it comes to marketing, supplier network and distribution, however, Honda has to
make some resource reconfiguration. The company needs to start its auto marketing
strategies from scratch in an unfamiliar market. In this respect Honda can establish a
relationship with firms in the US market thus accessing their knowledge of the market
and distribution facilities.
6. Does Honda have the required resource reconfiguration capability in – house?
Honda needed to develop a lean supplier network in the US. In order to do that the
company had to work closely with its suppliers. Honda had the required resource
configuration capability in – house. It sent out teams of specialists to its suppliers to help
them increase performance. Honda specialists were fully involved in implementing those
changes as they were crucial for the company to be able to compete globally.
7. If Honda does not have the necessary in – house reconfiguration capability, what
are the costs and benefits of using complementary resources of external parties to
fill the resources and capabilities’ gaps?
Honda can pursue a strategic alliance with a local company in order to fill the gaps in its
marketing and distribution capabilities in the new market. It’s a cost effective means to
access another company’s capabilities. Establishing such a partnership will allow Honda
to concentrate on developing its core strengths which will provide the company the
ability to respond more quickly to change and opportunity. Another benefit of using
4. strategic alliance is the increased leverage of the company. By using external parties’
distribution network Honda has the opportunity to expand its business in the US market
faster and more cheaply than by other means.
Establishing a strategic alliance can cost Honda the sharing of too much information with
the external party and the risk the partner company to become a competitor. It also
includes the potential risk of reducing future opportunities for Honda. The strategic
alliance with a partner in the automotive industry can make it impossible for the company
to enter into agreements with its partner’s competitors.
8.What are the main bounded rationality and bounded reliability problems we will
face when extending the geographic scope of Honda’s activities, given the changed
boundaries of the firm,the changed linkages with outside stakeholders and the
changes in internal functioning?
Extending the geographic scope of Honda’s activities involved important decision in
several fields; it needed 4 years to Honda’s managing director in charge of overseas
manufacturing to evaluate if manufacturing cars in US would be a good decision or not;
rationality and reliability problems that Honda faced in this situation were:
- The opportunity cost to produce in the US. This is given by: economic, social and
political conditions (exchange rate, growth demand rate, potential market share,
cost of adapting products) and cost and availability of inputs they needed .For
example, producing in the US they don’t have to include the transportation cost
from Japan. They referred this evaluation to the feasibility studies they requested
in 1974 and 1976.
- The risk to “export” the distinct resources and capabilities of Honda in the United
States: because of different regulation, it might happen that local firms could have
easily access to their competitive advantages or that Honda lost one of them.
Indeed, its main trouble was if they would be able to maintain the high quality of
their products using their management system abroad .
- Given the changed boundaries of the firm, they have to face the difficulty to
maintain internal coordination and cohesion between the US subsidiary and the
Japanese one; Suzuki was able to overcome the initial scepticism of the American
colleagues about the feasibility of a manufacturing plant, but they have to
coordinate it with the other value-chain activities located outside US to optimize
their FDI.
- The new environment where they started to manufacture presents new pratical
challenges such us: creating an effective network of intermediaries and suppliers
that fit Honda’s organization structure and that are willing to learn from it,
training workers that meet Honda’s philosophy,
- Regarding the changed linkage with the external context, clearly they have to gain
the consensus and reliance of American stakeholders, being careful to respect the
regulations about tail pipe emissions, labour’s rights, technologies and
environmental damages; building relationship with local associations and banks,
involving them in the first steps of the decision process.