Group 6
   Est. 1948 with headquarters in Tokyo, Japan
   Moto cycles, automobiles, power products
   Principles- Respect for the individuals and three Joys
   Great market potential, automobile industry was booming in
    china
   Rapid increase in-
                       Internal demand
                       Vehicle production
                       Exports
                       Imports
   Equity participation by foreign automakers was restricted to
    50%
   Separate sales channels for vehicle made in china, for those
    imported, and those manufactured by joint ventures

New Rules:
 Equity participation was same
 Min investment in a new project: US$ 292 million
 Min investment in R&D: US$ 73 million
   Highly fragmented market
   80% were buying their first car
   In tier one cities- sporty and hatchback automobiles were
    preferred
   Other cities-branded automobiles were preferred
   Emotional factors
   Intangible attribute rather than tangible attributes such as
    fuel efficiency or engine equality
   An automobile that appealed not only to buyers with
    traditional brand association but also to modern consumers
    looking for individuality in their cars
   Word of mouth marketing through internet portal
   Chinese government subsidies- fuel prices in china were
    low, so luxury cars were affordable
   Strong cultural link between automobiles and social status
   Joint venture between Chinese companies & internationally
    recognized automakers
   Local automakers producing proprietary branded cars
   Competition from Toyota, GM and Volkswagen

Success of Volkswagen- success of its joint venture in china
                     - Product mix of not only traditional
                       models but also modern models

Success of Local automakers- They received a big boost from
                             the Chinese government
 Invention and new Product development centre to honda’s
  culture
 Almost 5%revenue budgeted for R&D
 Honda R&D co. founded 1960, had been separate org.
 True sources of Honda were technology and innovation and
  hence independent financing for R&D.
 Same white uniform, for all to symbolize equality.
 Honda segmented its markets for growth, exemplified by
  Element Project, targeted for growth in Light truck market.
 Concept development team in US, in 1998, to create designs
  for target users at affordablw price.
 Observations from X-games supplemented traditional
  Market research for producing coherent profile of target
  users, with strong cohort identification, social behavior
  support for social ad environmental causes.
 Observations translated to designs, converted to products
  and tested.
 Driving performance, safety and value as themes were
  converted into key subsystem.
 To meet needs of local customers, R&D centers set up in
  various parts of world I Japan, North America, S. America,
  Europe, China and Asia. Headquartered in Japan.
 Set up HSV, Honda Strategic Venture Invested in technology
  venture companies to which had synergy with long term
  R&D strategy.
 Since economic development from 1980, JV and Wholly
  owned companies had 2 conflicting interests. JV relied on
  Foreign capital for branding and technology, while whole
  ownership provided full control on R&D, and branding.
 Phenomenon seen globally. Japan and S. Korea refused the
  JV model, Latin American countries allowed for the same.
 Top auto makers like VW, ford, GM who entered market, set
  up R&D labs with high education inst.
 GM was Leader among global automakers in R&D.
 However all RD facilities by international carmakers, focused
  on either improving specific technologies or tailoring
  international models to Chinese market, as opposed to
  CORE TECHNOLOGIES.
 Establishment of GHRD, and Li Nian, Honda was first
  automaker to develop products under original brand through
  JV in china.
 Guangnzhou Honda automobile
 Guangnzhou automobile and Honda, a JV, with
  50%partnership, for 30 years.
 5 other Honda affiliates, Japanese suppliers and additional
  11 honda related factories opened up in Guangnzhou.
 Principle was “less input, faster output, and rolling
  development.
   Guangzhou Honda developed GHRD, as JV as independent
    juridical entity in china.
   Independent legal identity so as to create favorable R&D
    environment, free from daily sales and production activities.
   Hoped to become INSPIRING , free energetic, and open
    research environment.
   Purpose was to become a whole car R&D centre.
   Public interest had risen to develop proprietary brands.
    GM, VW and others pledged for the same, and developed
    many improved and MADE in CHINA models.
   But core technologies were still controlled by foreign
    manufacturers rather than Chineese partners.
   Hence GHRD was pioneer in china.
   GHRD had 2 R&D systems:: technological research and
    Product Development.
   R&D staff would step in shoes of Customer and to examine
    development trends, lifestyle, and preferences,
   GHRD planned to recruit talents from china and overseas to
    create advanced technologies, and products for Chinese
    society.
   Environment characterized by open and free discussion was
    encouraged to develop hih quality and creative products.
   Entertainment facilities built for leisure o staff.
   Li Nian represented a brand that will continue to pursue lofty
    ideals with a challenging spirt.
   Li Nian meant a dynamic, stylish and high quality life for a
    new generation.
   GHRD responsible to develop Li Nian, with Honda
    Motors, Japan.
   Core technologies of Li Nian was of GH, and sold via GH sales
    network in contrast to oters,
   Though Li Nian targeted to Chinese customers, but it sought
    to be a top international automobile brand.
   Li Nian was to be supported by honda’s technologies and
    meet its quality standards.
Honda completed

Honda completed

  • 1.
  • 2.
    Est. 1948 with headquarters in Tokyo, Japan  Moto cycles, automobiles, power products  Principles- Respect for the individuals and three Joys
  • 3.
    Great market potential, automobile industry was booming in china  Rapid increase in- Internal demand Vehicle production Exports Imports
  • 4.
    Equity participation by foreign automakers was restricted to 50%  Separate sales channels for vehicle made in china, for those imported, and those manufactured by joint ventures New Rules:  Equity participation was same  Min investment in a new project: US$ 292 million  Min investment in R&D: US$ 73 million
  • 5.
    Highly fragmented market  80% were buying their first car  In tier one cities- sporty and hatchback automobiles were preferred  Other cities-branded automobiles were preferred  Emotional factors  Intangible attribute rather than tangible attributes such as fuel efficiency or engine equality
  • 6.
    An automobile that appealed not only to buyers with traditional brand association but also to modern consumers looking for individuality in their cars  Word of mouth marketing through internet portal  Chinese government subsidies- fuel prices in china were low, so luxury cars were affordable  Strong cultural link between automobiles and social status
  • 7.
    Joint venture between Chinese companies & internationally recognized automakers  Local automakers producing proprietary branded cars  Competition from Toyota, GM and Volkswagen Success of Volkswagen- success of its joint venture in china - Product mix of not only traditional models but also modern models Success of Local automakers- They received a big boost from the Chinese government
  • 8.
     Invention andnew Product development centre to honda’s culture  Almost 5%revenue budgeted for R&D  Honda R&D co. founded 1960, had been separate org.  True sources of Honda were technology and innovation and hence independent financing for R&D.  Same white uniform, for all to symbolize equality.  Honda segmented its markets for growth, exemplified by Element Project, targeted for growth in Light truck market.  Concept development team in US, in 1998, to create designs for target users at affordablw price.
  • 9.
     Observations fromX-games supplemented traditional Market research for producing coherent profile of target users, with strong cohort identification, social behavior support for social ad environmental causes.  Observations translated to designs, converted to products and tested.  Driving performance, safety and value as themes were converted into key subsystem.  To meet needs of local customers, R&D centers set up in various parts of world I Japan, North America, S. America, Europe, China and Asia. Headquartered in Japan.  Set up HSV, Honda Strategic Venture Invested in technology venture companies to which had synergy with long term R&D strategy.
  • 10.
     Since economicdevelopment from 1980, JV and Wholly owned companies had 2 conflicting interests. JV relied on Foreign capital for branding and technology, while whole ownership provided full control on R&D, and branding.  Phenomenon seen globally. Japan and S. Korea refused the JV model, Latin American countries allowed for the same.  Top auto makers like VW, ford, GM who entered market, set up R&D labs with high education inst.  GM was Leader among global automakers in R&D.  However all RD facilities by international carmakers, focused on either improving specific technologies or tailoring international models to Chinese market, as opposed to CORE TECHNOLOGIES.
  • 11.
     Establishment ofGHRD, and Li Nian, Honda was first automaker to develop products under original brand through JV in china.  Guangnzhou Honda automobile  Guangnzhou automobile and Honda, a JV, with 50%partnership, for 30 years.  5 other Honda affiliates, Japanese suppliers and additional 11 honda related factories opened up in Guangnzhou.  Principle was “less input, faster output, and rolling development.
  • 12.
    Guangzhou Honda developed GHRD, as JV as independent juridical entity in china.  Independent legal identity so as to create favorable R&D environment, free from daily sales and production activities.  Hoped to become INSPIRING , free energetic, and open research environment.  Purpose was to become a whole car R&D centre.  Public interest had risen to develop proprietary brands. GM, VW and others pledged for the same, and developed many improved and MADE in CHINA models.
  • 13.
    But core technologies were still controlled by foreign manufacturers rather than Chineese partners.  Hence GHRD was pioneer in china.  GHRD had 2 R&D systems:: technological research and Product Development.  R&D staff would step in shoes of Customer and to examine development trends, lifestyle, and preferences,  GHRD planned to recruit talents from china and overseas to create advanced technologies, and products for Chinese society.  Environment characterized by open and free discussion was encouraged to develop hih quality and creative products.  Entertainment facilities built for leisure o staff.
  • 14.
    Li Nian represented a brand that will continue to pursue lofty ideals with a challenging spirt.  Li Nian meant a dynamic, stylish and high quality life for a new generation.  GHRD responsible to develop Li Nian, with Honda Motors, Japan.  Core technologies of Li Nian was of GH, and sold via GH sales network in contrast to oters,  Though Li Nian targeted to Chinese customers, but it sought to be a top international automobile brand.  Li Nian was to be supported by honda’s technologies and meet its quality standards.