The document examines the competitive landscape of the automobile industry, particularly focusing on collaborations driven by the rise of electric vehicles and the need for market adaptation. It details Honda's initial challenges in Belgium, including cultural differences and communication barriers, which hindered their market entry and operations. Despite setbacks, Honda's strategy to position itself as a supportive force for the motorcycle industry eventually led to a growing acceptance and demand for their products.

1. Marketing Case #107

2. Overview of Industry
Bunch of collaboration unveils in automobile industry,
since it has been massive competitiveness with
Internet giant. Electric Vehicle is also key factor to
drive new wave of this market. ING predicts that all
European driver will ride on EV fuel until 2035. China is
leading co-creation to reform the country for wiping
out the elimination gas. It is indispensable with living
our nature and contribute the society.
Honda Story 35th
Belgium was the first footprint to launch business with name of Honda
Europe. However, it was tragedic story that bounced back products from
local demand. This failure told them rigourness to maintain business
outside Japanese market and pursue flourish each other.

3. Cultural differences
It was first time for Honda’s staff to handle the business with high-
context communication. While constructs new facilities in condition of
delayed situation, it is necessary to take sufficient holidays even
Japanese firms deal it with additional support. Furthermore, consumer
protection is strictly regulated in compare to Japanese market.
High-context
direction..

4. Business process Adjustment
In terms of parts and material procurement, different Japanese
production style from starting to yield at received orders. To adjust with
this process, it was necessary to change it entire facilities. In addition,
industrial standard was not existence between supplier and factory,
Honda was required to research it from scratch.
Fit？

5. Language Barrier
Not only for business habits, but language barriers was critical issue to
make communication in the scene of process. Belgium was multiple
language country, in compare to Japanese features, it was complicated
and inability to direct the message. However, Iwamura of manager this
project told them to share each idea persistently to comprehend
counterpart.
？

6. Flourish Message
Honda was threat for local moped maker and drivers, and it was
misunderstood to invade their own region. Wipe out this wrong
message, Honda promoted themselves as spreading the words to
pursue flourish for all motor-cycle industries, not our own profit. This
strategy was accepted and quickly growing the applicants with this
company.
Flourish for motor-cycle
entire industries.

7. Product Improvement
Even pushed the new model in the market, it was not fitted local needs
and sales was not soaring in first terms. Some products has drawbacks
at the engine power and heavier than other European moped, because
it was embedded similar engine from Super-cab. In consequence, it
came to cash shortage to keep high quality yield and close this facilities.