files. web viewhonda motor corporation was established in 1946 by soichiro honda. since its...

Running Head: STARTING THE STRATEGY 1

Starting the Strategy


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 Porter’s 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.


Table of Contents

Abstract……………………………………………………………………………………2

Introduction…………………………………………………………………………….….4

Value Proposition………...…………………………………………………………….…5

Market Proposition………………………………………………………………………...6

Competitive Advantage…………………………………………………………………...7

External Environment……………………………………………………………………..7

Current Environment……………………………….…………………………………......8

Assessment of External Factors………………….……………………………………….8

Porter’s Five Forces……………………………….………………………………...…...13

Strategic Issues………………………………………………………...................……...16

Preliminary set of recommended tactics…………………………………………………17

Summary of Key Findings and Recommendations……………………………………...18

References………………………………………………………………………………..20


Starting the Strategy

Introduction

Honda Motor Corporation was established in 1946 by Soichiro Honda. Since its

establishment Honda has become renown all over the world and has also been at the

forefront of the automobile, motorcycle, and power products industry. In the current

market few businesses recognize that continuing to uphold a competitive advantage is

vital to the long life of a company.

The superiority of Honda cars show just how efficient the manufacturing is from

beginning to completion. Honda cars last longer than American cars and maintenance

although more costly, is not required as often. American drivers owning Honda cars have

joined the mile high clubs for mileage over 200,000. Most American cars at this mileage

would start to damage, though the excellence of Honda cars is long lasting and

continuously perfecting. Owners have been known to retain their Honda cars for decades

without many issues or problems.

Many consumers will buy American cars based on capital advantage. This is

where faithful support of the countries' products comes in. The three big car makers in

the United States manufacture vehicles in every size and model ranging from small cars

to large trucks. However for many years Honda’s main focus was on profits. During

times of a bad economy, consumers are reluctant to make frivolous expenditures due to

pay freezes, pay cuts, job lay-offs they are holding on to every dime and are making sure

they receive their money’s worth.


According to Naylor (2013), Honda is thought to be one of the top auto makers in

the world, and its customer base endures to see reliable growth time and again. Its

revenues are also steadily greater than Toyota's, however not by much. Honda's

motorcycle division gives them an edge over Toyota which has helped them draw

customers from emerging markets like Thailand and Brazil (Naylor, 2013).

Honda was the first to form a manufacturing facility in the United States, but later

was joined by Nissan and Toyota. In Canada, Honda was yet again the first to form

production facilities and was later joined by Toyota. In Mexico, Honda was preceded

by Nissan. Overall, Honda took a leading role in establishing overseas operations and

over half of its total production is from overseas plants. According to Chappell (2013),

Nissan Mexico was the first Japanese company to produce cars outside Japan. Nissan

anticipates its Mexican division to play a major role in Nissan’s strategy to attain an 8%

global market share by 2016. This effort wouldn't help Nissan-brand dealers in their

competition against Honda. But it would help Nissan's business strategy of

manufacturing more small cars to increase total U.S. market share (Chappell, 2013). The

differentiation is important to consumers because they want to be linked to a particular

status. Honda’s competitive advantage comes from repeat consumers that appreciate the

quality of Honda products.

Value Proposition:

Honda gratifies the customer base by providing superior customer value, speed to

the market and product quality. In most aspects, Honda’s catering to the needs and wants

of consumers surpassed customer expectations due to reputation for dependability and

value. But moreover with the overall driving and owning experience, Honda reviews


have common themes like insightful design, better-than-average fuel economy and

awareness to safety. Per Edmunds (2012), annual report for best-retained value in 2010,

Honda has reliably been the leader or second best each year since, maintaining highest

tributes for the second time in 2012. Edmunds stated that Honda cars maintain virtually

48 percent of their initial value after five years. For example, if a Honda vehicle was

purchased today for 25 thousand dollars in 2018 its value will still be 12 thousand dollars

(Honda, 2013). This is one of the reasons why Honda is observed as huge value and

reliability. Unequaled quality is a chief factor, and the unmatched driving experience

also contributes. The better-than-average gas mileage and the safety awards are often

cited as well.

Honda has positioned themselves as a Motorcycle maker that is above pedigree

and projects a certain status symbol that demands respect and admiration from onlookers.

Honda strictly speaking has three main competitors; Toyota, Nissan, and the Big Three

U.S. car makers, General Motors, Ford and Chrysler.

Market Position:

Honda’s target consumers for motorcycle retailing are women and men between

the ages of 16 to 70 and up. Honda’s consolidated unit sales of motorcycles in fiscal year

2013 totaled over 9,000. This was an increase by 9.9% from the previous year. In 2012

the U.S. dollar sales of Honda motorcycles was more than 150 billion dollars and

increase by 9.1% from fiscal year 2011 (Honda, 2013). Honda’s product offerings of

power products, motorcycle, financial services and automobile businesses seek to gratify

customer’s needs and wants. Customers view products as parcels of benefits and they

purchase the products that provide them the most value for their hard earned money. For


example, Honda’s sleek and fuel economy car the Civic it has many benefits and is also

has a low price tag. The Acura represents prestige, extravagance and all the bells and

whistles. Given their wants and needs consumers demand products with amenities that

add up to the most satisfaction to include the reputation, the dealer, and the satisfaction of

owning a certain brand.

Competitive Advantage:

Honda cars are well-known for their stellar reputation and quality leadership.

Their prices are also similar with that of American cars of equal value. One of the main

reasons why Honda cars are well-liked is due to the fact they are superior in fuel

efficiency and quality. Honda spends a lot of money to repetitively upgrade technology.

They also spend a lot of time and money on research and development to certify that cars

are manufactured with the latest and sophisticated ways. Honda selects expert staff and

provides them with continuous knowledge and training they need to develop highly

efficient vehicles. Per Honda (2013), a front runner of the ground-breaking hybrid

gasoline/electric drive trains are an example of Honda’s leadership in finding no-

nonsense solutions for improved fuel efficiency and lower emissions (Honda, 2013).

External Environment

Current Environment:

Honda has placed the corporation to be at the front of automobile creativity and

quality workmanship that consumers aspire to be on the front lines with. Consumers

similarly want to be part of a trusted brand recognized all over the world.

Many companies think that just delivering products to customers is the main

objective of the automobile industry and principally it is. Regrettably, for organizations


there are external fundamentals that can cause difficulties to the success of their business.

On the opposite end, some external elements can also help businesses succeed as well.

Honda as an international corporation manufactures and develops a multitude of

products, varying from exclusive sports cars, scooters, engines, motorcycles and

automobiles.

Assessment of External Factors:

In today’s economy, it is critical that a universal corporation such as Honda be

responsive of the external factors that come from technological, economic, political

natural and cultural factors.

Technological Factors:

Using innovative Information Technology (IT), Honda continuously transforms and

develops itself. Variations in IT lead Honda‘s operations effective such as: In the

manufacturing process; Honda’s use of the auto fit machine, Honda can mass produce,

reduce the cost and save time. In the marketing process, when the internet was available

in the early 1990s the innovation of multi-media replaced Honda’s method of marketing

for example, via television, newspapers and magazines. In terms of customers, when

they shopped to buy a, they had to physically go to town to a dealership. In the present

day, with the Internet and Multi-media shopping for a car is more convenient and

efficient.

Economic Factors:

An economic recession, loss of consumer confidence, and rising fuel costs caused a

decrease in demand for automobiles, motorcycles and power products that negatively

affected Honda‘s operations. Total demand in the United States in calendar 2006 fell

2.6% from the previous year. Soaring gasoline prices in the summer buying season


pushed up demand for fuel-efficient cars. Another reason was the expansion of on-road

models and the declining in off-road models. The All-Terrain Vehicle (ATV) market

held fast due to the new designs. In fiscal year 2007, Honda‘s unit sales in North America

fell 18.2%, to 503,000 units. Rising fuel prices and interest rates deeply affected the

North American Market. In general, sales declined by shifts in the market environment.

According to The Economist (2008), Japan's economy dropped into a recession during

third quarter of 2008, as companies steeply cut back on spending and exports contributed

to a negative growth. The impact of the global financial crisis began to have an effect on

Japan's economy (The Economist, 2008).

Political Factors:

In 1965, the U.S. was engaged in the war with Vietnam. Many young American

men representing a part of Honda’s market went off to battle in the jungles of Southeast

Asia. Society showed signs of uncertainty as the financial markets began to waiver. By

the spring of 1966, sales of Honda products were in a decline. Honda had problems with

motorcycle manufacturers in Southeast Asia in regards to violating a trademark and

violating Japanese intellectual property of Japanese manufacturers. Consumers in this

part of the world did not have enough money to buy Honda‘s motorcycles. They

purchased imitation motorcycles that were made by Chinese manufacturers. The cost

was less than half of the cost of a Honda product. To handle this problem Honda came

up with an alliance strategy with Chinese manufacturers instead of challenging them.

With this new strategy, Honda made a new model called the Wave that was sensible in

price and in quality. The Wave became very popular in Vietnam. Political uncertainty

affected the demand in the Asian Market causing the automobile market to shrink.


Honda’s political factors also include government regulations that Honda

manufacturer’s strategy must contain and observe. The political factors include matters

such as tariffs, trade barriers, taxes, exchange control and advertising laws. There are

also Regulations concerning carbon emissions, fuel economy, and noise and safety are

problems of the motorcycle, automobile and power product industries.

Natural Factors:

The more industry discovers and creates, the more the environment will be

affected. Among the environmental quandaries such as the Pollution Level and Global

Warming are the concerns of the citizens. Various organizations have demanded the

industrial organizations to reduce toxic wastes and CO2 emission. To handle this

problem, Honda researches and develops modern technology involving fuel cell and

hybrid vehicles. To accomplish this goal, Honda established three resolutions:

Development of hybrid vehicles

Promotion of alternative fuel-powered vehicles

Expand improvements in the reduction of emissions from internal combustion engines and enhancement of fuel efficiency

Honda strives to create cleaner and more fuel-efficient technologies. The Company also

plans to make additional progress with fuel and solar cells. Honda has also been

furthering the efforts of minimizing its environmental impact. Honda established goals to

reduce the environmental burden measured by the Life Cycle Assessment, in all areas of

business, of production, logistics and sales.

Cultural Factors:

In 1969, the first automobile built by Honda that was imported to the United

States was the N600. The sales did not go over well and one of the main reasons why


was because this model was built for the Japanese market and American consumers

preferred bigger cars with stronger engines. The Japanese’ declining Birthrate led to

Aging population and the decreasing number of youth leads to the declining number of

licensed motorcycle drivers. In 2006, the demand for motorcycles under 50cc of engine

was displaced. The trend of the Japanese people was traveling, thus automatic-only

vehicle licenses were introduced, and the Electronic Toll Collection (ETC) System was

expanded to include motorcycles. These developments helped improve the transportation

situation. As a result, it started an upswing in demand in certain categories during

fiscal year 2007. In 2008, Honda expected the demand to shrink slightly however,

720,000 units sold, this is up from 503,000 in 2007. Honda is world re-known for their

motorcycle market. One of the main hi-lights of Honda’s success is the ability to market

at the right time and to the right segment. Honda performed a research on gender and

their demand the focus was on what products would be desired of a scooter. Depending

on the wants and needs, Honda produced the Honda Active. The research provided the

following information: men like its metal body and greater than 100cc power. Women

like the ease of maneuvering and comfort. They also preferred a scooter with great

mileage, good looks and safety. Honda later created the Scoot Pep with ABS (plastic)

body and with less than 100cc power. The dominant consumer is young women aged 18

to 24.

In today’s economy, it is critical that a universal corporation such as Honda be

responsive of the external factors that come from technological, economic, political,

natural and cultural trends.


One of Honda’s marketing team responsibilities is to establish customer

demographics and appease customer needs and wants better than the competitors. Honda

market’s to and effectively offers its products all over the world. According to Honda’s

founder Honda Soichiro, "Upholding an international reputation, we are devoted to

providing products of the maximum efficiency and at sensible prices, for universal

customer gratification" (Honda, 1956).

Honda’s target customers for their motorcycle sales are men and women ages 16

to 70 and beyond. In fiscal year 2012, unit sales exceeded more than 150 billion dollars.

Honda’s sale of motorcycle’s increased by 9.17% from 2011.

Utilizing a transmission platform and common engine, Honda created three

different models to fulfill a wide range of customer expectations. The purpose was to

surpass the expectations of customers worldwide and adopt a method to transcend across

international borders.

Since the economic recession from 2007 to 2009, consumers were especially spendthrift

in the manner of how they spent their money. Customers who purchased Honda products

do so for the following two reasons: The first is for the longevity of Honda products.

The second is for Honda’s fuel savings.

The automobile industry falls under numerous government guidelines. The

international car industry also falls under these laws and guidelines that include

environmental concerns such as carbon emissions, fuel economy, and noise and safety

technology such as air bags, stability control, wheel lock up, front, side and rear end

collision.


Honda’s product portfolio of automobile, motorcycle, financial services, and

power product businesses meet and exceed the consumers’ wants and needs. Consumers

view products as a bundle of values and buy products that offer them the best value for

their hard earned money. For example, all-new 2013 Honda Civic symbolizes the tenth

generation of one of Honda’s most popular and globally distinguished products. Having

earned a reputation for being a fun to drive car that is sporty, stylish, fuel efficient and

durable, the Civic is also a trusted element of the global transportation dynasty. By 2012,

Civic has been the top-selling car in Canada for 14 years.

The information flow throughout Honda allows all segments of the company to

rapidly spot trends to Honda's advantage. Honda formed a high-tech communications

network that was a key element in the reduction of cycle time in new car assembly for the

US market. Critical to Honda's approach was the creation of multi-disciplinary redesign

crews and the information technology infrastructure that allowed them to promptly seize,

send and share information using communication networks, between Japan and Los

Angeles. Honda's business and information technology displays the importance to Honda

of managing its knowledge base and expertise to development processes. Honda's

infrastructure abilities include a high-tech communication network and the management

of databases (part ordering, finance and sales) on a global basis that are required for the

sharing of information.

Porter’s Five Forces:

With the five external factors above, Porter‘s Five Forces is an analysis tool to

evaluate the opportunities and competitive advantage of the Honda Motor Corporation.

The information will inspire strategic managers and marketing to not only look at current


competitors but also at perspective competitors. It will also help Honda recognize what

consumers want and make its supplier operations more efficient.

The threat of substitute products or services:

A threat of substitutes can happen when a product's demand is influenced by a

price or innovation change of a substitute product. For example, when Honda‘s

competitors produce a model with more incentives at a lower price than Honda‘s and the

product replaces Honda‘s product in the market. This reduces Honda’s market share and

revenue. For instance, Honda’s motorcycle CRF450 versus Yamaha’s YZ426, the

YZ426 is the closest substitute to Honda’s CRF450. If Yamaha comes up with new

innovations with a lower price it can replace Honda‘s CRF450 because consumers have

the same expectation of both products, however Yamaha will have an advantage.

The threat of new entrants:

Honda is confronted by more competition than ever. New small entrants are

disrupting the auto industry with their abilities in manufacturing alternative fuel engines

and electric vehicles. Larger businesses are streamlining themselves to become more

effective. As a consequence, companies like Honda are being bombarded with

competition from both large and small players. The threat of new entrants includes two

barriers; one to entry and two, the response from current competitors. For example,

General Motors and Honda compete against each other in the auto industry. Honda

cannot obtain maximum profit in the US market if there are policies from US

Government protecting a domestic company. Honda will also have excessive

expenditures to access distribution in the US market.

The intensity of competitive rivalry:


Among Porter’s five forces the most important to the automobile industry is

competitive rivalry. Honda’s three main rivals are Toyota, Nissan, and the Big Three,

General Motors, Ford and Chrysler. Changes in strategy or product offering that one of

these competitors launch can sway the performance of Honda. According to GM’s 2012

annual report, GM reported 152.3 billion dollars in revenue (General Motors, 2013).

According to Honda’s 2012 annual report, Honda reported 96.7 million dollars in

revenue. According to Toyota’s annual report, Toyota reported 226 million in revenue.

To keep up with the demand and technology Honda as well as its three rivals continues to

revolutionize, refine, research, and develop. For example, when one of the three

competitors release a new model, the others will follow up and have a similar product to

compete. When Honda released the next generation of its fuel cell vehicles, FCX Clarity

in 2008, GM put their fuel cell platform into its Chevy Equinox SUV. Honda’s

prominent model the Honda Accord launched in 1976 has been competing with its

principal rival, Toyota’s Camry since its first appearance in 1983. Chevy’s Malibu and

Ford’s Fusion are also competitors of the Accord. Honda’s rivals can replace them at any

time in the auto industry. Honda needs to continue improving on its technology, research

and development to continue creating a competitive advantage.

The bargaining power of customers (buyers):

In the world of business, if a company wants longevity it must have products that

consumers need or want. Honda being a global company has a lot of competitors.

Therefore Honda needs to make products that make an easy decision for consumers. A

sale is not only dependent on brand labels but by price and quality. For example, when

Honda launched the Air Blade Scooter, it was sporty, fashionable, fuel thrifty and had


new engine technology. It quickly appealed to the youth however the supply did not

compensate the demand. The shortage of the Air Blade in the market increased its price.

Customer’s had to place orders and wait up to two months for delivery. Suzuki took

advantage and introduced the Hayate Scooter. It had the same qualities of the Air Blade

but with a lower price and no shortage.

The Bargaining power of suppliers:

Suppliers have a significant role in a company’s success. Companies need to

build strong relationships with their suppliers. Without suppliers there is no business.

Some suppliers will continuously increase prices or refuse to work with certain

businesses. Understanding this, Honda has a supply contingency plan. Honda purchases

raw materials and parts from many suppliers. Honda’s supply strategy has enabled them

to purchase supplies efficiently and cost-effectively however is subject to a number of

factors. Some factors are not within Honda‘s control, to include the ability to obtain a

continued source of supply and to competing with other companies needing the same

supplies. If Honda loses a key supplier, it may affect production and increase costs. One

of Honda’s suppliers; Kikuchi Co., Ltd supplies not only Honda but also Nissan.

If Nissan were willing to buy at greater prices or offered more incentives than Honda,

Honda’s production could be at jeopardy.

Once the Business strategy and infrastructure are aligned, the IT strategy outlines

what type of technology is needed to deploy the Business strategy.

Preliminary set of recommended tactics

Strategic Alignment:


There are four areas of Honda’s strategic alignment, two internal and two

external. The internal domains include the Business Infrastructure and the Information

Technology (IT) structure. The external domains include the Business Strategy and the

IT strategy. The Business Strategy drives both the Business and IT Infrastructures. The

priority is to enhance business procedures. IT efforts are focused on the application

development that is driven by the need to maintain the business structure.

Operating performance:

Honda’s Operating Performance is measured against average or

fixed indicators of efficiency, effectiveness, and environmental accountability such

as, regulatory compliance, cycle time and productivity. Honda’s operating performance

ratios depict the association of Honda’s level of operations and the assets required to

sustain their operating activities.

Strategic Issues

Identify Opportunities

Why is it an Issue?

According to Richardson, (2011), In 1958 Honda sent Kihachiro Kawashima

(who later became president of Honda) to the U.S. to scope out the market. Honda did not

have market research of any kind, and knew very little about America. Kawashima’s

reaction upon arriving in the U.S. was, “How could we have been so stupid as to start a

war with such a vast and wealthy country?” (Richardson, 2011).

Per Evans (2013), Honda wasn't the first foreign auto company to open a plant in

the U.S. Volkswagen, operating previously unfinished Chrysler factory in Pennsylvania

in 1978, beat them by a few years and Rolls-Royce manufactured cars in Massachusetts

http://www.businessdictionary.com/definition/productivity.html

http://www.businessdictionary.com/definition/cycle-time.html

http://www.businessdictionary.com/definition/responsibility.html

http://www.businessdictionary.com/definition/effectiveness.html

http://www.businessdictionary.com/definition/indicator.html

http://www.businessdictionary.com/definition/standard.html


in the 1920s. Both of those operations folded after 10 years of production. Honda's plant

in Marysville, Ohio, is still building Accords 30 years after it opened, and is the oldest

foreign auto plant operating in America.

In today’s unyielding competition and technology changes, it is difficult to predict

all opportunities with any assurance. Honda must have the elasticity and knowledge to

adapt to change and control its forces to their advantage.

Implementation Plan

Why is it an issue?

According to Richardson (2011), during the early 1950’s, Honda lacked planning

ahead of time. Soichiro Honda’s predecessor Kawashima recalled, “We had no strategy

other than the idea of seeing if we could sell something in the United States.”

(Richardson, 2011). According to Roper (2010), an implementation plan will allow for

the process of thinking through critical elements, anticipation of challenges, identifying

critical steps in advance, identifies and resolves discrepancies before they become costly

(Roper, 2010).

Economic Strength

Why is it an issue?

According to Taylor (2011), for years, Honda has been thought of as the ultimate

playground of engineers. They drove to work riding on their Honda motorcycles and got

to discover abstract schemes like humanoid robots and jet airplanes. With their extensive

list of scientific accomplishments dating back to the revolutionary CVCC engine of the

1970s (it produced a clean exhaust without a catalytic converter), they were proud of

their heritage and enjoyed an elite status within the company (Taylor, 2011). A bad


economy can have a number of effects on both small and large companies. For Honda to

stay afloat during a bad economy they have to keep production costs low. However,

during a recession the demand for automobiles decreases because consumers are being

careful because they are looking to save money, not spend it. The auto industry is hit

hard twice by decreased sales and increase in costs of producing automobiles.

Summary of key Findings and Recommendations

The Key Findings:

Market Position

According to Blackman (2013), Honda’s Civic as compared to Toyota’s

Corolla is higher priced, the Corolla received a five-star crash test rating from

the National Highway Traffic Safety Administration, the Corolla is also

designed better, Toyota offers a complimentary maintenance program with

free oil changes and 24 hour roadside assistance for the first 2 years or 25,000

miles, lastly, Honda recalled more than 820,000 Civics and Pilots during the

past year (Blackman, 2013). Honda should match or beat its competitors.

Honda has been successful in making the company attractive to all ages

however Honda should produce a motorcycle that is more female friendly to

increase the number of female riders.

Competitive Advantage

The reliability and quality of Honda are its key competitive advantage’s

between buying Honda or a competitor like Yamaha or General Motors. In

order to stay ahead of the tough competition in the auto industry Honda needs

to be in the forefront of technologically. Many consumers will buy American


cars based on capital advantage. The big three U.S. car makers manufacture

vehicles in every size and model ranging from small cars to large trucks. For

many years Honda’s main focus was on profits. They need to focus on

maintaining the competitive edge ahead of their rivals.

Strategic Issues

Honda’s strategic issue of Identify Opportunities, with today’s unyielding

competition and technology changes, it is difficult to predict all opportunities

with any assurance. Honda must have the elasticity and knowledge to adapt to

change and control its forces to their advantage. Honda’s strategic issue of

Implementation Plan, an implementation plan allows for the process of

thinking through critical elements, anticipation of challenges, identifying

critical steps in advance, identifies and resolves discrepancies before they

become costly. Having a plan and carrying it out through to implementation

is crucial for the longevity of Honda. The strategic issue of Economic

Strength, for Honda to stay afloat during a bad economy they need to keep

production costs low. However, during a recession the demand for

automobiles decreases. The auto industry is hit hard twice by decreased sales

and increase in costs of producing automobiles. Honda must be diligent and

aware of the economy and its effect on the corporation.


References

Honda. (2013). Retrieved from:

http://world.honda.com/investors/library/annual_report/2013/honda2013ar-p14-

17.pdf

Honda. (2013. Retrieved from:

http://blog.teamhonda.com/honda-a-true-value-

proposition

Tay, H. K. (2003). Achieving competitive differentiation: The challenge for

automakers. Strategy & Leadership, 31(4), 23-30. Retrieved from

http://search.proquest.com/docview/194378425?accountid=34899

Naylor, T.J. (2013). Which is the Better Investment: Honda or Toyota? Retrieved from:

http://www.benzinga.com/general/travel/13/11/4075804/which-is-the-better-investment-

honda-or-toyota

Chappell, L. (2013). Nissan's new Mexico plant ready to unleash small cars. Retrieved

from:

http://www.autonews.com/article/20131112/OEM01/131119980/nissans-new-mexico-

plant-ready-to-unleash-small-cars#axzz2lm1a8lO4

The Economist. (2008). Japan in Recession. Japan enters a recession. Retrieved from:

http://www.economist.com/node/12627563

General Motors. (2013). 2012 Annual Report. Retrieved from:

http://www.economist.com/node/12627563

http://www.autonews.com/article/20131112/OEM01/131119980/nissans-new-mexico-%20%09plant-ready-to-unleash-small-cars#axzz2lm1a8lO4



http://www.benzinga.com/general/travel/13/11/4075804/which-is-the-better-investment-honda-or-toyota



http://search.proquest.com/docview/194378425?accountid=34899

http://blog.teamhonda.com/honda-a-true-value-%09proposition

http://blog.teamhonda.com/honda-a-true-value-%09proposition

http://world.honda.com/investors/library/annual_report/2013/honda2013ar-p14-17.pdf

http://world.honda.com/investors/library/annual_report/2013/honda2013ar-p14-17.pdf


http://www.gm.com/content/dam/gmcom/COMPANY/Investors/Stockholder_Infl

ormation/PDFs/2012_GM_Annual_Report.pdf

Richardson, Adam. (2011). Lessons from Honda's Early Adaptive Strategy. Harvard

Business Review. Retrieved from:

http://blogs.hbr.org/2011/02/lessons-from-hondas-early-adap/

Taylor III, A. (2011). Why Honda is hurting. CNN Money. Retrieved from:

http://money.cnn.com/2011/08/02/autos/honda_problems.fortune/

Scott, E. (2013). 1812 Miles in Three 2013 Honda Accords. Land of Opportunity:

America Embraces an Automotive Immigrant.

http://www.motortrend.com/features/travel/1301_1812_miles_in_three_2013_hon

da_accords/

Roper, A. (2010). Best Practices for a Strong Implementation Plan. Retrieved from:

http://www.hhs.gov/ash/oah/oah-initiatives/webinars/

slides_implementationplanwebinar121310.pdf

Blackman, T. (2013). Why the Toyota Corolla Is Better Than the Honda Civic. Retrieved from:

http://partsblog.olathetoyota.com/2190/why-the-toyota-corolla-is-better-than-the-

honda-civic/

LASA 1—Preliminary Strategy Audit Rubric

http://partsblog.olathetoyota.com/2190/why-the-toyota-corolla-is-better-than-the-honda-civic/

http://partsblog.olathetoyota.com/2190/why-the-toyota-corolla-is-better-than-the-honda-civic/

http://www.hhs.gov/ash/oah/oah-initiatives/webinars/slides_implementationplanwebinar121310.pdf

http://www.hhs.gov/ash/oah/oah-initiatives/webinars/slides_implementationplanwebinar121310.pdf

http://www.motortrend.com/features/travel/1301_1812_miles_in_three_2013_honda_accords/

http://www.motortrend.com/features/travel/1301_1812_miles_in_three_2013_honda_accords/

http://money.cnn.com/2011/08/02/autos/honda_problems.fortune/

http://blogs.hbr.org/2011/02/lessons-from-hondas-early-adap/

http://www.gm.com/content/dam/gmcom/COMPANY/Investors/Stockholder_Information/PDFs/2012_GM_Annual_Report.pdf

http://www.gm.com/content/dam/gmcom/COMPANY/Investors/Stockholder_Information/PDFs/2012_GM_Annual_Report.pdf


Assignment Component

Unsatisfactory

Emerging Proficient Exemplary Score

Content Knowledge: Understanding

Communicates understanding of how to assess an organization’s value proposition, market position, and competitive advantage.

Response does not incorporate analysis or synthesis of central concepts of the assigned topic.

Response reflects lack of understanding of the specific topic within the discipline.

Response provides inaccurate supporting details and irrelevant examples.

Response incorporates minimal analysis and synthesis of central concepts of the assigned topic.

Response reflects a superficial understanding of the specific topic within the discipline.

Response provides few details and examples.

Response incorporates analysis and synthesis of central concepts of the assigned topic.

Response reflects understanding of the nature of the specific topic within the discipline and its applications in contemporary times.

Response provides necessary details and specific examples.

Response incorporates in-depth analysis and synthesis of central concepts of the assigned topic leading to new conclusions and recommendations.

Response reflects a thorough understanding of the nature of the specific topic within the discipline and its applications in contemporary times.

Response provides a variety of insightful details and specific examples that consider different perspectives.

Unsatisfactory: <45

Emerging: 46–51

Proficient: 52–57

Exemplary: 58–60

__60____ / 60 pts.

Comments

Flawless work here ... in great depth.

Content Knowledge: Application Component

Communicates the ability to assess the external factors that impact the organization using five forces analysis.

Response exhibits substantial gaps in the knowledge of the disciplinary content.

Response provides a minimal explanation of the specific issue within the context of the topic area.

Response fails to provide supporting details or examples.

Response exhibits some gaps in the knowledge of the disciplinary content.

Response discusses the specific issue superficially within the context of the topic area using a few details.

Response relates the specific aspect of the issue to applicable areas within

Response demonstrates a working command of the disciplinary content knowledge.

Response examines the specific issue within the context of the topic area using relevant details and examples.

Response analyzes the specific aspect of the issue to applicable

Response demonstrates an exemplary understanding of the disciplinary content.

Response provides an in-depth discussion of the specific issue within the context of the topic area using relevant details and numerous examples.

Response analyzes the specific aspect of the issue to applicable areas within the discipline and

Unsatisfactory: <30

Emerging: 31–34

Proficient: 35–38

Exemplary: 39–40

____40__ / 40 pts.

Comments

I saw only focus and critical thinking.


the discipline.

Response is supported by current literature, but not consistently.

areas within the discipline and their relevance to real-world contexts.

Response is adequately supported by current and relevant literature.

provides insightful recommendations related to real-world contexts.

Response is supported by current and relevant literature based on sound theories and best practices leading to effective conclusions.

Content Knowledge: Application Component 2

Communicates the ability to identify the most important (5–7) strategic issues facing an organization or business unit.

Response exhibits substantial gaps in the knowledge of the disciplinary content.



Response exhibits some gaps in the knowledge of the disciplinary content.


Response relates the specific aspect of the issue to applicable areas within the discipline.


Response demonstrates a working command of the disciplinary content knowledge.


Response analyzes the specific aspect of the issue to applicable areas within the discipline and their relevance to real-world contexts.

Response is supported by current and relevant literature.

Response demonstrates an exemplary understanding of the disciplinary content.


Response analyzes the specific aspect of the issue to applicable areas within the discipline and provides insightful recommendations related to real-world contexts.


Unsatisfactory: <30

Emerging: 31–34

Proficient: 35–38

Exemplary: 39–40

__40____ / 40 pts.

Comments

There is no question in my mind that this student has excelled in all knowledge areas.

Content Knowledge: Application

Response exhibits substantial gaps in the

Response exhibits some gaps in the knowledge of

Response demonstrates a working command of

Response demonstrates an exemplary understanding of

Unsatisfactory: <30

Emerging: 31–


Component

Communicates the ability to identify a preliminary set of recommended tactics for improving your company’s strategic alignment and operating performance.

knowledge of the disciplinary content.



the disciplinary content.


Response relates the specific aspect of the issue to applicable areas within the discipline.


the disciplinary content knowledge.


Response analyzes the specific aspect of the issue to applicable areas within the discipline and their relevance to real-world contexts.

Response is supported by current and relevant literature.

the disciplinary content.


Response analyzes the specific aspect of the issue to applicable areas within the discipline and provides insightful recommendations related to real-world contexts.


34

Proficient: 35–38

Exemplary: 39–40

___40___ / 40 pts.

Comments

Perfectly composed ideas and application components.

Written Communication/Personal Effectiveness

Conveys through written word understanding and application of using ethical scholarship and proper grammar and mechanics.

Writing is disorganized and lacks appropriate APA style and format.

Writing is unclear and includes major grammatical and usage errors.

Writing shows gaps with respect to organization and rhetoric and has some errors with respect to APA style and format.

Writing is somewhat clear, but includes some major grammatical or usage errors.

Writing is concise and clear in content, language use, grammar, organization, and sentence structure.

Writing is free of major grammatical and usage errors.

Writing is professional and scholarly, reflecting mastery of content, language use, grammar, organization, and sentence structure.

Writing is cohesive, convincing, and well composed.

Unsatisfactory: <14

Emerging: 15–16

Proficient: 17–18

Exemplary: 19–20

___14___ / 20 pts.

Comments

Too much written by non-original


conventions of boilerplate and other copying.

Total: 97% 194/ 200 pts.

files. web viewhonda motor corporation was established in 1946 by soichiro honda. since its...

Documents