9,99 €
The must-read summary of Tetsuo Sakiya's book: "Honda Motor: the Men, the Management, the Machines".
This complete summary of the ideas from Tetsuo Sakiya's book "Honda Motor" explains the business strategies and corporate culture behind Honda, and suggests why they are so successful. In his book, the author charts the development of Honda, from the beginning to the successful, multinational company that it is today. This summary is an inspiring story of overcoming prejudice, putting money into creative marketing and PR, and having an international vision.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your business knowledge
To learn more, read "Honda Motor" and discover an inspiring story of entrepreneurship and core values that led to one of the world's biggest motor companies.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 41
Veröffentlichungsjahr: 2013
Book Presentation: Honda Motor by Tetsuo Sakiya
Important Note About This Ebook
Summary of Honda Motor (Tetsuo Sakiya)
1. A Blueprint For The 1980s
2. The Good Old Days
3. Starting From A Dream
4. The Union Cometh
5. You Meet The Nicest People...
6. Automobiles, Racers and Research
7. The Great Engine Dispute
8. The Legacy Of The Founders
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
1. A Blueprint For The 1980s
As individuals, Japanese often lack dominant personalities but they usually establish a very strong identity as part of a group - whether that be a family, a corporation or a nation. While most Western corporations are simply organizations seeking profits, Japanese corporations tend to become communities serving their employees. American corporations generally follow a system of individual responsibility, while group responsibility is more important to the Japanese.
Professor Raymond Vernon of Harvard University put forward the product cycle model which states a corporation goes through periods of new product integration, rapid growth, maturity and decline. Multinationalization is aimed at maintaining an advantageous share of the market. When a company launches a unique product and enjoys a competitive edge over its competitors, it initially exports finished products and will eventually expand on the strength of cheaper capital to other countries.
The Western automobile manufacturing industry is a mature industry, with less technological revolutions than newer industries such as electronics and computers. As a result, the industry managers are cautious about investing in new facilities and greater stress is placed on short-term profits rather than long-term strategies. The current plight of the Western automobile manufacturers is not the result of the poor quality of labor but the failure of management to institute long-range strategies or to modernize production facilities.
Japanese auto makers have always specialized in the production of compact, fuel efficient cars. In the 1950s, the Ministry of International Trade and Industry adopted a policy of developing the automotive industry as a strategic industry with guidelines to develop a mini-sized car for the masses. Since then, Japanese auto makers have continued to implement technology in the field of compact cars. When the first oil crisis of 1973 struck the world, Japanese compact cars were found to be exactly in line with the market and Japan’s auto exports rose sharply.
The American auto industry’s woes were the simple result of a miscalculation about the future demand and projected returns for large-sized cars. Large corporations rarely admit to errors in their financial projections and the Japanese auto industry has proven to be a handy scapegoat.
In 1981, the Japanese automotive industry agreed to voluntarily limit car exports to the United States. This in turn led to the Japanese auto makers setting up organizations in Europe, the United States and other countries in order to become multinational corporations. All these events have led to a reorganization of the automobile industry on a global scale.
The strong competitive power of the Japanese has always rested on two major achievements - technological superiority (including innovations) and superiority in production. It is particularly the second point, production superiority that has been a hallmark of Japanese commercial success. This includes modern and streamlined production facilities, high quality work force, up-to-date production tooling, close relationships with suppliers and a workers sense of participation in the company.
This leads to the question of whether Japan’s corporations can establish overseas plants successfully. In the West, corporations have multinationalized on the strength of cheaper capital and a technological edge. Japanese automotive companies have multinationalized on the strength of their competitive edge in production techniques.
Honda Motor’s “Company Principle” reads,
“Maintaining an international viewpoint, we are dedicated to supplying products of the highest efficiency at a reasonable price for worldwide customer satisfaction.”
This principle was adopted in 1956 when the company was quite small.
Honda Motor’s policy has never been one of simply trying to export because the domestic market was saturated, nor of investing or trying to build plants abroad because it was so requested by foreign countries.
In 1982, Hideo Sugiura, executive vice president of Honda Motor said the company’s fundamental management policy can be stated in four parts;
Create New Markets. We should not try to sell things just because the market is there, but we should seek to create a new market by understanding the potential needs of customers and fully utilize our technology to meet those needs.Employee Participation In Management. We believe that good corporate management must be based on trust. The management and employees should share a common goal, so that each individual will play a specific role.Internationalization and Local Community Relations.