comparison of ford and honda and brief swot for both companies (1)
TRANSCRIPT
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Comparison of Ford and Honda and brief
SWOT for both companies
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ABSTRACT
The following report offers a comparison and contrast of two
of the world’s largest automobile manufacturers, Ford and
Honda. Both companies have experienced similar successes
in the hybrid vehicle market; additionally they are similar in
size, and in revenues. Honda Motor Company, a Japanese
company, has its largest customer base is in the U.S.,
alternatively Ford Motor Company, an American company,
has its largest customer base is in Asia. A SWOT analysis has
been performed for each company and the paper closes with
strategy suggestions for Ford and for Honda.
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INTRODUCTION
Although both companies market themselves differently,
Ford and Honda are relatively similar in size and earnings.
Together these two companies are at the forefront of the
introduction of hybrid vehicles to the American public though
each company has its own individual strengths that have
allowed it to succeed in the current economic climate and
also specific weaknesses that have affected their abilities to
grow as vigorously as it should.
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COMPARING AND CONTRASTING FORD AND HONDA
A comparison of Ford Motor Company’s most recent
Form 10-K, filed February 25th 2010 for the fiscal period
ending December 31st 2009, and Honda Motor Company’s
most recent Form 20-F, filed June 24th 2010 for the fiscal
period ending March 31st 2010, indicates that Ford sells
about 20% of their vehicles in its local market while Honda
sells about 30% of its vehicles in Asia. Ford’s largest market
is now in the Asia/Pacific region, representing an increase
over time from equal sales in this market and the U.S. market
in 2005, to sales of almost 2.5 to 1 in 2009. Meanwhile,
Honda’s sale of automobiles in the U.S. in 2009 of less than 1
to 1 represents a decrease from when sales in the U.S. were
greater than 1 to 1 over Asia. Additionally, while Ford has
consistently produced more autos for sale in Europe than
they do in the U.S., and that number has been increasing
over the past five years, Honda’s sales in this market have
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decreased in recent years from 30% to less than 15%. This
indicates that while Ford has extended its global reach into
the Asia/Pacific region and Europe, Honda’s reach into the
U.S. and Europe has substantially diminished. It should be
noted as well that while Ford sales in South America are
presented in their filings, Honda does not separate this data
in their filings and includes it with other markets. While both
companies manufacture both cars and trucks, Ford’s total
market share in the U.S. in 2009 was 15.3% while Honda’s
was 10.8%, reflecting that while Honda may sell more cars to
U.S. consumers with a 6.5% market share compared to Ford’s
5.5%, Ford sells considerably more trucks with a 9.8% market
share compared to Honda’s 4.3%. According to these same
annual reports both companies generally own their
manufacturing facilities. Honda, based in Tokyo, currently
maintains automobile manufacturing facilities locally and in
the U.S. as well as in 11 other countries, while Ford, based in
Dearborn, Michigan, maintains manufacturing facilities
locally and in over 25 other countries but does not
manufacture in Japan. Both supply an extensive network of
dealerships numbering in the thousands worldwide.
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Immediately prior to submitting these annual reports, Ford
had 3,297,413,605 outstanding shares of common stock
trading at about $6.00/share on the New York Stock
exchange, while Honda had only about one half the shares
1,814,602,736, although their stock was trading on the same
exchange at about $30.00/share. Honda notifies shareholders
in their annual report that under Japanese law shareholders
do not have the same rights that they do under U.S. law and
that Japanese courts are generally unwilling to enforce the
same liabilities against Japanese companies that U.S. courts
enforce are able to do under U.S. securities laws.
Additionally, Ford and Honda have a similar numbers of
employees at 198,000 and 176,815 respectively, although
Ford lists 57 corporate officers with the parent company with
a total of 466 including subsidiaries, while Honda lists only
38 with the parent and a total of 178 including subsidiaries,
indicating that Honda has a much more streamlined
management structure, (Hoovers, n.d.). Most notably as
Honda is a Japanese company they do not have the same SEC
reporting requirements that Ford an American company has.
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Additionally while American companies generally work for
the benefit of their shareholders, Japanese companies work
primarily for the benefit of the company and its employees
and are generally not concerned with paying benefits to
shareholders.
Both companies reported similar annual sales for the
previous year with Honda reporting $92,552.1M and Ford
reporting slightly higher sales of $118, 308.0M, however
Honda’s gross profit margin at 27.34.% is substantially
higher than Ford’s at 19.29%, (Hoovers, n.d.). This is
probably attributable to the greater diversity of products
that Honda offers, most notably their motorcycle division.
The continued success of both companies hinges upon their
ability stay at the forefront of offering hybrid vehicles to
consumers and to continue their research and development
into additional alternative fuel sources.
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FORD SWOT
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Strengths
1. Growth in Brand Value
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Ford’s brand value gained 19% last year globally, despite the
fact that brand value dropped overall in the car category by
15%; this was in part due to the fact that they were the only
American car company not to accept federal bailout money.
(Schept, 2010). Although with a brand value estimated at
$7,039M they did not make the BrandZ top 100 Global Brand
list, they fell just short as the 100th company on the list had
a brand value of $7,280M. Continuing their successes over
the last year in international markets should result in further
increases their global brand value. Ford is the only American
car company to be recognized by BrandZ for their global
brand strength, and their rise over the past year generated a
lot of discussion about the company in their 2010
publication. Additionally, as one of the three major
automobile manufacturers in the United States with their
pronounced history of manufacturing, their brand value as an
American company is a recognizable strength.
2. Globalization
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The Focus, the first American car produced globally, as part
of Ford’s strategy to build these automobiles near the
markets where they are sold. Ford has restructured itself to
become a global corporation through manufacturing hubs in
Detroit, London, and Shanghai. (Schept, 2010)
3. Marketing
Ford promoted the Fiesta in Europe through social media by
giving 100 cars away to bloggers in exchange for them
commenting about the car, the promotion generated 50,000
requests for information, (Schept, 2010).
4. Collaboration
Ford has recently begun collaborating with Microsoft to
deliver a voice activated music and information system called
AppLink that communicates from the driver’s Smartphone to
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their vehicle. Through this collaboration Microsoft will be
adapting applications directly from the driver’s mobile phone
for their vehicles, allowing them to keep up with the rapidly
changing technology, rather than Ford owners relying on
computers embedded in the automobile’s console.
Additionally Ford has engaged in many international joint
ventures that produce vehicles on common platforms,
(Hoovers, n.d.).
5. Financing
Ford Motor Credit Company is a wholly owned subsidiary of
the Ford Motor Company that operates both nationally and
internationally. In the current recession when many
consumers who are credit-worthy are having difficulty
securing credit for automobile loans.
Weaknesses
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1. Security
Greater controls are needed internally to prevent their own
employees from stealing and selling trade secrets. A Chinese
national recently pled guilty to stealing between $50M and
$100M worth of engineering documents and selling them to a
competitor. The documents stolen did not relate to the
employees own design work, it is therefore indicated that
Ford needs to maintain greater security control over
sensitive documents to prevent this from happening again in
the future.
2. Air Pollution
Ford was ranked the 8th of the top 100 most toxic air
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polluter in March of 2010, by the Political Economy Research
Institute, PERI, in the United States with 5.09 million pounds
of toxic air releases, (PERI, 2010). As consumers are looking
to themselves to contribute to the reduction of greenhouse
gasses through their selections of product, their expectations
for corporate accountability are increasing. Ford must work
to dramatically reduce not only the emissions from their
automobiles but also the emissions from their manufacturing
facilities both in the U.S. and abroad.
3. Nationalism
Ford is still seen internationally as an intensely American
brand rather than an international brand. As Ford introduces
different models in different environments designed to
compete with local manufacturers, rebranding the company
so that other cultures will have the perception that they are
not buying a local rather than an “American” automobile will
be a difficult but necessary task.
4. Shareholder losses
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Although they have witnessed a gradual increase per year for
the previous five years, at 5.5% in 2009, Ford still has a
dismally small share of the U.S. market for automobiles
which is a great loss for its shareholders. Additionally the
trading value of their stock at $6.00/share upon the filing of
their annual report represents additional shareholder losses
that the company needs to recover from.
5. Product Diversification
While other automobile manufacturers gain brand
recognition from producing other motorized vehicles in
addition to automobiles, Ford currently produces only cars
and trucks. There are a myriad of motorized products that
Ford could use their technological know-how to produce
including, but not limited to, recreation vehicles, all terrain
vehicles, golf carts, motorcycles, scooters, water vehicles,
and snow vehicles.
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Opportunities
1. Government Regulations
Continued government intervention internationally regarding
safety issues is likely to increase growth in the automobile
manufacturing industry. Although the U.S. has 100%
penetration of air bags and other safety devices many other
countries do not and the governments in mature markets are
beginning to demand similar safety devises; the air bag
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module business alone is valued at $9B in the U.S. while the
electronic safety module is valued at $5B in the U.S
(Haelterman, 2010).
2. Environmental Issues
Ford is generally seen as an environmentally friendly
company due to the success of their hybrid vehicles, however
there is much more that they be doing to decrease their
environmental impact. Following GM’s lead and introducing
zero-landfill manufacturing facilities would be a noteworthy
start. Ford has recently secured the approval for low interest
loans from the U.S. Department of Energy to begin
reengineering their U.S. plants to make them capable of
producing cleaner and more efficient engines, transmissions,
and vehicles, (Hoovers, n.d.).
3. Luxury Hybrids
Ford has a substantial investment in and considerable
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knowledge of hybrid automobiles. Having won many awards
for their Fusion, the newly introduced and critically
acclaimed luxury hybrid the Lincoln MKZ is garnering similar
accolades, (Luxury Hybrid, 2010). Higher fuel prices are likely
to drive demand for hybrid vehicles. Tapping into the luxury
hybrid automobile market where there is little competition,
and when the nation’s economy is showing signs of recovery
should be an opportunity for Ford to increase its market
share, especially as the hybrid MKZ sells for the same
amount as the solely gas powered MKZ.
4. Electric Vehicles
As Ford has successfully introduced electric delivery vehicles
into Asia, the development and introduction of electric
delivery vehicles suitable for other markets, including the
U.S., would seem to be a significant opportunity for Ford
especially as many companies in major American cities could
take advantage of off-market utility prices to charge their
fleets.
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5. International Growth
CSM Worldwide indicates that there has been a recovery in
2010 of light medium and heavy vehicle production over 2009
figures, this recovery is expected to continue through 2016
with the production of an additional 35 million plus light
vehicle units and 2 million plus medium and heavy vehicles,
(CSM Forecast by Region, 2010). Increasingly tapping into an
emerging global middle classes, especially in the BRIC
alliance, (Brazil, Russia, India, China), and identifying other
countries where consumers have increased spending power,
represents an opportunity for continued growth for
international automobile sales for Ford.
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Threats
1. Divergent Emission Standards
Government issued emission standards are beginning to
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change across different states in the U.S. and across
different countries. Foreign and State Government actions
and legislation could threaten Ford sales of trucks and large
SUVs as they have no medium to large hybrid vehicles
available for sale in the U.S.
2. Fuel Pricing
Oil prices have resumed upward movement since early 2009,
from a low of less than $40.00 per barrel to the current price
of over $80.00 per barrel, (USEIA, 2010). Oil prices should
continue trending upwards as the global economy continues
its recovery. Increased fuel prices could potentially mean
continued decreases in sales of new trucks, Ford’s largest
market share. This would be expected despite that fact that
it has introduced a more economical Super Duty Truck that
gets 30 mpg and has also developed an all electric delivery
truck for sale in Asia. Additionally, as consumers are apt to
drive less as fuel prices increase, there will be an expected
diminished need for replacement vehicles.
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3. Unions
Ford has taken steps to drastically reduce its inventory in
2010 to match lower demand as consumers are keeping their
cars longer to save money. Further reductions in excess
capacity would probably require the cooperation of organized
labor and may take several years to accomplish, and even
then might still only partially address the problem of
decreased sales. Additionally as Ford ships their automobiles
to dealerships approximately 20 days after an order is
considered firm and maintains no backlog, putting off
necessary further reductions in capacity may require them to
accumulate a backlog they cannot support.
4. Bailouts
The government bailout of Chrysler and General Motors could
upset the competitive playing field for Ford in the coming
years as each of these companies had a significant amount of
debt forgiven. While Ford negotiated with creditors to reduce
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their debt, their positioning as a competitor with these two
American companies as well as with foreign automobile
manufacturers is still at a disadvantage as these obligations
still exist.
5. International Competition
American automobile manufactures face increased
competition from international companies in other countries
in addition to the competition that they have faced in the
past from Japanese automobile manufacturers. By 2006 Ford
only had a 16% market share in the U.S. and had lost share
to Japanese competitors each year for the previous decade,
(Kundnani, 2006). 2009, in fact, was Ford’s first profitable
year in over five years. Now Korean brands are keeping
pressure on American mid-level automobiles as well, (Schept,
2010)
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FORD STRATEGY:
Scent recognition is the most powerful memory aid. In order
to more fully gain acceptance into international commercial
markets Ford should consider infusing their automobiles with
scents that appeal to local nationals. Ford can take a lesson
that perfume companies have already learned that
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modification of fragrances to suit a regional market is
necessary. Although this might be a radically different
approach, rather than equipping new cars solely with a “new
car” smell, Ford should consider equipping their automobiles
lightly fragranced with a barely detectable base scent that
will appeal to potential customers regionally. Ford could
ultimately make their cars seem less American and more
local by adopting this strategy.
Implementation
A market analysis can be done to determine what base
fragrance appeals to consumers in specific regions.
Perfumers know that different cultures find different
fragrances appealing as our ability to smell is our earliest
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developed sense. Attraction to scent is a learned response
and the sense of smell is developed at three months while we
are still in the womb, and dictated by exposure to indigenous
fragrances, (Organic Chemistry, n.d.). Additionally, the
article notes that vanilla is the most popular scent in Latin
America, citrus scents in the Mediterranean countries, spices
in the Middle East, sweeter fragrances in North America, and
cleaner fragrances in Asia. Marketing analysis can be done by
region to determine which fragrances both genders find
mutually acceptable, to find a gender neutral scent.
Additionally scents that are overtly associated with food
should be avoided. Introduction can be limited to one region
at a time and as success in this market is gained another
market can be developed. This strategy can be tied in with a
green marketing campaign for their hybrid vehicles in various
regions. Ford’s Fusion and their Lincoln MKZ currently use
visuals on their consoles to demonstrate the vehicles
efficiencies, as gas economy increases the Fusion grows more
leaves, similarly the MKX sprouts more buds that turn into
apple blossoms; this feature could potentially be tied into the
strategy as well.
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Ramification
Prospects:
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Potential consumers will experience an immediate
satisfaction and identification with the product.
As the scent will not be overt, customers may not initially
recognize that the vehicle is scented due to their familiarity
with the scent.
The scent can be blended with the “new car” aldehyde
fragrance so that it isn’t the initial scent noticed.
Consequence:
There will be certain consumers in these markets that this
strategy will not be effective with as they may not identify
with the cultural norms.
There is a certain “feminization” involved with perfuming a
car that some customers might object to.
Pregnant women may all of a sudden not like their cars as a
woman’s preferences for scents can change during
pregnancy.
The scent could clash with a customer’s chosen scent.
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Evaluation:
In test markets, some models can be equipped with the
fragrance while other models are not to see if this influences
the sale of the scented model over the unscented model,
success can be determined by actual sales statistics.
Additionally Ford can conduct focus groups in the test
markets to see which model consumers prefer.
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HONDA SWOT
Strengths
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1. Brand Value
Despite a decrease of 2% in the last year in brand value,
Honda still has the third highest brand value of all
automakers and is 46th overall in BrandZ’s list of Top 100
Global Brands, with their brand value estimated to be worth
$14,303M. (Schept, 2010)
2. Engines
Honda is noted for their ability to produce highly efficient
gasoline powered engines that are economical to run. The
innate ability of this company to produce highly fuel
economical engines, combined with the introduction of
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hybridization of the automobile engine has made them a
market leader for hybrid automobiles.
3. Product Diversification
Not only manufacturing automobiles, Honda also is the
world’s largest manufacturer of motorcycles, in addition to
manufacturing all terrain vehicles, personal watercraft, and a
myriad of power products. This type of product diversity
under the Honda brand name increases consumer awareness
of the company and can buttress diminished automobile
sales in a downturned economy.
4. Employee Loyalty
As Japan has a relatively weak social support network, as
such employees are reliant upon and dedicated to the
companies they work for. Japanese companies are reluctant
to terminate employees and in turn reinvest much of their
earnings into employee social programs increasing employee
loyalty.
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5. Customer Satisfaction
Citing that they are fun to drive, they retain their resale
value, and their safety as reasons, Honda retains 62% of its
owners, one of highest brand loyalty values in the
automobile industry, (J.D. Power & Associates, 2010).
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Weaknesses
1. Back Log
Not properly anticipating the effect the recession would have
on the sales of their automobiles, Honda currently has a six
month supply of Civic and Insight hybrids already delivered
to dealerships, (Luxury Hybrid, 2010).
2. Higher End Pricing
Although their vehicles are noted to retain their value better
than other brands, Honda’s pricing is still at the high end of
the mid-level market despite the fact that their styling is
rather middle of the road, making the purchase of similarly
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sized and equipped, but less expensive automobiles, an
obvious choice for recession-minded consumers.
3. Recent Quality Issues
Honda has recalled more than 1.2 million automobiles in the
U.S. since January of 2010 due to problems with air bags,
electric switches, power steering, and brake pedals,
(Hoovers, 2010). At this time Honda’s recalls have not
attracted as much attention as Toyota’s recent recalls, but
continued manufacturing problems will surely arouse public
safety concerns and cause consumers to question
manufacturing quality.
4. American Dependency
Honda is overly dependent upon sales in the United States,
as witnessed by the recent economic downturn and the
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decrease in sales since 2007, over dependence in one specific
region can result in a loss of growth.
5. International Luxury Automobile
Although Honda has introduced their Acura in North America
they have yet to introduce a higher end luxury vehicle into
any other market. Their brand appeal could easily be
translated into sales in other markets where there is an
emerging middle class.
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Opportunities
1. Latin America
Honda currently has automobile manufacturing facilities in
both Latin America and South America but reported sales in
these areas under “other regions”; in both 2008 and 2009
this was their lowest geographical market indicating that
there is a lot of room to market and increase sales of their
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automobiles to these consumers where they are already
manufacturing their product.
2. Toyota Customers
With the bad publicity surrounding Toyota’s recent recalls
and the company’s unwillingness to acknowledge fault or
assume responsibility, Honda as one of the big three
Japanese automobile manufacturers could attempt to market
directly to Toyota customers who are looking for replacement
automobiles and gain market share.
3. Shareholder Rights
As a Japanese company Honda has no obligation to increase
shareholder rights, however, they could voluntarily do so and
in making such a commitment, purchasing shares in the
company would be more attractive to Americans.
4. Joint ventures
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Honda currently controls almost all of their manufacturing
facilities with limited joint venturing predominantly occurring
within Asia.
Threats
1. Bankruptcies
As Honda provides financing primarily to its North American
customers and dealerships, the increased financial instability
of the American population could lead to bankruptcy and
debt forgiveness that the company might not be able to
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easily absorb or have made provisions for. Net charge-offs
from sales alone increased from .93% in 2008 to 1.15% in
2009 despite an increase in provisions of 10%.
2. FOREX
International sales, especially to the United States, are the
crux of Honda’s business. As such, fluctuation in the value of
the yen against other currencies exposes them to a high level
of risk. Specifically, if the U.S. dollar, as this is their largest
market, were to gain substantial value over the yen, Honda
would experience a rapid devaluation of products already
delivered to their dealerships.
3. California
Under the U.S. Clean Air Act individual states are allowed to
determine their own emission standards that can be more
stringent that federal standards. California is currently
attempting to enforce the strictest emission standards in the
world and recent legislation in 2009 and 2010 are making
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their standards even more stringent beginning as early as
2011. As the state represents 10% of the American
population this could potentially be a threat to Honda sales,
specifically those cars that are already in the pipeline.
4. Price Wars
Honda’s competitors in the United States are currently
jockeying for position with a limited number of potential
customers as the nation undergoes a prolonged economic
recovery, American competitors are more flexible in their
ability to offer discounted pricing that Honda is.
5. Shipping
Although Honda manufactures automobiles locally, many of
their parts are manufactured at their Japanese facilities and
assembled abroad. As oil prices are expected to continue to
rise, Honda will continue to incur increased shipping charges
cutting into their profits.
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HONDA STRATEGY
Honda should reduce its dependency upon customers in the
United States and focus on increasing sales in other regions.
Specifically Honda already has established manufacturing
facilities in Mexico yet has limited automobile sales in Latin
America.
Implementation
Honda must develop a strong marketing presence that will
connect with consumers in Latin America. Obviously a major
restructuring of their production in this region is called for.
Honda must reduce or cease the production of vehicles that
aren’t selling and increase the production for lines that are
experiencing even moderate sales growth. Automobiles
currently in production and intended for customers in the
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U.S. and excess automobiles already at dealerships can
easily be redistributed to Mexico via NAFTA on demand from
dealerships there; as the U.S. has much more stringent
emission requirements there should be no retrofitting
required, additionally a minimum amount of other
modifications, other than those pertinent to language issues,
should be required. Those automobiles currently in
production and intended for Mexico can be redistributed to
neighboring countries throughout Latin America, (this may
require Honda to partner with auto dealerships in countries
that they have not already entered). Additionally Honda
should extend their financing opportunities to qualified
customers throughout Latin America, thereby mitigating the
effect of the financing obligations of their dealerships and
additionally forgive a certain amount of dealership
indebtedness prorated according to the redistribution of
automobiles. In exchange for the debt forgiveness, U.S.
dealerships should be required to pay the shipping costs to
Mexico so that only those dealers truly in need of the
alleviation program will participate.
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Ramification
Prospects
Honda reduces the back log of automobiles currently at
dealerships in the United States.
Honda will increase the future demand for their products in
Latin America as they have strong customer satisfaction and
brand loyalty.
Honda and their dealerships will incur less overall costs than
they would if the back log isn’t sold at all.
U.S. dealerships will become more solvent with debt
forgiveness.
Honda dealers will suffer initial losses incurred with
additional shipping, however this will be mitigated by debt
forgiveness and they should experience less overall loss.
Consequences
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Honda will have to reduce the purchase price of these
automobiles so that they are affordable in less affluent
countries.
Americans wishing to purchase Honda automobiles at
discounted rates will travel to Mexico to do so.
Evaluation:
This strategy can be evaluated by monitoring dealership
demands from Mexico to dealerships in the United States and
the U.S. dealership compliance. Surveys of Mexican and other
Latin American customers who have recently purchased
Hondas should begin immediately to determine their
customer satisfaction levels.
HONDA ALTERNATIVE FUEL VEHICLE STRATEGY:
Honda should develop a fully electric automobile with luxury
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appointments suitable for introduction to the European
market. Honda has had considerable success with the
introduction of their luxury brand Acura in the United States
and intends to introduce a fully electric car next year in the
U.S. under the Honda brand called the Fit. By introducing a
luxury automobile to its European customer Honda fulfills
two needs, to improve their geographic range and to further
penetrate Europe. Europeans generally are less inclined to
drive the long distances that consumers in the United States
and other countries do, the market is ideal for the
introduction of a vehicle that can travel about 100 miles on a
charge. Additionally the price of gasoline in Europe is about
four times the price of gasoline in the U.S. making market
entry even easier.
Implementation
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Honda should survey current and potential European
customers to discover what appointments they would be
looking for in a fully electric automobile. Currently the United
Kingdom has the top selling electric car in the world, the
Reva G-Wiz which is a relatively low end automobile. The U.K.
and many other European governments have been making
serious efforts to accommodate fully electric vehicles and
while there is a lot of competition for smaller automobiles,
there is in fact little competition for a luxury automobile.
Honda should perform a market analysis that includes
determining which consumers in European countries are
likely to drive the fewest miles per trip and which
governments are the most conducive to the introduction of
electric vehicles.
Ramification:
Prospects
Honda introduces its automobiles to more affluent European
consumers.
European consumers who previously purchased Hondas and
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now desire higher-end vehicles can continue to their
relationship with Honda.
Honda increases its already pronounced brand value.
Consequences
The current European economy is probably not the best time
to introduce a luxury automobile.
Consumers who are looking for luxury may not be looking for
the value an electronic car can provide.
Evaluation:
Honda will need to compare the sales of this vehicle against
low-end electric vehicles, but more importantly against
luxury hybrids and gasoline powered engines. Introduction in
a single market will need to be analyzed for a considerable
period before attempted introduction in additional European
markets.
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CONCLUSION
Although both companies are relatively similar and offer
similarly featured mid-range automobiles, Honda and Ford
essentially appeal to two different customers in the U.S. and
abroad. In addition to automobiles each company has
developed its own unique strength to further penetrate
markets, Ford with trucks and Honda with a variety of other
products, most noticeably motorcycles. Together these two
companies will continue to be at the forefront of the
introduction on new vehicles into their respective markets by
capitalizing on the innovation that is inherent in their
organizations.