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C
O
U
N
T
ER
A
RG
U
M
EN
TS
BY P
ASCAL
:
´Honda pushed into the U.S market with small lightweight motorbikesµThe intended strategy was one of promoting the larger 250cc and 350cc as Honda feltthat this was what the market wanted since Americans liked all things large. Thebikes were unreliable which led to the promotion of the supercubs. These bikessalvaged the reputation of the company. An idea which hardly came from an inspiredidea but one of desperation.For these analysts «.
The impression that it was through an incidental sequence of events which led toHonda gaining a strong hold in the U.S market, mainly through the unexpecteddiscovery of a large untapped segment of the market while at the same time trying toretain the interest of the current market.
W
H
Y DI
FF
EREN
C
E IN
A
N
AL
Y
S
I
S ???
2 models were used for the analysis:
Andrew Model
Emergent Strategy A ndrew Model: (used by BCG) Andrew came up with the idea that there were two stages to corporate strategy,formulation and implementation. Formulation involved looking at the market,competitors and resources and formulating a corporate strategy which would beimplemented throughout each process of the organizational structure. This model wasalso supported by Porter.
This is how the BCG saw Honda, as a corporation, who had looked at the market, formulated a strategy to cope with the environment and competition pressures andimplemented it, making all Hondas plans and activities deliberate.
Em
ergent Model: (used by Pascal)
The model shows a realized strategy made up from a an intended strategy togetherwith an emergent strategy which is not planned but emerges in relation to activitieswithin the environment. P ascal seemed to think that in Hondas case a substantial proportion or thecompanies corporate strategy was emergent and less was actually intended strategy.
T
O
SU
MM
A
RIZE
«..
1. The success of Honda was not the result
O
U
N
T
ER
A
RG
U
M
EN
TS
BY P
ASCAL
:
´Honda pushed into the U.S market with small lightweight motorbikesµThe intended strategy was one of promoting the larger 250cc and 350cc as Honda feltthat this was what the market wanted since Americans liked all things large. Thebikes were unreliable which led to the promotion of the supercubs. These bikessalvaged the reputation of the company. An idea which hardly came from an inspiredidea but one of desperation.For these analysts «.
The impression that it was through an incidental sequence of events which led toHonda gaining a strong hold in the U.S market, mainly through the unexpecteddiscovery of a large untapped segment of the market while at the same time trying toretain the interest of the current market.
W
H
Y DI
FF
EREN
C
E IN
A
N
AL
Y
S
I
S ???
2 models were used for the analysis:
Andrew Model
Emergent Strategy A ndrew Model: (used by BCG) Andrew came up with the idea that there were two stages to corporate strategy,formulation and implementation. Formulation involved looking at the market,competitors and resources and formulating a corporate strategy which would beimplemented throughout each process of the organizational structure. This model wasalso supported by Porter.
This is how the BCG saw Honda, as a corporation, who had looked at the market, formulated a strategy to cope with the environment and competition pressures andimplemented it, making all Hondas plans and activities deliberate.
Em
ergent Model: (used by Pascal)
The model shows a realized strategy made up from a an intended strategy togetherwith an emergent strategy which is not planned but emerges in relation to activitieswithin the environment. P ascal seemed to think that in Hondas case a substantial proportion or thecompanies corporate strategy was emergent and less was actually intended strategy.
T
O
SU
MM
A
RIZE
«..
1. The success of Honda was not the result