Honda case

 Initial trend in the Japanese market was to minimize the risk by investing
in one-winning design and milking the product until it became
technologically obsolete.

 Honda started with a new pattern where:

o It started offering a multi-product line
o Take leadership in product innovation
o Exploit opportunities for economies of mass production

 In 1959, Honda motor company entered the US market. At that time

Honda was already the world’s largest motorcycle producer.

 Like other Honda did not rely on distributors but they established a US
subsidiary (American Honda Motor Company).

 Honda gave various features to Americans at ridiculously lower costs.

( Better value proposition than the competitors) [ superior product at
lower costs, almost at one-fourth of price]

 Honda followed a policy of developing the market, region by region.

 In 1961, through advertisements Honda tried to change the unsavoury

image of bikers at that time and focused majorly on the middle-class
segment. They were backed by the other Japanese players in this
campaign.

 Their strategy was successful, their sales increased from half a million
dollars in 1960 to 77 million dollars in 1965.

 Honda joined hands with Yamaha, and Suzuki and shared a common
Marketing strategy, through which Japanese companies were able to
fight against local players and were able to capture 85% market share.
  Honda was focusing more on exports.

 Heavy commitment to R&D and advanced manufacturing techniques

enabled Honda to have a productivity-based cost advantage and
release new motorcycles at lower prices than the competitors.

 Honda was very quick in bringing new products into the markets (From
concept to production in 18 months).

 High advertising budget, and largest dealership network. They were

ready to compromise on short-term profits to build adequate selling
and distribution networks.

 Honda chose the local dealer based on their local market share.

 Honda was focusing on sales volume rather than the profitability.

Distribution strategy followed by Honda:

 Initially did not rely on distribution like other foreign brands, but set up
a US subsidiary company by the name American Honda Motors
Company.

 Honda chose the local dealer based on their local market share.

 Increased their dealers’ region by region, rather than national launch,

they cautiously scaled their operations.

 By 1960, they had the largest dealership network.

 They focused on the quality of the dealers, hence better volume sales, as
the competition among dealers lead to retail discounting.
 Requirement gathering and implementing technology solutions based on
client requirements

 Headed offshore resource planning and capacity planning (effort

management) meetings every sprint.

 Managed and guided the team during the project execution within an agile
environment: including code reviews, solution design, implementation, and
testing.

 Spearheaded offshore resource planning and capacity planning (effort

management) meetings every sprint.

 Worked on POC, Implementation, integration, and testing of new modules for

strategic feature development/enhancement.

 Performed business analysis, drafted monthly project status reports with the
quality assurance team, and delivered presentations to the senior service
delivery team.

 Developed google tests, Python tests, and frameworks for testing the
modules.

 Received Spot award for closing the highest number of stories in the team for 2 consecutive
sprints (September 2021).
 Received Innovation award for the year (2021) for streamlining the development process,
leading to accelerated software delivery.

 How the working style of consultants or the processes followed by

Deloitte changes when it is working for US clients in comparison to
working for Indian clients?

 What are the key skills that I need to focus on before joining the job as
a consultant?
Cluster the case facts based on the:

Target customers

Value preposition

Capabilities

Business strength