Case Study of Strategic Management at Honda 本田戰略管理案例研究

Case Study怎么寫?這篇留學生Case Study主要是本田汽車作業研究對象，來回答以下問題。以你認為本田為什么選擇這種策略？這是公司和行業的特點嗎？本田應該選擇一個重點關注的領域，還是通過開發和推廣多種技術來尋求協同效應對本田來說很重要？具體內容請參考以下Case Study范文的具體內容。

Why do you think Honda has chosen this strategy? Is this characteristic of the company and industry? Should Honda pick one upon which to focus its efforts or is it important for Honda to pursue synergies (and preserve its options) by developing and promoting multiple technologies?
The Honda is developing environmental friendly auto mobile and maintain global point of view with the loyalty of supply high quality product. Honda strategy has consistently emphasized innovation, environmental friendliness and independence.
Innovativeness they are always engaging with research and development to develop multi-technology and environmental friendly automobiles. As a result from 1946 to 2010 Honda had proven their capability. They are acknowledged leader in the development of hybrid cars and gains mars market acceptation.
本田正在開發環保型汽車移動設備，并以提供高質量產品的忠誠度保持全球觀點。本田的戰略一貫強調創新、環保和獨立性。             
創新性他們始終致力于研發多種技術和環保汽車。因此，從1946年到2010年，本田已經證明了他們的能力。他們是混合動力汽車開發領域公認的領導者，并贏得了市場的認可。
An environmental friendly automobile was not a new strategy for them. In fact they work on developing cleaner transportation alternatives had begun decades earlier. Honda hybrid model are designed for fuel efficiency. It will be supporting to reduce natural recourse depletion. From 1999 Honda won the different accolades from environmental group.
Independence is other emphasizes strategy of their business. Honda choose not to collaborate or licensing its technology to others. They want to maintain their independences and essentially going solo.
對他們來說，環保汽車并不是一種新策略。事實上，幾十年前，他們就開始致力于開發更清潔的交通替代方案。本田混合動力車型旨在提高燃油效率。這將有助于減少自然資源枯竭。從1999年起，本田獲得了環保團體的不同獎項。             
獨立性是另一個強調企業戰略的因素。本田選擇不與他人合作或將其技術授權給他人。他們想保持獨立，基本上是單飛。
How do I analyze the reason for choosing this strategy? 我如何分析選擇此策略的原因？
The reason for choosing this strategy is Honda will be supporting to reduce natural recourse depletion, to become environmental friendly. Since Honda has a long track proof of developing environmental friendly and multi technology automobile
In July 2002, Honda has succeeded in manufacturing the first fuel cell vehicle with applicable industry standards. It has taken 51 years as of 1997, for Honda Corporation to launch hybrid vehicle “Insight” ever though Honda was founded in 1946.
選擇這一戰略的原因是本田將支持減少自然資源消耗，使其變得環保。由于本田在開發環保和多技術汽車方面有著悠久的歷史             
2002年7月，本田成功制造了第一輛符合適用行業標準的燃料電池汽車。盡管本田成立于1946年，但從1997年起，本田公司推出混合動力汽車“Insight”已經用了51年。
Starting from developing of engines for bicycles, then moved in to sports cars, establishment of 100 factories in 33 countries, while maintaining steadfastly independence of the company since 1956 and grown into one of the world’s largest automobile manufacturers not an easy task. I believe the bottom line of the story behind this is the “strategy” adopted by Honda.
從開發自行車發動機開始，然后轉向跑車，在33個國家建立了100家工廠，同時自1956年以來一直保持公司的獨立性，并成長為世界上最大的汽車制造商之一，這不是一件容易的事。我相信這背后的故事的底線是本田采用的“戰略”。
Even though the numbers of hybrid vehicles sold in 2000 – 2004 were very small with many obstacles, when compared with the other traditional automobiles, I say, the achievement in 2002 is mainly due to the strategy adopted by the company as Honda steadfastly maintained its independence.
盡管2000-2004年銷售的混合動力汽車數量非常少，但與其他傳統汽車相比，我認為，2002年取得的成就主要歸功于本田堅定地保持其獨立性所采取的策略。
Final outcome of most of the research and developments takes time. It needs investment from the company as well as the high level support from the overall business strategy of the organization which involve risk but potentially profitable business opportunities in time to come.
大多數研究和開發的最終結果需要時間。它需要公司的投資，以及組織整體業務戰略的高水平支持，這涉及風險，但未來可能會帶來盈利的商機。
Licensing and joint venture strategies are powerful strategies in common in any industry as well as practiced by Toyota in this case study. The hybrid product develop by Toyota also has its own advantages and disadvantages where the same situation applicable for Honda hybrid cars.
許可和合資戰略是任何行業中常見的強大戰略，在本案例研究中，豐田也采用了這些戰略。豐田開發的混合動力產品也有其自身的優缺點，同樣的情況適用于本田混合動力汽車。
I agree, with the style of Honda’s management where they have kept the business development exclusively in-house with all aspects of a technology, from its strengths to its weaknesses. In addition to that in-house know-how has led to maintain competitive advantage which was difficult for competitors to imitate.
我認同本田管理層的風格，他們將業務發展完全放在內部，從技術的優勢到劣勢都包含在內。除此之外，公司內部的專業知識還保持了競爭優勢，這是競爭對手難以模仿的。
That is why Honda has succeeded in manufacturing the first fuel cell vehicle with all applicable industry standards in July 2002.
這就是本田在2002年7月成功制造出第一輛符合所有適用行業標準的燃料電池汽車的原因。
Is this characteristic of company or industry? 這是公司或行業的特點嗎？
This is a characteristic of both company and industry, because there is demand for all types of vehicle. Honda stepped in to automobile industry at 1963. But Honda has quickly leads the superior of fuel economy, that’s the characteristic of industry. Since founding Honda they are gradually introducing new technology, there for their growth rate is superior, there stability and quality demonstrate the industry characteristic. Today the business environment is in highly turbulent and corporate strategy plays a vital role in a diversified firm. In order to achieve long term success of a firm they should lay down aggregated strategies in cost leadership, differentiation or focus on the right markets through their business strategy. Those are the bottom line characteristics of a company as well as in the markets.
這是公司和行業的特點，因為對所有類型的車輛都有需求。本田于1963年涉足汽車工業。但本田很快就在燃油經濟性方面領先，這是工業的特點。自本田成立以來，他們正逐步引入新技術，因為他們的增長速度優越，穩定性和質量體現了行業特點。如今，商業環境高度動蕩，企業戰略在多元化企業中扮演著至關重要的角色。為了實現公司的長期成功，他們應該制定成本領先、差異化的綜合戰略，或者通過業務戰略關注正確的市場。這是公司和市場的底線特征。
Car manufacturing industry also has its own characteristics when compared the other industries. When acquiring new knowledge the company needs to win hearts and minds of the consumers as the competition is in full scale especially in car markets.
與其他行業相比，汽車制造業也有自己的特點。在獲取新知識時，公司需要贏得消費者的心和心，因為競爭是全面的，尤其是在汽車市場。
Therefore, it is understood and confirms the overall corporate strategy of Honda matches with the characteristics of a company as well as different markets. Otherwise Honda may not be able to sell cars in US, pass all industry acceptance tests.
因此，我們理解并確認了本田的整體企業戰略符合公司的特點以及不同的市場。否則本田可能無法在美國銷售汽車，無法通過所有行業驗收測試。
How Honda should pursue synergies in the company? 本田應如何在公司中尋求協同效應？
Their investments basic research and development helps to the company to stable in the technology boundary and be a first mover when commercial versions of technologies are ready to be rolled out. Their culture seems to place immense value on introducing environmental friendly vehicles. By developing and promoting multiple technologies they believe ultimately are a dominant auto type. Company is an association of persons who are united for a common purpose. In the car manufacturing sector they transform raw materials to the finished goods on a large scale and expected to sell to the wholesalers or retailers where end users or the consumers purchase goods after launching.
他們的投資基礎研究和開發有助于公司在技術邊界上保持穩定，并在商業版本的技術即將推出時成為先行者。他們的文化似乎非常重視引進環保汽車。通過開發和推廣多種技術，他們認為最終是一種占主導地位的汽車類型。公司是為共同目的而聯合起來的人的協會。在汽車制造業，他們大規模地將原材料轉化為成品，并預計將銷售給批發商或零售商，最終用戶或消費者在上市后購買商品。       
Form the scraps to the finished product the company needs to work on a strategy and the overall Business strategy of a company should be cerate synergy and finally achieve competitive advantage as a whole.
從廢料到成品，公司需要制定一項戰略，公司的整體經營戰略應該是協同增效，最終實現整體競爭優勢。
Therefore Honda should know which business they should be in the expected markets. Finished goods have to undergo all types of economic systems at a profit without making losses under various policies and regulations adopted by deferent Governments of the respective market places.
因此，本田應該知道他們應該在預期的市場中從事哪些業務。根據各個市場的不同政府采取的各種政策和法規，制成品必須經過各種類型的經濟體系，并在不造成損失的情況下獲得利潤。
Therefore company has to have overall business strategy while maintaining synergy. It usually arises when two persons or more than that works together. Different complementary skill creates synergy which can contribute a lot in achieving competitive advantage as a whole in an organization.
因此，公司必須在保持協同效應的同時制定整體業務戰略。當兩個人或兩個人以上一起工作時，通常會出現這種情況。不同的互補技能會產生協同效應，從而在組織中實現整體競爭優勢。
According to the data table given in the case study on “2005 Honda and Toyota U.S. Hybrid Sales” it is understood different models like Honda Accord, Civic, Insight has a market even though the sales figures are less when compared with sales in Toyota.
I believe being a mass car manufacturer like Honda should pursue synergies by developing and promoting multiple technologies for different target markets.
根據“2005年本田和豐田美國混合動力車銷售”案例研究中給出的數據表，可以理解，盡管與豐田的銷售相比，本田雅閣、思域、Insight等不同車型的銷售數據較少，但它們都有市場。             
我認為，作為一家像本田這樣的大眾汽車制造商，應該通過為不同的目標市場開發和推廣多種技術來尋求協同效應。
Does having a single environmental friendly car standard benefit or hurt consumers? Does it benefit or hurt car producers? 采用單一環保汽車標準對消費者有利還是有害？這對汽車制造商有利還是有害？
Standardization of a certain technology is the process of brining order into an otherwise chaotic system that adheres to no strict rules of conduct, thus entertaining a significant amount of freedom in expansion and growth. In my opinion, standardizations does more harm to a technology still in its infancy than good by bringing order and governance to the domain. Every scientific study and resultant technologies should be for the benefit of the mankind and its consumers, even though there are countless examples contradicting this fact. But with the dominance of the consumerism in current world, we cannot neglect to include the impact of standardization of these technologies in this discussion.
某項技術的標準化是將秩序帶入一個不遵守嚴格行為規則的混亂系統的過程，從而在擴張和增長中享受大量的自由。在我看來，標準化對一項尚處于起步階段的技術的危害大于對領域帶來秩序和治理的好處。每一項科學研究和由此產生的技術都應該造福于人類及其消費者，盡管有無數的例子與這一事實相矛盾。但隨著消費主義在當今世界的主導地位，我們不能忽視這些技術標準化的影響。
Having environmental friendly Hybrid eclectic vehicle is benefit as well as hurt to consumers. We can argue as both ways. Consumers are well educated and well informed over what they need and what they want. The marketing oriented management dictates that business organizations should listen to their customers and fulfill their requirements in order to generate higher profits and sustain customer equity. Since “Environment Friendly Motor Cars” is a relatively new market with fewer well versed consumers, it is important that they are allowed to explore and figure out what suits them the best. Current market situation is best used as a test ground for the new technologies and innovations. Once all the scientific tests are performed on a new technology, it should be subjected to the test of ubiquity and acceptance of the market. Therefore I strongly believe that availability of various options is for the best of consumers that this point. One standard means lesser confusion for the consumers for sure. But it would also limit the potential they can expect from their motor vehicles. Availability of many peer technologies under testing level at the same time in the market will make sure that an inefficient technology would not monopolize over an unsaturated and newborn market.
擁有環保型混合動力折衷車對消費者既有利又有害。我們可以雙向爭論。消費者受過良好的教育，對他們的需求和需求了如指掌。以市場營銷為導向的管理要求企業組織應傾聽客戶的意見，滿足客戶的要求，以創造更高的利潤并維持客戶權益。由于“環境友好型汽車”是一個相對較新的市場，熟悉汽車的消費者較少，因此允許他們探索并找出最適合自己的汽車是很重要的。當前的市場狀況最好作為新技術和創新的試驗場。一旦對一項新技術進行了所有科學測試，它就應該接受市場普遍性和接受度的測試。因此，我堅信，在這一點上，各種選擇的可用性對消費者來說是最好的。一個標準無疑意味著消費者更少的困惑。但這也會限制他們對汽車的期望。市場上同時有許多處于測試水平的同行技術，這將確保一項效率低下的技術不會壟斷一個不飽和和新生的市場。
In the perspective of motor car producers, there is an overhead in funding resources on a number of technologies instead of one standard. But this gives them the flexibility to explore deeper into technologies and come up with better and efficient inventions. They don’t have to limit themselves with standards and risk being obsolete not adhering to a market accepted standard. Their investments may not always lead to successful and marketable inventions. But the knowledge and experience they gain by working on multiple technologies is invaluable and can be put to use for the betterment of future product developments as well for the growth of the industry as a whole. This will render both direct and indirect benefits for car producers in general without having to get stuck on one technology that could be standardized, yet soon rendered obsolete when the next breakthrough in the industry comes along.
從汽車生產商的角度來看，在許多技術而不是一種標準上存在資金開銷。但這給了他們更深入地探索技術并提出更好、高效的發明的靈活性。他們不必用標準來限制自己，也不必冒著不遵守市場公認標準而過時的風險。他們的投資未必總能帶來成功和適銷的發明。但他們通過研究多種技術獲得的知識和經驗是非常寶貴的，可以用于改進未來的產品開發以及整個行業的發展。這將為汽車生產商帶來直接和間接的利益，而不必拘泥于一項可以標準化的技術，但當行業的下一個突破出現時，這項技術很快就會過時。本站提供各國各專業Case Study代寫或指導服務，如有需要可咨詢本平臺。