7 Page APA paper HONDA MTR CORP Internal Environmental Scan / Organizational Assessment

I attached another document that you will need to draft the assignment. Thank you!

Assignment 2: Internal Environmental Scan/Organizational Assessment

HONDA MOTOR CORPORATION

This section provides the opportunity to develop your course project. Conducting an internal environmental scan or organizational assessment, provides the ability to put the strategy audit together.

In this module, you will conduct a comprehensive assessment of the internal environment of HONDA MOTOR CORPORATION for this project, also known as an organizational assessment, and present your findings in a report. In your report, you should analyze the operating characteristics and assets of your business unit.

The SWOT model is one of the most common business tools used during organizational assessment. Another is developing a balanced scorecard based on a prescribed or planned set of performance objectives that will be measured and evaluated regularly. In this assignment, based on the external environmental scan you conducted in M2: Assignment 2 and the internal environmental scan in this assignment, you will develop a SWOT analysis and a balanced strategic scorecard.

Part I: Internal Environmental Scan (2–3 pages)

The internal environmental scan or organizational assessment should include the following:

Mission, vision, and values: Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Strategy clarification: Assess the organization’s understanding of the business strategy through the interview with a mid-level or senior manager. Assess his or her understanding and agreement of the business unit’s value proposition, market position, and competitive advantage.
Cultural assessment: Explain the unwritten rules and shared values that govern behaviors in the organization. Do they act as enablers or blockers to the strategy? For example, is there a culture of information sharing and collaboration that enables the organization to respond quickly across structural boundaries to solve problems for customers? On the other hand, do groups not share important information through informal mechanisms, thus slowing response times?
Value chain analysis: Identify the primary (direct) and support (indirect) activities that create and deliver your product or service to your customers. Assess each activity’s contribution to competitive advantage through cost or differentiation. Identify any areas where the business may be at a competitive disadvantage.
Summary of findings: Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are characteristics and capabilities (often lacking) that place the organization at a disadvantage relative to competitors.

Part II: SWOT Analysis (1–2 pages)

Your SWOT analysis should summarize the opportunities and threats from the external environmental scan with the strengths and weaknesses from your organizational assessment or internal environmental scan.

Your output should include a matrix depicting strengths or weaknesses on the horizontal axis and opportunities or threats on the vertical axis. This matrix will reveal a set of strategy forces that can be used to assess the current strategy and identify important potential changes to the strategic direction of the company.

In creating your SWOT analysis, look for natural pairings of internal and external factors that match internal resources and capabilities to the external environment. Internal strengths and external opportunities depicted in the upper-left quadrant on your matrix might form complementary pairs that suggest necessary strategic focus for the business unit to pursue opportunities that fit its competitive strengths. Conversely, internal weaknesses and external threats shown in the lower right quadrant of the matrix may combine to illustrate the need for a defensive strategy to avoid becoming highly susceptible to competitive threats.

Your matrix should not simply be a collection of four lists compiled together in a matrix. Your analysis should combine factors and explain why specific strengths complement specific opportunities, and selected weaknesses are amplified by external threats. In addition to your matrix, provide a brief narrative that summarizes the main findings in your analysis and the implications for the current and projected strategy.

Part III: Balanced Strategic Scorecard (1–2 pages)

Use the balanced scorecard or another similar tool to recommend indicators and measurements that will tell you if the company is successful or unsuccessful in progressing toward your vision through execution of strategy.

A balanced scorecard presents organizational performance on four primary groups of measures:

Financial
Customer (external stakeholder)
Learning and growth
Internal process

You should develop a strategy scorecard that ties the performance of your business unit in these areas to its overall business strategy. The challenge you face is selecting two-to-three measures in each of the four areas that give a measurable and reliable indication of the business unit performance in the key activities that promote strategic fit, customer value, and sustained competitive advantage.

Write a 7-page report in Word format. Apply APA standards to citation of sources.

attached another document (

see highlight below

)

that

you will need to draft the assignmen

Thank you!

Assignment 2: Internal Environmental Scan/Organizational Assessment

HONDA MOTOR CORPORATION

This section provides the opportunity to develop your course project. Conducting an internal

environmental scan or organizational assessment, provides the ability to put the strategy audit

together.

In this module, you will conduct a comprehensive assessm

ent

the internal environment

of HONDA MOTOR CORPORATION

for this project, also known as an organizational

assessment, and present your findings in a report. In your report, you should

analyze the

operating characteristics and assets of your business uni

The SWOT model is one of the most common business tools used during organizational

assessment. Another is developing a balanced scorecard based on a prescribed or planned set of

performance objectives that will be measured and evaluated regularly. In t

his assignment, based

on the external environmental scan you conducted in

M2: Assignment 2

and the internal

environmental scan in this assignment,

you will develop a SWOT analysis and a balanced

strategic scorecard.

Part I: Internal Environmental Scan

–

pages)

The internal environmental scan or organizational assessment should include the following:

Mission, vision, and values:

Assess the organization’s understanding of the mission,

vision, and values, and how they relate the business strategy. Is there

consensus on the

mission and vision of the organization? What are the shared values of the organization?

What are the behaviors espoused by these values?

Strategy clarification:

Assess the organization’s understanding of the business strategy

through the i

nterview with a mid

–

level or senior manager. Assess his or her

understanding and agreement of the business unit’s value proposition, market position,

and competitive advantage.

Cultural assessment:

Explain the unwritten rules and shared values that govern

behaviors in the organization. Do they act as enablers or blockers to the strategy? For

example, is there a culture of information sharing and collaboration that enables the

organization to respond quickly across structural boundaries to solve problems for

customers? On the other hand, do groups not share important information through

informal mechanisms, thus slowing response times?

Value chain analysis:

Identify the primary (direct) and support (indirect) activities that

create and deliver your product or

service to your customers. Assess each activity’s

contribution to competitive advantage through cost or differentiation. Identify any areas

where the business may be at a competitive disadvantage.

· Summary of findings: Using these different analyses, identify the organizational strengths and weaknesses as they relate to the business strategy. Organizational strengths are assets, capabilities, and resources that contribute directly to the organization’s strategic fit, differentiation, and competitive advantage relative to competing organizations. Organizational weaknesses are characteristics and capabilities (often lacking) that place the organization at a disadvantage relative to competitors.

Part II: SWOT Analysis (1–2 pages)

Part III: Balanced Strategic Scorecard (1–2 pages)

A balanced scorecard presents organizational performance on four primary groups of measures:

· Financial

· Customer (external stakeholder)

· Learning and growth

· Internal process

Write a 7-page report in Word format. Apply APA standards to citation of sources.

I attached another document (
see highlight below
)
that
you will need to draft the assignment.
Thank you!

Assignment 2: Internal Environmental Scan/Organizational Assessment

HONDA MOTOR CORPORATION

This section provides the opportunity to develop your course project. Conducting an internal
environmental scan or organizational assessment, provides the ability to put the strategy audit
together.

In this module, you will conduct a comprehensive assessm
ent of the internal environment
of
HONDA MOTOR CORPORATION

for this project, also known as an organizational
assessment, and present your findings in a report. In your report, you should
analyze the
operating characteristics and assets of your business uni
t.

The SWOT model is one of the most common business tools used during organizational
assessment. Another is developing a balanced scorecard based on a prescribed or planned set of
performance objectives that will be measured and evaluated regularly. In t
his assignment, based
on the external environmental scan you conducted in
M2: Assignment 2

and the internal
environmental scan in this assignment,
you will develop a SWOT analysis and a balanced
strategic scorecard.

Part I: Internal Environmental Scan
(2
–
3

pages)

The internal environmental scan or organizational assessment should include the following:

Mission, vision, and values:

Assess the organization’s understanding of the mission,
vision, and values, and how they relate the business strategy. Is there
consensus on the
mission and vision of the organization? What are the shared values of the organization?
What are the behaviors espoused by these values?

Strategy clarification:

Assess the organization’s understanding of the business strategy
through the i
nterview with a mid
–
level or senior manager. Assess his or her
understanding and agreement of the business unit’s value proposition, market position,
and competitive advantage.

Cultural assessment:

Explain the unwritten rules and shared values that govern
behaviors in the organization. Do they act as enablers or blockers to the strategy? For
example, is there a culture of information sharing and collaboration that enables the
organization to respond quickly across structural boundaries to solve problems for

customers? On the other hand, do groups not share important information through
informal mechanisms, thus slowing response times?

Value chain analysis:

Identify the primary (direct) and support (indirect) activities that
create and deliver your product or

service to your customers. Assess each activity’s
contribution to competitive advantage through cost or differentiation. Identify any areas
where the business may be at a competitive disadvantage.

EXTERNAL

SCAN: HONDA

EXTERNAL SCAN: HONDA 9

External Scan:

Honda

Running Head:

External Scan: Honda

A lot of companies deem that delivering services and products to consumers is the only purpose of the company and generally it is. Sorry to say, for some companies there are external components that may obscure the efficiency of a company. On the flip side, some external component elements will assist the businesses to succeed. According to Honda (2013), Honda’s a corporation created on dreams and these dreams inspire them to build top-quality products that enrich human flexibility and profit civilization. Honda views “The Power of Dreams” as a philosophy that directs and motivates them to progress ahead. The power of their corporation emanates from this philosophy” (Honda, 2013).

In today’s market it is vital that a global company such as Honda be responsive to the issues and trends that come from technological, political and economic trends. Technology expansions are significant for Honda due to the ever changing developments of today’s information technology. For example, Honda’s Micro-sized Combined Heat and Power (MCHP) demonstrate Honda’s promise to be both ecologically responsive and use state-of-the-art operations to aid people in getting their goals achieved.

Since the economic recession dated 2007 to 2009, consumers were exceptionally penny-wise with how and on what they spent their money. According to Modern Global Automobile Industry (2004), there are multiple trends that are recognized in studying the international automobile market, categorized by the factors below:

· Global Market Dynamics – The globe’s biggest car makers continue to capitalize in manufacturing resources in developing markets in order to decrease their manufacturing costs.

· Creation of Global Alliances – U.S. automobile manufacturers, “The Big Three” (General Motors, Chrysler and Ford) united with and launched strategic alliances with Japanese and European automobile manufacturers. For example, the Chrysler Daimler-Mercedes Benz merger was originated by Mercedes-Benz to boost their market in the U.S. In general, the trend of the world’s automobile manufacturers was to expand in foreign markets.

· Industry Alliance – Rising global rivalry among worldwide producers in overseas markets placed the world’s automobile manufacturers into three stages, the first stage is Honda, Ford, GM, Volkswagen and Toyota and the two remaining manufacturers are combined with other car manufacturers to compete with first stage businesses (Modern Global Automobile Industry, 2004).

Consumers who buy Honda do so for two main reasons: The first is because Honda customers like the longevity of Honda products. The second reason is due to Honda’s fuel economy savings.

The automobile industry is fall under government regulations. The global automobile industry also falls under laws and government regulations to include laws that area associated to environmental matters and vehicle safety such as pollution, emission levels, fuel economy and noise. Honda’s political factors include government regulations that a company’s strategy must include and obey. The political factors include matters such as environmental law, advertising law, tariffs, trade barriers, taxes and exchange controls

Honda being one of the most prosperous automobile companies in the world with the help of SWOT analysis has come to understand what the political, technological, economic, and social factors are. SWOT analysis provides the company internal and external factors that if without focus, can negatively affect their business strategies. Honda’s use of SWOT analysis is crucial as they need to be aware of their strengths, weaknesses, opportunities, and threats in order to be successful in their business strategies.

The Supply Management Strategy (SMS) is used by Honda to direct its supply management activities. Through SMS, Honda’s suppliers are able to manage company contact information, business information and site location (Honda Supply Team, 2013). The SMS provides a supply management guideline that allows investors to successfully meet the continuing objectives of the Honda Corporation.

In regards to Honda motorcycles, Honda motorcycles have comparable qualities with their competitors however one of the main differences is cost. A company who desires to operate in a specific industry understands that they need to challenge their opponents and differentiate themselves to attract consumers.

Devoted customer relationships: Companies strive to make a connection between the company and the customer. Fostering a relationship can lead to repeat customers. The relative price for performance of substitutes: Because of Honda’s price points, their rivals strive to provide similar products, undercut Honda to gain more market share, and use similar marketing agendas. The aggressive competitiveness between Honda, Kawasaki, and Suzuki and is a more about quality and product status. They all have similar approaches but what set’s Honda apart is innovation and price points for a quality brand loyalty product.

Analysis is a succinct summary of a company that delineates the company’s strengths, weaknesses, opportunities and threats. Per Yousigma, (2011),

Honda’s strengths are:

· Global operations

· Front runner market standing

· Brand power

· Engineering ability

· Staunch distribution market

Weaknesses:

· Expenditures distributed for post-retirement benefits of employees

· Employee efficiency

Opportunities:

· Rising demand for hybrid electric vehicles

· Opportunities in the Asian market

Threats:

· Economic recession

· Rivalry in the global automobile market

· Rising Japanese Yen versus the U.S. dollar

· Tightening emission standard and End-of-Life Vehicle (ELV) directive (Yousigma, 2011).

The Threat of New Entrants in Porter’s five forces of the U.S. car manufacturing industry include: allegiance to major brands, incentives for buying a particular buyer, increased fixed costs, shortage of resources, lofty costs of changing, and government regulation’s barriers to entry. Success of foreign car manufacturers like Honda challenged the belief that the Big Three U.S. car makers were indomitable. The factors that slowed the threat of overseas automakers are the loyalty to U.S. manufactured vehicles and the after-sale services offered.
The five forces analysis of Honda is:

· Threat of New Entrants

· Barriers to entry

· Product differentiation

· Capital Requirements

· Substituting cost to buyers

· Entrance to distribution channels

· Government Policy

· Occupants resistance of market share

· Industry growth rate

· Determinants of Supplier Power

· Supplier Concentration

· Availability of substitute inputs

· Importance of suppliers input to buyer

· Supplier’s product differentiation

· Importance of industry to suppliers

· Buyers switching cost to other input

· Suppliers threat of forward integration

· Buyers threat of backward integration

· Rivalry among existing firms

· Number of competitors (concentration)

· Relative size of competitors (balance)

· Industry growth rate

· Fixed costs vs. variable costs

· Product differentiation

· Capacity augmented in large increments

· Buyers switching costs

· Diversity of competitors

· Exit Barriers

· Determinants of buyer power

· Amount of buyers compared to amount of sellers

· Product differentiation

· Substituting costs to use another product

· Consumers profit margins

· Consumers use of various sources

· Consumers threat of regressive incorporation

· Dealers threat of forward incorporation

· Value of product to the consumer

· Consumer volume

· Threat of substitute products

· Comparative cost of substitute

· Comparative quality of substitute

· Substituting costs to consumers

Honda is a “Power of Dreams” company that continually proves that their external trends thrive in their products’ industries and maximizes strength’s and opportunities while minimizing weaknesses and threats. Areas of improvement that Honda can incorporate are making ownership more economical by improving fuel economy, lowering CO2emissions, and lengthening the motorcycle service life (Honda, 2013). With the continuing needs and ever changing technology wants of the consumer, Honda will continuously look for ways of advancement. Going forward, Honda will go all-out to improve customer gratification by providing superior products and peace of mind and dependability to customers all over the world.

References

Official Honda website, (2013). HondaSupplyTeam Portal Application Overview. Retrieved

from:

http://www.hondasupplyteam.com/j_pstat/html/hondasupplyteam_portal_overview.htm

Official Honda website, (2013). Retrieved from:

http://corporate.honda.com/about/

Official Honda website, (2013). Implementing Customer Satisfaction. Retrieved from:

http://world.honda.com/CSR/customer/products/

Yousigma, (2013). Yousigma website. Retrieved from:

http://yousigma.com/comparativeanalysis/hondamotorcompanylimited.html

Running Head:
External Scan: Honda

External Scan:
Honda

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