alpa case-of-hero-honda

8/7/2019 alpa Case-of-Hero-Honda

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CONTENTS

Contents................................................................................................................. 2

Abstract .................................................................................................................3

Hero Honda and Hero Group .................................................................................4

Three Phases of Strategic Intent in Hero Honda .....................................................4

Indian Automotive industry..................................................................................... 5

Resource based View of Strategy Development:....................................................6

Resources and capability Built within manufacturing Organisation.........................7

Classification of Resources ....................................................................................9

Resource Under VRIO Framework (Barney, 1986)................................................... 9

Strategic Implication and Performance................................................................. 11

Phase 2:1994-1999............................................................................................... 11

Phase 3: 1999-2009.............................................................................................. 16

Sales and Revenue Performance .........................................................................16

Porter five forces analysis..................................................................................... 18

Strategic Shift....................................................................................................... 19

Porter’s Five Business level strategies.................................................................. 21

Sales and Financial Performance..........................................................................21

Conclusion............................................................................................................ 23

References............................................................................................................ 24



ABSTRACT

In this report, we have discussed here the interdependence between resource,

capability and Competency of an organization and the result of such interdependence

on the company’s Strategy and Performance. A company can achieve sustainable

competitive advantage in dynamic environment by such interlinking only.

We have taken the case of Hero Honda. Hero Honda started its motorcycle

business in 1984 after collaboration with Honda, Japan. They started with the

production of CD-100 first 4 stroke bike in India. In the last three decades they have

undergone sea change in their strategy. We will study the change management in an

agile firm like Hero Honda.

The Last three decades have been divided in three phases. During first phase

of 1984-1994, they stressed on resource view of Strategic development. During the

phase two of 1994-1999, they made their Business strategy as market penetration and

Consolidation. During this phase they launched their most successful Bike

“Splendor”. During third phase of 1999-2009, they have strategic focus on market and

Product Diversification in the wake of increasing competition from external market.

The study carried out in this report comprises of views from various Literature

including Firm resources and Sustained competitive advantage (1986,’91) by jay

Barney, Competitive strategy (1980), Competitive Advantage (1985) Why are firms

Successful? (1990) by Michael Porter, Resource based view of manufacturing

strategy (2002) by Roger R. Shroeder, Kimberley A. bates and The Resource-Based

Theory of Competitive Advantage: Implications for Strategy Formulation by Robert

M. Grant.



HERO HONDA AND HERO GROUP

"Hero", the brand name symbolizes the steely ambition of it s founders

the Munjal brothers. Hero came into being in the year 1956 c h a n g i n g i t s e l f

from a modest manufacturer of bicycle components during early 1940's to the

world's largest bicycle & two-wheeler manufacturer today (Hero Honda Motors Ltd,

started in the year 1984 as a JV between Hero Group & Honda Motors, Japan).

Such a Journey was propelled by one vision - to build long-lasting

relationships with everyone, including workers, dealers and vendors. This

philosophy has paid rich dividends for Hero Honda through the past three decades.

Hero, now a name synonymous with two-wheelers in India is a multi-unit, multi-product, geographically diversified Group of companies under the

flagship of Hero Group. Th e group rolls its own steel, through fully integrated

operations, which makes critical components such as free wheels for their bicycles.

They have the vision to simultaneously diversify into many varieties of ventures,

including product designing, ITES, finance and insurance.

The prime motive of the Hero Group is "Engineering Satisfaction" and it has

become a way of life and a part of the work culture of the Group.

From now on, we would mean Hero Honda Motors Ltd. whenever we stateeither “Hero Honda” or “HHML” and the Hero Group in totality when we state

simply “Hero”.

THREE PHASES OF STRATEGIC INTENT IN HERO HONDA

We have divided the whole duration of 1984-2009 in three phases for

understanding the relationship between their resources, capabilities and Competencies

in developing their strategy.

Phase 1: 1984-1994

During this Period, they launched first 4-stroke bike CD-100. They stressed

more on Developing dealer and supplier network, they had focussed on operational

efficiency. They followed market diversification strategy as their Business strategy

with campaign “Fill it, Shut it, Forget it”.

Phase 2:

They launched “Splendor” during this period which is a multi segment

targeted Robust vehicle. With this product which is largest selling bike in the world



RESOURCE BASED VIEW OF STRATEGY DEVELOPMENT:

Phase 1: 1984-1994

During This period resources developed by hero Honda can be seen from

various frameworks point of view.

5.1 Internal Analysis

Strength:

1. Operational: They stressed upon Six sigma, Just in time, ERP. Through

Anciliarization, they achieved close virtual Integration with suppliers.

They developed very good Distribution and after sales Network.

Some of the companies they collaborated with to develop in house

production units are: Showa, Puch, Kawasaki.

2. Cost Competitiveness through development of In-house production of

completely knocked down kits (CKDs).

3. Marketing: they started with Fill it shut it Forget it campaign whichshowed the robustness of their bike. They had complete knowhow of

Indian Consumer Behavior from past experience of cycle business and

they had a well established Distribution Method in entire India.

4. Financial Strength: with Zero debt, They had their say in decision making

capability. Also they have shown double digit growth till date.

5. HR Strength: They had no organized labour Union. The higher

management wanted the employees to grow with Hero Honda. They had

internal employee philosophy of “ Hero is growing Grow with Hero”



Weakness:

1. In the 1st phase they had over dependence on Honda.

2. The no of Product launched were very less

3. They didn’t cater to all the segment of Market

4. Customers were left with very few options.

5. R&D expenditure was low.

RESOURCES AND CAPABILITY BUILT WITHIN

MANUFACTURING ORGANISATION

The manufacturing Capability and resources of Hero Honda can be seen under the

framework developed by (St. John and Harrison, 1999). The resources and

Capabilities are divided under three categories namely proprietary Process and

Equipment, Internal learning and External learning.



1. Value

Highly fuel efficient, even though Medium powered

Robust Bike for Rural environment

Good relationship with Customer

Increased loyalty

Resulted in High revenue

2. Rare

Anciliarization

Vertical and Virtual integration

First mover advantage

Consistent Double digit growth since Inception

Market growth by 22% but it grew by 35%

3. Inimitable

Distributor network

Brand value due to Honda “It’s the Honda that makes it Hero”

Legendary campaign of “Fill it, shut it, forget it”

4. Organization

Strategic Market leadership

Effective Operational Efficiency

Good HR policy

Inclusive Growth target

CSR activity

8.2 Competencies:

The competencies developed based on these Resources were:

1. Technical Superiority

2. Manufacturing Excellence

3. Sales and Marketing



4. Brand Image

5. Visionary Leadership

STRATEGIC IMPLICATION AND PERFORMANCE

Strategy

Based on These resources and Competencies, The strategy developed was to strive for

synergy between technology, systems and human resources, to produce products and

services that meet the quality, performance and price aspirations of its customers and

to maintain the highest standards of ethics and social responsibilities.

Impact on performance

The sales in terms of number of Motorcycle grew from around 40000 in 1985-86 to

around 180,000 per annum in 1994.

PHASE 2:1994-1999

Business strategy

• Hero Honda Update of Honda contract for another 10 yrs in 1992.

• They planned for more R&D support from Honda in two wheelers.

• Product were launched in sub125cc segment

• “Splendor ” launched in 1994 for office going middle class

people

• It is the largest selling bike in the world till date

Marketing strategy



• Focused on Market Consolidation across country with punch line

“Desh ki dhadkan”

• Sub125cc became Star (BCG matrix)

BCG Matrix:

• Splendor launched in this phase became star and till date they are

reaping maximum benefits from it.

• CD 100 had crossed breakeven phase and it got the position of Cash-

Cow from star, now it was profiting the company without any investment

required.

• Street that was launched in last phase became famous in overseas

market but it was not liked in domestic market and so they had to divest this

brand which got position of question mark in BCG matrix.

• Sleek was the dog in matrix and hence they had to kill it.



Value Chain Analysis



Value Chain Analysis

Primary Activities

1. Inbound logistics

Close Integration with suppliers

JIT ,Tight control and reduction of logistic cost

Vendor supply through conveyors ( at Haridwar with 100 ancillary

unit)

Reduction of Inventory, 3rd party logistics

Virtual Integration through Working with vendors in developing their

production facilities

2. Operations

Lean manufacturing (JIT)

Inventory cost less, Working capital less, Transaction cycle less

Fully automatic Robotic operations plant hence Production per unit

employee very high

1000 motorcycle per employee per year

3. Outbound Logistics

Approx 1,00,000 exports

Delivery Channels through three Plants

Focus on minimum waiting period (Customer satisfaction)

Wide and deep distribution Network

4. Marketing and Sales

“Fill it, shut it, forget it” - To show value for money

“Desh ki dhadkan” – Expanding and market consolidation

“Har Gaon har Aangan” – To reach villages further (2007)

Brand Popularity through Cricketers and Popular stars like Hrithik

Roshan, Virender sehwag, Harbhajan singh, Priyanka Chopra

Hero Honda passport programme For customer loyalty

Launch of Newer range of Bikes in 125cc+ range, Electric vehicles

5. Service



One of the best after sales service in Industry

Cheap but quality rich spare parts

Benefit of inbound logistics (Network) transferred to customers

Mobile service stations for rural Areas



6.

PHASE 3: 1999-2009

This phase witnessed a strategic shift from earlier operational core

competencies to the addition of other core competencies which is marketing, after thetransition phase –II. This phase was much more competitive than first or second

phase. Number of competitors increased manifold, apart from its regular competitors

Honda also became the direct competitor in this phase.

Competitors are

– Honda, Bajaj. TVS-Suzuki, Kinetic, Yamaha etc.

Strategy Adopted:

Product diversification: In this phase Hero Honda has launched 5-7 newmodels almost every year. They diversified their product based on target customers

groups

Aggressive Marketing: They have extended their core competency from

operational efficiency to marketing efficiency, added new advertisement strategy and

customer base.

Branding strategy: They have launched new bikes keeping in mind needs of

various segments of customers like family, office-goers, youths, girls etc.

Even after change in strategy they maintained leadership position in market in

revenue as well as number of unit sells which is evident from the following data.

SALES AND REVENUE PERFORMANCE



Bike Sales trend

Company

Apr-Jun Apr-Jun Growth (%)

Market

Share %

2008-09 2009-10

Hero Honda 8,77,089 10,94,996 24.84 51.26

Bajaj Auto 3,91,100 3,31,731 -15.18 15.53

TVS Motors 2,92,530 3,15,785 7.94 14.78

Honda 2,26,068 2,84,890 26.01 13.33

Others 78,980 1,08,467

Total Market 18,65,767 21,35,869 14.48 -



PORTER FIVE FORCES ANALYSIS

• Threat of new entrants

• Phase I

Joint Ventures like Bajaj-Kawaski, Kinetic, and TVS

Competition on volume basis

Strong

• Phase III

Rivals from India two-wheeler companies like Bajaj, Kinetic andTVS

Potential competitors like HMSI, Chinese (low cost) and other foreign

companies, Competition on Quality and Power for niche segments

Strong

• Threat of substitutes

• Phase I

• There were very few number of competitors named Scooters and

Mopeds only Weak

• Phase III

• Motorcycles had replaced scooters and mopeds

• High Earning has driven market towards High-end Bikes• Introduction of low cost four wheelers (e.g. Tata Nano)

• Efficient Public Transport Medium

• Intensity of rivalry among competitors

• Phase I

• Meager no. of competitors

• Demand growth higher than Supply growth (space for all)

Weak

• Phase III

• Intense rivalry among the competitors vying for the No. 1 spot

• Aggressive marketing strategy by competitors



• Companies like Bajaj, TVS, Kinetic, HMSI are trying to enter

into new segments

• Rivalry from low cost Chinese bikes and Yo bikes (Electrical )

• Very less competition in sub125cc segment (Splendor and

Passion)

Strong• Bargaining power of buyers

• Phase I

• First Mover Advantage

• Meager options available with buyers

Weak

• Phase II

• Uniqueness of CD100 shaded by introduction of feature-rich

models by competitors

• Launch of splendor in response to competition was huge

strategic success

• Phase III• The customers have high bargaining power as there are lot of

choices to choose from

• The customers are searching for features in addition to price

and fuel efficiency like style, pickup etc

Strong

• Bargaining power of suppliers

• Phase I & III

• Suppliers are mostly companies owned by the Hero family.

• Hence, HHM wouldn’t be facing much threat from the

bargaining of the suppliers

Weak

Porter 5-Forces Conclusion

• Phase I

• Industry was highly attractive,

• High entry barrier due to lack of technical know-how

• Phase III

• Highly competitive

• Moderately attractive Urban industry

• Highly attractive Rural market for sub125cc bikes• No technology barrier for sub-125CC vehicle (Entry barrier for higher

cc)

STRATEGIC SHIFT

Product Diversification

They launched on an average 6-7 models per yr for last 5 yrs (2004-09). Some

of the Successful models are Hunk, Glamour, Karizma, Pleasure, Hunk, and

Glamour. They cater to various 125cc+ Range.

With changing scenario in international market, they have come up with

collaboration with Ultra to produce Electric Vehicle named “Hero Ultra”.



R&D Expenditure Increased

In this phase, R&D base has been developed for “Hero Honda” in India in

collaboration with “Honda”. Now the engineers collaborate in bringing out better

products to suit Indian condition for different segments.

Market Diversification

They have now started targeting to High End Niche segment also, which means

that they have moved from sub125cc segment.

They have also launched first Scooter for Women

Branding

During December 2007, They came up with campaign Har Gaon – Har

Aangan to cover 25000 villages. They have found that sub125cc segment market is

there in villages.

They have roped in cine stars Hrithik Roshan, Priyanka Chopra as Brandambassador. These efforts have given them better Brand visibility than earlier phase.

They have even roped pulled in Cricketers like Virender Sehwag, Harbhajan singh for

advertising.

Positioning for Different Segment

• Young ladies - Pleasure ad “Why should boys have all the fun”

• Young and Brash - MTV Roadies - Brand Association

• Family oriented segment – “SA RE GA MA PA” Association

In the first phase they have mainly targeted only the office-goers middle class

customers and they were mainly emphasized the technical efficiency of Honda and

robustness of CD-100 bike through fuel efficiency .

Shift in strategy from First Phase (above) to Third Phase (below):



They have launched “Pleasure” for youth girls. They also associated their

brands with different TV Soaps for family oriented customers. Apart from that they

have launched “Karizma” with ‘Macho-man’ image and associated with young

energetic youth.

PORTER’S FIVE BUSINESS LEVEL STRATEGIES

• Differentiation

• Uniqueness

• Broad target

• Differentiation Strategy

• For each range separate products

• Hunk, Ambition, Splendor NXG, Karizma, CD100, Pleasure

•

Differentiation based on Quality and features• No cost leadership

• Positioning for each segment done separately

SALES AND FINANCIAL PERFORMANCE

Financial performance



Sales performance



CONCLUSION

Through above discussion we have seen that three is Strong Interdependence

between Resources, Capability, Competency, Strategy and performance.

While in Phase 1 &2, Hero Honda adopted the Resource driven strategy to

have sustainable competitive advantage. During phase 3, its strategy was Environment

Driven Strategy. Hence, we see that as these variables changed, Hero Honda changed

its strategy. Which shows agility in Strategic approach of Hero Honda?

Despite change in Environment External as well as Internal collaborations,

Hero Honda has been able to maintain the market leadership, this shows that such an

approach towards interlinking variables provides them long term sustainable

Competitive Advantage.



REFERENCES

1. D G Sirmom, MA Hitt, RD Ireland, Managing Firm resources in Dynamic market

to create value, looking inside the Black Box, Academy of management review,

2. A W king, 2007, Disentangling Interfirm and Intrafirm causal Ambiguity: A

causal Model of conceptual ambiguity and Sustainable competitive Advantage,

Academy of Mgt Review, 32, 156-178

3. J B Barney, 2001, Is the resource based view useful perspective for Strategic

management research? Yes, Acad of Mgt review 26, 41-56

4. J B Barney, 1991, Firm resources & Sustained Competitive Advantage, Journal of

Management, 17:99-120

5. R G Shroeder, K A bates & M A Juntilla 2002, A Resource base view of

manufacturing Strategy and the relationship to manufacturing Performance,

Strategic management Journal, 23: 105-117

6. Hero and Honda Fill it, shut it, forget it? By Raghuvir Srinivasan Business

Line

7. Swaraj Baggonkar / Mumbai July 12, 2009, Hero Honda aims for 25% growth,Business Standard

8. J F rayport, JJ Sviokla, Exploiting the virtual value chain

9. C. K. Prahalad & Gary Hamel, Strategy as stretch & Leverage

10. WWW. Herohonda.com

11. www.herogroup.com

12. www.indiatoday.com

13. www.businessweek.com

http://www.herogroup.com/


http://www.indiatoday.com/


http://www.businessweek.com/





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