Conclusion of customer satisfication of honda activa

customer satisfaction of honda activa introduction and conclusion

Honda has been the world's largest motorcycle manufacturer since1959, as well as the world's largest manufacturer of internal combustion engines measured by volume, producing more than 14 million internalcombustion engines each year. Honda surpassed Nissan in 2001 to becomethe second-largest Japanese automobile manufacturer. As of August 2008,Honda surpassed Chrysler as the fourth largest automobile manufacturer inthe United States. Honda is the sixth largest automobile manufacturer in theworld.Honda was the first Japanese automobile manufacturer to release adedicated luxury brand, Acura, in 1986. Aside from their core automobile andmotorcycle businesses, Honda also manufactures garden equipment, marineengines, personal watercraft and power generators, amongst others. Since1986, Honda has been involved with artificial intelligence/robotics researchand released their ASIM Orobot in 2000. They have also ventured intoaerospace with the establishment of GE Honda Aero Engines in 2004 andthe Honda HA-420 HondaJet, scheduled to be released in 2011. Hondaspends about 5% of its revenues into R&D.

Honda is the largest motorcycle manufacturer in Japan and has beensince it started production in 1955. At its peak in 1982, Honda manufacturedalmost three million motorcycles annually. By 2006 this figure had reduced to around 550,000 but was still higher than its three domestic competitors.During the 1960s, when it was a small manufacturer, Honda broke out of theJapanese motorcycle market and began exporting to the U.S. Working withthe advertising agency Grey Advertising, Honda created an innovativemarketing campaign, using the slogan "You meet the nicest people on aHonda." In contrast to the prevailing negative stereotypes of motorcyclists inAmerica as tough, antisocial rebels, this campaign suggested that Hondamotorcycles were made for the everyman. The campaign was hugelysuccessful; the ads ran for three years, and by the end of 1963 alone, Hondahad sold 90,000 motorcycles.Taking Honda's story as an archetype of the smaller manufacturerentering a new market already occupied by highly dominant competitors, thestory of their market entry, and their subsequent huge success in the U.S. andaround the world, has been the subject of some academic controversy.Competing explanations have been advanced to explain Honda's strategyand the reasons for their success.The first of these explanations was put forward when, in 1975, BostonConsulting Group (BCG) was commissioned by the UK government to write areport explaining why and how the British motorcycle industry had been out-competed by its Japanese competitors. The report concluded that theJapanese firms, including Honda, had sought a very high scale of production(they had made a large number of motorbikes) in order to benefit fromeconomies of scale and learning curve effects. It blamed the decline of theBritish motorcycle industry on the failure of British managers to invest enoughin their businesses to profit from economies of scale and scope.