Download Il caso HONDA ITALIA

Il caso HONDA ITALIA
Stabilimento di Atessa (CH)
LA BUSSOLA DI HONDA
PUBBLICA
FINANZIATORI
AMMINISTRAZIONE
Centralità della
persona
correttezza
tutela
VISION
HONDA
AZIONISTI
trasparenza
LAVORATORI
sicurezza
Innovazione
e tecnologia
COLLETTIVITA’
FORNITORI
-Subfornitura (CISI)
Just-in-time
-Best position
-Kaizen
-Lead time
-Governance
CLIENTI
-Social acceptance
-Vision 2010
Human Resources
and Organization
Development
Bianchi
Sistemi per la
Gestione delle
Risorse Umane
Rossi
Progettazione,
Aggiornamento e
Sviluppo Sistemi
Implementazione
Sistemi
(Appraisal, Sp.
Indipendence)
CSR
Stageur (?)
Monitoraggio e
Reporting
Risultati Sistemi
Sistemi per lo
Sviluppo
Organizzativo
Rossi
Politiche
Retributive
(collab.ne)
Analisi e
Riprogettazione
Organizzativa
Implementazione
Organizzativa
Politiche e Sistemi
Aziendali (TQM,
Business Plan, etc)
Analisi esigenze
di reclutamento
dei profili medio
alti
Acquisizione e
Sviluppo delle RU
Bianchi
Comunicazione
Bianchi
Comunicazione
Interna
Comunicazione
Esterma
Analisi fabbisogni
sviluppo (da
monitoraggio
Appraisal
Definizione piani
di carriera
Appraisal
Reclutamento
profili medio alti
Progettazione e
Gestione
Percorsi di
Sviluppo
Stageur (?)
HR SERVICES AND
ADMINISTRATION
(Brasile)
Recruiting Services
(Memmo)
Union Relation Services
(Brasile)
Facilities and General
services
(Tartaglia)
Personnel Administration
Services
(Zulli)
Safety Manufacturing
Services
Analisi esigenze di
reclutamento
Contrattazione aziendale
Parco auto e assicurazioni
Italian and extra EU
Personnel Administration
Analisi dati assenteismo
da infortunio, follow up e
comunicazione interna
Reclutamento
Applicazione procedure in
materia sindacale
Fornitura abbigliamento
Gestione presenze e
adempimenti giuridici
Monitoraggio utilizzo
dispositivi di protezione
individuale
Addestramento,
inserimento e
aggiornamento tecnico
Relazioni industriali in
materia di sicurezza
Cancelleria e
corrispondenza
Budget del personale
Altri servizi
Honda Italia “10th Midterm Business” Story chart
2015 year VISION
9MT Analysis
Become one of the 3 main player in every
product category
PE Business
Society / Environment
Economy / Society tendency
-Competitors are running faster vs Honda
-High Public Debt. Lack of Investement
PE Business:
th
10 Midterm
target
più veloce
dell’Honda nello sviluppo
dei nuovi prodotti
e level &
-Our Global offer is too wide in segment but - la concorrenza sta andando
for infrastructure.
High Taxation
not complete in each one. Dlrs cannot live andnell’espansione del
service price
businessHonda
a livello
di fatturato;
Enhance
Brand
image
expand business with Honda Line-up only
- l’offerta è troppo largaand
in termini
di segmenti di prodotti (motopompe,
cespugliatoi,
motozappe
-Wealth distribution
more unequal
Mkt presence
-Weak dlrs controll under multibrand mkt
etc.) ma non è completa in ognuna rispetto alla concorrenza. Power chiede l’esclusività ai dealer li
-Middle Class and Low class is loosing
-Honda OEM are becoming too much price dove il prodotto ha unathlinea ampia;
purchasing power (high fixed cost)
10 prevalenza
MT major
- sotto un network con
di issues
multibrand il controllo del dealer è scarso, perché se ci sono
competitive
Competitors Business volume will continue to run
-Economical data are affected by
molti fornitori
si ha molto potere contrattuale visto che non
si ha un peso
grosso
su i suoi
fasternon
vs Honda
underground
activities
(estimated
30%)
9MTP guadagni;
Mkt tendency will improve main competitors &
-Row Material demand up/price up
82ki
83ki
84kiOEM Honda sono diventati molto aggressivi dal punto di vista
- gli
di competitività del prezzo, perché
OEM
price
competitive
advantage
Net profit
Plan
4,2%
5,2%
7,0%
al7,5%
fronte dell’avere il motore Honda tendono a non seguire tutti
quei parametri
Market
tendency che invece la Honda
Result
5,7%
6,1%
adotta
in
termini
di
sicurezza,
qualità
etc.
sui
prodotti
finiti
CBU.
IBT
Plan
1.501
2.005
2.705
- Tipical Mature Mkt but unstable
Result
2.100
2.465
2.908
10th MT major policies
- More for less. Full and complete offer is
PP W/S
Plan
Result
PP Dealer Development Plan
(New DLR)
Result
(Category wise share)
Marine share Season
Result
51.800
55.952
(-12+20)
(-27/+21)
2005
15,0%
52.885
55.890
(-16+20)
(-26/+37)
2006
13,7%
52.950
53.379
(-20+25)
(-23/+22
2007
15,5%
-Honda Oriented Dlrs (Master dlrs predominat)
-High Skilled Manpower&Network (Int/ext)
-Improve dlrs presence in the territory
-Satisfy Marine customer Demand
-Develop Industry Dlrs Network
-Continue to be a self reliant B.U.
Current recognition (Challenge)
-Expand Business reducing gap vs competitors
requested at resonable price.
Competitors
-High selection process: less number throught
merger and acquisition process, remaining
ones are bigger and better organized. In some
case are expanding business more rapidly than
Honda.
Current recognition (Challenge)
-Burst Line-up development
-Self Reliance B.U.
-DD & Master Dlrs Project
-Cover all function (partially achived)
-After Sales business integration
-Good performance in BF75/90 Launch
-Boat Project
10th MT target
-DD: 50 Master dlrs (G+A+I) , 20 Marine
-Honda Accademy
-Involved in product definition with R&D
300 Dlrs (G+A+I), 115 Dlrs Marine
-Continue DD & Master Dlrs Project
25 Industry dlrs Network
-High Skilled staff
-Sales: 56.000 sales units
-OB:18% Marine Mkt Share
-After Sales dedicated sales strategy
Honda Italia “10th Midterm Business” Story chart
2015 year VISION
9MT Analysis
Become one of the 3 main player in every
product category
PE Business
-Competitors are running faster vs Honda
10
th
Midterm target
Enhance Honda Brand image
and Mkt presence
-Weak dlrs controll under multibrand mkt
Net profit
Plan
Result
IBT
Plan
Result
PP W/S
Plan
Result
PP Dealer Development Plan
(New DLR)
Result
(Category wise share)
Marine share Season
Result
15,0%
13,7%
-Wealth distribution more unequal
-Middle Class and Low class is loosing
th
84ki
7,0%
7,5%
2.705
2.908
52.950
53.379
(-20+25)
(-23/+22
2007
15,5%
Mkt tendency will improve main competitors &
OEM price competitive advantage
-Row Material demand up/price up
Market tendency
10th MT major policies
-Honda Oriented Dlrs (Master dlrs predominat)
-High Skilled Manpower&Network (Int/ext)
-Improve dlrs presence in the territory
-Satisfy Marine customer Demand
-Develop Industry Dlrs Network
-Continue to be a self reliant B.U.
Current recognition (Challenge)
for infrastructure. High Taxation level &
service price
Vision: diventare
dei
principali
tre
purchasing uno
power
(high
fixed cost)
10 MT major issues
competitors in ogni categoria di prodotto;
Competitors Business volume will continue to run
-Economical data are affected by
(target) far
crescereactivities
l’immagine
del brand
faster vs Honda
underground
(estimated
30%) Honda
e la sua presenza sul mercato
-Honda OEM are becoming too much price
competitive
9MTP
83ki
5,2%
6,1%
2.005
2.465
52.885
55.890
(-16+20)
(-26/+37)
2006
Economy / Society tendency
-High Public Debt. Lack of Investement
-Our Global offer is too wide in segment but
not complete in each one. Dlrs cannot live and
expand business with Honda Line-up only
82ki
4,2%
5,7%
1.501
2.100
51.800
55.952
(-12+20)
(-27/+21)
2005
Society / Environment
-Expand Business reducing gap vs competitors
- Tipical Mature Mkt but unstable
- More for less. Full and complete offer is
requested at resonable price.
Competitors
-High selection process: less number throught
merger and acquisition process, remaining
ones are bigger and better organized. In some
case are expanding business more rapidly than
Honda.
Current recognition (Challenge)
-Burst Line-up development
-Self Reliance B.U.
-DD & Master Dlrs Project
-Cover all function (partially achived)
-After Sales business integration
-Good performance in BF75/90 Launch
-Boat Project
10th MT target
-DD: 50 Master dlrs (G+A+I) , 20 Marine
-Honda Accademy
-Involved in product definition with R&D
300 Dlrs (G+A+I), 115 Dlrs Marine
-Continue DD & Master Dlrs Project
25 Industry dlrs Network
-High Skilled staff
-Sales: 56.000 sales units
-OB:18% Marine Mkt Share
-After Sales dedicated sales strategy
Honda Italia “10th Midterm Business” Story chart
2015 year VISION
9MT Analysis
Become one of the 3 main player in every
product category
PE Business
-Competitors are running faster vs Honda
10th Midterm target
-Our Global offer is too wide in segment but
not complete in each one. Dlrs cannot live and
expand business with Honda Line-up only
Enhance Honda Brand image
and Mkt presence
-Weak dlrs controll under multibrand mkt
-Honda OEM are becoming too much price
competitive
Net profit
Plan
Result
IBT
Plan
Result
PP W/S
Plan
Result
PP Dealer Development Plan
(New DLR)
Result
(Category wise share)
Marine share Season
Result
82ki
4,2%
5,7%
1.501
2.100
51.800
55.952
(-12+20)
(-27/+21)
2005
15,0%
9MTP
83ki
5,2%
6,1%
2.005
2.465
52.885
55.890
(-16+20)
(-26/+37)
2006
13,7%
10th MT major issues
Competitors Business volume will continue to run
faster vs Honda
84ki
7,0%
7,5%
2.705
2.908
52.950
53.379
(-20+25)
(-23/+22
2007
15,5%
Mkt tendency will improve main competitors &
OEM price competitive advantage
(issues)Economy / Society tendency
l’introduzione dei nuovi modelli per raggiungere
-High Public
Debt. Lackdiofmercato
Investement
la concorrenza;
tendenza
è quella
verso una
polarizzazione
verso
il
basso,
for infrastructure. High Taxation level &cioè in
service
price economiche c’è una
base alle
dinamiche
prevalenza
deldistribution
consumatore
all’acquisto
-Wealth
morefinale
unequal
verso il-Middle
prodotto
a
basso
costo,
oppure
si
Class and Low class is loosing
polarizza
verso l’alto
per
prodotti
ad altissimo
purchasing
power
(high
fixed cost)
contenuto tecnologico visto che è un settore dove
-Economical data are affected by
meno siunderground
risente delle
dinamiche
economiche;
activities
(estimated
30%)
-Row Material demand up/price up
Market tendency
10th MT major policies
-Honda Oriented Dlrs (Master dlrs predominat)
-High Skilled Manpower&Network (Int/ext)
-Improve dlrs presence in the territory
-Satisfy Marine customer Demand
-Develop Industry Dlrs Network
-Continue to be a self reliant B.U.
Current recognition (Challenge)
Society / Environment
-Expand Business reducing gap vs competitors
- Tipical Mature Mkt but unstable
- More for less. Full and complete offer is
requested at resonable price.
Competitors
-High selection process: less number throught
merger and acquisition process, remaining
ones are bigger and better organized. In some
case are expanding business more rapidly than
Honda.
Current recognition (Challenge)
-Burst Line-up development
-Self Reliance B.U.
-DD & Master Dlrs Project
-Cover all function (partially achived)
-After Sales business integration
-Good performance in BF75/90 Launch
-Boat Project
10th MT target
-DD: 50 Master dlrs (G+A+I) , 20 Marine
-Honda Accademy
-Involved in product definition with R&D
300 Dlrs (G+A+I), 115 Dlrs Marine
-Continue DD & Master Dlrs Project
25 Industry dlrs Network
-High Skilled staff
-Sales: 56.000 sales units
-OB:18% Marine Mkt Share
-After Sales dedicated sales strategy
Honda Italia “10th Midterm Business” Story chart
2015 year VISION
9MT Analysis
Become one of the 3 main player in every
product category
PE Business
-Competitors are running faster vs Honda
10th Midterm target
-Our Global offer is too wide in segment but
not complete in each one. Dlrs cannot live and
expand business with Honda Line-up only
Enhance Honda Brand image
and Mkt presence
-Weak dlrs controll under multibrand mkt
-Honda OEM are becoming too much price
competitive
Net profit
Plan
Result
IBT
Plan
Result
PP W/S
Plan
Result
PP Dealer Development Plan
(New DLR)
Result
(Category wise share)
Marine share Season
Result
82ki
4,2%
5,7%
1.501
2.100
51.800
55.952
(-12+20)
(-27/+21)
2005
15,0%
9MTP
83ki
5,2%
6,1%
2.005
2.465
52.885
55.890
(-16+20)
(-26/+37)
2006
13,7%
10th MT major issues
Competitors Business volume will continue to run
faster vs Honda
84ki
7,0%
7,5%
2.705
2.908
52.950
53.379
(-20+25)
(-23/+22
2007
15,5%
Mkt tendency will improve main competitors &
OEM price competitive advantage
10th MT major policies
-Honda Oriented Dlrs (Master dlrs predominat)
-High Skilled Manpower&Network (Int/ext)
-Improve dlrs presence in the territory
-Satisfy Marine customer Demand
-Develop Industry Dlrs Network
-Continue to be a self reliant B.U.
Current recognition (Challenge)
-Expand Business reducing gap vs competitors
Society / Environment
Economy / Society tendency
(policies)
•avere
all’interno
personale
-High
Public Debt.della
Lack divisione
of Investement
altamente
skillato; High Taxation level &
for infrastructure.
•coprire
tutte
service pricele zone geografiche scoperte;
•più-Wealth
line-up,
più offerta di prodotto marine;
distribution more unequal
•orientare in maniera specifica la vendita di
-Middle Class and Low class is loosing
generatori,
motopompe, torri faro etc..;
purchasing power (high fixed cost)
•Continue to be a self reliant B.U.;
-Economical
datareducing
are affected
byvs competitors;
•Expand
Business
gap
underground activities (estimated 30%)
•sviluppare i nuovi prodotti più velocemente con
-Row
demand
up/price up R&D ad investir
analisi
diMaterial
prodotto
da convincere
su determinati
prodotti.
Market tendency
- Tipical Mature Mkt but unstable
- More for less. Full and complete offer is
requested at resonable price.
Competitors
-High selection process: less number throught
merger and acquisition process, remaining
ones are bigger and better organized. In some
case are expanding business more rapidly than
Honda.
Current recognition (Challenge)
-Burst Line-up development
-Self Reliance B.U.
-DD & Master Dlrs Project
-Cover all function (partially achived)
-After Sales business integration
-Good performance in BF75/90 Launch
-Boat Project
10th MT target
-DD: 50 Master dlrs (G+A+I) , 20 Marine
-Honda Accademy
-Involved in product definition with R&D
300 Dlrs (G+A+I), 115 Dlrs Marine
-Continue DD & Master Dlrs Project
25 Industry dlrs Network
-High Skilled staff
-Sales: 56.000 sales units
-OB:18% Marine Mkt Share
-After Sales dedicated sales strategy