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Abstract

Most companies that rose to become global leaders, most often, started with limited resources and capabilities. But they were bent on winning and then sustained that obsession, termed as 'strategic intent'. Piaggio, the Italian motorcycle manufacturer, who tasted initial success with the launch of 'Vespa' motor scooter in 1946 faced numerous challenges ahead and was close to bankruptcy in 2003. In contrast, Honda, the Japanese automobile manufacturer, leveraged its initial success of 'Supercub' motorcycle to foray into automobile production and achieved the status of a global automotive player. The Piaggio vs Honda case compares the strategies adopted by both manufacturers, each with a point of uniqueness, in a market that required greater flexibility, high complexity, quick changes and competitive strategies. A comparison - of these two companies' strategy models - reveals that strategy is never static and involves continuous adjustments.
Industry:
Other setting(s):
2007

About

Abstract

Most companies that rose to become global leaders, most often, started with limited resources and capabilities. But they were bent on winning and then sustained that obsession, termed as 'strategic intent'. Piaggio, the Italian motorcycle manufacturer, who tasted initial success with the launch of 'Vespa' motor scooter in 1946 faced numerous challenges ahead and was close to bankruptcy in 2003. In contrast, Honda, the Japanese automobile manufacturer, leveraged its initial success of 'Supercub' motorcycle to foray into automobile production and achieved the status of a global automotive player. The Piaggio vs Honda case compares the strategies adopted by both manufacturers, each with a point of uniqueness, in a market that required greater flexibility, high complexity, quick changes and competitive strategies. A comparison - of these two companies' strategy models - reveals that strategy is never static and involves continuous adjustments.

Settings

Industry:
Other setting(s):
2007

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