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New Delhi, Japanese auto major Honda is all set to introduce its India-made mid-sized SUV Elevate in the <keyword id="859755" type="General" weightage="20" keywordseo="japanese-market" source="Orion">Japanese market</keyword> next year. It would be the first instance that a product manufactured by <keyword id="1381889" type="General" weightage="20" keywordseo="honda-cars-india" source="Orion">Honda Cars India</keyword> Ltd (HCIL), a wholly-owned unit of the Japanese firm, will be exported to the highly regulated Japanese market. HCIL is rolling out Elevate from its Tapukara (Rajasthan-based) production facility. "After its successful debut in India earlier this year, Elevate is scheduled for Spring 2024 launch in the Japanese market under the brand name WR-V," an HCIL spokesperson said in a statement. In a first for HCIL, the model will be manufactured in India and exported to Japan, it added. "This strategic move is a strong reflection of manufacturing capabilities of India operations and also solidifies our vision of making the country a key export hub in Honda business," the spokesperson said. The company's Tapukara-based plant is fully equipped to take care of the domestic as well as export requirements, the spokesperson added. HCIL introduced Elevate in the domestic market in September this year. Starting with the model, the company aims to introduce five SUV models in the domestic market by 2030. The company also plans to bring a battery-electric version of Elevate within the next three years. The model is powered by a 1.5-litre petrol engine paired with a six-speed manual and a seven-speed continuously variable transmission (CVT).

Made-in-India Honda Elevate to debut in Japan next year

<ul><li>Japanese car maker <keyword id="20630" type="General" weightage="100" keywordseo="honda" source="Orion">Honda</keyword> on Friday said it is planning to increase prices of its entire model range by up to ₹30,000 from January.</li><li>The increment will be in the range of up to ₹30,000 and vary from model to model, Honda Cars India Vice President (Sales and Marketing) Kunal Behl told PTI.</li><li>Earlier, <keyword id="44883" type="General" weightage="80" keywordseo="maruti-suzuki" source="Orion">Maruti Suzuki</keyword>, <keyword id="596" type="General" weightage="50" keywordseo="hyundai" source="Orion">Hyundai</keyword>, <keyword id="42747" type="General" weightage="50" keywordseo="tata-motors" source="Orion">Tata Motors</keyword>, Mercedes-Benz, Audi, <keyword id="43777" type="General" weightage="50" keywordseo="renault" source="Orion">Renault</keyword>, <keyword id="4151067" type="General" weightage="50" keywordseo="kia-india" source="Orion">Kia India</keyword> and <keyword id="5287148" type="General" weightage="50" keywordseo="mg-motor" source="Orion">MG Motor</keyword> have also made the year-end announcements to hike prices from the next month.</li></ul>Japanese car maker Honda on Friday said it is planning to increase prices of its entire model range by up to ₹30,000 from January to partially offset the impact of rising input costs and prepare products in compliance with upcoming stricter emission norms. The company, which is present in the country through a wholly-owned subsidiary, joins the likes of market leader Maruti Suzuki, Hyundai, Tata Motors, Mercedes-Benz, Audi, Renault, Kia India and MG Motor, who have also made the year-end announcements to hike prices from the next month. "After assessing the consistent increase in the input cost of raw materials and upcoming regulatory requirements, we will have to undergo a price revision for our products from January 23. The increment will be in the range of up to ₹30,000 and vary from model to model," Honda Cars India Vice President (Sales and Marketing) Kunal Behl told PTI. As per the second phase of BS-VI emission regulations, to be effective from April 2023, vehicles will need to have an onboard self-diagnostic device to monitor the real-time driving emission levels. The device will constantly monitor key parts for meeting emission standards, such as catalytic converter and oxygen sensors, to keep a close watch on emissions. Additionally, in order to control the level of fuel burnt, the vehicles will also carry programmed fuel injectors, which would control the timing and amount of fuel injected into the petrol engine. Even the semiconductors used by the vehicle will have to be upgraded to monitor throttle, crankshaft positions, air intake pressure, the temperature of the engine and the content of the emissions from the exhaust (particulate matter, nitrogen oxide, CO2, Sulphur), etc. PTI MSS BAL BAL SEE ALSO: <a href="https://www.businessinsider.in/tech/apps/news/upcoming-twitter-new-features-in-2023/articleshow/96195337.cms" data-type="tilCustomLink">From Twitter Blue checkmark to videos, a look at the new Twitter features Musk may introduce in 2023</a> <a href="https://www.businessinsider.in/tech/apps/news/best-ai-powered-apps-and-websites-that-will-increase-your-work-experience/articleshow/96051415.cms" data-type="tilCustomLink">Here are some free AI-powered apps and tools to try right now</a>

Honda to hike vehicle prices by up to ₹30,000 from Jan

<ul><li>Honda Active has unveiled a new film to encapsulate the emotions of millions of Indians who are bouncing back on their feet while navigating through the pandemic.</li><li>The film has been conceptualized by <keyword id="2805309" type="General" weightage="20" keywordseo="taproot-dentsu" source="Orion">Taproot Dentsu</keyword>.</li></ul><keyword id="480874" type="General" weightage="20" keywordseo="honda-motorcycle-scooter-india" source="Orion">Honda Motorcycle &amp; Scooter India</keyword> (HMSI) and Taproot Dentsu (A dentsuMB Company), the creative agency from dentsu India, have unveiled a new film to encapsulate the emotions of millions of Indians who are bouncing back on their feet while navigating through the pandemic. Over the past 20 years, <keyword id="371296" type="General" weightage="20" keywordseo="honda-activa" source="Orion">Honda Activa</keyword> has become an integral part of the nation. As a true companion for millions of Indians, Activa has proudly witnessed their progression to the front seat. Motivated by our nation’s challenging spirit to keep moving forward in the face of countless challenges, Honda Activa has been by their side as a trustworthy and true companion. ‘India ke 2 Pahiye’, a film conceptualised by Taproot Dentsu, celebrates the never give up spirit of Indians who are resuming their routine – this time with life with hope, more confidence, and with their trusted companion Honda Activa. <div type="Youtube" id="L8NOdHGdfag" title="Honda Activa | Aap aur Activa, India ke Do Pahiye" thumbUrl="https://i.ytimg.com/vi/L8NOdHGdfag/mqdefault.jpg"></div> The film captures a day in the new normal, post-pandemic life of India where people from different walks of life and professions return to lead their normal routine life which was affected due to the pandemic. The unique treatment of the film was to show various people in different geographies across India; how everyone is getting India back to its feet. The aim of the film is to motivate Indians to become the two wheels of the nation so that an army of confident Indians can be made who can fight any challenge and move India forward. The film ends with an army jawan (soldier) riding the Activa, summing up the fighting spirit of India and the role Activa has played in it with a voice-over, ‘Aap aur Activa – India ke Do Pahiye’. Speaking on the campaign, <keyword id="12255262" type="General" weightage="20" keywordseo="yadvinder-singh-guleria-director" source="Orion">Yadvinder Singh Guleria - Director</keyword>, Sales &amp; Marketing, Honda Motorcycle &amp; Scooter India said, “The campaign emphasizes upon India’s Diversity, Equality &amp; Inclusivity in taking the nation forward amidst the challenges of the new normal post-pandemic. The idea was about ‘We not Me’ - showcasing how just like Activa, the nation &amp; its active people together – ‘India ke 2 Pahiye’, are the two wheels of progress. The film salutes the spirit of all active Indians as they stand united to overcome these challenges. Ushering in the wave of positivity, the film showcase how each one of us in our own capacity, represent the resilience, determination and dedication with which our country is emerging stronger. In this journey, as a true &amp; trustworthy mobility partner, Activa – the highest selling scooter brand in India, symbolises ‘India Ke Do Pahiye’ delighting millions of Indians.” <keyword id="2959989" type="General" weightage="20" keywordseo="Titus-Upputuru" source="Orion">Titus Upputuru</keyword>, Creative Head, Taproot Dentsu said, “Activa has been around for two decades &amp; having by far the best visibility across length &amp; breadth of the country. Activa is synonymous with the two wheels moving India. As we look at our country and how it is getting back into shape, we felt that actually all of us are contributing towards it by being the two wheels of India. Each one of us are doing our bit to get India back on its feet. This campaign is a salute to the relentless spirit of India and only a leader brand like Activa can do this kind of salutation. The brief was to capture this spirit &amp; movement of India bouncing back. We went around shooting all kinds of actions on legs in our daily pursuit of living, which was an unusual experience for us!” “This was a sort of catharsis for the agency and much beyond a brief. The task was not to just create a brand campaign for Activa, but almost write an ode to the indomitable spirit of India. The approach was ‘Simply to Amplify’ as Activa is loved by multiple generations of consumers across India and it was only fitting that a brand of Activa’s stature talked about how India and Indians are making a comeback after the most difficult times. The spirit of humanity to rise from a crisis and the spirit of every Indian to stride positively has been beautifully captured in the ‘India ke do pahiye’ concept,” added Abhinav Kaushik, Office Head, Taproot Dentsu. <table style="color: rgb(34, 34, 34); font-family: Arial, Helvetica, sans-serif; font-size: small; background-color: rgb(255, 255, 255); width: 6.5in;" class="redcator-table-advance"><tbody><tr><td style="font-family: Roboto, RobotoDraft, Helvetica, Arial, sans-serif; width: 297.7pt; border-width: 1pt; border-style: solid; border-color: black; padding: 0in 5.4pt; height: 27pt;">Campaign Summary: <ul><li class="m_3026322355014448644xmsonospacing">Campaign Elements: TV, Print, Outdoor, Digital, Events </li><li class="m_3026322355014448644xmsonospacing">Client: Honda Motorcycle and Scooter India Pvt. Ltd. </li><li class="m_3026322355014448644xmsonospacing">Creative Agency: Taproot Dentsu </li><li class="m_3026322355014448644xmsonospacing">National Creative Director: Titus Upputuru </li><li class="m_3026322355014448644xmsonospacing">Creative Team: Titus Upputuru, Vishnu Das Kunchu, Akash Swami, Utsav Chaudhary, Dibakar Das</li><li class="m_3026322355014448644xmsonospacing">Planning Team: Samik Chatterjee</li><li class="m_3026322355014448644xmsonospacing">Executive Vice President, Account Management: Abhinav Kaushik</li><li class="m_3026322355014448644xmsonospacing">Vice President: Shiguma Shinohara</li><li class="m_3026322355014448644xmsonospacing">Client Servicing Director: Atul Rao</li><li class="m_3026322355014448644xmsonospacing">Account Director: Aakash Jain</li><li class="m_3026322355014448644xmsonospacing">Account Executive: Rishika Kakar</li><li class="m_3026322355014448644xmsonospacing">Films: Kriti Khandelwal</li><li class="m_3026322355014448644xmsonospacing">Director (of the film): Arun Francis </li><li class="m_3026322355014448644xmsonospacing">Producer: Murali Govindan</li><li class="m_3026322355014448644xmsonospacing">Production House: Film Dojo</li><li class="m_3026322355014448644xmsonospacing">DOP: Shivendu Kudalkar</li><li class="m_3026322355014448644xmsonospacing">Music: Micu Patel</li><li class="m_3026322355014448644xmsonospacing">Lyrics: Titus Upputuru</li></ul></td><td style="font-family: Roboto, RobotoDraft, Helvetica, Arial, sans-serif; width: 170.1pt; border-top: 1pt solid black; border-right: 1pt solid black; border-bottom: 1pt solid black; border-left-width: initial; border-left-style: none; padding: 0in 5.4pt; height: 27pt;">Title of film: Activa - India ke 2 Pahiye Duration: 1:22 seconds Film Launch: 3rd October 2021 Exposure: TV, Digital, Events, Dealerships, Mobile, WhatsApp, Events </td></tr></tbody><tbody></tbody></table>

Honda Activa's new film aim to encapsulate the emotions of Indians who are bouncing back on their feet while navigating through the pandemic

Indians increasing passion for superbikes is making two-wheeler manufacturers introduce more super bikes customized to Indian road conditions and affordability. As per a news report by The Economic Times, superbike makers are working out plans to localise production so as to cut down their prices. 
 
According to the Society of Indian Automobile Manufacturers, sales of bikes with engine capacity of 500cc and above jumped nearly threefold to 9,130 units in the year ended on March 31, 2015 from 3,424 in the previous year. 
 While market leaders like American Harley-Davidson and British classic bike maker <keyword id="52525" type="COMPANY" weightage="20" keywordseo="Triumph">Triumph</keyword>, as well as Japanese Kawasaki, are already assembling several of their models at their Indian factories, others like <keyword id="72707" type="CITY" weightage="20" keywordseo="Honda-Motor">Honda Motor</keyword> and Suzuki Motorcycle, who sell a sizeable number of superbikes in India, are also working on plans to assemble highend bikes here, reads the ET news report. 
 India levies a lower rate of tax on locally assembled vehicles compared to those imported as fully-built units. Luxury cars such as <keyword id="1466848" type="UNKNOWN" weightage="20" keywordseo="Mercedes-Benz-S-Class">Mercedes-Benz S-Class</keyword> became cheaper by as much as Rs 30 lakh when its German manufacturer started assembling them in India. Recently, <keyword id="42747" type="CITY" weightage="20" keywordseo="Tata-Motors">Tata Motors</keyword>' British unit Jaguar <keyword id="44719" type="PERSON" weightage="20" keywordseo="Land-Rover">Land Rover</keyword> started assembling its Range Rover Evoque in India, which helped it cut the vehicle's price by about Rs 20 lakh to Rs 48.73 lakh. 
 "Customer needs in India are evolving. We are all set to grab the opportunity with our new product line-up," Keita Muramatsu, president and CEO of <keyword id="20630" type="CITY" weightage="20" keywordseo="Honda">Honda</keyword> Motorcycle &amp; Scooter India told the ET. The bike, "our biggest 'made in India' motorcycle", will also be exported from here, he said. Suzuki's Hayabusa, which is currently sold at Rs 15.95 lakh in Delhi before local levies and <keyword id="35450" type="COMPANY" weightage="20" keywordseo="insurance">insurance</keyword>, would be assembled at the company's Manesar plant in Haryana. 
 
(Image: India Times)

If you love bikes, read this

As electric cars become the flavour of the season, <keyword id="6358540" type="General" weightage="20" keywordseo="sony" source="Orion">Sony</keyword> and <keyword id="20630" type="General" weightage="20" keywordseo="honda" source="Orion">Honda</keyword> on Friday announced a strategic alliance to form a New Company that aims to create the next era of mobility and mobility services. The sales of the first <keyword id="13307669" type="General" weightage="20" keywordseo="ev-model" source="Orion">EV model</keyword> are expected to start in 2025. The two companies plan to engage in the joint development and sales of high value-added battery electric vehicles (EVs) and commercialise them in conjunction with providing mobility services. The New Company is expected to plan, design, d<keyword id="186291" type="General" weightage="20" keywordseo="ev" source="Orion">ev</keyword>elop, and sell the EVs, but not own and operate manufacturing facilities, so Honda is expected to be responsible for manufacturing the first EV model at its vehicle manufacturing plant. It is expected that a mobility service platform will be developed by Sony and made available for the New Company, they said in a statement. "Through this alliance with Honda, we intend to build on our vision to 'make the mobility space an emotional one', and contribute to the evolution of mobility centred around safety, entertainment and adaptability," said Kenichiro Yoshida, Representative Corporate Executive Officer, Chairman, President and CEO, Sony. The two companies will proceed with negotiations toward executing various definitive binding agreements, including a joint development agreement and a joint venture agreement, with a goal of establishing the New Company within this year. "Although Sony and Honda are companies that share many historical and cultural similarities, our areas of technological expertise are very different. Therefore, I believe this alliance which brings together the strengths of our two companies offers great possibilities for the future of mobility," said Toshihiro Mibe, Director, President, Representative Executive Officer and CEO, Honda Motor. In its bid to catch up with Elon Musk-run Tesla, Ford Motor Company on Wednesday announced to increase its <keyword id="381751" type="General" weightage="20" keywordseo="electric-vehicle" source="Orion">electric vehicle</keyword> (EV) investment to $50 billion through 2026, up from the previous $30 billion investment announcement by 2025. The automaker aims to produce more than 2 million electric vehicles annually by 2026, representing about one-third of Ford's global volume, rising to half by 2030. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/indian-markets-are-the-second-worst-performers-this-week-in-asia-hit-by-the-russia-ukraine-war/articleshow/89984960.cms" style="">Indian markets are the second worst performers this week in Asia hit by the Russia-Ukraine war</a> <a href="https://www.businessinsider.in/business/telecom/news/vodafone-idea-news-board-approves-14500-crore-fundraising-plan/articleshow/89983243.cms" style="">Even a big fundraise is not helping Vodafone investors as Russia-Ukraine conflict takes the wind out of global markets</a> <a href="https://www.businessinsider.in/tech/mobile/news/upcoming-new-smartphone-of-oneplus-samsung-and-iphone-in-march-2022/slidelist/89987211.cms">Upcoming smartphones launching in India in March 2022</a>

Sony, Honda to form new company to sell EVs together

Two-wheeler manufacturers continued to post positive sales figure in May 2014. All companies posted growth in sales and even though sales at Bajaj Auto were dull, the company made up for it by ramping up the export numbers. 
 <keyword id="1589781" type="UNKNOWN" weightage="100" keywordseo="Honda-Motorcycle-and-Scooter-India-Pvt-Ltd">Honda Motorcycle and Scooter India Pvt Ltd</keyword> (<keyword id="121221" type="ORGANIZATION" weightage="100" keywordseo="HMSI">HMSI</keyword>), the wholly owned Indian subsidiary of Japan-based Honda Motor Company, revved up the sales charts, registering an overall growth of 55% in May 2014. 
 <keyword id="6359451" type="COMPANY" weightage="100" keywordseo="motorcycle">Motorcycle</keyword> sales alone registered a growth of 76% to 1,60,295 units from 91,280 units a year ago. HMSI also recorded 42% increase in scooter sales to 1,95,431 units from 137,863 units in May 2013. The company now holds 24% share in the domestic two-wheeler market. 
 <keyword id="6357252" type="COMPANY" weightage="100" keywordseo="Hero-MotoCorp">Hero Motocorp</keyword>, India’s largest two-wheeler manufacturer, led the pack in pure volumes. The company sold 6,02,481 units in May 2014, registering 8% increase in sales from 5,57,890 units in the previous year. Riding on volumes driven by new launches, Hero Motocorp holds the highest ever despatch sales for any non-festival period in May 2014. 
 
Anil Dua, senior vice-president of the marketing and sales division at Hero Motocorp, said, “The year has started well with record-breaking sales in both April and May.” 
(Image: Hero Motocorp)

Two-wheeler Sales Have A Good Run In May 2014

<div class="KonaFilter image-container float_right"><div class="image">PortfolioHonda associates at a plant in Lincoln, Ala., that recycles 80 million pounds of scrap metal each year.</div></div>The path to writing "<a href="http://www.amazon.com/Driving-Honda-Inside-Innovative-Company/dp/1591844738/ref=sr_1_1?ie=UTF8&amp;qid=1406556431&amp;sr=8-1&amp;keywords=Driving+Honda%3A+Inside+The+World%27s+Most+Innovative+Car+Company">Driving Honda: Inside The World's Most Innovative Car Company</a>" began with a question that perplexed me: If globalization was supposed to be such a boon to multinationals, why are so many large manufacturers struggling to make money outside of their home markets? 
Few global manufacturers would admit it publicly, but in many private conversations with executives I heard some version of this statement: "We're selling more products than ever in China and South America and other emerging markets, but our profit margins there are minuscule to flat, when they even exist."
To address this puzzle, I sought to find companies that could serve as successful models for multinationals operating in a globalized commercial environment; I hoped to identify the characteristics that make an individual business more likely to generate high profit margins, innovate, behave in socially responsible ways, and be strategically creative wherever it establishes a foothold. Almost immediately, Honda Motor Co. fit the bill.
To begin with, Honda has looked outward from its home shores well before other manufacturers considered making or even selling products overseas. As long ago as the 1950s, when Honda was only a few years old, the company's founder, Soichiro Honda, bemoaned the limited growth opportunities in "little Japan," declaring that Honda Motor must "maintain an international viewpoint" and perceive the rest of the world as its potential customer base and factory footprint.
It's no surprise, then, that Honda began selling motorcycles in the U.S. as early as 1959 and autos a few years later. Nor that Honda stunned the auto industry with its 1974 Civic, the first car to meet stringent U.S. Clean Air Act emissions standards even as the large American automakers and Toyota were claiming it was impossible to economically produce an engine that lived up to the act's goals. Or that Honda became the first non-domestic automaker to successfully manufacture cars in the U.S. when it opened its Anna plant in 1982.
Honda's aggressive early globalization strategy in the U.S. was followed by similar successful forays in other parts of the world: It was the first Japanese company to produce cars in China and its earnings record in India and Southeast Asia and other far-flung regions is the envy of the auto industry. 
In large part because of its approach to global operations, Honda, a relative industrial newbie, has a lot to boast about: By a large margin, Honda is the preeminent engine maker in the world with an output of more than 20 million internal combustion motors annually; Honda has never posted a loss in its history, and its automobile operating profit ratios of about 5% consistently top the industry; Honda's stock price has nearly doubled since September 2008, when the global economy collapsed; and Honda vehicles are the most durable and long-lasting of any automaker, with 75% of its cars and trucks sold in the last 25 years still on the road. 
What then has made Honda excel so adeptly as a global multinational? The secret strategic sauce that distinguishes Honda from other manufacturers can be broken down into five ingredients:
<h3>1. Don't globalize, localize.</h3>
Unlike Toyota and most other multinationals in any industry, Honda is not a top-down company, controlled by headquarters. Instead, Honda manufacturing subsidiaries virtually everywhere around the world operate as autonomous companies, designing and producing vehicles based on local conditions and consumer behavior.
 In "<a href="http://www.amazon.com/Machine-That-Changed-World-Revolutionizing/dp/0743299795/" target="_blank">The Machine That Changed </a><a href="http://www.amazon.com/Machine-That-Changed-World-Revolutionizing/dp/0743299795/" target="_blank">the World</a>," the landmark book about automobile lean manufacturing, the authors praised Honda's localization strategy for "its conviction about doing it all in one place" - in other words, combining engineering, design, and manufacturing functions in each of its large local facilities. By contrast, virtually all industrial companies keep R&amp;D and other technical and design functions close to home, where they can be managed by executives who are miles removed from local preferences and circumstances.
<h3>2. Embrace paradox.</h3>
Honda is a questioning, knowledge-rich organization, which demands that its workers at all levels continually poke holes in the status quo. They do that through daily, often spontaneous meetings known as "waigaya" during which decisions, large and small, are reevaluated and turned on their head in hopes of finding a better strategic or tactical choice. 
Throughout its relatively short history, Honda has welcomed paradox as a way to promote critical thinking and reassess the so-called common wisdom, shaping new responses to ingrained expectations. As one Honda executive put it: "Waigaya to me means perpetual dissatisfaction. At our company, self-satisfaction is the enemy." The value of this system to a multinational organization is immeasurable. 
Nothing is more important for global companies today than having the dexterity to be simultaneously local and international, to swiftly respond to regional preferences while scaling operating tactics and manufacturing improvements around the world. And as Honda's success in the international arena demonstrates, this capability is directly linked to unremittingly reexamining with every new automobile model - more broadly, with every new undertaking what is already believed to be true.
<h3>3. Robots? Not so fast.</h3>
Even as most major industrial corporations view robots and other forms of automation as the best way to reduce costs and maintain productivity, Honda prefers a different path. Honda's factories are purposefully the most labor intensive in the auto industry, employing robots only in areas that are dangerous or otherwise obviously less fit for humans than machines. 
Honda believes that assemblers become disengaged and their enthusiasm for their jobs and, by extension, local innovation is muted by the presence of machines whose sole purpose is to build cars cheaper and faster than humans. 
As Honda sees it, that output and quality standards are too often set to the levels that the technology can achieve and rather than the boundless creativity of human imagination. Consequently, to enhance performance in a local facility, a new piece of equipment would have to be purchased, instead of a new potentially revolutionary process invented. "Once you automate, you're incapable of further improvement," said Sean McAlinden, chief economist at the Center for Automotive Research, paraphrasing Honda's perspective.
<h3>4. Put an engineer in the hot seat.</h3>
Since Honda's founding in 1949 all of the company's CEOs (including the father of the company, Soichiro Honda) have been engineers, veterans of Honda's prized autonomous research and development unit. That's an extraordinary record: Conventional wisdom among multinationals holds that the most effective chief executives are specialists in marketing, sales, or perhaps accounting - anything but engineering. 
As a result, even CEOs in technologically based industries, like pharmaceuticals or computer hardware and software, tend to know little about designing or manufacturing the products that they sell or managing the global supply chain or factory footprint. That's often why CEOs favor centralization in which their most loyal lieutenants near headquarters oversee distributed operations, acting as both a trusted proxy and informant for the chief executive. 
Reared in R&amp;D, Honda CEOs' strengths lie in product and process innovation, primarily in designing new vehicle models and features and in conceiving fresh techniques for building them faster and better. Consequently, their success as managers is measured not by quarter-to-quarter results but instead by how well they cultivate individual creativity throughout the organization and how well they disburse Honda's unique corporate culture to its decentralized localization strategy to produce continuous innovation.
<h3>5. Focus on factory flexibility.</h3>
Unlike other manufacturers, Honda can seamlessly produce multiple autos on a single assembly line, one after another, and switch a line over to a newly designed vehicle within hours. By contrast, it can take months for Honda's rivals to retool a factory for a new vehicle. 
One way Honda achieves this is through in-house engineering co-located at each major production facility, serving as an independent operation that is focused solely on local needs. Any problems that arise in the flexible factory can be addressed immediately by this team - which at most companies resides near headquarters and reports to corporate top executives - ensuring that the steady stream of automobiles going through the line is not impeded. 
Such an efficient and nimble factory is the Holy Grail for all manufacturers and Honda has earned high marks from auto analysts for its ability to deftly navigate this challenge. In globalization terms, the advantage Honda gains is in being able to alter production and capacity of individual models at a moment's notice, depending on local sales trends and the success of competitive brands.
Honda invented the flexible factory through an innovation known as synchronized engineering: all of the vehicles coming into a factory's assembly zones share common designs, such as similar locations and installation techniques for functions like brakes or transmission. As a result, assemblers are agnostic about which car they are building because in the factory only small variations differentiate, say, an Odyssey from an Accord V6.
Jeffrey Rothfeder is an award-winning journalist and former editor-in-chief at International Business Times. His latest book is "<a href="http://www.amazon.com/Driving-Honda-Inside-Innovative-Company/dp/1591844738/ref=sr_1_1?ie=UTF8&amp;qid=1406556431&amp;sr=8-1&amp;keywords=Driving+Honda%3A+Inside+The+World%27s+Most+Innovative+Car+Company">Driving Honda: Inside The World's Most Innovative Car Company</a>."

5 Brilliant Strategies That Make Honda One Of The World's Most Innovative Companies

If 2014's efforts were anything to go by, we think we're living in a golden era for advertising. There were plenty of <keyword id="45464" type="ORGANIZATION" weightage="20" keywordseo="ADS">ads</keyword> that got noticed and made agencies beat the trumpet and clients proud. 
 
 We, at Business Insider India, asked four top advertising honchos which were the <keyword id="857703" type="UNKNOWN" weightage="20" keywordseo="best-ads">best ads</keyword> of the year 2014, and this is what they had to share. 
 
Rajiv Rao, National Creative Director, Ogilvy &amp; Mather 
 1. <keyword id="735213" type="ORGANIZATION" weightage="20" keywordseo="Nescafe">Nescafe</keyword>: Stammering Stand-up Comedian 
 
Beautiful idea meets brilliant execution in this ad. The story of a stammering stand-up guy was a very unique and endearing. People immediately warmed up to it and felt the need to go beyond clicking the Like button. It was shared and talked about. In this day and age, amongst a hundred ads that crowd our television and social media pages every day, that’s ‘effective’. 
 
2. Idea: No Ullu Banaoing 
 
A strong proposition that works across not one ad but an entire campaign. It literally shows how today everyone has the power of internet in their hands. Several plots offered relatibility across consumer segments. More importantly “No ullu banoaing” has become a popular catch phrase of sorts. And that’s ‘effective’. 
 
Rohit Ohri, ‎Executive Chairman Dentsu India &amp; CEO Dentsu Asia Pacific (South) 
 
1. Nescafe: It all starts 
Perfect execution of a great life story. Love the honesty and the simplicity. Touches the heart. 
 2. <keyword id="15491" type="COMPANY" weightage="20" keywordseo="Airtel">Airtel</keyword>: Smart Phone Network 
The Smart Phone Network finds a place, effortlessly, in today’s relationships. An ad that generated a lot of talk… perfect for a phone network. 
 
3. DBS: Chili Paneer 
Lovely story… beautifully told. What all advertising should be today. 
 
4. Honda: Corporate Ad 
An inspiring way to build brand familiarity for the Honda Wing Mark. Honda connect with piece of communication with the heart of India. 
 
 
5. Durex: Ranbir Singh 
Do the rex… a great idea born out of a brand name. The creative was very shareworthy. Created buzz 
 
Santosh Paddy, Co-Founder &amp; Chief Creative Officer, Taproot, India 
 
 
 
1. The Airtel Boss: It was talked about at Prime Time show by a leading news channel. It was very viral and an effective commercial as per. 
 
2. Center fresh: They took on the category whether it was cameras or toothpaste. I thought that these ads were very wacky. They really managed to do something mind blowing and bizarre. 
 
3. Mumbai Mirror: I think this work by us was a powerful piece as not too many brands take a negative stand. It was very brave and courageous positioning that the client agreed to. Today everybody wants to talk about good things, nobody can even think about taking a negative stand, forget how they will be perceived. At the presentation level only it gets killed or cornered. Abhinay has done a great job at story telling. 
 
 4. <keyword id="138037" type="COMPANY" weightage="20" keywordseo="Tanishq">Tanishq</keyword>: There are plenty of ads that are released around Diwali but this is one ad that stands out. I think it is very insightful and very true to a lot ofyouth in India today. They know that they can’t compete with their dads but it is not what you gift or how expensive is your gift but about if you have that emotion to brings gift for you mom or dad. This ad really captures the emotions very well and Tanishq has been doing some great work. 
 
5. The KBC: Again very good positioning. 
 
Swapan Seth, Chairman at Equus Red Cell 
 
1. Nescafe: Stand up comedian. Brilliant insight, fabulous script. Flawless execution 
 
2. Titan Raga: Ditto 
 
Images: Ad grabs from YouTube

The Best Ads Of 2014

Maruti Suzuki is going to turn India into its global manufacturing hub for its upcoming premium compact car ‘Baleno’, which will debut in India on October 26. 
 
Suzuki, which has 56% stake in Maruti, will start exporting its upcoming ‘Baleno’ to over 100 countries, including Italy, France, Germany, Netherlands, Belgium, Denmark, etc. 
 
This is Maruti Suzuki's first attempt in the premium compact segment and will make a. Baleno was unveiled at Frankfurt Motor Show in September and will compete with Hyundai's Elite i20 and Honda's Jazz, among others. 
 
Baleno will have a 1.2litre petrol engine (manual and automatic variants) and 1.3-litre diesel engine. 
 
"Baleno has been developed for the global markets and India will be the exclusive manufacturing hub for the car," R S Kalsi, executive director (marketing and sales) at Maruti Suzuki, told TOI here. 
 
This will be a big achievement for the company and workers at Manesar factory said that it was a proud moment for them as a vehicle made at Indian facility will be sold in Japan. 
 
After S-Cross, Baleno will be the second car to be sold through Maruti's premium retail network 'Nexa'. 
 
(Image: Indiatimes)

‘Made in India’ Maruti Baleno to ply on international roads soon

From <a href="http://www1.businessinsider.in/searchresult.cms?query=petrol+cars&amp;sortorder=effectivedate">petrol</a> to diesel to petrol again, carmakers are adjusting their sails and tweaking plans to sell more vehicles along with following guidelines of the Supreme Court, which has put a temporary <a href="http://www1.businessinsider.in/searchresult.cms?query=diesel+ban&amp;sortorder=effectivedate">ban on sale of diesel vehicles</a> in Delhi-NCR. 
 
Few years back when <a href="http://www1.businessinsider.in/searchresult.cms?query=automobile+manufacturers&amp;sortorder=effectivedate">automobile manufacturers</a> were making petrol versions, they had to shift to diesel as it was made cost-efficient due to government subsidy. 
 
Now, since diesel has been banned, carmakers are going back to making petrol-run vehicles to boost sales. 
 
READ ALSO: <a href="http://www.businessinsider.in/Ban-on-diesel-run-taxis-comes-into-effect-in-Delhi-NCR/articleshow/52066060.cms">Ban on diesel-run taxis comes into effect in Delhi-NCR</a> 
 
The share of petrol-run models, which was 42% of total passenger vehicle sales three years earlier, accounted for 56% of India's <a href="http://www1.businessinsider.in/searchresult.cms?query=passenger+vehicle+sales&amp;sortorder=effectivedate">passenger vehicle sales</a> in the fiscal year ended March 31. 
 
With demands shifting gears, carmakers are finding it tough to adjust as components change and more investments are required. 
Three years back, Honda had invested Rs 2,500 crore, set up a diesel component line and a forging unit. 
 
Likewise, <a href="http://www1.businessinsider.in/searchresult.cms?query=toyota&amp;sortorder=effectivedate">Toyota</a> Motor had raked in Rs 1,000 crore for a diesel engine facility and the factory was set to be inaugurated next month. 
 
Toyota Kirloskar's sales and marketing head, N Raja, told ET customers were worried that the ban may spread to smaller diesel vehicles as well and that inquiries for the company's petrol cars had doubled in the NCR. "We have been revising our production plans to meet this shift in demand," he said. 
 
<a href="http://www1.businessinsider.in/searchresult.cms?query=Honda&amp;sortorder=effectivedate">Honda</a> is also planning on changing its supplies more in favour of petrol-run vehicles and <keyword id="42747" type="CITY" weightage="20" keywordseo="Tata-Motors">Tata Motors</keyword> has come up with new Revetron petrol engine in the Tiago and Kite 5 models. 
 
Even <a href="http://www1.businessinsider.in/searchresult.cms?query=maruti&amp;sortorder=effectivedate">Maruti</a> is not going to establish a diesel engine plant in Gurgaon. 
 
(Image: Indiatimes)

Carmakers are shifting gears as diesel ban drives sales of petrol-run vehicles

<div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"></div></div></div>Good morning! Here are the 10 stories you need to know about in markets today.
<keyword id="6354868" type="COUNTRY" weightage="60" keywordseo="UK">UK</keyword> House Price Growth Has Now Been Slowing For Six Months. According to the Royal Institution of Chartered Surveyors, <a href="http://www.bloomberg.com/news/2014-12-11/u-k-house-price-growth-slows-for-a-sixth-month-rics-reports.html">prices grew at their slowest pace in about 18 months in December, Bloomberg reports</a>. 
Argentina's Stocks Got Hammered. <a href="http://www.businessinsider.com/argentina-is-getting-clobbered-2014-12">Argentina's main stock index ended the day nearly 7% down</a>, a second day of heavy losses after oil prices dropped even further. 
Honda And Nissan Are Recalling Half A Million Cars. <a href="http://www.businessinsider.com/r-honda-to-recall-about-400000-more-cars-for-takata-air-bag-2014-12">Honda is recalling 400,000 cars</a> as a precaution against potentially deadly airbags made by Takata Corp, and <a href="http://www.businessinsider.com/r-nissan-to-recall-around-152000-cars-worldwide-over-takata-air-bags-2014-12">Nissan is recalling another 152,000 for the same reason</a>.
China Is Pushing Banks To Step Up Lending. <a href="http://www.businessinsider.com/r-exclusive-china-tells-banks-to-step-up-lending-to-lift-flagging-growth-2014-12#ixzz3LZNiMhUo">China has told its banks to issue more loans in the final months of 2014</a> and has relaxed limits on their loan-to-deposit ratios to help hit a record new lending target as the government steps up efforts to lift flagging economic growth, according to a Reuters exclusive. 
But Mark Mobius Says China's Stock Boom Is Just Getting Started. The Templeton Emerging Markets Group chairman said that the current <a href="http://www.bloomberg.com/news/2014-12-10/mobius-says-china-s-bull-market-is-just-getting-started.html">rapid rise in the Shanghai stock index is the beginning of a long-term bull run, according to Bloomberg</a>. 
Italy's Industrial Output Is Coming. At 9 a.m. GMT, we'll get a look at how the manufacturing base of Europe's third-largest economy is holding up. Analysts are expecting a 0.3% increase in October, despite France's bleak figure yesterday. 
Lending Club Priced Its Shares At $15. The online loan marketplace, which is about to offer its first public shares raised its share price to $15, above the initial target range. <a href="http://www.ft.com/cms/s/0/261f046e-80b9-11e4-b5cf-00144feabdc0.html#axzz3LZTnn938">The move values the company at around $5.4 billion (£3.44 billion) according to the Financial Times</a>. 
German Inflation Got Confirmed At 0.5%. <a href="http://uk.businessinsider.com/german-inflation-just-got-confirmed-at-0-2014-12">Germany's Harmonised Index of Consumer Prices is up just 0.5% in the year to November</a>, confirmed at the second estimate. That's the lowest level since the recession that came immediately after the financial crisis. 
Putin Is In India. <a href="http://www.businessinsider.com/afp-sanctions-hit-putin-visits-india-to-boost-energy-trade-ties-2014-12#ixzz3LZSFauAf">Russia's President Vladimir Putin will hold talks Thursday with India's new prime minister</a> as his sanctions-hit country seeks to strengthen energy, defence and strategic ties in Asia. 
Asian Markets Are Sinking. Japan's Nikkei closed down 0.89%, while Hong Kong's Hang Seng is currently down 1.08%, and China's Shanghai Composite is down 0.66%.

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