Honda was an inventive genius with a large ego and a volatile temperament. His main concerns were not about the profitability the company or products, but rather to show his innovative ability by producing better engines. Fujisawa on the other hand thought about the financial section the company and how to market the ideas. He often challenged Honda to come up with better engines. By specialising in their own abilities the two them were able to pool together resources and function effectively as a team.
Another strength was the way the company utilised market
Strengths in design advantages and production methods meant they were able to increases sales in Japan even though there was no organisation within the company. Once there was a large enough demand for products, mainly the supercub, Honda both in Japan and in America, moved from a sale on consignment basis to one that required cash on delivery.
This seemed a risky decision to make at the time but within three years they had changed the pattern within the motorcycle industry by shifting the power relationship from the dealer to the manufacturer.
Mr Honda had cultivated a “success against all odds” culture into the company. This was tested when he sent two executives to the U.S with no strategy other than to see if they could sell something.
The weaknesses within an organisation can become irrelevant if the strategy is strong and there is good leadership.
An element luck also helped Honda follow an emerging strategy.
Restrictions placed on funds by the government for the U.S venture forced Honda to take an alternative route. If they had all the funds necessary they may well have gone through the normal distribution channels.
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