Essay PreviewMore ↓
The alliance between Honda and Rover from 1981 to 1994 was thought to be a successful case at that moment. However, four years after the end of the relationship, Rover still just had all those old models in its product portfolio. On the other hand, it was said that because of the end of the relationship, Honda was put back by four years (Button 2005).
This report is divided into two parts. In the first part, the Honda-Rover case is discussed in terms of their capacity and incentive to deliver in the alliance, what they wanted from each other, and what was the outcome of the alliance and why it brought limited benefit to Honda and Rover. In the second part, the reasons are presented to show why Tata might do better than Honda by establishing its engineering expertise in UK.
I. The alliance between Honda and Rover
Before the collaboration- the capacity and the incentive to deliver
After a period of continuing growth, the stagnant sales growth of the automotive industry in the late 1970s led all car makers to start to look for methods to fit the new climate. With the purpose of using money on research and development more effectively, spreading the risk of making main components in greater volume, and accessing to new market which were hard to enter, more and more automobile producers reached to the conclusion of collaborating with others. In addition, to remain independent, joint venture seemed to be the best answer. (Campbell, Stonehouse & Houston 2002)
The capacity and incentive
Honda, like other automotive companies, also came to the conclusion of firming a joint venture. At the moment, Honda was already famous for motorcycles in UK, but it was less well known in terms of the automobiles. While Honda’s cars enjoyed reputation for good quality and durability, the import restrictions limited its success it the European market. However, the European market was essential for the company’s global expansion. With the joint venture, Honda could avoid the restrictions on the import quota by assembling cars locally, because these cars would be considered locally produced. Moreover, a local partner could assumedly offer a better insight of the market.
At the same time, Rover was suffering from the hardship of the embarrassing sales of uncompetitive products but had no ability to fund the development of new models by itself. Meanwhile, the expertise skills gained from the previously amalgamated companies were not preserved.
How to Cite this Page
"The Alliance Between Honda And Rover." 123HelpMe.com. 24 May 2019
Need Writing Help?
Get feedback on grammar, clarity, concision and logic instantly.Check your paper »
- ... Honda shared management and production approaches. As a part of information exchange, joint development programs were initiated. Rover implemented and improved parts carry over system, strategic supplier relationships and also got access to supplier for JIT (just in time) systems. The workers were better with more authority and more amenities. For Rovers administrative costs declined b 9%, assembly line scrap cost declined by 50%. Quality improved while defects decreased by 10-90%. The response to order time decreased to 2 weeks from several months.... [tags: partnership, product, improvement, cost]
583 words (1.7 pages)
- Campaign Party: The Democratic Alliance 1. Introduction to the DA 2. Initiating the campaign 2.1. Charter 2.2. Project Statement 3. Planning the Campaign 3.1. Project Description 3.2. Project Goals and Objectives 3.3. Scope 4. Execution of the Campaign 4.1. Execution Strategy 4.2. Project Organisation 4. 3. Project Facilities and Resources 4.4 Project Stakeholders 5. References 1. Introduction: The Democratic Alliance (DA) is a South African political party that’s roots lie in the anti-apartheid movement of the 1970’s, at this time it was known as the Progressive Party, it renamed its self the Democratic alliance in the 1990’s.... [tags: campaign, planning, alliance, voters]
1378 words (3.9 pages)
- The Rover: A Critical Look at Behn’s use of Comedy When one pictures the literary and theatrical world of 17th century England, it is hard to believe that a woman as extraordinary and seditious as Aphra Behn was able to write and publish such revolutionary plays at the capacity she achieved. Having already seen six of her plays produced for stage, she was something of an “anomalous figure” in the theatrical community (Behn 14). However, the first known edition of her Restoration comedy “The Rover” was published anonymously with reference to the author as male in the prologue.... [tags: Woman, Gender role, Gender, The Rover]
1433 words (4.1 pages)
- The main objective of the project was to design, build and introduce at Jaguar Land Rover (JLR) a spreadsheet model that summarises the output of the press shop operations in the company’s plant in Halewood. This model will be employed by JLR in order to monitor and assess the press shop performance, as it generates summaries of the stamping operations that contain both summary statistics and comprehensive charts. The structure of the spreadsheet model, its main features and the way it was implemented at JLR have already been presented in part A (client report) of the dissertation.... [tags: Tata Motors, Land Rover, Jaguar Cars]
1114 words (3.2 pages)
- Kind Fortune in Aphra Behn's The Rover Fortune governs people's lives -- a reasonable conclusion considering the continuing presence of billboards advertising palm readers, colorful displays of horoscopes in magazines, and late night commercials marketing tarot card readings for only two dollars a minute. In her farcical comedy The Rover, Aphra Behn traces the fates of ladies of fortune, ladies of the night, men of honour, and men of disrepute as that sneaky rogue called Love entangles their lives.... [tags: Aphra Behn Rover Essays]
654 words (1.9 pages)
- Women and Men in Aphra Behn's "The Rover" Act one of the rover opens with two scenes which indicate that men and women occupy very different spheres. Compare and contrast the men and women in Act 1 scene1 and Act 1 scene 2. Aphra Behn sets the first scene of her play within a chamber in order to introduce a domestic sphere, allowing the audience to gain direct information about the characters and their inner views and ideas as they are hidden from the outside world. Consequently Behn is able to communicate to the audience the difficulties of a patriarchal society, this is portrayed by Helena and Florinda’s behaviour towards their brother, Pedro, who although maintains status due to his gend... [tags: Aphra Behn Rover Essays]
1596 words (4.6 pages)
- A Patriarchic Society in Aphra Behn's The Rover In her play The Rover, Aphra Behn uses the treatment of women to suggest the presence of a strong patriarchic society and what harm can become of it. The main female character Florinda is manipulated, used, and treated horribly by men in instances of near-rape, battering and beating, and foul language among other things. Behn also uses Willmore, one of the main male characters, and his attitude towards women to prove her point. By doing this, Behn is suggesting patriarchy is dangerous for women, and their lack of fighting against it presupposes what can happen to women over time if this strong patriarchic society is allowed to flourish.... [tags: Aphra Behn Rover Male Dominance Essays]
1108 words (3.2 pages)
- In Aphra Behn's “The Rover,” characters define relationships as a type of economy where value and use are key. This time period commodified love and sexuality, valuing financial success over meaningful relationships. The dowry system made rich women with a high status most desirable for marriage and their value was increased by their honor. Typical of seventeenth century literature, Behn plays with this ideology as “the language of love in Restoration comedies frequently draws on the language of commerce.”1 She expresses her beliefs on the “'interest,' 'credit,' and 'value'”2 associated with love and sexuality through the different prices placed on her characters.... [tags: Aphra Behn, economy, love, sexuality, language]
2475 words (7.1 pages)
- An Edition of The Rover This project grew out of an exercise designed primarily to give graduate students practical experience in the processes of textual bibliography. It was continued and completed based on two beliefs: first, that the errors found amoung extant editions are significant enough to warrant further revision, and second, that the existence of a text with format and language accessible to modern readers is essential to the survival of this important work. With these aims in mind, we have worked to produce an edition of The Rover that respects not only the believed intentions of the author and the integrity of the earliest texts, but also the needs and concerns of conte... [tags: essays research papers fc]
978 words (2.8 pages)
- Honda CRX The CRX has been a vehicle way ahead of its time and a best seller for Honda for over twenty years since it was first introduced in 1985. It was inevitable from the start that there would be a reintroduction of one of the most sophisticated models ever introduced by Honda. Honda for over ten years has been seriously considering the redevelopment into the new concept version of the CRX. This vehicle would have similar past qualities, such as being a two seated hatchback and containing a spacious and luxurious interior as well as incorporating the technology of the future.... [tags: miscellaneous]
566 words (1.6 pages)
Indeed, both Honda and Rover had something to deliver each other. Honda had the capability in designing engines and gearboxes, where Rover had lost specialist and the ability to fund the development activities. In addition, Honda’s distribution network in Asia could be helpful for Rover’s products. For Rover, the excess capacity could be a quick and less risky solution for Honda’s expansion in the European market. Moreover, the design studio owned by the parent company of Rover-BL was appealing to the Japanese “as a means of improving products by making them more attractive to customers both at home and abroad” (Pilkington 1999). By having a joint venture, Honda could quickly have a base in the market that it wanted to develop, share the expense of research and development by supply main components to the partner, and use its existing distribution network more effectively by offering distribution channels to the Rover. On the other side, the excess capacity had been a headache for Rover. With the alliance, Rover could operated more efficiently by making use of the excess capacity and might earn itself a chance to regain the capability of making its products attractive to the customers.
During the collaboration- what did either side want from the alliance?
From the projects shared by the two firms, it could be seen that Rover had been trying to get more involved in the product design. However, it always failed to get where it wanted because of the veto Honda held. Also we could see that Honda successfully made itself become the supplier of Rover, not only on the major components of the cars, but also the facilities in the factories. However, this reminded us to think about what each side really wanted form the alliance.
For Honda, the purposes of forming the alliance with Rover could be from a few respects. First of all, although Honda was well-know for its motorcycles in UK, but much less for its cars. However, the import restrictions limited the extent to which Honda could develop the large European market (Campbell, Stonehouse & Houston 2002). By collaborating with Rover, Honda could quickly have a base of penetrating the market, because its cars could be assembled locally and sold as locally produced. Thus, Honda could avoid the limits from import restrictions. Moreover, compared to direct investment, the alliance also had less risk. Secondly, Honda’s cars had enjoyed the reputation for quality and reliability. However, for entering the European market, it was still necessary to Honda to get more understanding about the preference of the local customers. With a local partner, it would be easier for Honda to acquire the related information, even the applicable skills and technologies related to the product design. Last but not least, by forming the alliance, Honda could create a chance to be the supplier of major components and facilities of Rover; therefore, create more sales profit and spread the research and development expense as well.
As to Rover, firstly, the excess capacity had been a headache for the company. The manufacturing of Honda’s cars could make facilities operated more efficiently and also generate income for the company. Secondly, Honda’s reputation for product quality and reliability was what Rover lacked but without ability to fund. By involving in the product development in the alliance with Honda, Rover could learn how to improve the quality and reliability of its own products and regain the capabilities of designing the main components. Lastly, Rover could make use of Honda’s distribution network in the Far East area and increase the sales by export.
Due to the unequal of negotiation power, it was not difficult to tell that Honda had been making money from the agreement while Rover had been losing their independency and more and more relying on Honda. In addition, it was also clear that both Honda and Rover did not completely obtain what they wanted from the alliance.
After the collaboration- why the alliance brought little to each side
The expectations and realities
Mostly, the collaboration of Honda and Rover was considered successful. Firstly, the relationship lasted for more than a decade. Secondly, in 1990, Honda acquired 20% stake of Rover Group and BAe (Rover’s parent company at that moment) also took 20% stake of Honda UK, which even strengthened the relationship. However, when considering what each side wanted from the alliance, it was not really successful as it seemed.
Rover’s excess capacity did enable Honda to quickly increase the sales in the European market, and Honda did make money by supplying the major components to Rover. However, Rover’s lack of abilities did not let Honda acquire the insight of product design for European market in terms of styling and cabin interiors, which could be even more valuable for the long-term operation. On the other hand, in the beginning, Rover wanted to regain the capabilities of design to improve the quality and reliability of their own products though a short-term relationship. However, the relationship further weakened Rover’s capabilities in design and manufacture while Rover increasingly depended on Honda. Although it seemed that Rover did improve its product quality and increase its sales in European market quickly.
The reasons why the alliance brought little
The reason why the alliance brought limited benefit to either Honda or Rover could stem from several aspects. Firstly, Rover was incapable of giving what Honda wanted in product design. In addition, Rover’s weakness in financial status made it had no power in the negotiation with Honda, and therefore, became more and more dependent on Honda, which not only weakened Rover’s potential on profitability, but also further crippled the design and manufacture ability of the company. Secondly, the relationship between of Honda and Rover was on project-by-project basis. The fact that both companies had to bring their conditions to the negotiation table frequently might cause the instability of the relationship and lead the agreement to lack of the complete plan for long-term operation. Moreover, the resources had to be reallocated into different projects while the terms of projects usually overlapped, which could result in the ineffectiveness and confusion in the use of resources. Thirdly, once Honda found Rover incapable of offering the ability that could help it design products more attractive to the European market, it did not try to develop the ability with its partner during the period of the relationship. After all, for Rover, it was the case of lack of financial support, but for Honda, it had to overcome the difficulty came from the difference of culture. Had Honda chosen to develop the ability of designing the products for European market by letting Rover get more involved in the product development and funding the related activities, with such a long period of the relationship, it surely could have learnt something more. Finally, the difference of culture and language increased the difficulty of communication. In addition, the culture distance could affect the extent of closeness between the two parties and have negative influence on the mutual trust, which might result in the higher uncertainty of the relationship in the future and guide the ways of thinking of both sides in the negotiations.
II. Tata’s way of penetrating the European market
The engineering ceter in UK
In today’s automotive industry, the enterprises have no choice to compete in the global market if they want to survive. Tata, the rapidly growing automotive company from India, had established its own engineering center in Europe in 2005. Tata Motors European Technology Centre (TMETC) was located in the UK, where the alliance of Honda and Rover took place. Both Honda and Tata are from Asia; however, the location is the only similarity of their strategies of penetrating the European market.
Why might Tata succeed where Honda failed?
Tata had different thinking from Honda when it wanted to develop the European market. The diffidence between Tata and Honda is why Tata ‘s way may work better than Honda’s and can be seen from several aspects.
First of all, while Honda chose to form the alliance, Tata chose to establish its engineering expertise in house. According to Tombat A. mentioned in a report about the Tata’s technologies developing activities, “Tata Motors' experience has proved that the development of in-house technical skills is not only more cost-effective than outsourcing, but also has longer term benefits for the company.”(Tombat 2007) In addition, a wholly owned research and develop center enables Tata to use the resources more flexibly allows Tata to generate related knowledge on an ongoing basis and much more space for the long-term plans. Meanwhile, the technologies and capabilities would be dedicated for the company and most fit the company’s needs.
Secondly, local specialists with abundance of experience and capabilities were hired to corporate with the professionals from India. While the capable experts belong to the same company, there would be less chance of interest conflict and the relationship among the staff would be more stable, which is favorable for the corporation.
Thirdly, the direction of the engineering center is different form others. Kike Tombat A. indicated in the report, “one of the biggest strengths TMETC can bring to Tata Motors is its ability to identify and lead the development of disruptive technologies” (Tombat 2007). As a new investor, Tata has no burden and is able to do something different with its competitors. Tough the outcome may not be told at this moment, it is an opportunity for Tata to gain the niche of distinct advantages.
Finally, both companies use the same language, which makes the communication much easier. Moreover, the fact that India used to be the colony of UK also shortens the culture distance between the two firms. Actually, the close relationship between the staff might be the most important factor to make everything work. Just like what the head of the TMETC-Dr Clive Hickman said, "Without those synergies, it would not work at all,"
Tata chose to establish its own engineering center while Honda used alliance as a way to develop the European market. From the aspects mentioned above, it can be seem that Tata might have more chances to succeed where Honda failed to reach its goals.
To survive in the today’s automobile industry, the manufacturers have to compete in the global market without choice. Therefore, joint venture and alliance are so common in this industry. However, in the Honda-Rover case, the alliance did not really give what each side wanted from it, although both side really had something to give. Tata, on the other hand, chose a different way to build its own engineering center in the UK instead of forming alliance with another company. Although the outcome may not be so clear at this moment, it could be seen that there is more possibility for Tata to succeed when compared to Honda.
Button L 2005, ’Why did BMW buy Rover?’ AROnline, derived 4 May 2008, from http://www.austin-rover.co.uk/index.htm?whydbbrf.htm
Campbell,D, Stonehouse, G & Houston B 2002, ‘Case Study 11: Honda-Rover: How successful was it?’, Business Strategy- An Introduction, 2nd Edition, Butterworth-Heinemann, Oxford, pp. 412-417.
Motor Trader 1995, ‘THE split between Honda and Rover in the UK left many wondering how the Japanese marque would market itself after shadowing its British partner for so long.’, Motor Trader, derived 3 May 2008, from
Pilkington A 1999, ‘Strategic alliance and dependency in design and manufacture: the Rover-Honda case’, International Journal of Operations & Production Management, 19,5-6, 460-73.
Pollack A 1994, ‘Honda Plans to Cut Ties with Rover’, New York Times, derived 1 May 2008, from http://query.nytimes.com/gst/fullpage.html?res=9F01E3D8133BF931A15751C0A962958260
Tombat A 2007, ‘Global challenges, hi-tech solutions’, Tata Group, derived 1 May 2008, from http://www.tata.com/0_knowledge_centre/technology/articles/20070314_tmetc.htm