BỘ GIÁO DỤC VÀ ĐÀO TẠO

TRƯỜNG ĐẠI HỌC MỞ THÀNH PHỐ HỒ CHÍ MINH

KHOA ĐÀO TẠO ĐẶC BIỆT
------------

STRATEGIC MANAGEMENT

HONDA VIETNAM

Lecturers: Huỳnh Kim Tôn

Class: QT20DB02

Group 1:
1 Trương Tiểu Bảo (Leader) MSSV: 1954012026
.

2 Nguyễn Thị Mỹ Hạnh MSSV: 2054012084

.

3 Đặng Nguyễn Phương Linh MSSV: 2054012157

.

4 Bùi Vũ Uyển My MSSV: 2054010395

.

5 Tôn Thuý Ngân MSSV: 2054010442

.

6 Phạm Thị Cẩm MSSV: 2054012035

.
 Ho Chi Minh City, April, 2023
TABLE OF CONTENTS
I/ COMPANY OVERVIEW.................................................................................3

1. GENERAL INTRODUCTION:.................................................................................3
2. VISION............................................................................................................................3
3. MISSION:........................................................................................................................3
4. OBJECTIVES:...............................................................................................................4
5. STRATEGIES:...............................................................................................................4
II/ HONDA’S EXTERNAL OPPORTUNITIES AND THREATS......................6

III/ COMPETITIVE PROFILE MATRIX (CPM)................................................7

IV/ EXTERNAL FACTORS EVALUATION (EFE) MATRIX..........................9

V/ HONDA’S INTERNAL STRENGTHS AND WEAKNESSES....................10

VI/ INTERNAL FACTORS EVALUATION (IFE) MATRIX..........................12

VII/ SWOT- BCG- IE-QSPM. GIVE ADVANTAGES AND

DISADVANTAGES OF ALTERNATIVE STRATEGIES...............................13

VIII/ RECOMMENDATION SPECIFIC STRATEGIES..................................22

I/ COMPANY OVERVIEW
1. GENERAL INTRODUCTION:
Honda Vietnam is one of the leading companies in the field of automobile and
motorcycle manufacturing in Vietnam. This company was established in 1996
and is headquartered in Ho Chi Minh City. Currently, Honda Vietnam is
considered as one of the leading automobile manufacturers in the Vietnamese
market.
Honda Vietnam specializes in manufacturing and distributing motorcycles
including digital cars, scooters and manual scooters. In addition, the company
also manufactures and distributes cars such as: Honda Civic, Honda City, Honda
CR-V, Honda Jazz, Honda HR-V.
Honda Vietnam is highly appreciated for product quality and customer
service. The company always focuses on improving and improving product
quality and customer service. Products of Honda Vietnam are suitable for the
needs of Vietnamese consumers and are also accessible to many people.
Honda Vietnam not only creates good products and services, but it also
actively contributes to social activities such as supporting Agent Orange victims,
contributing to educational and physical development activities. sports. With
such achievements, Honda Vietnam has become one of the pioneering
companies in the field of manufacturing and distributing car and motorbike in
Viet Nam.
2. VISION
2030 : Bringing "free, safe and comfortable life",

Spread the joy of everyone.

 Lead the healthy development of "moving society" and pursue the mission of
improving the quality of life.

3. MISSION:
Maintaining a global perspective, we do our best to provide the best quality
products at reasonable prices to satisfy our customers all over the world.
4. OBJECTIVES:
Producing products that satisfy customers. Honda aims to be carbon neutral
by 2050, gradually realizing the Government's vision of "no more traffic deaths"
by 2045. 3 goals by 2050 include: zero CO2 emissions; use 100% carbon-free
energy and 100% use of sustainable materials.
5. STRATEGIES:

a) Building a brand identity system:

- Name: HONDA – strong, unique, font designed with red capital letters
showing strength and creativity

- Logo: Looking at this logo, everyone knows this is the logo of Honda Vietnam.
This familiar bird logo has left a very deep impression in the minds of
Vietnamese people

- Slogan: "The Power Of Dream". Everyone has a dream, an active goal that
makes our lives more profound and meaningful. When we follow our dreams,
we feel empowered.

b) Brand development strategy:

* Low cost strategy:

Honda's goal is to create a competitive advantage by creating products at the

lowest cost. Honda also focuses on the strategy of developing a variety of
product lines targeting different target customers, from car lines. from the low-
priced segment to the high-end segment. Honda offers Wave alpha motorcycles
priced from VND 13,000,000, durable quality, compact design suitable for the
needs of rural consumers - low income. This low-cost competitive strategy has
helped Honda dominate the rural market of 70% of Vietnam's population

* Differentiation strategy:

Honda products are known for their durability, beauty, powerful engines and
fuel economy. With any product line, Honda always innovates designs and
techniques to suit consumers. In addition, Honda also introduced into Vietnam
market a high-quality product line such as SH motorcycle and most recently,
Super Cub C125. This is a high-end product line with many unique and
outstanding features to target high-income customers, young people, who like
trendy and classy products.

* Strategy focus:

In addition to the above product line, Honda also offers a number of product
lines suitable for female customers such as convenience and fashion while the
price is only average. This is a very easy to use vehicle, no need for clutches,
gears, a large storage box that can hold many important things... this vehicle has
many rich, unique, luxurious and suitable designs. with the personality of young
people, especially women. Therefore, Honda scooters are more and more
popular. Honda Vietnam Company has launched a new type of scooter called
Click, and then respectively: Air Blade (April 2007), Click Play (September
2008), Lead (December 2008).

c) Brand promotion communication:

 Honda is a very strong brand in advertising communication, with advertising
campaigns ranging from television to Outdoor advertising. On the roads we can
see Honda ads, loud ads for their new product lines, or just propaganda about
traffic safety. Moreover, advertising Television is Honda's strength with dense
advertising TVCs and is carefully focused on the young vitality of Vietnam.
=>Honda Vietnam has a business strategy suitable to the market and has
achieved much success with motorcycles.

II/ HONDA’S EXTERNAL OPPORTUNITIES AND THREATS

External Opportunities:
- Culture-society: Motorcycle is a popular means of transport. Vietnamese
people have a habit of using motorbikes to travel short distances and often. The
demand for motorbikes in Vietnam is always at a high level

- Income level: People's income is increasing, especially in cities. In 2022, GDP

per capita at current prices is about 95.6 million VND per person, equivalent to
more than 4,100 USD, an increase of nearly 400 USD compared to 2021. Thus,
Vietnam's per capita income by 2030 will be nearly 2 times and by 2050 8 times
higher than current income. High income level means that the needs of potential
customers will be more diverse.

- Population: In Vietnam, the labor force is at working age accounting for over
60% of the population, which is a young and dynamic market. It can be seen that
the labor force is very abundant.

- The emergence of new markets: Emerging markets like China and India have
immense potential for growth and present new opportunities for Honda to
expand its customer base.
-Digital transformation: The rise of digital technology and the internet of things
presents opportunities for Honda to leverage these emerging technologies to
improve the customer experience and develop new products and services.

External Threats:

- Competition: The motorcycle and automobile industry is one of the industries

with very fierce competition in the market. Honda is now not only competing
with rivals such as Yamaha, SYM, Suzuki, .. but also with the appearance of
electric-powered motorbikes and cars of Vinfast. This is a huge challenge for
Honda today.
- Economy:
+ Petrol situation - crude oil price: In just over 2 months of 2022, the petroleum
market continuously set new records in price. With the increase in petrol prices,
it has a strong impact on the cost of transporting components, affecting the
purchasing power of customers. Not only that, customers' trends in choosing
travel products have also changed.
+ Inflation: In 2022, the world will face a record high inflation. Target inflation
of 4.5% in 2023 is a challenge for Vietnam's economy because there are a
number of factors that will put pressure on Vietnam's economy. inflation next
year. Vietnam is a country that has to import a lot of raw materials for
production, so the import of raw materials with high prices will affect costs and
prices, putting pressure on enterprises' production and thereby pushing up
commodity prices. domestic consumption increased, putting pressure on
inflation of the economy.
+ Tax: Currently, the import tax on spare parts and components of motorbikes
ranges from 20-30%, import tax on whole motorbikes ranges from 30-40%.
Some tax support policies will expire. force from the beginning of 2023 such as
the VAT reduction policy will cause the price of goods to rise again. In addition,
 the increase in wages from July 1, 2023 is likely to drag the prices of consumer
goods and services up.

III/ COMPETITIVE PROFILE MATRIX (CPM)

Honda's main competitors in the motorcycle market are: Yamaha, SYM,
Piaggio,...
 Yamaha: entered the motorcycle market 1 year after Honda VN, but has
occupied a relatively solid position in the Vietnamese motorcycle market.
Yamaha has an advantage over Honda in a very rich, diverse and trendy
category. Vehicles that are highly competitive with Honda such as Mio
Classico, Jupiter, Sirius,...
 Piaggio: entered the market quite late, but this car company focuses on the
high-end scooter market such as Vespa, Beverly, Liberty, ...

 CPM Competition Matrix:

STT Factors that make up Weight Honda VN Yamaha VN Piaggio VN

key work number

Rating Score Ratin Score Ratin Score

g g

1 Product quality 0.19 4 0.76 3 0.57 4 0.76

2 Price competitiveness 0.17 3 0.51 2 0.34 1 0.17

 3 Distribution network 0.12 3 0.36 2 0.24 1 0.12

4 Financial capability 0.17 3 0.51 2 0.34 2 0.34

5 Infrastructure 0.08 2 0.16 2 0.16 2 0.16

6 Advertising effectiveness 0.06 4 0.24 3 0.18 3 0.18

7 Marketing team 0.13 3 0.39 3 0.39 2 0.26

bring products to market

8 Loyalty of client 0.08 3 0.24 2 0.16 3 0.24

Total 1.00 3.17 2.38 2.23

point

Honda's competitiveness with a total score of 3.17 is higher than other

competitors

IV/ EXTERNAL FACTORS EVALUATION (EFE) MATRIX

Main external factors Weight Rating Weight

( Opportunity) Score
 Technology race 0.09 4 0.36

Abundant human resources 0.1 3 0.3

The demand for motorbikes is always at a high level 0.15 4 0.6

The average income of people reaches the middle-high level 0.15 2 0.3

The market is large and there are many potential customer 0.09 1 0.09
segments

Major external factors Weight Rating Weight

(Threatening) Score

The situation of petrol - crude oil price affects purchasing 0.05 2 0.1
power

Consumers are more and more inclined to choose products 0.07 3 0.21

Missing components 0.1 3 0.3

Inflation and tax rates 0.1 2 0.2

There are a lot of competitors 0.1 2 0.2

Total 1.00 2.5

=> The total score is 2.5, so Honda has the ability to cope with the external
environment quite well.

V/ HONDA’S INTERNAL STRENGTHS AND WEAKNESSES

Honda's internal strengths and weaknesses can be analyzed as follows:
- Internal Strengths:
Strong brand name: Honda has a strong brand identity with a reputation for
producing high-quality products and innovative technologies.
- Diverse product portfolio: Honda produces a wide range of products such as
automobiles, motorcycles, power equipment, and marine engines, which help to
diversify its revenue streams and mitigate against risk in any one specific
market.
- Distribution network: Honda Vietnam has a very wide distribution network.
Honda currently has 793 stores spread throughout Vietnam and is concentrated
in big cities (Hanoi 57 and Ho Chi Minh City 61 Head). On average, a province
will have 13 Honda Head stores. The number of Heads is relatively evenly
distributed across regions.
- Human resources: Honda Vietnam has solved quite well the problem of human
resources. Honda Vietnam has been attracting many highly qualified and skilled
workers. Currently, Honda Vietnam has more than 5000 employees. employees
are working at factories. Employees working at Honda Vietnam are all trained
and fully participate in the company's welfare regime. Therefore, the majority of
employees achieve high quality in terms of performance. That means the
product quality as well as the service quality of Honda Vietnam are also highly
appreciated by customers.
- Finance: Honda Vietnam Company is a joint venture company consisting of 3
partners: Honda Motor Company (Japan - 42% capital), Asian Honda Motor
Company (Thailand - 28% capital) and General Motors Corporation. engine and
agricultural machinery in Vietnam (30% capital). Investment capital is over 290
million USD. Honda Vietnam has invested more than 300 million USD to build
factories. With abundant financial resources, the company has continuously
invested in research as well as production line systems.
Internal Weaknesses:
- Honda is one of the famous car manufacturers in Vietnam. The company has
produced all kinds of motorcycles with very good quality. However, most of the
company's spare parts and machinery are imported, which greatly hinders the
assembly and repair of vehicles because of the scarcity.
- Honda stands out for its cheap but good quality car products. However, the
selling price of the products is still different and confusing for customers. In
addition, some products are priced too high, leading to a lot of inventory.
- Manufacturing workshop: Currently, Honda Vietnam has 3 production
workshops. It can be seen that the production facilities are not many and not
widely distributed.
- Management situation: there are many cars that have copied Honda's brand,
affecting the reputation of the company a lot.

VI/ INTERNAL FACTORS EVALUATION (IFE) MATRIX

Internal factors (strengths) Weight Rating Weight

Score

Brand reputation 0.1 4 0.4

High quality human resources 0.12 3 0.36

Financial capability 0.1 3 0.3

Wide distribution network 0.09 4 0.36

Product quality 0.12 3 0.36

Quality service 0.1 3 0.3

Internal factors (weaknesses) Weight Rating Weight

Score

Raw materials, spare parts, machinery 0.1 2 0.2

 Unable to control the selling price of the 0.1 2 0.2
product

Management situation 0.1 1 0.1

Production workshop 0.07 1 0.07

Total 1.00 2.65

=> A total score of 2.65 internal factors shows that Honda has a good brand
and quality.

VII/ SWOT- BCG- IE-QSPM. GIVE ADVANTAGES AND

DISADVANTAGES OF ALTERNATIVE STRATEGIES.

*SWOT

Opportunities Threats

O1: Every Vietnamese has T1: Effects of global supply

the need to own at least 1 chains causing shortages
motorbike to travel
T2: Importance of the
O2: Technology is supplier
increasingly being applied to
T3: Gasoline situation -
motorcycles
affects purchasing power
O3: Vietnam is a country
T4: The market is in
with abundant but cheap
recession
labor

T5: Substitute product

O4: Consumer's tendency to
choose fuel-saving products T6: The trend of using
 O5: Vietnamese consumers electric vehicles is increasing
prefer imported and branded
T7: Competitors
products

T8: Technological change

O6: The market is wide and
has many potential segments

Strengths SO strategic combinations ST strategy combinations

S1: Abundant financial 1: Leverage brand reputation 1: Developing a strategic

resources to expand market share (S1, strategy for backward
S2/O1, O5, O6) integration (S1 / T1, T2)
S2: Prestigious brand trusted
by users 2: Bringing new technology 2: Technology transfer (S1,
into products (S1, S6 / O2, S6/T5, T6, T7, T8)
S3: Quality products,
O4)
reasonable prices 3: Promote distribution
3: Hit the trend of fuel saving channel strategy (S4, S5, S6 /
S4: Excellent R&D system
and environmental protection T4, T5, T7)
and resonates in the market
of consumers (S4 / O4)
5: Enhance communication
S5: Distribution system all
4: Invest in communication and product promotion (S1,
over the country
and brand promotion (S1, S2, S3, S4 / T4, T5, T7)

S6: Technical staff S2 / O1, O5, O6

6: Launching new fuel-
efficient products or using
alternative fuels for petrol
such as electric vehicles (S1,
S2, S4, S5, S6 / T3, T5, T6,
T7, T8)
Weaknesses Các kết hợp chiến lược WO Các kết hợp chiến lược WT

W1: Low supply, mainly 1: Control retail distribution 1: Promote search for more
depends on parent company system (W4 / O3) suppliers and alternative
supply methods (W1, W2 /
W2: High input costs and 2: Fix product price listing
T1, T2)
costs issues as well as spare parts
(W3/O5) 2: Take advantage of low
W3: Can't control product
supply to control retailers
cost 3: Reduce costs and input
(W4/T1)
costs by using Vietnamese
W4: The production
human resources
workshop is small
(W2/O3,O6)

W5: Counterfeit goods

appear

*IE
 => IE matrix shows that Honda is currently in zone V, businesses should focus
on two strategies of market penetration and product development.

*QSPM

Market Penetration Product Development

Importanc Coefficient Score Importance Coefficient Score

e

Strengths

Brand reputation 0.14 4 0.56 0.1 2 0.2

High quality 0.1 2 0.2 0.13 4 0.52

human resources

High financial 0.1 3 0.3 0.12 4 0.48

capacity

Wide distribution 0.1 3 0.3 0.08 2 0.16

network

Quality products 0.08 3 0.24 0.1 3 0.3

Quality service 0.1 3 0.3 0.07 2 0.14

Machine spare part 0.06 1 0.06 0.11 3 0.33

Can’t control the 0.07 1 0.07 0.06 1 0.06

 Market Penetration Product Development

Importanc Coefficient Score Importance Coefficient Score

e

Strengths

Brand reputation 0.14 4 0.56 0.1 2 0.2

High quality 0.1 2 0.2 0.13 4 0.52

human resources

High financial 0.1 3 0.3 0.12 4 0.48

capacity

Wide distribution 0.1 3 0.3 0.08 2 0.16

network

Quality products 0.08 3 0.24 0.1 3 0.3

Quality service 0.1 3 0.3 0.07 2 0.14

selling price of the

product

Management 0.11 1 0.11 0.1 1 0.1

situation

Production 0.14 2 0.28 0.13 2 0.26

workshop

Total 1.00 1.00

Technology race 0.1 2 0.2 0.12 3 0.36

 Market Penetration Product Development

Importanc Coefficient Score Importance Coefficient Score

e

Strengths

Brand reputation 0.14 4 0.56 0.1 2 0.2

High quality 0.1 2 0.2 0.13 4 0.52

human resources

High financial 0.1 3 0.3 0.12 4 0.48

capacity

Wide distribution 0.1 3 0.3 0.08 2 0.16

network

Quality products 0.08 3 0.24 0.1 3 0.3

Quality service 0.1 3 0.3 0.07 2 0.14

Abundant human 0.1 2 0.2 0.10 3 0.3

resources

The demand for 0.13 4 0.52 0.10 2 0.2

motorbikes is
always at a high
level

The average 0.13 3 0.39 0.13 2 0.26

income of people
reaches the
middle-high level
 Market Penetration Product Development

Importanc Coefficient Score Importance Coefficient Score

e

Strengths

Brand reputation 0.14 4 0.56 0.1 2 0.2

High quality 0.1 2 0.2 0.13 4 0.52

human resources

High financial 0.1 3 0.3 0.12 4 0.48

capacity

Wide distribution 0.1 3 0.3 0.08 2 0.16

network

Quality products 0.08 3 0.24 0.1 3 0.3

Quality service 0.1 3 0.3 0.07 2 0.14

The market is 0.12 2 0.24 0.12 2 0.24

large and there are
many potential
customer segments

The situation of 0.08 2 0.16 0.08 2 0.16

petrol - crude oil
price affects
purchasing power

Consumers are 0.07 1 0.07 0.08 2 0.16

 Market Penetration Product Development

Importanc Coefficient Score Importance Coefficient Score

e

Strengths

Brand reputation 0.14 4 0.56 0.1 2 0.2

High quality 0.1 2 0.2 0.13 4 0.52

human resources

High financial 0.1 3 0.3 0.12 4 0.48

capacity

Wide distribution 0.1 3 0.3 0.08 2 0.16

network

Quality products 0.08 3 0.24 0.1 3 0.3

Quality service 0.1 3 0.3 0.07 2 0.14

more and more

inclined to choose
products

Lack of parts 0.1 1 0.1 0.12 2 0.24

Inflation and tax 0.07 1 0.07 0.07 1 0.07

rates

There are a lot of 0.1 2 0.2 0.08 2 0.16

competitors

Total 1.00 1.00

 Market Penetration Product Development

Importanc Coefficient Score Importance Coefficient Score

e

Strengths

Brand reputation 0.14 4 0.56 0.1 2 0.2

High quality 0.1 2 0.2 0.13 4 0.52

human resources

High financial 0.1 3 0.3 0.12 4 0.48

capacity

Wide distribution 0.1 3 0.3 0.08 2 0.16

network

Quality products 0.08 3 0.24 0.1 3 0.3

Quality service 0.1 3 0.3 0.07 2 0.14

Total score 4.56 4.7

*BCG:

In the Vietnamese motorbike and automobile market, Honda is considered a

leading brand with many products classified as Cash Cow, including Honda
CRV, Honda Civic and Honda City. Among them, Honda Civic and Honda City
have become two of the company's most prominent products over the years.
 Besides, Honda also has many Star products, including Honda Vision, Wave
Alpha and Honda SH motorcycles. In particular, Honda Vision is the company's
best-selling product with sales reaching 490,613 units in 2021, accounting for
24.6% of total motorcycle sales. Wave Alpha products also achieved significant
sales of 376,514 units, accounting for 18.9% of total motorcycle sales. Honda's
large displacement vehicles are also highly appreciated and are in the process of
converting to become Cash Cow products.

Star: Question Mark:

For Honda Vietnam, products such as
Honda also has many Star products,
Honda MSX, Honda Blade and Honda Lead
including Honda Vision, Wave Alpha
can be considered as potential stars. They
and Honda SH motorcycles. This means
are new products in the market but have
that they are growing rapidly and have
growth prospects and mark a new step for
the potential to become potential stars in
the company. However, they are also facing
the future. Honda Vietnam should invest
many challenges from competitors.
to maintain the position of these
Therefore, Honda Vietnam should invest to
products in the market and continue to
develop these products and make them stars
develop them.
in the future.

Cash Cow: Dog:

Products such as SH Mode, Winner, Old Honda motorcycle products or products
CRF, CB, Rebel... of Honda Vietnam
that are no longer popular in the Vietnamese
have achieved some success in the
market and have potential for future market such as Honda Dream, Super Dream,
development. These products are in the
CD, Future. Honda Vietnam should make a
development and growth stage. Honda
needs to maintain and develop these decision to cut down.
products Honda's large displacement
vehicles are also highly appreciated and
are in the process of being transformed
into Cash Cow products.

VIII/ RECOMMENDATION SPECIFIC STRATEGIES

Based on the BCG matrix above, here are some specific strategies and their
associated costs that I would recommend for Honda Vietnam:

Invest in marketing and promotion for the Honda AirBlade and Honda Wave
Alpha to drive further growth and increase market share.

Year 1: $1 million

Year 2: $1.2 million

Year 3: $1.4 million

Increase production capacity for the Honda Winner and Honda Dream to meet
growing demand and secure market share.

Year 1: $2 million

Year 2: $3 million

Year 3: $4 million

Research and develop new features and technology for the Honda Blade,
focusing on fuel efficiency and eco-friendliness.

Year 1: $1 million

Year 2: $2 million

Year 3: $2.5 million

 Expand the Honda City product line to include hybrid and electric models to
address growing demand for eco-friendly vehicles and capture market share.

Year 1: $5 million

Year 2: $7 million

Year 3: $10 million

Note: These costs are estimates only and may vary based on a number of factors
including specific market conditions, research and development costs, and
production capacity limitations.

Overall, these strategies represent a significant investment for Honda Vietnam,

but they are necessary to maintain and grow their market position in Vietnam.
By targeting key growth areas and investing in cutting-edge technology, Honda
Vietnam can ensure their long-term success in this highly competitive market.

LONG-TERM OBJECTIVE

Based on the current state of the market and trends in the automotive and
motorcycle industries, here are three long-term objectives for Honda Vietnam:

Develop a strong brand reputation centered on fuel efficiency and

environmental sustainability.

Year 1: $2 million for market research and branding campaigns

Year 2: $5 million for continued branding campaigns and sponsorship of eco-

friendly events

Year 3: $7 million for development of eco-friendly transportation infrastructure

and public outreach programs
 Increase production capacity for all products lines to meet growing demand
and further secure market share.

Year 1: $10 million for production equipment and facilities upgrades

Year 2: $15 million for additional equipment and hiring/training new staff

Year 3: $20 million for new production plant, additional equipment and
distribution network expansion

Invest heavily in research and development for electric and autonomous

vehicles, in order to prepare for future changes in the industry.

Year 1: $20 million for establishment of research and development center and
initial development of EV models

Year 2: $25 million for continued EV development and research into

autonomous vehicle technology

Year 3: $30 million for finalizing EV production processes and increasing

research into the feasibility of autonomous vehicles

Note: These costs are estimates only and may vary based on a number of factors
including specific market conditions, research and development costs, and
production capacity limitations.

By focusing on these long-term objectives, Honda Vietnam can set itself up

for sustainable success in an ever-changing market. While these objectives
require significant investment, they represent a commitment to innovation and
high-quality products that will ultimately benefit both the business and the
consumers.

TIMELINE
 Here's a tentative timeline for implementing the recommendations mentioned
earlier:

Year 1:

- Launch a marketing campaign to promote the Honda AirBlade and Honda

Wave Alpha.

- Upgrade production equipment and facilities for the Honda Winner and Honda
Dream.

- Open research and development center for electric and autonomous vehicles.

- Conduct market research, and develop branding strategies to promote fuel

efficiency and environmental sustainability.

Year 2:

- Continue marketing campaign for Honda AirBlade and Honda Wave Alpha.

- Hire and train new production staff for increased production capacity.

- Continue development of EV models and research into autonomous vehicle

technology.

- Sponsor eco-friendly events and participate in community outreach programs.

Year 3:

- Launch expansion of the Honda City product line to include hybrid and electric
models.

- Complete facilities upgrades and distribution network expansion.

- Begin implementation of eco-friendly transportation infrastructure.

- Finalize EV production processes and increase research into autonomous
vehicles.

Note: The timeline and agenda are tentative and may be subject to change based
on various factors such as market conditions, budget, and resource availability.
It is important for Honda Vietnam to regularly re-evaluate their progress and
adapt their strategies and actions accordingly.