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Originally Posted by adimicra Hey man, can you give any link for that interview? I could not find it? Which page is this? And this is Monday's ET..right? |
Yes its in the monday paper,page number 12,bangalore edition( in the editorial page titled ET interactive).
Got it,sorry for the delay!
ET I N T E R A CT I V E TAKASHI NAGAI ‘India will be our global spares hub’ CHANCHALPALCHAUHAN
HONDA Motor Co (HMC), Japan’s second-largest carmaker, is among the most profitable automakers worldwide. Seen as real competition to the mammoth carmaker Toyota Motor Corp, the company, through its local joint venture Honda Siel Cars India (HSCI), has cruised comfortably during its decade-old journey in the Indian market. However, the financial crisis followed by the global economic meltdown has hurt sales. Its recently-launched cars have not propelled its market share. Adding to its woes are the fluctuations in the yen. Takashi Nagai, who took charge as the president and CEO of HSCI in April, has a daunting task ahead to better sales and profitability.
“We want to increase volumes without compromising Honda’s global quality and safety standards. We will continue producing durable cars to keep our brand value intact,” said Mr Nagai, who has spent nearly three decades in Honda and is an experienced hand in production.
A stronger yen has made imports dearer, making its cars uncompetitive in the domestic market and forcing several rounds of price changes.
The company’s gamble to launch a super-niche hatchback — with the debut of Jazz — has left its factories underutilised. Jazz is selling a third of its original target of over 2,000 units a month.
That is not the only problem for Nagai. Sales of other sedans such as the Civic and Accord and its premium SUV CR-V are also sliding. The only icing on the cake is its City sedan which is a segment leader — right from its inception — and also serves as its breadand-butter model. However, even that has started to stagnate. Overall, sales in the first quarter of the current fiscal year dipped 4% to 12,240 units, but all these learnings are expected to produce radical changes.
“The market is changing and so are consumer preferences. As a precursor to this shift, we would be the first choice for aspirational cars. The City has consistently set the benchmark in past decade and our small car, expected next year, would set standards for all other compact cars in India,” Mr Nagai said.
Honda entered the US market in 1982, coinciding with the entry of Suzuki Motor Corp’s debut in India. Although the company has come under flak for overpricing its cars, there is a perceptible change in the works at its Indian headquarters in Greater Noida.
A new R&D team has taken charge to increase localisation to maintain price competitiveness of its products in the local market. While Jazz carries the highest 77% local content till now, the company aims to make it over 80% for the new small car. Does it mean that Honda cars would come cheap in India? Not exactly.
The company is attempting to use locallyavailable material for the new car, but there are constraints. “We have roped in our suppliers for the two-wheeler unit, Honda Motorcycle and Scooter India, and joint-venture outfit, Hero Honda Motors, to deliver at Indian prices conforming to our global standards. So, prices will be very competitive keeping in mind the evolving value-for-money concept of the Indian customer,” Mr Nagai said.
For a company that has one of the lowest market shares, cutting costs is an ambitious task. It sold a little over 61,800 cars last fiscal year and generating volumes is a key to cut costs. It is looking at utilising its second plant at Tapukara in Rajasthan initially to make components, to be followed by cars.
Backed by its trusted set of Indian suppliers, Honda is developing the necessary infrastructure to produce critical engine and transmission parts for its new cars and also feed overseas markets of Thailand and Indonesia from locally-produced spares.
“India would be our global hub to produce several critical parts that otherwise would have been imported. It would help us to leverage India’s low-cost production base for our global operations,” he said.
The India thrust comes from Honda’s successful three-decade operations here, which also makes it one of the single-largest Japanese investor over the past three decades. Besides, its five cars and dozens of two-wheelers for India backed by world’s largest twowheeler company Hero Honda, it operates five major companies in India, also making utility products. While its overall operations are growing, the automotive vertical would see some drastic changes once the small car is launched in the second half of 2011. “Whatever we do, our endeavour is to keep our profits intact and bring world-class products at Honda global standards,” Mr Nagai said.