Honda company analysis paper


This is a Japanese public multinational corporation that is known worldwide through its wide range of products. It was founded in October 1946 by Siochiro Honda and Takeo Fuijisawa and was incorporated on September 24th 1948. Its headquarters are in Minato, Tokyo, Japan.

The company’s revenue as at 2013 was ¥9.877 trillion. This is certainly no shock since the company is the world’s largest motorcycle manufacturer since 1959.

It also produces other products such as combustion engines whereby it manufactures more than 14 million internal combustion engines yearly. Honda was the 1st Japanese automobile manufacturer to release dedicated luxury brand, Acura, in 1986.

The company has not limited its products to transport oriented only. They also manufacture garden equipment, marine engines, personal watercraft and power generators.

Due to high competition from companies such as the Volkswagen Group of companies, Honda tries to stay afloat by improving the available products in the market and correcting inefficiencies.

In 2013, Honda invested 5.7% (US $6.8 billion) of revenues in research and development. The company was even able to make a robot after intensive research and development in its scientific fields.

The growth of the Honda Company can be accredited to hard work put in by its founders to ensure their products are of fair prices and are efficient in their purposes.

The humble beginning of the founders should act as a lesson to the whole lot of us individuals who plan to start something but tend to think we cannot make it to the top. If you ask me, only the humble beginnings make the beautiful endings.

Muji company marketing strategy essay

MUJI company business model

Muji is a Japanese retail company which sells a wide variety of household and consumer goods. It is distinguished by its design minimalism, emphasis on recycling, avoidance of waste in production and packaging, and no-logo or “no-brand” policy.

The name of the company, Muji is derived from the first part of Mujirushi Ryohin, translated as No brand Quality Goods on Muji’s European website. The company started with 40 products during the 1980s and their products range from stationery and clothing for men and women to food and major kitchen appliances and has even included an automobile.

Its primary business includes: Café Muji, Meal Muji, Muji Campsite, florist and even home furnishing. The company has also engaged in architectural projects such as the Muji houses.

By the end of the 2000s, Muji sells more than 7000 products. It is positioned as a reasonably priced brand, keeping the retail prices of products lower than usual by the materials it selects, streamlining its manufacturing processes, and minimizing packaging.

In Japan, the company had directly operated 262 stores and supplied 117 outlets as of February 2013. In August the same year, there were 205 International retail outlets which included UK, France, Italy, Germany, Ireland and Malaysia among many more.

Muji’s no-brand strategy means that little money is spent on advertizing or classical marketing, and its success is attributed to word of mouth, a simple shopping experience and the anti-brand movement.

This strategy also means that its products are attractive to customers who prefer unbranded products for aesthetic reasons, and because it provides an alternative to traditional branded products.

Family owned business in Saudi Arabia


In Saudi Arabia, family businesses are the backbone of the Kingdom’s economy contributing SR 350 billion or its equivalent 25% of its gross domestic product, according to Jeddah Chamber of Commerce and Industry.

There are more than 5000 family businesses across the Kingdom, of which only 156 are enlisted on the Saudi bourse. This is indeed a small figure compared to the prospects the market holds.

There are obstacles that are present in the business market that prevent these family businesses from becoming joint stock companies. The government has the responsibility of making the environment conducive for the businesses to join the big market.

There are however other reasons that make the owners of these businesses hesitate on converting them to join stock firms, most importantly the issue of inheritance, technical difficulties and fear of losing family revenue.

All these are by far genuine reasons that may lead to the failure of the business if not considered keenly. The transformation would indeed lead to the opening of new investment opportunities for them and making their businesses flourish.

The move would also be accompanied by stability to millions of employees working in these companies.

Importance of planning in business

Benefits of planning in organizations

Just like in every other field of life, planning is the most important aspect. In organizations, planning helps to chart a course for the achievement of its goals. The whole process begins with the reviewing of current operations of the organization and identifying what needs to be improved operationally in the upcoming year.

From there onwards, planning involves envisioning the results the organization wants to achieve, and determining the steps necessary to arrive at the intended destination-success, whether that is measured in financial terms, or goals that include being the highest-rated organization in customer satisfaction.

All organizations, large and small, have limited resources. The planning process provides the information top management needs to make effective decisions about how to allocate the resources in a way that will enable the organization to reach its objectives. Productivity is maximized and resources are not wasted on projects with little chance of success.

Setting of goals that challenge everyone in the organization to strive for better performance is one of the key aspects of the planning process. Goals must be aggressive, but realistic. Organizations should not allow themselves to become too satisfied with how they are currently doing or they are likely to lose ground to competitors.

The goal setting process can be a wake-up call for managers that have become complacent. It is also advisable that the management includes the employees in goal setting so that they feel obliged to achieve them. Planning in any organization contributes to the ultimate success of the business.

National Bank of Abu Dhabi (NBAD) case study


The National Bank of Abu Dhabi (NBAD), the number one bank in United Arab Emirates (UAE), was founded in 1968. Today NBAD has a network of 85 branches and 274 ATMs. It has also an overseas network of 42 units in 9 countries, which is the largest of all UAE banks.

National Bank of Abu Dhabi invests in a state of the art IT system. It does this to face the challenge of staying on top of the ever changing challenges, business needs and regulatory requirements in the world of finance.

Advanced IT organization – to build on a convincing Solaris operating system environment. Enhanced business continuity – to benefit from uninterrupted availability of bank –specific IT business processes.

This being the top priority of the National Bank of Abu Dhabi (NBAD), a strong IT infrastructure will help the bank achieve the required agility to deal with changes in business requirements as they occur. Scalable performance, absolute flexibility, maximum availability and reliable business-critical 24/7 operation are all absolutely essential.

Having recognized this, NBAD initiated an extensive upgrade project. Partnering with Fujitsu it boosted the performance of its core banking infrastructure. The new configuration is based on PRIMEPOWER systems, Intel-based PRIMERGY servers and SPARC Enterprise servers.

This robust state-of- the- art technology platform now gives users maximum agility. And there is on-site support guaranteed.