HONDA

The company
Atlas Honda Limited is a joint venture between the Atlas Group and Honda Motor
Co., Japan. The company was created by the merger of Panjdarya Limited and
Atlas Autos Ltd. in 1991. The Atlas Group established both these motorcycle-
manufacturing concerns. In addition, a third concern, Atlas Epak Ltd. was taken
over by the Government of Bangladesh. Atlas Honda Limited manufactures and
markets Honda motorcycles in collaboration with Honda Motor Company. The
Company also manufactures various hi-tech components in-house in
collaboration with leading parts manufacturers like Showa and Toyo Denso.
Honda motorcycles are by far the best selling motorcycles in the country with an
unmatched reputation for high quality, reliability and after-sales-service.
Atlas has undertaken to develop local manufacturing capabilities to the highest,

economically feasible level. While a major role in localization has been assigned
to vendor industries, Atlas has the country's largest in-house manufacturing
capability in the country at its Karachi and Sheikhupura plants. To support the
production facilities, the company has established an R&D wing and tool making
facilities, which are growing rapidly in size and function as the company expands.
Atlas has managed to execute 12 Joint Venture and Technical Assistance
Agreements between local vendors and foreign manufacturers for transfer of
technology besides Atlas has directly executed 9 Joint Venture and Technical
Assistance Agreements other than with Honda.
Atlas management is striving to modernize company operations by adapting
applicable aspects of research and theory and more specially, Honda's unique
philosophy of hard and soft technologies to the realities of Pakistani conditions.
Company management structure, systems and processes are reviewed
periodically according to the demands of the customer, growth and new
technology.
Atlas Honda is playing a pioneering role in creating conditions for easy and
confident use of motorcycles all over the country. A vast and growing network of
over 1600 motorcycles sales service and spare parts dealers has been
established. In order to back up this system, Atlas has set up Technical Training
Centers in Karachi and Lahore, which provide several courses of varying
duration and complexity for motorcycle mechanics and users each year. Mobile
training facilities take the latest know-how, technology and maintenance of
motorcycles to major rural and urban centers around the country.
Organizational Goals & Objectives
Vision
To become the market leader in the motorcycle industry as a global competitive

center of production and exports.
Mission
A dynamic, profitable and growth oriented company through market leadership,

maximizing export and excellence in quality and service; to ensure attractive
returns to equity holders; reward employees according to their ability and
performance; to foster a network of researchers and engineers ensuing unique
contributions to the development of the industry; customer satisfaction and
protection of the environment by producing emission friendly green products and
to remain a good corporate citizen fulfilling its social responsibilities in all
respects.
Honda's Driving Force
The expectations and appreciation of people around the world for our dreams.
People see Honda as pursuing its dreams and always remaining a step ahead of
the world. This image and the people’s appreciation of our outlook will continue
to be the driving force of the Honda brand
Strategic Goals
Honda's Goal in Branding
To create a brand that is supported by people’s expectations and appreciation.
Customers
Our customers are the reason and the source of our business. It is our joint aim
with our dealers to ensure that our customers enjoy the highest level of
satisfaction from use of Honda Motorcycles.
Quality
A dynamic, profitable and growth oriented company through market leadership,

maximizing export and excellence in quality and service; to ensure attractive
returns to equity holders; reward employees according to their ability and
performance; to foster a network of researchers and engineers ensuing unique
contributions to the development of the industry; customer satisfaction and
protection of the environment by producing emission friendly green products and
to remain a good corporate citizen fulfilling its social responsibilities in all
respects.
Local Manufacturing
To be the industry leader in indigenization of motorcycle parts.
Technology
To develop and maintain distinct business advantages through continuous

induction of improved hard and soft technologies
Shareholders
To ensure health and viability of business and thus safeguarding shareholders

interest by maximizing profit, Payment of regular satisfactory dividends and
adding value to the shares
Employees
To enhance and continuously up provide an environment which encourages

practical expression of the individual potential in goal directed team efforts and
compensate them attractively according to their abilities and performance.
Corporate Citizen
To comply with all government laws and regulations, to maintain a high standard
of ethics in all operations and to act as a responsible member of the community.
Market Share & Sales Growth
Milestones
The company is engaged in the manufacturing, sales of motorbikes and auto
parts. Since its inception the company has experienced an unprecedented
growth in its operations from a small manufacturing company to the leading
motorbike manufacturer of Pakistan.
Internal Growth Strategies
Market penetration
• 1976 Production capacity expansion I

• 1981 Production capacity expansion II
• 1988 Production capacity expansion III
• 1997 Investment in Gear Project
• 2000 Investment in Crankshaft Project
• Few years back company initiated an advertising campaign to deal with
the slow-growth in sales due to the induction of low-cost CHINESE
motorcycles in Pakistani market.
Market development
• 1987 Inauguration of CD70 Engine Project at Karachi Factory

• 1989 Export of built up motorcycles to Nepal
• 1991 Inauguration of CG125 Engine Project at Sheikhupura Factory
• 1995 Export Agreement signed with Honda Motor Company Limited
• 1995 Exports to Bangladesh
Product/service development
• 1998 New models (MMC) of CD70 & CG125 launched

• 2001 Concept of 5S dealership - Sales, Service, Spare Parts, Second
hand exchange and Special (Credit) sales launched
• 2007 launched new HONDA CD-100
External Growth Strategies
Strategic alliances
• 1979 Incorporation of Panjdarya Limited as Joint Venture with Honda

Motor Company Limited
• 1988 Joint Venture agreement signed with Honda Motor Company
Limited
• 1990 Merger of Panjdarya Limited into Atlas Autos Limited
Competitive strategies
Differentiation
• 1999 ISO 9002 certification for both factories

• 2001 New Block for hi-tech engine plant
• 2001 Concept of 5S dealership - Sales, Service, Spare Parts, Second
hand exchange and Special (Credit) sales launched
Conclusion

HONDA

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The company

Atlas has undertaken to develop local manufacturing capabilities to the highest,

To become the market leader in the motorcycle industry as a global competitive

A dynamic, profitable and growth oriented company through market leadership,

Honda's Driving Force

Honda's Goal in Branding

To create a brand that is supported by people’s expectations and appreciation.

A dynamic, profitable and growth oriented company through market leadership,

To be the industry leader in indigenization of motorcycle parts.

To develop and maintain distinct business advantages through continuous

To ensure health and viability of business and thus safeguarding shareholders

To enhance and continuously up provide an environment which encourages

Internal Growth Strategies

• 1976 Production capacity expansion I

• 1987 Inauguration of CD70 Engine Project at Karachi Factory

• 1998 New models (MMC) of CD70 & CG125 launched

External Growth Strategies

• 1979 Incorporation of Panjdarya Limited as Joint Venture with Honda

• 1999 ISO 9002 certification for both factories

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