业务组合的开发和协调相竞争。企业级战略由最高组织和企业级的战略计划组成。它涉及投资组合分析、多样化和初级结构。它不限于一个特定领域，如营销、人员、生产/运营或财务影响，所有提到的部门都被考虑在内。对于多业务公司，公司层面确定了现金、员工、设备和其他资源的分配。此外，由于市场定义是公司级战略家的领域，因此多元化的责任，或在现有产品/服务阵容中添加新产品或服务，也属于公司级战略的范畴。本田从一家摩托车制造商开始涉足汽车行业所采用的企业级战略已显示出其成效，成为世界上经济型和中型轿车、紧凑型SUV和中型SUV的顶级制造商。
B) Critically evaluate the process of “reconciling dichotomies” at Honda Motors’ with reference to the “product-related core competencies versus process-related core capabilities” dichotomy.
根据“产品相关核心能力与过程相关核心能力”的二分法，批判性地评估本田汽车的“调和二分法”过程。
The competitive advantage that Honda has over its competitors such as General Motor and Ford is its advanced internal combustion engines which can be found in all the various model of Honda Motors, which is an evident that Honda has successfully reconciled dichotomy. Let us take an example of the Honda case study, when all the players in the automotive industry are doing nothing to reduce pollutants due to the traditional view of pollutant can only be reduced by cleaning up the pollutant after combustion. Honda on the other hand did not believe on that view and after R&D, came out with a CVCC (compound vortex controlled combustion) engine which will be able to reduce the pollutant in the internal combustion by lowering the maximum combustion temperature. At the same time, while its competitors do not believe in a car can be both fuel economy and engine power, again Honda do not believe in that and manage to introduce its VTEC (variable valve timing and lift electronic control) engine which in normal mode, the electronic controlled fuel injection system will control the fuel thin mixture which provide economy; while accelerating, the electronic controller will then allow a fuel rich mixture to provide significant more power.
本田与通用汽车和福特等竞争对手相比的竞争优势是其先进的内燃机，这在本田汽车的各种车型中都可以找到，这显然表明本田已经成功地调和了这一矛盾。让我们以本田的案例研究为例，当汽车行业的所有参与者都没有采取任何措施来减少污染物时，由于传统的观点，污染物只能通过燃烧后清理污染物来减少。另一方面，本田不相信这一观点，在研发之后，推出了CVCC（复合涡流控制燃烧）发动机，该发动机将能够通过降低最高燃烧温度来减少内燃机中的污染物。同时，尽管其竞争对手不相信汽车既能省油又能提供发动机动力，但本田也不相信这一点，并设法推出了VTEC（可变气门正时和升程电子控制）发动机，在正常模式下，电控燃油喷射系统将控制燃油稀薄混合气，从而提供经济性；当加速时，电子控制器将允许富含燃料的混合物提供更大的功率。
On the process related core capabilities, Honda has sought to combine the advantages inherent in what have normally been seen in the West as dichotomous. It is a norm for automotive manufacturer to produce with the traditional chain driven line which is controlled by a centralized system in the assembly line, which need very little skilled workers, what they needed is those workers that can obediently follow the instructions given to do the same job repeatedly to cut down on the cost of production. Honda on the other hand sees things differently. It has experimented on the “free flow” system which allows the worker to control the unit that is going to be assembled. The worker will confirm that the unit is in satisfactory condition before it will be sent to the next assembly point. That way, the cost of retesting the unit in later part will be eliminated. In addition to that, workers could be given a sense of control over the production process since they could make the decision that the task has been carried out properly and should be sent to the next assembly point. In this way, efficiency and dignity can be combined. Again Honda has did things differently by over turning the traditional Western thinking that both efficiency and dignity could not exist at the same time.
在与流程相关的核心能力方面，本田一直在寻求将西方通常视为二分法的优势结合起来。汽车制造商通常使用传统的链条驱动生产线进行生产，该生产线由装配线上的集中系统控制，只需要很少的熟练工人，他们需要的是那些能够顺从地按照指示重复进行相同工作以降低生产成本的工人。另一方面，本田的看法不同。它已经在“自由流动”系统上进行了试验，该系统允许工人控制即将组装的装置。工人将在将装置送至下一个装配点之前确认装置状况良好。这样，以后重新测试单元的成本将被消除。除此之外，工人可以对生产过程有一种控制感，因为他们可以决定任务是否已正确执行，并应将其送往下一个装配点。这样，效率和尊严可以结合起来。本田再次改变了传统的西方思维，即效率和尊严不可能同时存在。
Another example of Honda’s success is the production planning. Unlike its competitor which, completely adopting the “large lot mass production” production line system which, means that the production is organized to produce thousands of identical or virtually identical products in a row or series. In this
