8月３日(土)に取り上げたM.E.PorterとH.Mintzbergの戦略に関する記事ですが、偶然にも同日に行われた中小企業診断士試験の企業経営理論の第１問でミンツバーグの創発戦略（Emergent Strategy）が出題されていました。先週の火曜日になって、中小企業診断協会から問題が公表されて初めて知りました。
ということで、ビジネススクール(MBA)のケースでも取り上げられるホンダの米国進出を例に、創発戦略を少し具体的に見ていきたいと思います。
【English】
The article I wrote was featured in the Small and Medium Enterprise Management Consultant exam. I was surprised, as I hadn’t anticipated that it would be included in the exam.
Emergent strategy refers to a strategy that develops over time as an organization responds to unexpected challenges and opportunities.
One well-known example of emergent strategy is the case of Honda, the Japanese motorcycle manufacturer. When Honda entered the U.S. market in the 1950s, the company initially planned to sell large motorcycles.
In Japan, the market for large motorcycles was limited due to the small land area, but Honda believed there would be a significant market in the vast United States.
However, Honda was relatively unknown and lacked credibility at the time in the U.S.
As a result, it found it difficult to compete with established companies like Harley-Davidson, and its large motorcycles did not sell at all.
One day, a purchasing agent from an American company noticed the small motorcycle that a Honda salesman was riding. The agent said, “I’m not interested in buying your large motorcycles, but the small one you’re riding looks nimble and convenient, so I’d consider purchasing it.”
Initially, Honda’s headquarters in Japan was opposed to selling small motorcycles in the U.S. market. However, after persistent persuasion from the U.S. branch, they eventually approved the sale of small motorcycles in the U.S. market. In the end, Honda’s small motorcycles became a huge success in the U.S.
While Honda originally believed that large motorcycles would be popular in the U.S. market, it was actually the small motorcycles that were embraced by the market. This unplanned success of small motorcycles is a prime example of an emergent strategy.
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