The Japanese vehicle manufacturer wants to participate in customer choice and car lifecycle value to increase its profitability and fuel a largely active market (Hugh, 2002, p31). This vision alters the core of the competition from connivance and the assembly of high-quality automobiles; offer services and manage consumer feedback, experiences related to goods and properties. In this sense, Honda makes its consumers the obvious winners. Although Honda is sincerely working on this strategic vision, it is confident that the winning battle among automakers requires a better understanding of the “life cycle value equations of both cars and customers” and the maturity of an inventive strategic vision for encapsulate that value (Thomson, 2015,