Have you noticed that Honda refuses to push good bikes available in some small Southeast Asian countries to China, instead launching them in the markets surrounding China. This practice lasted for decades until it suddenly remembered the China market around 2025. First, mid-to-large displacement motorcycles lowered prices one after another, then aggressively attacked the 150 scooter market, with good bikes starting to arrive one after another.

Why has Honda always placed the China market last, and why has it suddenly valued it now?

If we expand our vision to the global level, we find that Honda treats the Southeast Asian and South Asian markets as its base, while positioning the China market as a profit patch. Indeed, they are completely different regions. But if we go back 30 years, it wasn't like that.

As is well known, motorcycle bans and restrictions in many places, along with the 13-year scrappage rule, have caused China to be downgraded step by step from an important Honda two-wheeler market. Sales volume determines speaking power; Asia accounts for 85% of Honda's global sales, with India being the core of incremental growth, while other countries also have their own characteristics. Therefore, Honda positions these South Asian and Southeast Asian markets as the home ground of the base.

Among them, India is positioned as "Universal Essential Demand + Local Manufacturing + Upward High-endization": Activa, Shine, Dio focus on sales volume; GB350/H'Ness launches directly in India, countering Royal Enfield, then builds BigWing to sell GB500, uses Rebel for high-endization, with production capacity rushing to 7 million units by 2027, serving as the strategic foundation. This shows the importance Honda places on the Indian market.

Thailand, Indonesia, and Vietnam adopt the strategy of "Mature Upgrade + Local R&D": Thailand's HRS-T leads development, PCX160, ADV160, CBR250RRll are locally manufactured, locally sold, and even exported back globally; Vietnam pushes the SH150i high-end scooter; Indonesia nurtures the CBR250RR. Scooters + Commuting are daily life, mid-displacement FUN is an upgrade, prices are people-friendly, iterations are fast, and Honda is willing to change colors and wheelbases for local tastes.

In short, these markets are where Honda moves volume and roots its brand, daring to premiere new platforms, daring to localize, and daring to go deep. The China market, however, is a special positioning where it retreats from volume to profit.

Compared to Southeast Asia, China is "High Competition, High Unit Price, Slow Launch". Honda treats it as an exception of the Global South, neither viewing it as an essential demand market nor an innovation front line, but only as a harvesting ground for brand premiums. This is clearly a positioning miscalculation lasting decades.

So, why does Honda produce a positioning deviation against China?

First, historical reasons

Honda rooted in Southeast Asia in the 1960s, whereas China only started with Wuyang and Xinben after the 1990s, failing to build full-population motorcycle cognition. Honda only saw motorcycle bans and the distorted market replaced by electric two-wheelers in recent years.

Second, the stereotypical perception extended from this: "Motorcycles = Low-end Transport"

China's urbanization is fast and motorcycle bans are strict, Honda thought Chinese people don't play with gasoline motorcycles, until domestic Flash 300, CL-C made mid-displacement FUN work, then found they missed the "Fun Upgrade" track. The lateness of GB350 is the cost of this set of miscalculations.

Third, dragged by four-wheelers, joint venture internal friction

Cars in China were devastated by BYD and Xiaomi, resources tilted to four-wheelers to fight fires, two-wheelers only dared to cash out safely; in recent years, the two joint ventures, Wuyang and Xinben, balance each other, making new product decisions half a beat slow.

Fourth, Honda miscalculated China's motorcycle electrification process

New Energy Vehicles were pushed to market via subsidies and policy, but motorcycle subsidies and policies have nothing to do with it. Honda mistakenly thought Chinese motorcycles would copy the pure electric route of cars, dare not invest in fuel mid-displacement. As a result, China's motorcycle consumption structure formed a dual track of "Commute Electric, Fun Fuel", thus Honda missed about 5 years of the golden period.

Honda's calculation of taking the China market as a profit pool led to long-term miscalculation; it only woke up after the rise of domestic brands. Rather than saying it has high business quality, it's more like its profit sense is still there. This manifests as Honda's eagerness to push good bikes like GB350 to the China market, and subsequently, perhaps those good bikes surrounding the China market will be pushed more and more. However, whether Chinese consumers will still buy them has become a question.

This article's content is collated and analyzed based on automakers' public capacity planning, industry sales announcements, and public market information. It serves as an industry observation only and does not constitute recommendations for vehicle selection or investment operation. Vehicle selection should be based on offline test drives of actual vehicles and official parameter configurations.