Honda Bike Quotes

Lambretta It doesn't get much better Though I'm trying to forget her That girl on that Lambretta Stole my heart. But my feelings just got fonder As she disappeared off yonder But I couldn't get my Honda Bike to start. So I'll admit defeat It's not partial, it's complete 'Cos I'll never get to meet That work of art. Now I've ceased to be a suitor I imagine that'll suit her An' I 'ope her rotten scooter Falls apart.

I went to my favourite meeting of the year, the Southern 100, and my Honda 600 threw a con-rod, splitting the case and letting oil spill onto the exhaust, setting the bike on fire. Race fans at the roadside poured beer and bottles of water over it to put out the flames. After the TT race failure I’d had with the bike I wouldn’t have been bothered if they’d let it burn.

The first source is anticipated opportunities—the opportunities that you can see and choose to pursue. In Honda’s case, it was the big-bike market in the United States. When you put in place a plan focused on these anticipated opportunities, you are pursuing a deliberate strategy. The second source of options is unanticipated—usually a cocktail of problems and opportunities that emerges while you are trying to implement the deliberate plan or strategy that you have decided upon. At Honda, what was unanticipated were the problems with the big bikes, the costs associated with fixing them, and the opportunity to sell the little Super Cub motorbikes.

Luce eased the motorcycle to a stop in front of the lake house. She was in love. With the bike: It was a gold 1986 Honda Shadow, and it was beautiful. Her classmate mad Rachel Allison, with her dyed-red hair and immaculate French, had grown up and still lived just a few miles north of their school, Dover Prep. So whenever Rachel’s parents left town, most of their class—the in crowd, at least—turned out for the inevitable party. This was Luce’s first time.

Leo arrive on his fully decked out Honda Goldwing. Harley owners might stick their noses in the air at his choice in bikes,

anticipated opportunities—the opportunities that you can see and choose to pursue. In Honda’s case, it was the big-bike market in the United States. When you put in place a plan focused on these anticipated opportunities, you are pursuing a deliberate strategy.

The second source of options is unanticipated—usually a cocktail of problems and opportunities that emerges while you are trying to implement the deliberate plan or strategy that you have decided upon. At Honda, what was unanticipated were the problems with the big bikes, the costs associated with fixing them, and the opportunity to sell the little Super Cub motorbikes.

What would Jesus do? Jump on the bike — an old Honda with some guts to it — and give it his all.