Toyota S Global Business Strategy

Seminar paper from the year 2011 in the subject Business economics - Operations Research, grade: A, University of Cambridge, language: English, abstract: Toyota, to all intents and purposes, has become a model for the automobile industry. As Taylor & Kahn (1997) write, automobile manufacturers are not trying to compete with Toyota as much as they are trying to learn from it and, strangely enough, Toyota appears to be quite a willing tutor. This is evidenced in the fact that, on a bi-monthly basis, the top automobile manufacturers across the United States are given a tour of Toyota’s plants and production and manufacturing facilities (Taylor & Kahn, 1997). This, however, does not put Toyota in any immediate danger of its giving away its secrets to its competitors since, as Schonberger (2001) points out, Toyota’s lean manufacturing model is not an industrial model per se as much as it is a management philosophy. This management and manufacturing philosophy is, without doubt, the key to Toyota’s global success but, upon consideration of the reasons for its recent overtake of the U.S. market, one finds that it is a combination of both its decision to Americanize and its management philosophy. Toyota has Americanized and, its Americanization is largely, although not entirely, responsible for its success in the U.S. market. As Naughton et al. (2005) explain, a change of leadership at Toyota led to the abandonment of its “cooperative competition doctrine,” as which outlined that Toyota’s presence in the United States would not be that of a competitor whose goal was to overtake leading American car manufacturers such as GM. Instead, Toyota was to maintain a “respectful distance” in order to avoid arousing both public and political anger as a direct outcome of its appearing to undermine U.S. symbols, in this case GM (Naughton et al., 2005). Therefore, even though it had the capacity and the potential to compete with GM and, eventually, to dominate the U.S. market, Toyota’s leadership made the strategic decision to avoid doing so.

There are many books on the market that discuss the Toyota Production System but few that insightfully analyze its marketing strategy. Authored by former Toyota marketing executives, this is the first book of its kind to detail how Toyota’s thinking habits go beyond the shop floor and influence and guide Toyota’s marketing function. Toyota has expanded from a venture enterprise to one of the biggest global enterprises because of its innovative mindset (Toyota thinking habits) using Breakthrough Thinking, which supports a new philosophical approach to problem solving, turning 180 degrees away from conventional thinking. Written by Toyota’s former executive managing director and founder of Breakthrough Thinking, Toyota’s Global Marketing Strategy: Innovation through Breakthrough Thinking and Kaizen: Explores Toyota’s "Breakthrough Thinking" Examines how Toyota conducts information gathering. Illustrates how Toyota builds and maintains its unique business culture Shows how Toyota "goes to the customer" and comprehensively studies how customers use their products Reveals Toyota’s cars have become some of the biggest selling models in the USA The authors of this book explore Toyota thinking habits as well as Toyota’s global marketing strategy, which, since the 1980sa, has been expanding exponentially. The reader will understand the importance of thinking habits in the workplace and will know how to apply them using Toyota as the prime case study.

Given the rise of Asia in the global economy in recent decades, it is important to understand the uniqueness of Asian business. This book first introduces the core strategies prevalent in Western business, and then explains how they can be applied or adapted to Asian business. When necessary, modified or new business models (as developed by the author) are utilized to better explain Asian business. Furthermore, this book deals not just with the theory, but also with practice. Several real-life case studies and examples are discussed in order to compare and contrast the Asian and Western perspectives on global business strategy. Readers will therefore gain an enhanced understanding of Asian business and formulation of Asian business strategy.

Seminar paper from the year 2010 in the subject Business economics - Business Management, Corporate Governance, grade: 1.0, University of Sunderland, course: Contemporary Developments in Business and Management, language: English, abstract: 2 Introduction to Report on the Toyota Company 2.1 Introductory Information Report on the Engel and Voelkers Company Prepared for: CEO of the Toyota Company Prepared by: Arkadi Borowski, registered student at the University of Sunderland, United Kingdom Subject: Contemporary Developments in Business and Management of the Toyota Company Distributed: April 9th, 2010 2.2 Introduction The CEO of the Toyota Company Mr. Akio Toyoda has asked me, Arkadi Borowski, to prepare a business report that addresses the internal and external influences as well as the global political changes to which the Toyota Company is subject to. To be able to present a high-quality business report, I did detailed research on the company and its business environment. The information was gathered from: the company's Annual Report 2008/2009, the official website of Toyota and internal know-how of the company. The sources and the additional professional literature are quoted in the references at the end of the document. 2.3 Executive Summary The present report deals with the analyses of the internal and external business environment, for this purpose the "PESTLE" analysis and the "Porter ́s five forces model" were used. It also gives a short overview of the company and the type of business it is involved in. The second part of the report is an in depth analysis of how global political changes affect Toyota ́s policies and decision-making. There is also an evaluation of the effectiveness of the company's response and the demonstration of areas for improvement.

Scientific Study from the year 2009 in the subject Economics - International Economic Relations, grade: 1,3, , course: International Business Relations, language: English, abstract: After purchasing the German sports car producer Porsche AG, Europe’s biggest car company, the Volkswagen AG (VW) is now made up of ten brands. After several years of sustainable growth and acquisitions, VW’s aim is to outstrip the leading Japanese car company Toyota Motor Corporation (Toyota). Impressive key figures, a successful global growth strategy and possibly further aqcuisitions may be some key points to achieve their ultimate aim of being the world’s biggest car producer by 2018. To give us a more detailed picture a generalized double diamond approach will examine the global competitiveness of both VW and Toyota.

Research Paper (undergraduate) from the year 2011 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: A, The University of Surrey, course: Operations Management and Business Strategy, language: English, abstract: This paper seeks to compare and contrast the differences in the way manufacturing firms and service firms operate. For this purpose the paper conducts a comparative analysis of the operations strategy of Toyota, the world's leading car manufacturer and Ryanair, Europe's leading low-cost airline. Firstly, it will be dealt with the competitive factors both companies need to excel at in order to gain competitive edge and sustain economic viability from a long-term perspective. Secondly, it will outline the major aspects that enable both companies to succeed in a highly competitive and dynamic business environment. In particular, it will draw on key components of successful operations strategies, such as process design, human resource management, innovation management, supply chain management and quality management. Finally, the paper concludes by summing up the key points and highlighting the respective implications. In addition, the paper provides a more comprehensive strategic analysis of Ryanair's low-cost strategy in the appendix in order to promote understanding.

This book explains the production methods and future trajectories for the Japanese car company through the strategic development of Toyotas automobile manufacturing both in Japan and overseas as follows: Part I gives an overview of the book based on the Toyota Production System (TPS), its advanced production management principles and its aim to create the simultaneous realisation of quality and productivity via process control and process improvement, with priority given to the customer. In Chapter One, the author describes the outline of the characteristic, aim, and validity" of this book. Chapter Two focuses on the progress and fundamentals of TPS in terms of the just in time (JIT) principle and automobile manufacturing technology, which has contributed to the simultaneous achievement of QCD at Toyota. In Chapter Three, the author asserts the necessity for the evolution of manufacturing in order to deal with the management issues currently facing Japanese manufacturers. Therefore, in this chapter, the author establishes an advanced TPS and its effectiveness of strategic development, surpassing JIT. In Chapter Four, the author develops an advanced TPS for an automobile manufacturing strategy to expand this strategy throughout Japan and overseas. Safety Analysis to Strengthen Toyota Automobile Manufacturing is the topic of Part II. Todays management challenge is to provide excellent QCD products ahead of competitors through market creating activities. In the implementation stage, strategic QCD studies are needed to strengthen core technologies, and to have them mutually linked as a whole. Therefore, the author develops the safety analysis utilizing a statistical science known as the Science of SQC: The New Quality Control Principle for the strengthening of the business and manufacturing processes. Chapters Five Seven discuss and demonstrate the effectiveness of the following as the driving force in developing advanced TPS: Realizing high quality manufacturing, strengthening new manufacturing management technology, and creating an SCM strategy for developing QCD studies of Japan and overseas. In Part III, the author discusses and demonstrates the future directions for Toyotas manufacturing strategy. Focusing on a concrete target, the author reconsiders new management tasks foreseen for the advanced manufacturing companies, shifting to expanding global production. Based on the focus of Parts I and II, the author asserts the profitability (justification and validity) for re-progress in automobile manufacturing in order to deal with the management issues currently facing Japanese manufacturers. In Chapter Eight, as an oversea production strategy, the author propagates an "expanding new integrated production model" to developing countries and discusses the necessity for the global deployment. In Chapter Nine, the author shows and demonstrates the effectiveness of new production progress for re-strengthening global production. In Chapter Ten, the author provides an overall conclusion of the topics covered in this book.

Featuring case studies and interviews with top executives at leading companies such as Toyota, Caterpillar, and IBM, this work includes practical advice on leadership, organizational structure, and the strategies necessary to support financial objectives.