豐田汽車(chē)公司的SWOT分析

1、時(shí)磊忖呎豐田汽車(chē)公司的SWOT分析豐田汽車(chē)公司成立于1937年，并已被在汽車(chē)行業(yè)的許多優(yōu)勢(shì)行業(yè)領(lǐng)導(dǎo)者之一。豐田公司下面有三個(gè)傘；主要品牌豐田，雷克薩斯和接穗。通過(guò)讓這三個(gè)不同的品牌，它讓該公司達(dá)到了車(chē)輛的選擇，讓顧客在全球許多行業(yè)。他們生產(chǎn)的汽車(chē)和目標(biāo)，如劉嘉玲E的歐洲部分（奄）具體，全球各個(gè)地區(qū)。豐田歷來(lái)也一直是在全面質(zhì)量管理或全面質(zhì)量管理領(lǐng)導(dǎo)者。該過(guò)程可能永遠(yuǎn)不會(huì)被宣布完美的，因而總是有改進(jìn)的余地是由豐田公司推出的信念佐吉（金融時(shí)報(bào)）。這帶來(lái)了日本字，Kaizen意味著持續(xù)改進(jìn)（金融時(shí)報(bào)）。通過(guò)持續(xù)改進(jìn)Kaizen理論，日本在1980年趕上的（金融時(shí)報(bào)）美國(guó)汽車(chē)制造商。豐田公司還推出了它的

2、最新的混合動(dòng)力汽車(chē)，豐田皮魯斯在2003年紐約車(chē)展，并創(chuàng)下了 2004年的秋天，經(jīng)銷(xiāo)商（豐田）。2003年9月，為新的和改進(jìn)皮魯斯訂單總值 17500這是5倍以上那么公司目標(biāo)3000 （MSNBC的）。隨著汽油和石油價(jià)格不斷上升，這是 一個(gè)巨大的市場(chǎng)為豐田利用。豐田也有一些公司，為在該行業(yè)的弱點(diǎn)描述的特征。豐田的品牌不被看作是許多著名的（奄）?？磥?lái)，另一個(gè)弱點(diǎn)是，它是在銷(xiāo)售前5名，但在派息或股票的表現(xiàn)（雅虎財(cái)經(jīng)）不進(jìn)前五名。這可能使一個(gè)紅色的標(biāo)志，以在全球各地的投資者，豐田汽車(chē)是不是經(jīng)常支付股利或有效，因?yàn)樗麄円麄儗?duì)公司的股東。在歐洲，雷克薩斯品牌銷(xiāo)售18206輛，較去年509720寶馬的。

3、其原因是缺乏理由的雷克薩斯品牌的柴油的V - 8發(fā)動(dòng)機(jī)（彭博）。在某些歐洲國(guó)家，如比利時(shí)與希臘，柴油彌補(bǔ)部分百分之九十的稅收補(bǔ)貼，消費(fèi)者得到的寶馬銷(xiāo)售（彭博）。豐田汽車(chē)公司的的機(jī)會(huì)似乎是永無(wú)止境的。今天，豐田已經(jīng)通過(guò)了福特汽車(chē)公司，成為世界第二大汽車(chē)制造商在世界上僅落后通用汽車(chē)（福布斯）。豐田還抓捕了它的產(chǎn)品線，以配合重新設(shè)計(jì)的客貨車(chē)和SUV的美國(guó)市場(chǎng)，但他們也擊中了市場(chǎng)生態(tài)瘋狂與第二代混合動(dòng)力汽車(chē)引入社會(huì)的努力，現(xiàn)在普瑞斯（商業(yè)周刊）。該公司還正在推動(dòng)在同日本日元（彭博）加強(qiáng)正確方向的機(jī)會(huì)。隨著日元的發(fā)展壯大，并且在世界其他貨幣的變化，經(jīng)營(yíng)利潤(rùn)下降，在4-6月季度的百分之十五，七十億日元（彭

4、博）。 由于節(jié)省了貨幣轉(zhuǎn)換收購(gòu)公司，豐田手頭多余的錢(qián)用在R&D可能對(duì)他們的車(chē)輛或在其他幾個(gè)領(lǐng)域改善對(duì)公司造成巨大的機(jī)遇。豐田在歐洲增加了一倍的市場(chǎng)份額在過(guò)去4年百分之5.1由于進(jìn)口限制，目前在1990年的（彭博）下降。進(jìn)口的增長(zhǎng)在歐洲市場(chǎng)的開(kāi)放是一個(gè)偉大的機(jī)會(huì)，因?yàn)樨S田，使他們能夠把他們的汽車(chē)?yán)卓怂_斯豪華的陣容，面對(duì)的是歐洲的寶馬和奔馳。豐田正在考慮引入美國(guó)市場(chǎng)（大新聞）一個(gè)結(jié)實(shí)三季度噸卡車(chē)的想法。該模型將打擊福特F - 250和重型雪佛蘭Silverado和這兩個(gè)拾音器通常售價(jià)超過(guò) 30,000元（大新聞）。如果豐田將決定進(jìn)入重型卡車(chē)市場(chǎng)現(xiàn)在可以與建設(shè)，其中重型卡車(chē)使用的需要 非常有利可圖的

5、，美國(guó)各地蓬勃發(fā)展。豐田汽車(chē)公司的威脅是每天都發(fā)生。豐田公司的一個(gè)主要威脅是現(xiàn)代汽車(chē)公司。平均來(lái)說(shuō)，在現(xiàn)代通常有.30.馬力的車(chē)輛更多，成本約3000元不到同等分割豐田汽車(chē)（奄）。在凌志豪華的陣容，但仍然節(jié)節(jié)敗退寶馬轎車(chē)和SUV的銷(xiāo)售銷(xiāo)售（商業(yè)周刊）。在汽車(chē)技術(shù)增加，今天是一個(gè)重要推動(dòng)力量在汽車(chē)行業(yè)，如果豐田不能保持與其他競(jìng)爭(zhēng)對(duì)手時(shí)，他們可能很快失去在 他們所處的在美國(guó)市場(chǎng)的最新趨勢(shì)所涉部門(mén)的市場(chǎng)份額環(huán)保車(chē)輛，使用較少的天然氣和更加電子功率（MSNBC的）的使用。豐田推出了普銳斯混合動(dòng)力汽車(chē)，但本田也正在出售一輛混合動(dòng)力汽車(chē)現(xiàn)在和福特，通用和DaimlerChrlsyer 都宣布了他們（MSN

6、BC 的）混合動(dòng)力汽車(chē)即將推出的計(jì)劃。如果豐田公司能夠獲得其他大前三個(gè)版本的市場(chǎng)份額及其雜種，這不會(huì)成為一個(gè)威脅不大，但如果皮魯斯不適合在混合部門(mén)的消費(fèi)者的需要，他們會(huì)快速切換，并嘗試其他產(chǎn)品在市場(chǎng)上。豐田汽車(chē)公司是一個(gè)橫跨其組裝廠之一貼滿標(biāo)語(yǔ)；堯kangae，堯支那（商業(yè)周刊）。這個(gè)口號(hào)翻譯成 好思想，就是”好產(chǎn)品，并總結(jié)了所有關(guān)于什么是豐田作為一家公司（商業(yè)周刊）。有速度和靈活性的結(jié)合，是世界與他們有30個(gè)工廠，其中一些全球能生產(chǎn)2在同一行（商業(yè)周刊）8個(gè)型號(hào)的類(lèi)。 豐田也住在這轉(zhuǎn)化成一詞 Kaizen持續(xù)改善（金融時(shí)報(bào)）。豐田推出全面質(zhì)量 管理和Kaizen世界與愛(ài)德華茲德明幫助采取突擊

7、和質(zhì)量，不斷改善世界的焦點(diǎn)，而不是僅是底線，這一重點(diǎn)，有利于日本公司 成為在汽車(chē)的領(lǐng)導(dǎo)者之一制造業(yè)（金融時(shí)報(bào)）。豐田公司將在未來(lái)的盈利，因?yàn)樗麄儸F(xiàn)在需要繼續(xù)混合部門(mén)時(shí)，在美國(guó)市場(chǎng)銷(xiāo)售的重點(diǎn)。豐田公司還推出了它的聯(lián)合方案的供應(yīng)商大幅削減了一些步驟，它需要使汽車(chē)和汽車(chē)零件。在過(guò)去的一年中，該公司 26億美元砍出了其1130億美元的生產(chǎn)成本沒(méi)有任何裁員（商業(yè)周刊）工廠關(guān)閉。他們也把一項(xiàng)計(jì)劃，創(chuàng)建一個(gè)更靈活的制造系統(tǒng)的收尾。在這個(gè)新的計(jì)劃，植物印度尼西亞阿根廷將被設(shè)計(jì)為讓更多的定制的汽車(chē)適合在本地市場(chǎng)的需求和豐田認(rèn)為，他們的工廠在做這個(gè)的可以節(jié)省1億美元,通常需要建立一個(gè)新廠（業(yè)務(wù)周）。這些都是建議，

8、即豐田汽車(chē)公司需要考慮，以保持他們的公司在全球范圍內(nèi)的正確的方向 前進(jìn)。它的優(yōu)點(diǎn)，豐田將通過(guò)成為該領(lǐng)域的領(lǐng)先企業(yè)混合動(dòng)力汽車(chē)目前尚不清楚。沒(méi)有人知道如果綠色潮流”將成為未來(lái)大因素在一定的事實(shí)。 在美國(guó)市場(chǎng)，似乎有在排隊(duì)銷(xiāo)售汽車(chē)的混合動(dòng)力汽車(chē)將是豐田在未來(lái)的良好規(guī)劃。對(duì)生產(chǎn)定制的汽車(chē)，在一定的市場(chǎng)優(yōu)勢(shì)是一個(gè)很好的計(jì)劃，以保持對(duì)在同一地理區(qū)域的競(jìng)爭(zhēng)對(duì)手的競(jìng)爭(zhēng)優(yōu)勢(shì)。在混合動(dòng)力汽車(chē)市場(chǎng)將在豐田面前的皮魯斯更好的技術(shù)能夠提高在美國(guó)市場(chǎng)的失敗和別人開(kāi)始把該公司的利潤(rùn)。如果發(fā)生這種情況，豐田可能與該研發(fā)和廣告中的全部巨大的失敗，他們已經(jīng)成為他們新的混合動(dòng)力汽車(chē)投入。豐田汽車(chē)還擁有自己的客戶提供了一個(gè)優(yōu)勢(shì)利用

9、今天的行動(dòng)全面質(zhì)量管理模式。如果其他行業(yè)也開(kāi)始實(shí)施這一，豐田沒(méi)有精益求精，這可能證明成為公司的一個(gè)劣勢(shì)。Toyota Motor Corporation SWOT AnalysisThe Toyota Motor Corporation was incorporated in 1937 and has many strengths being one of the industry leaders in the automotive industry.Toyota has three major brands underneath the company umbrella; Toyota,Le

10、xus, and Scion. By having these three distinct brands, it lets the company reach many sectors of the globe in a choice of vehicle for customers.They produce their vehicles and target specific global regions, such as theCarina E for the European segment (Amherst).Toyota has traditionally also been th

11、e leader in Total QualityManagement or TQM. The belief that no process could ever be declared perfect, and that therefore there was always room for improvement was introduced by Toyota Sakichi (Financial Times).This brought about theJapanese word, Kaizen meaning continuous improvement (Financial Tim

12、es).By using the Kaizen theory ofcontinuous improvement, Japan caught up the US auto makers during the 1980s (Financial Times).Toyotahas also introduced its newest hybrid power car, Toyota Pirus, at the 2003 New York Auto Show and hit thedealerships in the fall of 2004 (Toyota). In September of 2003

13、, orders for the new and improved Pirus totaled17,500 which is five times more then the company target of 3000 (MSNBC).With the price of gasoline and oilever rising, this is a great market for Toyota to exploit.Toyota does have some company traits that are portrayed as a weakness in the industry.The

14、 brand Toyota isnot perceived as many to be prestigious (Amherst).Another perceived weakness is that it is in the top five ofsales but not in the top five in dividend payouts or stock performance (Yahoo Finance).This may put up a redflag to investors around the globe that Toyota is not paying divide

15、nds as frequent or as efficiently as they shouldto their shareholder of the company.In Europe, the Lexus brand sold 18,206 vehicles last year compared with509,720 BMWs. The reason for this is the Lexus brand lacks the diesel V-8 engine (Bloomberg).In certainEuropean countries such as Belgium and Gre

16、ece, diesels make up 90 percent of BMW sales in part to the tax subsidies the consumer receives (Bloomberg).The opportunities for the T oyota Motor Company seem to be endless.Today, T oyota has passed the Ford MotorCompany to become the worlds second largest automaker in the world trailing only GM (

17、Forbes).Toyota hasalso rounded out its product line to suit the US market with the redesigned passenger trucks and SUV, but they have also hit the market hard with eco-crazed society with the introduction of the second generation hybrid car布磊Sn/ the Prius (Business week).The company is also being pu

18、shed in the right direction for opportunity with thestrengthening of the Japanese Yen (Bloomberg). With the yen gaining strength and shifts in other world currency, the operating profits dropped during the April-June quarter by fifteen percent or seventy billion yen (Bloomberg). Because of the savin

19、g the company acquired in currency shifts, Toyota has extra money on hand to use possibly in R&D to improve on their vehicles or in several other areas causing great opportunities for the company. Toyota has doubled its market share in Europe in the past four years to 5.1 percent due to import restr

20、ictions being dropped in the 1990s (Bloomberg).The opening up of imports in the European market is agreat opportunity for T oyota because that enables them to put their luxury line of automobiles Lexus, up against the European BMW and Mercedes Benz.Toyota is considering the idea of introducing a bee

21、fy three-quarter-tonpickup truck into the US Market (Big News).This model would combat the Ford F-250 and the heavy-dutyChevy Silverado and these two pickups typically sell for more than $30,000 (Big News).If Toyota will decide toenter the heavy-duty truck market now it could be very profitable with

22、 construction, where the use of heavy-duty trucks are needed, booming all over the United States.Threats to the Toyota Motor Company are an everyday occurrence.A major threat to Toyota is the|Hyundai motor company. On average, Hyundai usually has thirty more horsepower in their vehicles, and costs a

23、round 3000 dollars less than a comparably segmented Toyota vehicle | (Amherst). In the luxury line of Lexus, they are still losing ground to BMW in sedan sales and in|SUV sales (Business week). Technology increases in cars today is a major driving force in the | automobile industry, and if Toyota ca

24、nt keep up with its other competitors, they could quickly lose|market share in sectors they are involved in. The latest trend in the US market is the eco-friendly vehicle that uses less gas and even more use of electronic power (MSNBC).Toyota has introduced|the Prius hybridvehicle,but Hondaalso is s

25、elling a hybrid car rightnow and Ford, GM and |DaimlerChrlsyer have all announced plans for a soon release of their hybrid vehicles (MSNBC).Ifthe Toyota Companycan gain market share before the other big three release their hybrid, this|wont become much of a threat, but if the Pirus does not fit cons

26、umers needs in the hybrid sector,they will quickly switch and try the other products on the market.The T oyota Motor Company has a slogan that is plastered across one of its assembly plant; Yoi kangae, yoi shina (Business week).That slogan translates to Good thinking means good products, and that su

27、ms upwhat T oyota is all about as a company (Business week).There combination of speed and flexibility is worldclass with the 30 plants they have worldwide with some of them able to produce up to eight models of on the same line (Business week).Toyota also lives by the word Kaizen which translate in

28、to continuous improvement(Financial Times). Toyota introduced TQM and Kaizen to the world with the help of Edwards Demming to take the world by surprise and focus on quality and improvement constantly instead of just the bottom line and this focus has helped the Japanese company to become one of the

29、 leaders in the auto manufacturing industry (Financial Times).Toyota, to be as profitable in the future as they are right now needs to keep their focus on the hybrid sectorwhen selling in the US market.Toyota has also launched a joint program with its suppliers to drastically cut thenumber of steps

30、it needs to make cars and car parts.Over the past year , the company chopped out 2.6 billiondollars out of its 113 billion dollar manufacturing costs without any plant closure of layoffs (Business week).They are also putting the finishing touches on a plan to create a more flexible manufacturing sys

31、tem.In thisnew plan, plants Indonesia to Argentina will be designed to make more customized cars that fit the demand in時(shí)磊5說(shuō)-the local markets and T oyota believes that by doing this at their plants the can save 1 billion dollars normallyneeded to build a new factory (Business week). These are the recommendationsthat the Toyota MotorCompany needs to take into consideration to keep their company moving in the right direction