管理學(xué)英文案例講解

Let’sgetclosetoToyotaManagement?Group12BackgroundMainindustries&GeneralenvironmentVisionandmissionSWOTAnalysisFiveForcesmodelStrategiesCatalogueBackgroundFounder:KiichiroToyoda

Founded:August28,1937

Headquarter:Toyota,Aichi,Japan

Areaserved:worldwide

BriefintroductionofthecompanyBackgroundToyota'sbasicideasAthomeandabroadtocomplywiththespiritofthelawsandregulations,through...Concept

SignsinthelargeellipticalbehalfoftheEarth,bythemiddleoftwoellipticalverticalformaTword,onbehalfofToyota..SignsBackgroundMainIndustrySteelGeneralEnvironmentTheeconomicenvironment

Theeconomicenvironment

ThepoliticalenvironmentEconomicenvironmentPoliticalenvironmentSocialenvironmentSkillenvironmentallowfuelconsumptionToyotawillleadthewaytothefutureofmobility，enrichinglivesaroundtheworldwiththesafestandmostresponsiblewaysofmovingpeople.Throughourcommitmenttoquality，constantinnovationandrespectfortheplanet，weaimtoexceedexpectationsandberewardedwithasmile.Wewillmeetchallenginggoalsbyengagingthetalentandpassionofpeople，whobelievethereisalwaysabetterway."

Customers

MarketsMajorproductsBeliefConcernforemployeesTextinherevisionmissionSWOTAnalysis——Strength

OutstandingCulture-TheToyotaWayGlobalproductionfacilitiesStrongbrandimageWorld'slargestvehicleproducerLowercostinproductionStrongR&DcapabilitiesOneofthebest-sellingbrandsinU.S.market

FocusontheEnvironmentalprotectionInternalStrategicFactorsWightRatingWeightedScore1234StrengthsS1OutstandingCulture-TheToyotaWay0.104.00.40S2Globalproductionfacilities2S3Strongbrandimage8S4World'slargestvehicleproducer0.053.80.19S5Lowercostinproduction8S6StrongR&Dcapabilities6S7Oneofthebest-sellingbrandsinU.S.market8S8FocusontheEnvironmentalprotection0.02SWOTAnalysis——StrengthSharesoftheU.S.marketgoesdownCriticizedasaforeignimporterProfitlossLarge-scalerecallandqualityissuesSWOTAnalysis——WeaknessInternalStrategicFactorsWightRatingWeightedScore1234WeaknessW1SharesoftheU.S.marketgoesdown0.052.00.10W2Criticizedasaforeignimporter0.051.80.09W3Profitloss0.051.80.09W4Large-scalerecallandqualityissues0.102.00.20Scores1.00

0.48SWOTAnalysis——WeaknessSWOTAnalysis——OpportunityAdoptingHigh-TechnologyinProductionIncreasingEnvironmentAwarenessIncreasingDemandofFuelEfficientCarsIntegratedMarket(NAFTA)WightRatingWeightedScore1234OpportunitiesO1Adoptinghigh-technologyinproduction0.204.000.80O2Increasingenvironmentawareness0.153.600.54O3Increasingdemandoffuelefficientcars0.153.400.51O4Integratedmarket(NAFTA)0.052.400.12Scores1.97SWOTAnalysis——OpportunityIntenseCompetitioninU.S.MarketRisingOilPriceEconomicDownturnMarketSaturationNaturalDisasterSWOTAnalysis——ThreatsWightRatingWeightedScore1234ThreatsT1IntensecompetitioninUSmarket0.152.800.42T2Risingfuelprice0.102.600.26T3Economicdownturn0.102.600.26T4Marketsaturation0.052.400.12T5Naturaldisaster0.051.800.09Scores1.00

1.15SWOTAnalysis——ThreatsStrategicfitandselection“OS”Strategies

UsethestrongbrandimageandtheglobalproductionfacilitiestowinthechanceinintegratedUsetheirstrongbrandimagetoopenthemarketquickly.UsethestrongR&Dcapabilitiesandtheideasinenvironmentalprotectiontomaketheeco-friendlycarsorautopart“OW”StrategiesCatchthechanceoftheintegratedmarkettoreducetheprofitlossCatchthechanceofincreasingenvironmentawarenessandfuelefficientcarstogrowthupthesharesoftheU.S.marketCatchthechanceofadoptinghigh-technologyinproductiontoreducetheimpactoncriticizedasaforeignimporterFiveForcesModelThreatofnewentrantsEnteringacarmanufacturingmarketisverycostlyandrisky.Theinitialcapitalinvestmentisextremelyhigh,whilethecompetitionbetweenthecompaniesisveryintenseanddominatedbythewellestablishedcompanies.Thewell-knownbrand,unshakablemarketpresenceinvarioussegments,andlargesizegivesToyotaacompetitiveadvantageovernewentrantsintheautomanufacturingindustry.BackThreatofsubstitutes

Astheindustrytrendsindicate,thecustomersstillhaveasolidrelianceontheusedcarmarket.Consideringthefactthateconomyhasnotfullyrecovered,asignificantpartofthecardemandistakenbytheusedcarindustry.Withtheabilitytocutcostsmoreefficientlythanitscompetitors,Toyotahasnarrowedthepricegapbetweentheusedcarsanditsownautomobiles.Therefore,comparedtoitspeers,thesubstitutionwiththeusedcarsislessofadangerforToyota.BackBargainingpowerofbuyersTherecenttrendsindicatethattheconsumersarepronetoseekoutmorefuel-efficientcarsduetotherisingoilprices.Thisalsoresultsintheincreasingdemandforthehybridcarsthatoffercheaperalternativesforoperatingthevehiclecoupledwithhigherexpectationsofproductquality.Moreover,sincethechoicesinthecarmarketareabundant,thebuyerhasaquitestrongbargainingpowerandlowswitchingcosts.ThecostcuttingpracticesthatToyotaimplementsinitsoperationslowersthebuyerpowerandputsitscarsintoamoreadvantageouspositioncomparedtoitscompetitors.BackCurrentrivarly

Consideringthattheautomotiveindustryrepresentsanoligopoly(especiallyinUnitedStates)theconstantcompetitionforthemarketshareandindustrydominanceisprevalent.Continuouslyincreasingcompetitionisfueledbythehigherconsumerexpectationsandanticipationforthelowerprices.AlthoughToyotahasratherstrongcostcuttingstrategy,therecentnaturaldisasterhasputanadditionalpressureonToyota’scosts.Recently,theDetroitThreehavebeenofferinghighersalesdiscountstocounterpricecompetition,whichputsToyotaunderaheavierburdenofefficientproductionandcostcuttingstrategies.Yet,Toyotaremainsaleaderinthelowcostmanufacturing,whileitsproductionsystemcausedothercar-manufacturerstochangethewaytheyoperate.BackBargainingpowerofsuppliers

Bargainingpoweristheabilitytoinfluencethesettingofprices.Themoreconcentratedandcontrolledthesupply,themorepowerwieldsagainstthemarket.Thesuppliers’bargainingpowerwilldecreaseafirm’sprofitbutitcanmakesuppliergetmoreprofit.Sothisisjustanadvantagetoone.Butthisisaessentialforcetoindustry.BackStrategiesCorporateStrategyHowmuchdopeopleknowaboutToyota?ManypeopleknowToyotacars,buthowmanypeopleknowthatToyotaisnowsellingsweetpotatoes,afforestation?DiversificationStrategyCorporateStrategyDiversificationprocess19241924SakichiToyotainvented"non-stopshuttleWrapToyotaAutomaticLoom(G-type)“----NowToyotaisaconsortiumfoundedbySakichiToyotaAutomaticLoomToyotaforthemotherdevelopedalargeenterprisegroupCorporateStrategy1990In1990,Toyotachangedthecompany'sarticlesofassociationandbegantofullyenternewareasofships,aircraft,spacecraft,informationandcommunication.ThroughtheamendmentstotheArticles,Toyotaclearlyshowingtheworldforthe21stcenturywilldevelopacomprehensivenewcareerchallengetoallpossibilitiesgesture.Toyotahasalsobeentothefieldbeforeresidentialconstruction,industrialvehicles,industrialautomationsystemsandrelatedequipmentCorporateStrategy1992In1992,company-wideinordertofurtherpromotethecauseofenvironmentalprotection,andsetupaToyotaEnvironmentCommittee.Proposeda"manufacturingclosetohumanbeingsandtheEarth'scar,“thecompanyaimstobemoreactivelyengagedinthecauseofprotectingtheglobalenvironment.Fromthefrontofthesweetpotatoandafforestationexample,wecanseethat10yearsearlier,thefirst20yearsoftheinvestmentwas"Toyota'stradition",knownas"moneybegetsmoneyinvestment."CorporateStrategyInternationalStrategyExportstageForeigninvestmentstageLocalizationphaseExportstageFirst,provideagoodsalesandafter-salesservice,toestablishabroadservicenetworkinpowerbeforelaunchingthesalespotentialofeachtoprovideadequatesparepartsforsalessuccessandbuildastrongsupport.

Next,choosekeysalesmarkets,concentrateallforcestoattackthetargetmarket,afterthepenetrationofkeymarketfundamentals,thenattackthenexttargetmarket.InternationalStrategy.Inthefiercecompetition,TOYOTAtakethequalityofawinningstrategy,emphasizingitsdurabilityandreliabilityofthestrongcampaignattractedworldwideattention,givingconsumersanimpression:theabilitytomakelong-term,tomeettheneedsofcustomers,onlyTOYOTAonlythisone.ForeigninvestmentstageInternationalStrategySince1990,TOYOTAoverseas