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02/03/2012
SDM Assignment ­ Toyota: Case Analysis And Reports

Case Analysis 1. Source Problem The source problem is the unpredictable condition of the minicar segment in Europe. The minicar segment in Europe, although one of the fastest growing segments in Europe, there are different challenges that minicar manufacturers face. The minicar segment is affected by different business environment factors such as the economy, government regulations and policies as well as the demands and requirements of the consumers. Although there is increasing support for minicars in Europe, sales remain inconsistent. 2. Secondary Problems Short Term Problems

The short­term problems that TPCA faces in launching Aygo in the European market revolve around manufacturing considerations. 2.1 One problem is the changing regulations and government policies, which will have direct and indirect impacts on the operation and sales of minicars. For example, there is growing concern about the impacts of carbon dioxide to the environment. In order to alleviate the negative effects of carbon dioxide to the environment many countries and policy makers are imposing policies and regulations that seek to reduce CO2. 2.2 Cultural problems are seen as short­term problems. The difficulty of integrating Toyota’s Production System (TPS) in TPCA arises from differences in organizational as well as country culture. Integrating TPS in TPCA proved to be challenging, because of cultural differences between TPCA which is located in Czech Republic, Peugeot Citroen (PSA) which is in France and Toyota which is headquartered in Japan. 2.3 Another short­term problem is that TPCA must embrace Toyota’s business philosophy and at the same time consider local demands and employment practices. This may cause conflicts in how business will be done in TPCA. An example of this conflict was experienced by TPCA concerning its workers. Implementing Toyota’s normal shift system of 4­day workweek with 10 hours each resulted in high absenteeism. Long Term Problems 2.4 The company needs to deal with marketing challenges. Toyota Aygo is similar with two other Toyota cars that are currently in production. Also selling to younger clients is seen as a challenge, and Toyota has no strong background in selling to younger clients in Europe. 2.5

Another long­term problem is the changing customer demands and requirements. Toyota Aygo is focused towards generation Y that has unique characteristics compared to other market segments. Selling to A­segment consumers will be challenging for Toyota as the company has no recent history of selling cars in the A­segment nor a loyal customer base in that segment. 3. Analysis Table 1

Brand/Model

2002

2003

2004

2005

Toyota Aygo

0

0

0

21,224

Peugeot 107

0

0

0

19,552

Citroen C1

0

0

0

17,730

BMW Mini

144,119

176,465

184,357

200,428

Chevrolet Mariz

0

0

22,354

53,245

Daewoo Matiz

72,232

59,176

36,528

1,879

Citroen Saxo

164,477

71,478

1,737

19

Fiat Panda

117,959

131,677

224,055

228,106

Hyundai Atos

40,130

19,679

37,186

37,450

MCC Smart

120,000

123,000

152,000

125,000

Mercedes A­Class

151,646

132,911

125,950

172,539

We can see from the table above that the minicar segment in Europe is highly unpredictable. In the period of four years (2002­2005), the sales of minicars in Europe has been erratic. By looking at the table we can say that the performance of minicars in unstable and that the future of the minicar segment is still unclear. In entering the A­segment in Europe, Toyota faces many challenges, especially because Toyota has no solid experience in producing and selling minicars. Also Toyota drivers’ average age is around 53 years. Toyota’s customers are loyal to the company. However, Toyota has never tapped the Y­ generation before. As part of the growth strategy of Toyota in Europe, the company established a joint venture with PSA Peugeot Citroen, the joint venture gave birth to TPCA which is located in Czech Republic. The decision to enter the European market was propelled by the company’s consistent good performance in

the region. Looking at the unit sales and market share for Toyota in Western and Eastern Europe from 2000 to 2005 (Table 2), we can see that the company remained a good performer and was successful in increasing its market share. Table 2

2000

2001

2002

2003

2004

2005

Sales (thousand units)

656

666

756

835

916

964

Market Share

3.56%

3.58%

4.4%

4.7%

4.9%

5.1%

Toyota is also the highest selling Asian Brand in Western Europe in year 2000 and 2005. Toyota also has the biggest market share among the Asian Brands.

2000

2005

Unit Sold

Market Share

Unit Sold

Market Share

542,771

3.7%

762,736

5.3%

The target market for Toyota Aygo are younger customers, particularly the Y generation. The key part of

taking Toyota Aygo to the market was to understand the lifestyle of the target audience. The key segment of consumers born after 1976 was identified as the main area of opportunities for Toyota Aygo. This market segment is characterized by high individualism. Generation Y drivers consider cars as not just means of transportation. Rather they look at cars as forms of fashion apparel and seek to “personalized” them. This market segment are more in­the­know when it comes to technology and they make use of the internet to research on their prospect products before checking them physically. Generation Y drivers tend to not appreciate traditional forms of advertising. They replaced television with the internet (computers) and mobile phones as the primary source of information and entertainment. 4. Criteria of Evaluation

Possible Attributes

Possible Indices

Year One

Year Two

Year Three

Growth

Market Share Unit Sales

9.7 97,000

9.9 99,000

10.1 101,000

Utilization of Resources

ROI ROE

.20 .25

.21 .26

.22 .27

Contribution to Customers

Price Quality Reliability

Equal or better than competition

Equal or better than competition

Equal or better than competition

Contributions to Employees

Turnover Rate Diversity

< 3% 35% Women, Older workers, etc.

< 3% 38% Women, Older workers, etc.

<3% 39% Women, Older Workers, etc.

Contribution to Environment

CO2 Emission

108 g/km

106 g/km

104 g/km

Contribution to Society

Taxes Paid Scholarships Civic Projects

£ 10 M £ 250,000 £ 100,000

£ 12 M £ 250,000 £ 150,000

£ 14 M £ 250,000 £ 150,000

5. Alternatives Short Term 5.1 The company can create a committee that will deal with European governments that will put forward the interests of the company in the creation of policies and regulations. The committee will also be responsible in ensuring that the policies and regulations of different governing bodies are adhered to. The committee will also be responsible in communicating with policy makers. 5.2 The company ca create a committee that will help the people in TPCA in dealing with differences in culture. Diversity management must be installed in TPCA. 5.3 The company can create a guiding committee which will review Toyota’s business philosophy and

determine it applicability in TPCA. The committee will be responsible in creating a recommendation for TPCA in applying “The Toyota Way” in the TPCA setting. Long Term 5.4 TPCA can also explore other market segments in order to create a larger market for Toyota Aygo. By expanding the market reach of Toyota Aygo, Toyota can create a more favorable position in the market place. 5.5 Toyota can create a consumer analysis team which the main tasks will be is to forecast customer demands requirements and analyze the developments in the market. 6. Recommended Strategies Short Term 6.1 Culture Education and Training – TPCA as a joint venture, is composed of people from three different countries (France, Czech Republic, and Japan). Cultural differences may become a serious issue in the future and may affect the company’s operation. It is suggested that a culture education and training must be conducted in order to educate TPCA’s people about other culture. The program must aim to make everyone appreciate and respect other culture. Diversity management must also be instituted. 6.2 Consider Local Regulations the application of Toyota’s Production System (TPS) – Toyota’s Production System is a business philosophy that is being adapted all over the world by Toyota’s businesses. In the case of TPCA, it is evident that while the TPS is intended to increase quality and efficiency of production, there are some changes that must be made. In order for the TPS top be successfully integrated into TPCA, local regulations and factors must be considered. Long Term 6.3 Marketing Strategies Intended for Y Generation – Toyota has identified a new market segment to explore. However, Toyota acknowledges that it has no extensive experience when it comes to Y Generation. In order to be successful in attracting this market segment, Toyota must come up with marketing strategies that are specifically intended for this segment. The characteristics of this segment must be considered in marketing strategy formulation. Since

this segment extensively use the internet, Toyota can create marketing strategies that make use of the Internet. Internet marketing will play an important role in advertising and marketing Toyota Aygo. The Aygo audience can be identified as optimistic, confident, clever, and creative urbanites. In order to attract them, Toyota must communicate with their own language – use their interests as tools in marketing. For example, Toyota can target the usual places where these people hang­out such as bars, clubs, malls, and concerts. The Internet can also be used. Toyota can create a website that will specifically cater to the target audience of Toyota Aygo. Toyota can make use of blogs, online social sites, instant messenger and home page sponsorships to communicate to the target audience. Traditional marketing tools can also be used such as TV and magazine advertising. Advertisements must be placed on programs and magazines that capture the interests of Y Generation. 7. Justification of Recommendations It is evident from the case that the differences in organizational cultures between the three companies involved have created problems in the operations of TPCA. Also cultural (as well as social) problems also have a big impact on TPCA’s operations. In this light, the recommendation of having a culture education and training in the company is well founded. In order to ensure that TPCA’s operations run smoothly and to minimize cultural problems having culture education and training will be advantageous. The company’s macro­environment affects its operations as well as its success in the market. One of the important consideration are political factors that affect the company. Considering the application of TPS on TPCA is a smart move for the company, since there are differences in the political sphere of Czech Republic and other countries where Toyota is operating. Since Toyota Aygo is marketed to the Y­Generation, having a deeper understanding of the said segment is of outmost importance. Studying this market segment will enable Toyota to explore other opportunities for its future automobiles. The company needs to create marketing campaigns and strategies with the Y­Generation customers as the primary audience in order to attract them to purchase Toyota Aygo. 8. Implementation, Control and Follow­Up In order to ensure that the company is performing according to the set aims and objectives, appropriate measures must be created. In order to measure the performance of the company, sales and

market share must be analyzed. In terms of implementation, organizational policies and regulations must be redesigned in order to reach the company’s goals and objectives. Finally, employee performance must be measure through performance appraisals which are designed to measure the results that the company values. 0 Comments Thinking Bookworm
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...offer the bases in preparing, presenting and displaying even in interpreting general-purpose financial statements. There are some important accounting concepts that support the readiness and preparation of any accounting arrangement or financial statements such as Going Concern Concept, Consistency Concept, Prudence Concept, and Accruals Concepts. For example, Going Concern Concept is a company or organizations will not be going to bankrupt unless there have a confirmation and evidence to the contrary and this is supported by accountants. Purpose of Accounting Conventions An accounting convention refer to regular and common practices which are all around followed in recording and exhibiting accounting data and information of the business entity. They are taken after like traditions, convention, and so forth in a general public. Accounting conventions are evolved through the normal and consistent practice throughout the years to encourage uniform recording in the books of accounts. Accounting conventions help in contrasting accounting information of various specialty units or of the same unit for various...

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...cover cover next page > Cover Business, Management and Finance Small Business; Entrepreneurship title author publisher isbn10 | asin print isbn13 ebook isbn13 language subject publication date lcc ddc subject : : : : : : : Entrepreneurship and Small Business Burns, Paul. 0333914732 9780333914731 9781403917102 : : : : cover next page > file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%.../0333914732__gigle.ws/0333914732/files/cover.html [06.10.2009 1:01:58] page_i < previous page page_i next page > page_i next page > Page i Entrepreneurship and Small Business < previous page file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%...0333914732__gigle.ws/0333914732/files/page_i.html [06.10.2009 1:02:00] page_ii < previous page page_ii next page > page_ii next page > Page ii < previous page file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%2...0333914732__gigle.ws/0333914732/files/page_ii.html [06.10.2009 1:02:00] page_iii < previous page page_iii next page > page_iii next page > Page iii Entrepreneurship and Small Business Paul Burns < previous page file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%2...333914732__gigle.ws/0333914732/files/page_iii.html [06.10.2009 1:02:00] page_iv < previous page page_iv next page > Page iv © Paul Burns 2001 All rights reserved. No reproduction, copy or transmission of this publication may be...

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...CHANGING CLOTHES. CHANGING CONVENTIONAL WISDOM. CHANGING THE WORLD. Fast Retailing has the conviction and vision to face the challenge of creating a better world. PARIS Valerie Dassier, Head of E-Commerce and Customer Care, Comptoire des Cottonniers and Princess Tam Tam To become a leader, it’s not enough to do it a little bit better. Great leaders see a different reality. LONDON Kate Pierre, Store Manager, Uniqlo UK We are going to be the number one casual clothes company in the world. And we will look to our managers in the company to take on bigger roles in their local countries and abroad. MOSCOW Aleksandr Kurchatov, Store Manager, Uniqlo Your attitude and your smile go a long way. My philosophy is to give people the chance to smile and they will open up. NEW YORK Jennifer Parker, VP Store Management, Theory, NY More than any other retailer, FR empowers people to be the CEOs of their own four walls. They put the onus on the store manager to change themselves and make it the most important role. SAN FRANCISCO Daisuke Tsukakoshi, Director West Coast, Uniqlo USA In the U.S., the home of casual clothing, competition is fierce. We’ll need people who are willing to play major roles in opening up this effort. SHANGHAI Joanne Lam, Merchandising Director, Uniqlo, Hong Kong and Mainland China I always admired Coco Channel as a kid. She turned around the whole fashion industry of her time. I want to work in a big company that is prepared to make that...

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