...the crisis of 2007-8 had been remarkable. After a loss of $14.7 billion in 2008, Ford earned net pro ts of $6.6 billion in 2010, and it looked as though Ford’s pro t for 2011 would exceed this. The recovery had been much more rapid than Booth had expected. Ford’s business plan of December 2008 projected that it would not break even until 2011.1 Booth attributed the speed of the turnaround to three factors: rst government measures in North America and Europe to stimulate demand through incentives for scrapping old cars and subsidies for purchasing new, fuel-e cient models; second, the recovery of demand in several major markets including China, India, Brazil and the US; third, Ford’s own restructuring. The “One Ford” transformation plan introduced in 2006 had closed plants, cut Ford’s workforce from 295 000 at the beginning of 2006 to 148 000 at the end of 2011, sold Jaguar, Land Rover and Volvo and a large chunk of Mazda; integrated Ford’s global activities; and accelerated product development including an increasing emphasis on smaller cars. Despite these successes, Booth looked to the future with much trepidation. Ford’s performance over the next ve years would depend on three main factors: Ford’s ability to continuing success with its One Ford strategy, the state of the world economy, and developments in the global automobile industry. On the rst of these, Booth had few doubts. On the second, he realized that, for all the uncertainty, there was little that Ford could do other...
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...Actes du GERPISA n°22 GLOBALIZATION STRATEGIES OF KOREAN MOTOR VEHICLE INDUSTRY: A CASE STUDY OF HYUNDAI Myeong-kee CHUNG The current issue in the world economy is characterized by globalization. Corporations have built up a world-wide network economy by promoting production and trade. An important cause for the globalizing trend of the world economy lies in relocation of production sites and management strategies of business. Firms need not only partnership with foreign companies in the form of direct investment and joint ventures, but they need also to develop cross-border buyersupplier relations. These trends also provide opportunities for the sharing of risks and costs in R&D and production. Globalization is driven by strategic alliances that reflect a shift of company strategies. Globalization is an increasingly important aspect of the automobile industry. In the past decades, the automobile industry has been one of the mains driving forces in globalization. The pattern of globalization followed by the major car makers can so far be split into three stages. The first stage is export. At this stage the goal is to create a car that fits into a worldwide car category. The second stage of globalization comes after the expansion of export. This is the setting up of transplant in major market regions. The last stage of globalization is complete localization of transplants on one hand and the establishment of a global business network on another hand. In the following...
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...Business Policy Toyota was founded in 1937, Toyota Motor Corporation is a Japanese company that engages in the design, manufacture, assembly, and sale of passenger cars, minivans, commercial vehicles, and related parts and accessories primarily in Japan, North America, Europe, and Asia. Current brands include Toyota, Lexus, Daihatsu and Hino. Toyota Motor Corporation is the leading auto manufacturer and the eighth largest company in the world. As of March 31, 2013, Toyota Motor Corporation’s annual revenue was $213 billion and it employed 333,498 people. Toyota Motor Corporation competes in the automotive industry. The past five years were tumultuous for automobile manufacturers. Skyrocketing fuel prices and growing environmental concerns have shifted consumers' preferences away from fuel-guzzling pickup trucks to smaller, more fuel-efficient cars. Some automakers embraced the change by expanding their small-car portfolios and diversifying into the production of hybrid electric motor vehicles. Other automakers were more reluctant to shift their focus from big to small cars, expecting the price of fuel to contract eventually, bringing consumers back to the big-car fold. When fuel prices did fall during the second half of 2008, it was due to the US financial crisis ripping through the global economy. This had a domino effect throughout the developed and emerging worlds, with many Western nations following the United States into recession. Industry revenue fell about 15.4% in...
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...Advanced Industries The road to 2020 and beyond: What’s driving the global automotive industry? The road to 2020 and beyond What’s driving the global automotive industry? 3 Preface For the last century, the car culture has spread over the entire globe. As much as any other product, the car has shaped not only the global economy but how billions of people live. In Europe alone, the automotive industry accounts for roughly 12 million jobs (including related jobs); in the US, more than 8 million; and in Japan, more than 5 million.1 For all of its staying power, though, the industry has also seen constant change. Today’s cars – with their drive-by-wire electric systems or drive assistants – would have astonished Henry Ford, Ferdinand Porsche, and Kiichiro Toyoda. They would also have been taken aback by the increasingly demanding environmental requirements and the rise of new players, particularly in China. So what’s next? This in-depth research offers a perspective on where the automotive industry is headed. It is based on many discussions and interviews with the top management of leading automotive original equipment manufacturers (OEMs) and an analysis of data from the top 17 (by sales) global OEMs, which comprise 80 percent of global sales. This work was designed to answer the most crucial questions: How are the industry and the market evolving? What are the future challenges and opportunities? How can OEMs benefit from these new challenges and opportunities...
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...R e se a rc h a n d Stat i s t i c s B r a n c h working paper 16/2009 Impact of the Global Economic and Financial Crisis over the Automotive Industry in Developing Countries UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION RESEARCH AND STATISTICS BRANCH WORKING PAPER 16/2009 Impact of the Global Economic and Financial Crisis over the Automotive Industry in Developing Countries Peter Wad Copenhagen Business School UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION Vienna, 2010 This paper was prepared by Peter Wad, UNIDO consultant and backstopped by Nobuya Haraguchi, UNIDO staff member, Research and Statistics Branch, Programme Coordination and Field Operations Division. Iguaraya Saavedra provided administrative support. The designations employed, descriptions and classifications of countries, and the presentation of the material in this report do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations Industrial Development Organization (UNIDO) concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries, or its economic system or degree of development. The views expressed in this paper do not necessarily reflect the views of the Secretariat of the UNIDO. The responsibility for opinions expressed rests solely with the authors, and publication does not constitute an endorsement by UNIDO. Although great care has...
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...Assessing the Production System at Toyota David Osborn Ebenezer Ogoke Lamar Pryor Loretta Inoni UMUC AMBA 640 9042- Dr. Wende Huehn-Brown Table of Contents Exercise #1: 3 Exercise #2: 9 Exercise #3 14 Exercise #4 20 References 24 Exercise #1: Executive Summary Since the early 1950’s Toyota has been in the business of manufacturing automobiles as a family operated company. Much of Toyota’s success has come from their ability to adapt to an ever changing market place, in both good times and in bad, while honoring its commitment to product safety and quality. This commitment has allowed them to consistently produce cars that meet or exceed that of their competition, while taking into consideration the impact on our environment. Through the years many types of cars can be associated with the Toyota brand, but it is the introduction of the Lexus line of cars in 1989 that has helped to keep Toyota at the forefront of innovation and design. Early in 2000 Toyota took on the daunting task of deciding where to manufacture the Lexus RX300. Through careful analysis it was decided that the Toyota Motor Manufacturing of Canada (TMMC) would get this task. How this decision was derived came from the efforts of an independent consulting firm called the Hawks. They utilized production analysis and concepts derived and refined out of Toyota’s Production System (TPS) from Andon to Yokoten, as well as, Grid Analysis and Decision tree to assess how best Toyota should expand...
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...industry was established back in the late 1880s in Germany, where the first Benz was created. By World War II, the United States was the largest producer of automobiles with 75% of the global market. Between 1980 and 2000, a toggle back and forth between the United States and Japan on dominating the automotive industry occurred until most recently in 2011, China produced the equivalent amount of Japan and the United States combined. The automotive market has experienced a combination of influences on global production over the past five years. Much of the economic crisis influenced the industry, experienced a 12% reduction in 2009 and an increase of 26% in 2010, and a moderate increase of 3% in 2011 totaling 80 million cars in production (United States Department of Labor Bureau of Labor Statistics, 2012). The automotive manufacturing industry appears to be a vertical integration state. With companies as Ford that owns Lincoln, Mercury, and Volvo along with a 13.4% ownership of Mazda, one sees a variation of pricing and quality along with safety is under the same company tree. Another key organization is Porsche that owns Volkswagen. Volkswagen is an example of a manufacturer that produces various cars globally for different...
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...UNIVERSITY OF MUMBAI PROJECT REPORT ON MARKETING STRATEGIES & PLANS OF TOYOTA MOTORS BY MR. JITEN H MENGHANI ROLL NO 32 M.COM. (PART-1) ACADEMIC YEAR 2013-2014 PROJECT GUIDE PROF. MRS N.A. NERURKAR PARLE TILAK VIDYALAYA ASSOCIATION’S M.L.DAHANUKAR COLLEGE OF COMMERCE DIXIT ROAD, VILE PARLE (EAST) MUMBAI-400 057 DECLARATION I, MR. JITEN H MENGHANI OF PARLE TILAK VIDYALAYA ASSOCIATION’S, M.L.DAHANUKAR COLLEGE OF COMMERCE of M.COM (PART-1) (Semester-2) hereby Declare that I have completed this project on MARKETING STRATEGIES & PLANS OF TOYOTA MOTORS in The Academic year 2013-2014. The information Submitted is true & original to the best of knowledge. ----------------------- (Signature of student) JITEN.H.MENGHANI ACKNOWLEGEMENT To list who all have helped me is difficult because they are so numerous and the depth is so enormous. I would like to acknowledge the following as being idealistic channels and fresh dimensions in the completion of this project I take this opportunity to thank the University of Mumbai for giving me chance to do this project. I would like thank my Principal, Dr. Madhavi.S.Pethe for providing the necessary facilities required for completion of this project. I would also like to express my sincere gratitude towards my project guide PROF. MRS N.A. NERURKAR whose guidance and care made the project successful. ...
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...understanding of the benefits and cost involved in allowing Toyota to operate in the country, it is apparent that the company should be permitted to expand in the country. This proposal was based on the numerous benefits that exceed the risks associated with the operation. These benefits include the mass production that will upsurge the country’s export and employment, and help produce supporting industries. In 2012, Toyota manufactured 9.75 million vehicles1. In addition, Toyota’s large sales will generate high tax revenue. In 2012, Toyota’s net revenue was $226,106 million2. Moreover, Toyota provides training to individuals that will improve the country’s level of knowledge. Furthermore, Toyota’s competitiveness will influence its rivals to operate in the same country. In addition, Toyota also operates in non-automotive business. Lastly, Toyota can improve its products and services in the country. Company Description: Toyota Motor Corporation, established by Kiichiro Toyota in 1937, is a Japan-based automaker company headquartered in Toyota, Aichi, Japan3. The company offers various types of vehicles such as sedans, minivans, 2BOX cars, sport-utility vehicles, and trucks, as well as car related parts and accessories. Moreover, Toyota extends its corporation to non-automotive business, including housing, financial services, communications, marine and biotechnology4. As of March 31, 2012, Toyota has a total of 325,905 employees. In 2011, Toyota’s net revenue was $228,427 million, while...
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...competency is something that the company does so well that it provides the company a competitive advantage. Core competency gives the company hard-to-imitate advantage. One of the Toyota's core competencies is their production system which is known as Toyota Production System (TPS). This is consists of Lean manufacturing and Just-In-Time (JIT) Production. Lean Manufacturing is the production practice in which it is focusing on the elimination of waste and continuous improvement over long-term. Lean Manufacturing has been proven to be successful in improving productivity and reducing cycle times. On the other hand, Just-In-Time production is the production practice in which it is focusing on synchronizing the material flow so that when one item moves out from a work station, another item is ready to move in. It allows Toyota to keep their inventory to the minimal levels and this can help the company to reduce the cost significantly. Toyota Production System has enable Toyota to gain competitive advantage over their competitors. Many companies viewed Toyota and argued that many of those companies which have studied Toyota Production System for decades and try to imitate their production system but not many companies have not been proven to be successful in imitating their production system. It requires long-term commitment, determination and discipline to make all the process work. Furthermore, another Toyota's core competency is their brand management. Toyota has been successful in their...
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...In North America (/) Micheline Maynard (http://www.forbes.com/sites/michelinemaynard/) Contributor I look at all the ways we get around Opinions expressed by Forbes Contributors are their own. AUTOS (/AUTOS) 3/28/2012 @ 10:44AM 7,631 views 3 Reasons Why Toyota Is On A March In North America Comment Now Follow Comments Just a few years ago, Toyota’s world was Total Recall – not the movie that’s being remade, but the neverending wave of bad news about its cars. It lost its spot as the world’s best-selling car company to General Motors (http://www.forbes.com/companies/generalmotors/), and some people wondered if Toyota could ever get back its sterling reputation. What Pure Michigan Means to Business Leaders But this year, Toyota has been on an (Image credit: Getty Images North America via @daylife) investment march, and Canada and the United States are reaping the benefits. On Wednesday, Toyota announced http://www.forbes.com/sites/michelinemaynard/2012/03/28/3-reasons-why-toyota-is-on-a-march-in-north-america/ 1/3 5/16/2015 3 Reasons Why Toyota Is On A March In North America (http://toyotanewsroom.com/releases/toyota+canadian+manufacturing+operation+increase+rav4+volume.htm? view_id=30039)its latest move, involving its newest Canadian plant. The Japanese carmaker will invest $80 million (Canadian) in its factory in Woodstock, Ontario, about two hours west of Toronto. It will increase production of the RAV4...
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...........................................................................3 Key Facts...............................................................................................................3 SWOT Analysis.....................................................................................................4 Toyota Motor Corporation © MarketLine Page 2 Toyota Motor Corporation Company Overview COMPANY OVERVIEW Toyota Motor Corporation (Toyota or "the company") is one of the leading auto manufacturers in the world. It is engaged in the manufacture and sale of motor vehicles. Toyota sells its vehicles in more than 170 countries and regions worldwide. The company has operations in Japan, North America, Europe and Asia. It is headquartered in Toyota City, Japan and employed 338,875 people as of March 31, 2014. The company recorded revenues of JPY25,691,911 million ($256,919.1 million) during the financial year ended March 2014 (FY2014), an increase of 16.4% over FY2013. The operating profit of the company was JPY2,292,112 million ($22,921.1 million) in FY2014, an increase of 73.5% over FY2013. The net profit of the company was JPY1,823,119 million ($18,231.2 million) in FY2014, an increase of 89.5% over FY2013. KEY FACTS Head Office Toyota Motor Corporation 1 Toyota-cho Toyota City Aichi Prefecture 471 8571 JPN Phone 81 565 28 2121 Fax 81 565 23 5721 Web Address http://www.toyota.co.jp Revenue / turnover 25,691,911.0 (JPY...
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...which have in turn impacted the culture itself. The automobile industry is one of the largest technological industries that have developed in Japan. The growth of the automobile industry in Japan has had both positive and negative effects on the Japanese culture. The Japanese culture in 1950 prior to the accelerated growth of the automobile industry was complex and comprised of practices and institutions which developed based upon both ancient beliefs and contemporary influences. Ancient beliefs were a result of spiritual ideas, and internal political and economic structures that developed over time on this island nation, for the most part isolated from the western world until the 1800s. Western political and economic influences had an effect the culture thereafter. Spiritual beliefs in Japan are primarily an outcome of the influence of Shintoism, Confucianism and Buddhism, with some impact made by Christian missionaries who arrived on the island in 1600s. Shintoism, the earliest religious belief system of the indigenous people of Japan, is the belief that spirits that abide in natural elements (kami) influence all aspects of daily life. Buddhism, brought to Japan from China in the mid sixth century, first introduced the idea of the afterlife and the possibility of rebirth through spiritual progress. Confucianism also brought to Japan during the same period, lead to the development of...
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...Carlos Ghosn Carlos Ghosn, born 9 March 1954 is a Brazilian-Lebanese businessman who is currently the Chairman and CEO of Yokohama, Japan-based Nissan and holds the same positions at Paris-based Renault, which together produce more than one in 10 cars worldwide.[1] Ghosn is also Chairman and CEO of the Renault-Nissan Alliance, the strategic partnership overseeing the two companies through a unique cross-shareholding agreement. For orchestrating one of the decade's most aggressive downsizing campaigns and spearheading the turnaround of Nissan from near bankruptcy in the late 1990s, Ghosn earned the nicknames "le cost killer" and "Mr. Fix It."[2] After the Nissan financial turnaround, he achieved celebrity status[3] and ranks as one of the 50 most famous men in global business and politics.[4] In Japan, he is the superhero protagonist in a popular "manga" comic book series.[5] His polemical decision to spend $5 billion to develop the world's first mainstream electric car, the Nissan Leaf, is a subject of the 2011 documentary "Revenge of the Electric Car." Personal life Ghosn was born in Porto Velho, Brazil on 9 March 1954 to a French mother and Lebanese father. At age 6, he moved to Beirut, Lebanon, with his mother. He completed his secondary school studies there, in a Jesuit school (Collège Notre-Dame de Jamhour). Then he completed his classes préparatoires at Lycée Stanislas in Paris.[7] He graduated with engineering degrees from the École Polytechnique in 1978 (X1974) with...
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...years since Henry Ford’s first Model T rolled off the production line in 1908. From an initial reluctance on the part of the public, as noted in The Evolution from Horse to Automobile: A Comparative International Study (Chiu, 2008) to more recent challenges such as the repeated oil crises and competition from foreign manufacturers, the automobile industry has had many ups and downs. However, the current business environment may be bringing a challenge that will change the face of the auto industry as we now know it world-wide. For the many decades car ownership has been a given in the United States, as...
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