...Sylhet International University A Case Study on “Toyota's Global Production Strategy” Rahat Sarkar Department of Business Administration Sylhet International University. Bangladesh. Mobile Number: +8801715813483 Q:1)Why has Toyota been successful? 1.Successful brand - Toyota has developed a trusted brand based on quality, good performance and for being environmentally friendly. 2.Innovation - Toyota is at the forefront of car manufacturing innovation. It was the first car manufacturer to embrace lean manufacturing (known as Toyota Production System) which is a faster, more efficient process which leads to less waste compared to the traditional batch and queue method of manufacturing. It also applied JIT (Just in Time manufacturing) and smart automation. 3.Product Development - Key to the success in the car market is new models which stimulate demand and loyalty to the Toyota brand. Toyota has reputation for producing cars which are greener, more fuel efficient, and of good performance. Toyota has sought to meet government requirements, economic changes through the development of hybrid fuels. Q:2)What are the strategies for gaining entrance into foreign countries? It successfully entered markets and penetrated them with both manufacturing and sales subsidiaries. Toyota gained first mover advantages by presence in globally strategic markets (Asia, Europe, US) first, whereas its nearest rivals (Ford, GM) gained footholds in only 2 of (US and Europe)...
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...Distribution Strategy for Production & Sales In order to effectively market and sell a new product, a distribution strategy must be defined. Distribution for production and sales can occur in many different ways and it is important that many avenues be explored. This is because it is always beneficial to produce through multiple channels in order to maximize your efficiency. One way that the product can be distributed for sale is through a sales team. There could be a dedicated sales force that visits different businesses and attempts to sell the product directly to them. Another way that the product could be distributed is through a wholesaler or a distributor. This would be an efficient way to quickly move product on the market and allows for a higher volume to be produced and moved than other methods of distribution. A third possible way to distribute the product would be through the company’s own e-commerce site. The consumer can come directly to their site and be able to order the product straight from the manufacturer. This way could lead to less expensive products as there is no middle man in this particular process, lessening the cost to the consumer in the process. A very obvious choice in the distribution and sales of the product is Amazon. This should be one of the first places that a new product should be marketed as Amazon has one of the most popular e-commerce sites and is constantly expanding. This provides an excellent opportunity for the distribution strategy to be...
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...Product Design and Development Strategy On 5 September 2012, BBC reports that Lumia 920, which is the flagship device in Europe, features wireless charging as well as its revolutionary camera pure view, which allows you to take pictures at night. Nokia argues that it can capture 10 times the amount of light, compared to the rest of the Smartphones in the market (“Nokia unveils two” 2012). This feature creates competitive advantage for the company as well as technological leadership. The 820 model featured also wireless charging however less impressive technology and a slightly smaller display (Stevenson, 2012) Customers have encountered problems with the phone software. Such as, Lumia 900, which is the flagship device for US, has been introduced with software bug, which prevents users from connecting to the Internet (“Bug hits new”, 2012). This has surely caused negative word of mouth for the devices, as well as disappointment for the owners of the Windows phone, it has surely affected European customer base as well. Apps that run on Windows phone are much less than those that Android and IOS offer for their customers. This is a huge problem for Nokia, as apps are really important for the Smartphone user. Nokia’s devices are offered in different colours such as green, red and yellow so the customers can customize the phone by their preferences. The devices are differentiated in the product part of the marketing mix. However it does not become clear whether the products...
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...SUCCESSFUL MARKETING AND PRODUCTION STRATEGIES OF FRITO-LAY PURPOSE Frito-Lay Inc. has remained the dominant leader in its industry through the success of consumer-focused business strategies: Effective marketing strategies to promote products during times of economic downfall. Product innovations, and adjustments to accommodate consumer preferences resulting from dietary trends. Creative, and inventive promotional techniques used to remain superior to competitors. This report discusses these strategies as a model for other businesses within the snack-food industry. Data for this report was gathered through current books, articles, journals, reports, and business research databases, including: Datamonitor, Factiva, Business & Company Resource Center, Business Source Complete, and IBISWorld located through Newton- Gresham Library, on Sam Houston State University’s campus, in Huntsville, Texas. BACKGROUND Frito-Lay is currently one of the leading and most recognizable company names in the snack-food industry. The company’s 17 leading brand names generate billions of dollars in annual sales. As one of the four company divisions of PepsiCo, Frito-Lay North America is the most profitable, contributing 39% of the company’s operating profit, and one-third of PepsiCo’s entire revenue. (Entire paragraph paraphrased (Frito-Lay North America, 2006). Frito-Lay was originally formed in the 1930’s during the Great Depression as an entrepreneurial venture...
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...In this paper will it is discussing the importance of aggregate planning strategies. The aggregate planning strategies has as its primary mission, set production levels in aggregated units along of a time horizon that generally ranges from 3 to 18 months, so as to achieve meet the needs identified in the long-term plan, keeping while minimum levels of costs and a good level of customer service. In aggregate planning various mathematical techniques can be used to obtain feasible schedules. With planning methods is to optimize the use of resources avoiding sudden changes in production and at the same time reduce the total cost planning. The importance of aggregate planning in the process of managing an organization is to establish plans for short and medium term to meet the requirements of the production forecast when the capacity from the standpoint of plant or equipment is relatively fixed. INTRODUCTION In this paper I’m going to talk about Aggregate Planning Strategies. The aggregate planning serves as a link between the decisions about the facilities and programming. The decision of the aggregate planning establishes production levels overall medium term, which is why it is necessary that the company these processes is implemented, making decisions and policies that relate to overtime, hiring, layoffs, outsourcing and levels inventory. Knowledge of these factors will allow us to determine production levels involved and the mix of resources used. Like the aggregate planning...
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...Groups, Teams, and Conflict MTG/311 March 4, 2015 Groups, Teams, and Conflict Team Strategy Plan 1. Complete the following table to address the creation of teams at Riordan Manufacturing. Strategy | Strengths | Weaknesses | Forming: Cross-Functional with Common Plan and PurposeIdentify team members, analyze work, develop goals to achieve mission success, and generate strategies to achieve goals (Robbins & Judge, 2013). | High level of communication promotes clearly defined purpose. Proper planning enhances climate of trust and allows common purpose to provide guidance for overcoming barriers (Robbins & Judge, 2013). Enhanced tendency to attain synergy and achieve goals (Wienclaw, 2015). | Personal agendas weaken the common purpose and reduce cohesiveness. Infrequent strategy reviews encourages team confusion (Robbins & Judge, 2013). | Storming: Team Member Commitment | Create structure and processes. Reduced dysfunctional conflict and build trust and cohesiveness (Robbins & Judge, 2013). | Challenges to authority. Some participants may struggle with the limits the team levies on individualism. | Norming: Determine Leadership Hierarchy and Performance Metrics | Clearly defined chain of command promotes normalcy and respect. Clearly communicated performance metrics enhances normalcy (Robbins & Judge, 2013). | New task assignments may cause some members to revert to Storming phase. | Performing: Coach to Goals | Team Manager is able to...
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...Free to Search your Class through Our Product Categories or From Our Search Bar (http://hwguiders.com/ ) Compensation Analysis The strategic and tactical value of producing a evaluation system is how it helps a person to design and perform tactics or specific practices that produce trust, competitive advantage, and value and that accumulate power within the organization as well as the customers they transact with. The capacity to produce new, fresh and increasingly valuable offers and practices enables one to invent new actions to avoid threats, fulfill obligations and exploit opportunities to make the strategies effective, strategic and powerful enough to fulfill Tri-Emerald Group’s business ambitions. Without the production of offers such as this it is impossible to think or act autonomously, effectively, strategically or powerfully to design and perform strategies powerful enough to maintain standards in the top 10% of the marketplace. To Download Complete Tutorial Hit Purchase Button BUS 303 Week 3 Assignment Characteristics for high performance Get Tutorial by Clicking on the link below or Copy Paste Link in Your Browser https://hwguiders.com/downloads/bus-303-week-3-assignment-characteristics-high-performance/ For More Courses and Exams use this form ( http://hwguiders.com/contact-us/ ) Feel Free to Search your Class through Our Product Categories or From Our Search Bar (http://hwguiders.com/ ) Compensation Analysis The strategic and tactical...
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...HABI Footwear: A Written Case Analysis By: Alfafara, Rodulfo Flores, Keano Gonzales, Jess Paras, Joaquin So Chan, Katrina Table of Contents I. INTRODUCTION 3 Vision and Mission 3 Objectives 3 II. STRATEGIES 3 Market Development 3 Product Development 4 First-Mover and Outsourcing 4 III. EXTERNAL OPPORTUNITIES AND THREATS 4 Competitive Profile Matrix 4 External Factor Evaluation Matrix 5 IV. INTERNAL STRENGTHS AND WEAKNESSES 6 Internal Factor Evaluation Matrix 6 V. STRATEGY MATRIXES 8 Internal-External (IE) Matrix 8 Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix 8 Space Matrix 11 Quantitative Strategic Planning Matrix 13 Alternative Strategies Advantages and Disadvantages 16 VI. RECOMMENDATION 18 Costs of Implementing Alternative Strategies 19 VII. IMPLEMENTATION 21 Forecasted Ratios and Projected Financials Accounts 22 Specific Annual Objectives and Policies 22 VIII. RECOMMENDED PROCEDURES FOR STRATEGY REVIEW AND EVALUATION 24 IX. APPENDIX 25 X. Sources 26 * INTRODUCTION HABI Footwear, a social enterprise established in 2011, produces espadrilles and other styles of shoes from recycled materials. It utilizes rags as shoe components, which are either bought by the community from garment factories or bought by the company for the community. These are weaved by the community and are then brought to shoe manufacturers in Marikina to produce fashionable shoes and espadrilles. Currently, HABI...
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...Assignment #4: HRM Issues/Diversification Strategies BUS 599 Strategic Management Conduct an Analysis of Case #10 Nucor Corporation and prepare a (4-5 page report). Discuss the trends in the steel industry and how it may impact Nucor’s strategy. The trend had been major steel production using blast furnaces. New technology using arc furnaces adopted by Nucor led to increased production and cost savings. The arc furnace technology took less labor, increased production, and was considered the new most cost-effective strategy among the steel industry. It was Nucor’s decision to adopt this process and be the first to introduce this new process to the United States. Many steel companies were going out of business due to reduced demand for steel and failing economies across the globe in the late 90s into the 2000s. Nucor chose to buy these failing plants when easily convertible to their production lineup. This also in many cases was a cheaper route than building new plants. The acquisition strategy proved to be essential as these failing firms were already setup for steel production at mass quantities and Nucor was able to inherit their ties and partnerships as well as their presence in their surrounding geographical area. The constant drive for efficiency and cost effective production was another strategy chosen to increase competitive advantage, market share, and ultimately become the number one steel producer among heavy competition. Discuss the organizational structure and...
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...RLC Computer Company (RLC) is an electronics manufacturer that produces high-value computers and distributes them in the US market. They distribute out of two Midwestern production facilities in Detroit and Cincinnati. Historically, all of RLC’s shipments move from each production facility to all major US markets via daily direct air shipments. The data provided to this consulting team indicates that RLC’s customers are all located in the Southwestern United States, which means that their Midwestern production facilities are geographically distant from their customers; this distance issue means that RLC is not operating efficiently because their shipping is not cost effective. Please see Exhibit A, which indicates that the total cost of air shipping based on current demand levels is $10,515 per day. Transportation costs make up a majority of RLC’s distribution costs, and will be used in this study as the basis for evaluating alternative distribution system strategies. RLC’s goals are to (1) reduce transportation costs, (2) reduce transit time to minimize the risk of lost sales, and (3) improve overall customer service. To meet these goals, this consulting team ran multiple scenarios aimed at optimizing the supply chain. RLC has already made strides to improve their distribution system, but are currently challenged as to how to make additional enhancements. Their “desire for a distribution system characterized by high-speed transportation and low in-transit inventory...
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...parts for the organization. Team A will develop a Team Strategy Plan of which we will identify several strategies in building viable teams, identify challenges or barriers that may occur, determine the best approach, and measure the teams efficiency. While developing these teams, Team A will create a Conflict Management Plan of which we will analyze the teams strengths and weaknesses, implementation of different conflict management strategies, select the best approach, identify potential challenges, and consider alternate strategies that will foster an efficient team. The Various Strategies Available to Build Teams Riordan Manufacturing is striving to create the perfect teams of employees to generate the best possible production of the newly designed CardiCare Valve heart valves. Creating those perfect teams requires much planning and organization. An important thing that Riordan needs to think about when trying to construct their teams is the number of members of each of the team. Generally speaking, the most effective teams have five to nine members (Robbins & Judge, 2011). When teams are larger, coordination and communication amongst its members may be an issue making it harder to get work done. Another thing for Riordan to consider when building their teams is the purpose each of the teams. Effective teams begin by analyzing the team’s mission, developing goals to achieve that mission, and creating strategies for achieving the goals (Robbins & Judge, 2011). Setting...
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...Strategic Management Strategic management is the process of designing an organization vision, mission and goals. It develops set of actions for formulating the strategy. Some arguments exist in corporate that ’how strategy is made’ either through design or emergence approach. According to emergence approach, strategy emerges through the initiative taken by the manager for enhancing the performance of firm. Here, the strategy is formed without any long term plan. The manager just frames it, to meet out the day to day operations of the firm. For instance, Sam Walter, the founder of Wal-Mart, established his store in 1962. His competitor opened the store in urban areas, to get huge profit. But for a change, Sam Walton opened his store in rural area, which brings him success, as he got customers 50 miles away from the stores. Here, he does not apply any strategic plan. Strategy came out through his response to the problem. Emergent approach of framing strategy is common in earlier days, and it become quite successful too. But according to design approach, strategy is intentionally formed by the organization to achieve the goals. For instance, consider an organization is going to expand the business globally. For this, a well planned strategy should be devised to meet out the requirements of various countries. Once the strategy is devised, it should be implemented by keeping in mind about the mission and vision of the organization. Mostly top management plays a vital role in this process...
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...satisfied daily, which includes production and distribution of the products to customers. As orders are received and updated real-time with the help of the internet, daily production targets should be updated. Jim will also have to decide on a daily basis how many employees will work on customized feeders depending on the volume of sales orders. Because orders vary per season, he can train other employees from other departments/products for the skills needed in producing the customized bird feeders. These employees can work on the customized bird feeders product during peak season and go back to their original job function or product on low-volume seasons. Jim should also consider quality control as part of his daily decisions to ensure that customers receive high quality products. Long-term Decisions Due to Jim’s increased costs and decrease in profit he needs to review product costs and identify which costs he can do without. He may also consider opening a second facility or even moving to a larger building to take on customer demand. In terms of capacity Jim can review his current product range since 500 SKUs maybe large enough for a company with only 15 employees. He can trim down his product offerings or hire additional employees. But since Jim may currently be having problems with cost control, trimming down the company’s SKUs may be more beneficial. 2. Describe the operations strategy for Natural Designs. Has this strategy changed as a result of the custom...
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...Make vs. Buy Revisited Reassessing your company’s manufacturing strategy M ake or buy? The classic manufacturing question still has no easy answer. Amid signs of demand recovery, but with capital still limited and resources thinned by restructuring, top executives today are revisiting the issue. To come to the right make-or-buy decision, leading companies resist the temptation to “feed the beast.” Instead of focusing only on short-term gains, these leaders keep their long-term strategy and corresponding core competencies in mind. They adopt a clearly defined manufacturing strategy, and then adopt the right tactics that can lead to smart decisions and a competitive advantage. The trade-offs between making a product inhouse and buying it externally are well known to most senior executives. The “buy” approach— a manufacturer purchasing a necessary part from an outside source—frees up resources, reduces capital demands, increases flexibility and improves returns on capital employed, but in a tough market companies may seek to avoid potential quality concerns and supply risks. On the other hand, a “make” approach—developing and building that same necessary part internally—enables the company to utilize available internal capacity, absorb fixed costs and protect intellectual property, but it can lead to unnecessary complexity and divert time and attention away from highervalue activities. Choosing “make” simply because the capacity already exists, or “buy”...
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...Assignment 1: The Lego Group 1. Explain how the development of strategy at the LEGO Group reflect the key characteristics of strategic management outlined in section 1.2 and in the model in Figure 1.4 First of all, in order to explain the strategic management, the strategy model needs to be taken into account (Figure 1.4). It encompasses three key sections, namely the strategic position, the strategic choices and strategy into action. When talking about the strategic position, four questions have to be asked. Examining the opportunities and threats of the Lego Group's environment led to finding out that the company takes advantage of being a family-owned business which entails clear responsibilities. Furthermore, the Lego Group made use of the constantly growing brand name which gave them the opportunity to enter new markets globally. Additionally, the company undertook immense investments which paid off after a while, as the group tried to keep up the pace technologically and took the chance to offer the most innovative products. However, while experiencing massive competition, the company also had to cope with the rapidly changing environment which ultimately resulted in huge deficits and drawbacks. Threats, such as the oil crisis also contributed to worsening the financial situation of the company. The organisation's strengths can be summed up by mentioning an effective leadership style, acting as a risk taking entity, actively looking for new concepts, continuously...
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