...Toyota to stop making cars in Australia, follows Ford and Holden Rick Wallace and John Ferguson The Australian February 10, 2014 TOYOTA has announced it will cease making cars in Australia in 2017, blaming the cost of manufacturing and the high dollar. Toyota announced the closure of its Altona plant this afternoon and was briefing workers on the withdrawal. The company has been making cars in Australia since 1963. Toyota’s move follows the decisions of Ford and Holden to quit manufacturing in Australia by 2016 and 2017 respectively. It means that from 2017, Australia will not have a local car manufacturing industry. Toyota’s closure is expected to cost 2500 employees their jobs. “This decision will change the face of industry in Australia forever,” said Industry Minister Ian Macfarlane, who added that Toyota had made no request to Canberra for financial assistance. Tony Abbott said the government was focused on ensuring a strong economy and that the number of new jobs outweighed the number of closing jobs. “Nothing that I say can limit the impact of this devastation and disappointment today (but) there will be better days in the future,’’ the Prime Minister told reporters in Canberra. Opposition Leader Bill Shorten said seeing Toyota follow Holden and Ford out the door was a disgrace. “The car industry has died under the Abbott government,’’ he told Network Ten. Together with the Holden and Ford closures, it will leave tens of thousands...
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...car manufacturer wants to exit the car manufacturing in Australia in 2013, but Toyota thinks it will give them pressure on local supplier network and their ability to make cars. Toyota was founded in 1958, and among 20 years, it expanded to export. In the next 5 years, it merged as the market leader. Although Toyota has a long history of production and broadly business scope with a good business system, to some extent, it is influenced by the external environment which include the customers demand, market structure, adverse currency development and other development. It uses three strategies so as to follow the balanced model. The model is good, but for the constraint from domestic demand, the company uses the export strategy from New Zealand to Thailand. Moreover, customers’ preference to the type of cars changes which is unfortunately counters to Toyota’s; the small scale of production results in high level of cost; the high tariff rates make it difficult export cars, also high exchange rate of exporting are the key adverse environment. These factors make Toyota feel competitive. In order to operate successfully, Toyota began to counter those developments. It practise improvement in productivity and reduction in cost by adopting both internal and external cost-reduction strategies, such as reduce the production and labour cost, but it failed to get the support from the workers from the aspect of ethical. On the other hand, the closure of Toyota will lead to job losses of employees...
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...producers of trucks, automobiles, robots, buses and financial services as well. Kiichiro Toyoda is the founder of Toyota who was popular for inventing the automatic loom. The spirit of creation and research was inherited by Kiichiro from his father and thus he spends his entire life in the spirit of manufacturing cars. Many years of hard work finally made Kiichiro in completing the A1 prototype vehicle in the year of 1935, which is said to be the beginning of creation of Toyota Motors Corporation. The company's first Type A Engine manufactured in the year 1934 was then used in the first Model A1 passenger car manufactured in the year 1935 and the G1 truck which was later manufactured in the year 1935 all which actually led to the AA Model passenger car in the year 1936. In addition to the car business, the company works on textile business as well where they made automatic loom and which is now working fully computerized and their electric sewing machines are available all over the world. The company now has a number of factories around the world where they manufacture and assemble vehicles within the local market for distribution. Toyota factories are located in countries such as Australia, United Kingdom, Canada, Czech Republic, Poland, United States, France, Philippines, Vietnam, China, Thailand, Malaysia, Mexico, India, Pakistan, Indonesia, Japan, Mexico, Venezuela, Argentina, Brazil, South Africa and Turkey. Apart from the above countries, the company's headquarters is located...
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...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. I would like to thank my college library, for having provided Various reference books and magazines related to my project. Lastly I would like to thank each & every person who directly or indirectly helped me in completion of the project especially my parents & peers who supported me throughout my project. Content a) Introduction b) History c) Toyota’s Global Vision d)...
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...Innovation in supply Chain and the Disaster in Japan a. The Top 10 Supply Chain Innovations from 1880-1990 (1) b. Supply Chain Innovation c. Supply Chain Innovation - Environment d. Long-Term Disarray after Japan Disaster Conclusions Bibliography Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain Japan is an island nation located at the East of Asia, in the Pacific Ocean. Its currency of legal course is the YEN (¥). Japan has the tenth largest populations in the world with over 127million people and a GDP of USD$ 5,068,996 million by 2009. The main industries of Japan’s economy are manufacturing and technology, mainly in automobiles, transportation equipment, electronics and steel. Japan is a country with...
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...Innovation in supply Chain and the Disaster in Japan a. The Top 10 Supply Chain Innovations from 1880-1990 (1) b. Supply Chain Innovation c. Supply Chain Innovation - Environment d. Long-Term Disarray after Japan Disaster Conclusions Bibliography Butterfly Effect of Japan´s Disaster on Global Production. 1- Japan Background a. The relevance of Japan in global production and supply chain Japan is an island nation located at the East of Asia, in the Pacific Ocean. Its currency of legal course is the YEN (¥). Japan has the tenth largest populations in the world with over 127million people and a GDP of USD$ 5,068,996 million by 2009. The main industries of Japan’s economy are manufacturing and technology, mainly in automobiles, transportation equipment, electronics and steel. Japan is a country with limited mineral resources and this fact has deeply influenced in the industrial development of the country. Following China, Germany...
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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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...www.businessmonitor.com Q1 2012 VIeTNAM AUTOS RepORT INCLUDES BMI'S FORECASTS ISSN 1749-0286 published by Business Monitor International Ltd. VIETNAM AUTOS REPORT Q1 2012 INCLUDING 5-YEAR FORECASTS TO 2016 Part of BMI’s Industry Report & Forecasts Series Published by: Business Monitor International Copy deadline: October 2011 Business Monitor International 85 Queen Victoria Street London, EC4V 4AB UK Tel: +44 (0) 20 7248 0468 Fax: +44 (0) 20 7248 0467 Email: subs@businessmonitor.com Web: http://www.businessmonitor.com © 2011 Business Monitor International. All rights reserved. All information contained in this publication is copyrighted in the name of Business Monitor International, and as such no part of this publication may be reproduced, repackaged, redistributed, resold in whole or in any part, or used in any form or by any means graphic, electronic or mechanical, including photocopying, recording, taping, or by information storage or retrieval, or by any other means, without the express written consent of the publisher. DISCLAIMER All information contained in this publication has been researched and compiled from sources believed to be accurate and reliable at the time of publishing. However, in view of the natural scope for human and/or mechanical error, either at source or during production, Business Monitor International accepts no liability whatsoever for any loss or damage resulting from errors, inaccuracies or omissions affecting any...
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...Cambridge Journal of Regions, Economy and Society 2010, 3, 443–457 doi:10.1093/cjres/rsq009 Advance Access publication 1 April 2010 The Tata Nano, the global ‘value’ segment and the implications for the traditional automotive industry regions Peter Wells Cardiff Business School, Cardiff University, Aberconway Building, Colum Drive CF10 3EU, UK, wellspe@cardiff.ac.uk Received on June 30, 2009; accepted on March 4, 2010 Downloaded from cjres.oxfordjournals.org at East China Normal University on May 24, 2011 This paper provides a case study of the Tata Nano, a low-price car designed primarily in and for the Indian market, and its implications for the developed industrial markets. While the Nano is a classic ‘disruptive’ innovation in an Indian context, this paper argues that the car and its emulators have the potential to undermine the viability of the European automotive industry whose business is premised on technological sophistication, premium branding and high price. In an era of greater austerity, the ‘value for money’ segment is the one with global growth potential in emergent markets as well. The paper concludes that policy makers in Europe will need to decide how to react to the rather different vision of automobility offered by the Nano. Keywords: Tata Nano, automotive industry, strategy, regional development, economic policy, price competition JEL Classifications: F01, L11, L52, L62 Introduction In March 2009, the Indian company Tata launched the long-awaited...
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...Bressenden Place London SW1E 5DD Tel 020 7074 3200 Fax 020 7074 3201 Email enquiries@nhsconfed.org www.nhsconfed.org Disclaimer All views and opinions in this publication are those of the author and are not the authorised views or opinions of the NHS Confederation. The NHS Confederation shall not be liable for any indirect, special, consequential, or incidental damages or defamation arising from any views, opinions or information contained within this publication. Registered Charity no. 1090329 Published by the NHS Confederation © NHS Confederation 2006 ISBN 1 85947 127 7 Ref: BOK 56701 Acknowledgements This report was written by: Daniel Jones and Alan Mitchell, Lean Enterprise Academy UK with David Ben-Tovim, Flinders Medical Centre, Australia David Fillingham, Bolton Hospitals NHS Trust, UK Carol Makin, Wirral NHS Trust, UK Kate Silvester, National Osprey Coach, UK David Brunt, Lean Enterprise Academy, UK Ian Glenday, Lean Enterprise Academy, UK Versions of this report are available that provide greater accessibility for those with a visual impairment. For more information please contact our publications team on 0870 444 5841....
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...The Sustainability Business Case for General Motors April 22, 2014 Master’s Project for the University of Michigan School of Natural Resources and Environment Team Rose Buss Heather Croteau Steven Davidson Carole Kerrey Janet Van De Winkle Faculty Advisor Professor Thomas Gladwin Abstract The purpose of this report is to evaluate and articulate the business case for sustainability for General Motors Company (GM). After assessing the company’s exposure to risk and opportunities, the team recommends that GM should implement an internal price on carbon and a sustainable supply chain strategy. These recommendations will provide GM with tangible and substantial financial benefit in addition to improved risk mitigation and brand value. Additionally, the team found that these recommendations are viable within GM’s corporate structure and can generate systemic benefits throughout the company. Thank you to our client, David Tulauskas, and our advisor, Professor Thomas Gladwin. Executive Summary 4 Introduction 6 Client GM Corporate Overview 7 Sustainability & General Motors Sustinability & the Auto Industry Green Ranking Systems 14 Competitor Trends 17 About the Project Proposal & Opportunities Scoping 26 22 Contents 11 Research GM Interviews 28 Conferences 31 Corporate Trends & Innovations Regulations & Legislative Activity Recommendations Recommendation Development Carbon Monetization 39 Sustainable Supply Chain Strategy 32 35 36 42 Supporting Statements Support...
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...ROBERT F. HARTLEY • Cindy Claycomb 12th Edition T W E L F T H E D I T I O N MARKETING MISTAKES AND SUCCESSES Robert F. Hartley Late of Cleveland State University Cindy Claycomb Wichita State University VICE PRESIDENT & EXECUTIVE PUBLISHER SENIOR EDITOR PROJECT EDITOR EDITORIAL ASSISTANT ASSOCIATE DIRECTOR OF MARKETING MARKETING MANAGER MARKETING ASSISTANT DESIGN DIRECTOR PRODUCT DESIGNER SENIOR PRODUCTION MANAGER ASSOCIATE PRODUCTION MANAGER PRODUCTION EDITOR COVER DESIGNER George Hoffman Franny Kelly Brian Baker Jacqueline Hughes Amy Scholz Kelly Simmons Marissa Carroll Harry Nolan Allison Morris Janis Soo Joel Balbin Eugenia Lee Kenji Ngieng This book was set in 10/12 New Caledonia by Aptara®, Inc. and printed and bound by Courier/Westford. The cover was printed by Courier/Westford. This book is printed on acid-free paper. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live and work. In 2008, we launched a Corporate Citizenship Initiative, a global effort to address the environmental, social, economic, and ethical challenges we face in our business. Among the issues we are addressing are carbon impact, paper specifications and procurement, ethical...
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...U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T WORLD INVESTMENT REPORT 2013 GLOBAL VALUE CHAINS: INVESTMENT AND TRADE FOR DEVELOPMENT New York and Geneva, 2013 ii World Investment Report 2013: Global Value Chains: Investment and Trade for Development NOTE The Division on Investment and Enterprise of UNCTAD is a global centre of excellence, dealing with issues related to investment and enterprise development in the United Nations System. It builds on four decades of experience and international expertise in research and policy analysis, intergovernmental consensusbuilding, and provides technical assistance to over 150 countries. The terms country/economy as used in this Report also refer, as appropriate, to territories or areas; the designations employed and the presentation of the material do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. In addition, the designations of country groups are intended solely for statistical or analytical convenience and do not necessarily express a judgment about the stage of development reached by a particular country or area in the development process. The major country groupings used in this Report follow the classification of the United Nations Statistical Office. These are:...
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...U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T WORLD INVESTMENT REPORT 2013 GLOBAL VALUE CHAINS: INVESTMENT AND TRADE FOR DEVELOPMENT New York and Geneva, 2013 ii World Investment Report 2013: Global Value Chains: Investment and Trade for Development NOTE The Division on Investment and Enterprise of UNCTAD is a global centre of excellence, dealing with issues related to investment and enterprise development in the United Nations System. It builds on four decades of experience and international expertise in research and policy analysis, intergovernmental consensusbuilding, and provides technical assistance to over 150 countries. The terms country/economy as used in this Report also refer, as appropriate, to territories or areas; the designations employed and the presentation of the material do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. In addition, the designations of country groups are intended solely for statistical or analytical convenience and do not necessarily express a judgment about the stage of development reached by a particular country or area in the development process. The major country groupings used in this Report follow the classification of the United Nations Statistical Office. These are:...
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