管理學(xué)英文案例講解

Let’sgetclosetoToyotaManagement?Group12管理學(xué)英文案例講解BackgroundMainindustries&GeneralenvironmentVisionandmissionSWOTAnalysisFiveForcesmodelStrategiesCatalogue管理學(xué)英文案例講解BackgroundFounder:KiichiroToyoda

Founded:August28,1937

Headquarter:Toyota,Aichi,Japan

Areaserved:worldwide

Briefintroductionofthecompany管理學(xué)英文案例講解BackgroundToyota'sbasicideasAthomeandabroadtocomplywiththespiritofthelawsandregulations,through...Concept管理學(xué)英文案例講解

SignsinthelargeellipticalbehalfoftheEarth,bythemiddleoftwoellipticalverticalformaTword,onbehalfofToyota..SignsBackground管理學(xué)英文案例講解MainIndustrySteel管理學(xué)英文案例講解GeneralEnvironmentTheeconomicenvironment

Theeconomicenvironment

ThepoliticalenvironmentEconomicenvironmentPoliticalenvironmentSocialenvironmentSkillenvironmental管理學(xué)英文案例講解lowfuelconsumption管理學(xué)英文案例講解Toyotawillleadthewaytothefutureofmobility，enrichinglivesaroundtheworldwiththesafestandmostresponsiblewaysofmovingpeople.Throughourcommitmenttoquality，constantinnovationandrespectfortheplanet，weaimtoexceedexpectationsandberewardedwithasmile.Wewillmeetchallenginggoalsbyengagingthetalentandpassionofpeople，whobelievethereisalwaysabetterway."

Customers

MarketsMajorproductsBeliefConcernforemployeesTextinherevisionmission管理學(xué)英文案例講解SWOTAnalysis——Strength

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

FocusontheEnvironmentalprotection管理學(xué)英文案例講解InternalStrategicFactorsWightRatingWeightedScore1234StrengthsS1OutstandingCulture-TheToyotaWay0.104.00.40S2Globalproductionfacilities0.103.20.32S3Strongbrandimage0.103.80.38S4World'slargestvehicleproducer0.053.80.19S5Lowercostinproduction0.153.20.48S6StrongR&Dcapabilities0.103.60.36S7Oneofthebest-sellingbrandsinU.S.market0.103.80.38S8FocusontheEnvironmentalprotection0.052.20.112.62SWOTAnalysis——Strength管理學(xué)英文案例講解SharesoftheU.S.marketgoesdownCriticizedasaforeignimporterProfitlossLarge-scalerecallandqualityissuesSWOTAnalysis——Weakness管理學(xué)英文案例講解InternalStrategicFactorsWightRatingWeightedScore1234WeaknessW1SharesoftheU.S.marketgoesdown0.052.00.10W2Criticizedasaforeignimporter0.051.80.09W3Profitloss0.051.80.09W4Large-scalerecallandqualityissues0.102.00.20Scores1.00

0.48SWOTAnalysis——Weakness管理學(xué)英文案例講解SWOTAnalysis——OpportunityAdoptingHigh-TechnologyinProductionIncreasingEnvironmentAwarenessIncreasingDemandofFuelEfficientCarsIntegratedMarket(NAFTA)管理學(xué)英文案例講解WightRatingWeightedScore1234OpportunitiesO1Adoptinghigh-technologyinproduction0.204.000.80O2Increasingenvironmentawareness0.153.600.54O3Increasingdemandoffuelefficientcars0.153.400.51O4Integratedmarket(NAFTA)0.052.400.12Scores1.97SWOTAnalysis——Opportunity管理學(xué)英文案例講解IntenseCompetitioninU.S.MarketRisingOilPriceEconomicDownturnMarketSaturationNaturalDisasterSWOTAnalysis——Threats管理學(xué)英文案例講解WightRatingWeightedScore1234ThreatsT1IntensecompetitioninUSmarket0.152.800.42T2Risingfuelprice0.102.600.26T3Economicdownturn0.102.600.26T4Marketsaturation0.052.400.12T5Naturaldisaster0.051.800.09Scores1.00

1.15SWOTAnalysis——Threats管理學(xué)英文案例講解Strategicfitandselection管理學(xué)英文案例講解“OS”Strategies

UsethestrongbrandimageandtheglobalproductionfacilitiestowinthechanceinintegratedUsetheirstrongbrandimagetoopenthemarketquickly.UsethestrongR&Dcapabilitiesandtheideasinenvironmentalprotectiontomaketheeco-friendlycarsorautopart管理學(xué)英文案例講解“OW”StrategiesCatchthechanceoftheintegratedmarkettoreducetheprofitlossCatchthechanceofincreasingenvironmentawarenessandfuelefficientcarstogrowthupthesharesoftheU.S.marketCatchthechanceofadoptinghigh-technologyinproductiontoreducetheimpactoncriticizedasaforeignimporter管理學(xué)英文案例講解FiveForcesModel管理學(xué)英文案例講解ThreatofnewentrantsEnteringacarmanufacturingmarketisverycostlyandrisky.Theinitialcapitalinvestmentisextremelyhigh,whilethecompetitionbetweenthecompaniesisveryintenseanddominatedbythewellestablishedcompanies.Thewell-knownbrand,unshakablemarketpresenceinvarioussegments,andlargesizegivesToyotaacompetitiveadvantageovernewentrantsintheautomanufacturingindustry.Back管理學(xué)英文案例講解Threatofsubstitutes

Astheindustrytrendsindicate,thecustomersstillhaveasolidrelianceontheusedcarmarket.Consideringthefactthateconomyhasnotfullyrecovered,asignificantpartofthecardemandistakenbytheusedcarindustry.Withtheabilitytocutcostsmoreefficientlythanitscompetitors,Toyotahasnarrowedthepricegapbetweentheusedcarsanditsownautomobiles.Therefore,comparedtoitspeers,thesubstitutionwiththeusedcarsislessofadangerforToyota.Back管理學(xué)英文案例講解BargainingpowerofbuyersTherecenttrendsindicatethattheconsumersarepronetoseekoutmorefuel-efficientcarsduetotherisingoilprices.Thisalsoresultsintheincreasingdemandforthehybridcarsthatoffercheaperalternativesforoperatingthevehiclecoupledwithhigherexpectationsofproductquality.Moreover,sincethechoicesinthecarmarketareabundant,thebuyerhasaquitestrongbargainingpowerandlowswitchingcosts.ThecostcuttingpracticesthatToyotaimplementsinitsoperationslowersthebuyerpowerandputsitscarsintoamoreadvantageouspositioncomparedtoitscompetitors.Back管理學(xué)英文案例講解Currentrivarly

Consideringthattheautomotiveindustryrepresentsanoligopoly(especiallyinUnitedStates)theconstantcompetitionforthemarketshareandindustrydominanceisprevalent.Continuouslyincreasingcompetitionisfueledbythehigherconsumerexpectationsandanticipationforthelowerprices.AlthoughToyotahasratherstrongcostcuttingstrategy,therecentnaturaldisasterhasputanadditionalpressureonToyota’scosts.Recently,theDetroitThreehavebeenofferinghighersalesdiscountstocounterpricecompetition,whichputsToyotaunderaheavierburdenofefficientproductionandcostcuttingstrategies.Yet,Toyotaremainsaleaderinthelowcostmanufacturing,whileitsproductionsystemcausedothercar-manufacturerstochangethewaytheyoperate.Back管理學(xué)英文案例講解Bargainingpowerofsuppliers

Bargainingpoweristheabilitytoinfluencethesettingofprices.Themoreconcentratedandcontrolledthesupply,themorepowerwieldsagainstthemarket.Thesuppliers’bargainingpowerwilldecreaseafirm’sprofitbutitcanmakesuppliergetmoreprofit.Sothisisjustanadvantagetoone.Butthisisaessentialforcetoindustry.Back管理學(xué)英文案例講解Strategies管理學(xué)英文案例講解CorporateStrategyHowmuchdopeopleknowaboutToyota?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.管理學(xué)英文案例講解InternationalStrategy.Inthefiercecompetition,TOYOTAtakethequalityofawinningstrategy,emphasizingitsdurabilityandreliabilityofthestrongcampaignattractedworldwideattention,givingconsumersanimpression:theabilitytomakelong-term,tomeettheneedsofcustomers,onlyTOYOTAonlythisone.Foreigninvestmentstage管理學(xué)英文案例講解InternationalStrategySinc