Choose one multinational company per group Look at its international development, and produce one PowerPoint slide for each of the following topics: choose one Company:Samsung or Toyota 1. General international development 2. International sales 3. International sourcing 4. International production 5. International research 6. International tax 7. Conclusion Solution Toyota Slide 1- general international development Actively exporting to overseas countries The first-generation Corolla was conceived as a rival for compact vehicles on the European market even in the design phase and as a high compact vehicle that also would be accepted overseas. The Corolla featured a strong, compact engine with a five-bearing crankshaft, which was cutting edge at the time, even amongst compact vehicles on the European market; and the engine was modified to 1100cc to accommodate export to the United States. These and other features show how, from the very beginning, Toyota continually had a view towards active international development. Slide 2- international sales Unit=one vehicle; Market share % Year Sales overseas Passenger cars Trucks & buses Passenger cars Trucks & buses 1975 900,808 652,643 248,165 72 38 1976 1,071,980 775,921 296,059 72 45 1977 1,399,581 974,404 425,177 70 52 1978 1,375,054 909,220 465,834 66 48 1979 1,449,313 964,691 484,622 67 47 1980 1,845,955 1,229,877 616,078 67 55 1981 1,848,778 1,197,086 651,692 65 55 1982 1,823,241 1,164,432 658,809 64 54 1983 1,822,852 1,154,559 668,293 63 53 1984 1,925,893 1,125,645 800,248 58 54 1985 2,139,361 1,234,391 904,970 58 56 1986 2,045,943 1,243,946 801,997 61 54 1987 1,958,650 1,242,945 715,705 63 51 1988 2,067,572 1,343,199 724,373 65 49 1989 2,106,517 1,384,355 722,162 66 48 1990 2,370,451 1,575,602 794,849 66 49 1991 2,354,129 1,540,930 813,199 65 50 1992 2,411,977 1,588,385 823,592 66 52 1993 2,440,429 1,585,078 855,351 65 54 1994 2,481,640 1,553,348 928,292 63 55 1995 2,496,206 1,572,619 923,587 63 55 1996 2,621,768 1,615,605 1,006,163 62 55 1997 2,837,614 1,746,277 1,091,337 62 59 1998 2,929,952 1,812,619 1,117,333 62 63 1999 3,058,060 1,864,258 1,193,802 61 65 2000 3,382,642 2,054,170 1,328,472 61 66 2001 3,546,701 2,014,919 1,531,782 57 67 2002 3,838,296 2,222,094 1,616,202 58 70 2003 4,354,506 2,510,625 1,843,881 58 72 2004 4,948,754 2,860,167 2,088,587 58 74 2005 5,554,128 3,257,929 2,296,199 59 76 2006 6,229,327 3,721,520 2,507,807 60 79 2007 6,841,933 4,105,413 2,736,520 60 81 2008 6,526,059 3,984,433 2,541,626 61 82 2009 5,604,043 3,434,343 2,169,700 61 80 2010 5,961,581 3,274,663 2,686,918 55 79 2011 5,895,877 3,231,476 2,664,401 55 83 Slide 3- international sourcing Toyota established a joint venture with General Motors so that the Japanese car maker could learn to work with UAW union members while General Motors could learn just-in-time inventory management from Toyota. Slide 4- international production The Toyota Production System (TPS) is an integrated socio-technical system, develo.

1. Choose one multinational company per group Look at its international development, and produce
one PowerPoint slide for each of the following topics:
choose one Company:Samsung or Toyota
1. General international development
2. International sales
3. International sourcing
4. International production
5. International research
6. International tax
7. Conclusion
Solution
Toyota
Slide 1- general international development
Actively exporting to overseas countries
The first-generation Corolla was conceived as a rival for compact vehicles on the European
market even in the design phase and as a high compact vehicle that also would be accepted
overseas. The Corolla featured a strong, compact engine with a five-bearing crankshaft, which
was cutting edge at the time, even amongst compact vehicles on the European market; and the
engine was modified to 1100cc to accommodate export to the United States. These and other
features show how, from the very beginning, Toyota continually had a view towards active
international development.
Slide 2- international sales
Unit=one vehicle; Market share %
Year
Sales overseas
Passenger cars
Trucks & buses
Passenger cars
Trucks & buses
1975
900,808
652,643
248,165

2. 72
38
1976
1,071,980
775,921
296,059
72
45
1977
1,399,581
974,404
425,177
70
52
1978
1,375,054
909,220
465,834
66
48
1979
1,449,313
964,691
484,622
67
47
1980
1,845,955
1,229,877
616,078
67
55
1981
1,848,778
1,197,086
651,692

3. 65
55
1982
1,823,241
1,164,432
658,809
64
54
1983
1,822,852
1,154,559
668,293
63
53
1984
1,925,893
1,125,645
800,248
58
54
1985
2,139,361
1,234,391
904,970
58
56
1986
2,045,943
1,243,946
801,997
61
54
1987
1,958,650
1,242,945
715,705

4. 63
51
1988
2,067,572
1,343,199
724,373
65
49
1989
2,106,517
1,384,355
722,162
66
48
1990
2,370,451
1,575,602
794,849
66
49
1991
2,354,129
1,540,930
813,199
65
50
1992
2,411,977
1,588,385
823,592
66
52
1993
2,440,429
1,585,078
855,351

5. 65
54
1994
2,481,640
1,553,348
928,292
63
55
1995
2,496,206
1,572,619
923,587
63
55
1996
2,621,768
1,615,605
1,006,163
62
55
1997
2,837,614
1,746,277
1,091,337
62
59
1998
2,929,952
1,812,619
1,117,333
62
63
1999
3,058,060
1,864,258
1,193,802

6. 61
65
2000
3,382,642
2,054,170
1,328,472
61
66
2001
3,546,701
2,014,919
1,531,782
57
67
2002
3,838,296
2,222,094
1,616,202
58
70
2003
4,354,506
2,510,625
1,843,881
58
72
2004
4,948,754
2,860,167
2,088,587
58
74
2005
5,554,128
3,257,929
2,296,199

7. 59
76
2006
6,229,327
3,721,520
2,507,807
60
79
2007
6,841,933
4,105,413
2,736,520
60
81
2008
6,526,059
3,984,433
2,541,626
61
82
2009
5,604,043
3,434,343
2,169,700
61
80
2010
5,961,581
3,274,663
2,686,918
55
79
2011
5,895,877
3,231,476
2,664,401

8. 55
83
Slide 3- international sourcing
Toyota established a joint venture with General Motors so that the Japanese car maker could
learn to work with UAW union members while General Motors could learn just-in-time
inventory management from Toyota.
Slide 4- international production
The Toyota Production System (TPS) is an integrated socio-technical system, developed by
Toyota, that comprises its management philosophy and practices. The TPS organizes
manufacturing and logistics for the automobile manufacturer, including interaction with
suppliers and customers. The Toyota Production System (TPS), which is steeped in the
philosophy of "the complete elimination of all waste”, imbues all aspects of production in
pursuit of the most efficient methods, tracing back its roots to Sakichi Toyoda's automatic loom.
The TPS has evolved through many years of trial and error to improve efficiency based on the
Just-in-Time concept developed by Kiichiro Toyoda, the founder (and second president) of
Toyota Motor Corporation.
Slide5- international research
Toyota Research Institute (TRI) is demonstrating its progress in the development of automated
driving technology and other project work to the investor community this week. International
Business Strategy Four international business strategies have been worked out by Toyota:
• Global standardization strategy
• Localization strategy
• Transnational strategy
• International strategy
Slide 6- international tax
Toyota doesn't directly manufacture automobiles in the US, but does so through Toyota USA, a
US subsidiary. Therefore, the taxation of Toyota's US operations is the same as the taxation of
any other US corporation.
Slide7- conclusion
Toyota is making a product that is both good for the society/environment and practical at the
same time. It is practical in that there is a demand for it and that Toyota presumably is making
money or will make money on the product. Toyota is also looking towards further development
of the engine, possibly combining an alternate fuel source other that gasoline with the electric
component. I believe that Toyota is acting as a social entrepreneur with these lines of cars. They
are providing a service to humanity and the environment while also presumably sustaining a
business.

9. sorry unable to post ppt. so put all the content in word.
Year
Sales overseas
Passenger cars
Trucks & buses
Passenger cars
Trucks & buses
1975
900,808
652,643
248,165
72
38
1976
1,071,980
775,921
296,059
72
45
1977
1,399,581
974,404
425,177
70
52
1978
1,375,054
909,220
465,834
66
48
1979
1,449,313
964,691
484,622
67

10. 47
1980
1,845,955
1,229,877
616,078
67
55
1981
1,848,778
1,197,086
651,692
65
55
1982
1,823,241
1,164,432
658,809
64
54
1983
1,822,852
1,154,559
668,293
63
53
1984
1,925,893
1,125,645
800,248
58
54
1985
2,139,361
1,234,391
904,970
58

11. 56
1986
2,045,943
1,243,946
801,997
61
54
1987
1,958,650
1,242,945
715,705
63
51
1988
2,067,572
1,343,199
724,373
65
49
1989
2,106,517
1,384,355
722,162
66
48
1990
2,370,451
1,575,602
794,849
66
49
1991
2,354,129
1,540,930
813,199
65

12. 50
1992
2,411,977
1,588,385
823,592
66
52
1993
2,440,429
1,585,078
855,351
65
54
1994
2,481,640
1,553,348
928,292
63
55
1995
2,496,206
1,572,619
923,587
63
55
1996
2,621,768
1,615,605
1,006,163
62
55
1997
2,837,614
1,746,277
1,091,337
62

13. 59
1998
2,929,952
1,812,619
1,117,333
62
63
1999
3,058,060
1,864,258
1,193,802
61
65
2000
3,382,642
2,054,170
1,328,472
61
66
2001
3,546,701
2,014,919
1,531,782
57
67
2002
3,838,296
2,222,094
1,616,202
58
70
2003
4,354,506
2,510,625
1,843,881
58

14. 72
2004
4,948,754
2,860,167
2,088,587
58
74
2005
5,554,128
3,257,929
2,296,199
59
76
2006
6,229,327
3,721,520
2,507,807
60
79
2007
6,841,933
4,105,413
2,736,520
60
81
2008
6,526,059
3,984,433
2,541,626
61
82
2009
5,604,043
3,434,343
2,169,700
61

15. 80
2010
5,961,581
3,274,663
2,686,918
55
79
2011
5,895,877
3,231,476
2,664,401
55
83