This document provides a detailed profile of Toyota Motor Corporation, including: - A history of the company from its founding in 1937 to present day, outlining major milestones and developments. - Toyota's global vision, mission, principles, and commitment to quality, innovation, and environmental stewardship. - Details on Toyota's logo, branding, and worldwide presence across five brands and numerous subsidiaries. - An overview of Toyota's technological developments and expansion into new vehicle segments from 1990 onward. - Porter's five forces analysis and discussions of Toyota's market share, marketing strategy, and key success factors.

1. BUILD BRIGHT UNIVERSITY
SCHOOL OF BUSINESS MANAGEMENT
Master of Business Administration
Class of Marketing Management
Promotion 15 Stage 1
Group SSA24, Room 220, Term 1
Facilitator: Prof. (Dr.) Srey Vuth
Individual Assignment
Submitted by Mr.
Date:

2. Contents
I. Company profile .........................................................................................................................3
a. History....................................................................................................................................4
b. Toyota’s global vision...............................................................................................................9
c. Toyota’s mission....................................................................................................................11
d. Logo and branding.................................................................................................................12
e. Principles of Toyota...............................................................................................................13
f. Worldwide presence..............................................................................................................15
g. History of technological development from 1990 ....................................................................17
II. Porter’s five forces analysis........................................................................................................24
III. Market share and trend...........................................................................................................27
IV. Marketing strategy.................................................................................................................27
V. Key success factors in industry...................................................................................................29
VI. Zz.........................................................................................................................................32
VII. Zz.........................................................................................................................................32
VIII. Recommendations .................................................................................................................32
IX. References ............................................................................................................................32

3. I. Company profile
Toyota Motor Corporate is a Japanese automotive manufacturer headquartered in Toyota,
Aichi, Japan. In 2013 the multinational corporation consisted of 333,498 employees
worldwide and, as of January 2014, is the fourteenth-largest company in the world by revenue.
Toyota was the largest automobile manufacturer in 2012 (by production). In July of that year, the
company reported the production of its 200-millionth vehicle. Toyota is the world's first
automobile manufacturer to produce more than 10 million vehicles per year. It did so in 2012
according to OICA,[4] and in 2013 according to company data. As of November 2013, Toyota
was the largest listed company in Japan by market capitalization (worth more than twice as much
as 2-ranked Softbank) and by revenue.
The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his
father’s company Toyota Industries to create automobiles. Three years earlier, in 1934, while still
a department of Toyota Industries, it created its first product, the Type A engine, and, in 1936, its
first passenger car, the Toyota AA. Toyota Motor Corporation produces vehicles under 5 brands,
including the Toyota brand, Hino, Lexus, Ranz, and Scion. It also holds a 51.2% stake in Daihatsu,
a 16.66% stake in Fuji Heavy Industries, a 5.9% stake in Isuzu, and a 0.27% stake in Tesla, as well
as joint-ventures with two in China (GAC Toyota and Sichuan FAW Toyota Motor), one in India
(Toyota Kirloskar), one in the Czech Republic (TPCA), along with several "nonautomotive"
companies. TMC is part of the Toyota Group, one of the largest conglomerates in the world.

4. a. History
1920s-1940s
Toyota was started in 1933 as a
division of Toyoda Automatic Loom
Works devoted to the production of
automobiles under the direction of
the founder's son, Kiichiro Toyoda.
Its first vehicles were
the A1 passenger car and the G1 in
1935. The Toyota Motor Co. was
established as an independent
company in 1937. In 2008, Toyota's
sales surpassed General Motors, making Toyota number one in the world.
In 1924, Sakichi Toyoda invented the Toyoda Model G Automatic Loom. The principle of Jidoka,
which means the machine stops itself when a problem occurs, became later a part of the Toyota
Production System. Looms were built on a small production line. In 1929, the patent for the
automatic loom was sold to a British company, generating the starting capital for the automobile
development.
Vehicles were originally sold
under the name "Toyoda”, from
the family name of the
company's founder, Kiichirō
Toyoda. In April 1936, Toyoda's
first passenger car, the Model
AA, was completed. The sales
price was 3,350 yen, 400 yen
cheaper than Ford or GM cars.
In September 1936, the
company ran a public
competition to design a new
logo. Of 27,000 entries, the winning entry was the three Japanese katakana letters for "Toyoda" in
a circle. But Risaburō Toyoda, who had married into the family and was not born with that name,
preferred "Toyota" because it took eight brush strokes (a lucky number) to write in Japanese, was

5. visually simpler (leaving off the diacritic at the end) and with a voiceless consonant instead of
a voiced one (voiced consonants are considered to have a "murky" or "muddy" sound compared
to voiceless consonants, which are "clear").
After World War II, Japan
experienced extreme economic
difficulty. Commercial passenger
car production started in 1947 with
the model SA. The company was on
the brink of bankruptcy by the end
of 1949, but the company
eventually obtained a loan from a
consortium of banks which
stipulated an independent sales
operation and elimination of
"excess manpower".
In June 1950, the company produced only 300 trucks and was on the verge of going out of business.
The management announced layoffs and wage reductions, and in response the union went on a
strike that lasted two months. The strike was resolved by an agreement that included layoffs and
pay reductions but also the resignation of the president at the time, Kiichiro Toyoda. Toyoda was
succeeded by Taizo Ishida, who was the chief executive of the Toyoda Automatic Loom Company.
The first few months of the Korean War resulted in an order of over 5,000 vehicles from the US
military, and the company was revived. Ishida was credited for his focus on investment in
equipment. One example was the construction of the Motomachi Plant in 1959, which gave Toyota
a decisive lead over Nissan during the 1960s.
In 1950, a separate sales
company, Toyota Motor Sales
Co., was established (which
lasted until July 1982). In April
1956, the Toyopet dealer chain
was established. In 1957, the
Crown became the first
Japanese car to be exported to
the United States and Toyota's
American and Brazilian

6. divisions, Toyota Motor Sales Inc. and Toyota do Brasil S.A., were also established.
From September 1947, Toyota's small-sized vehicles were sold under the name "Toyopet" .The
first vehicle sold under this name was the Toyopet SA, but it also included vehicles such as
the Toyopet SB light truck, Toyopet Stoutlight truck, Toyopet Crown, Toyopet Master, and
the Toyopet Corona. The word "Toyopet (Japanese article)" was a nickname given to the Toyota
SA due to its small size, as the result of a naming contest the Toyota Company organized in 1947.
However, when Toyota eventually entered the American market in 1957 with the Crown, the name
was not well received due to connotations of toys and pets. The name was soon dropped for the
American market, but continued in other markets until the mid-1960s.
1960s-1970s
By the early 1960s, the US had begun placing stiff import tariffs on certain vehicles. The chicken
tax of 1964 placed a 25% tax on
imported light trucks. In
response to the tariff,
Toyota, Nissan Motor
Co. and Honda Motor
Co. began building plants in the
US by the early 1980s.
1980s
Toyota received its first
Japanese Quality Control
Award at the start of the 1980s and
began participating in a wide
variety of motorsports. Due to
the 1973 oil crisis, consumers in
the lucrative US market began
turning to small cars with better
Fuel economy. American car
manufacturers had considered
small economy cars to be an "entry
level" product, and their small
vehicles employed a low level of quality to keep the price low. In 1982, the Toyota Motor
Company and Toyota Motor Sales merged into one company, the Toyota Motor Corporation. Two

7. years later, Toyota entered into a joint venture with General Motors called the New United Motor
Manufacturing, Inc, NUMMI, operating an automobile-manufacturing plant in Fremont,
California. The factory was an old General Motors plant that had been closed for two years. Toyota
then started to establish new brands at the
end of the 1980s, with the launch of their
luxury division Lexus in 1989.
1990s
In the 1990s, Toyota began to branch out
from producing mostly compact cars by
adding many larger and more luxurious
vehicles to its lineup, including a full-sized pickup, the T100 (and later the Tundra); several lines
of SUVs; a sport version of theCamry, known as the Camry Solara; and the Scion brand, a group
of several affordable, yet sporty, automobiles
targeted specifically to young adults. Toyota also
began production of the world's best-selling
hybrid car, the Prius, in 1997.
With a major presence in Europe, due to the
success of Toyota Team Europe, the corporation
decided to set up Toyota Motor Europe
Marketing and Engineering, TMME, to help
market vehicles in the continent. Two years later,
Toyota set up a base in the United
Kingdom, TMUK, as the company's cars had
become very popular among British drivers.
Bases in Indiana, Virginia, and Tianjin were also
set up. In 1999, the company decided to list itself
on the New York and London Stock Exchanges.

8. 2000s
In 2001, Toyota's Toyo Trust and Banking merged with two other banks to form UFJ Bank, which
was accused of corruption by Japan's government for making bad loans to alleged Yakuza crime
syndicates with executives accused of blocking Financial Service Agency inspections. The UFJ
was listed among Fortune Magazine's largest money-losing corporations in the world, with
Toyota's chairman serving as a director. At the time, the UFJ was one of the largest shareholders
of Toyota. As a result of Japan's banking crisis, UFJ merged with the Bank of Tokyo-Mitsubishi
to become the Mitsubishi UFJ Financial Group.
In 2002, Toyota managed to enter
a Formula One works team and
establish joint ventures with French
motoring
companies Citroën and Peugeot a
year after Toyota started producing
cars in France.
Toyota ranked eighth on Forbes
2000 list of the world's leading
companies for the year 2005 but slid
to 55 for 2011. The company was number one in global automobile sales for the first quarter of
2008.
In 2007, Toyota released an update of its full-size truck, the Tundra, produced in two American
factories, one in Texas and one in Indiana. "Motor Trend" named the Tundra "Truck of the Year",
and the 2007 Toyota Camry "Car of
the Year" for 2007.
2010s
From November 2009 through 2010,
Toyota recalled more than 9 million
cars and trucks worldwide in
several recall campaigns, and briefly
halted production and sales. Toyota
initiated the recalls, the first two with
the assistance of the U.S.National

9. Highway Traffic Safety Administration (NHTSA), after reports that several vehicles
experienced unintended
acceleration.
In 2011, Toyota, along with large
parts of the Japanese automotive
industry, suffered from a series
of natural disasters. The 2011
Tōhoku earthquake and
tsunami led to a severe disruption
of the supplier base and a drop in
production and exports. Severe
flooding during the
2011 monsoon season in Thailand affected Japanese automakers that had chosen Thailand as a
production base. Toyota estimated to have lost production of 150,000 units to the tsunami and
production of 240,000 units to the floods.
In October 2012, Toyota announced a recall of 7.43 million vehicles worldwide to fix
malfunctioning power window switches, the largest recall since that of Ford Motor Company in
1996. The move came after a series of recalls between 2009 and 2011 in which it pulled back
around 10 million recalls amidst claims of faulty mechanics.
b. Toyota’s global vision
“Toyota will lead the way to future of mobility, enriching lives around the world with the safest
and the most responsible ways of moving people.
Through our commitment to quality, and respect to the planet, we aim to exceed expectations and
be rewarded with a smile.
We will meet our challenging goals by engaging the talents and passion of people, who believe
there is always a better way.”

10. Future of Mobility Commitment to Quality
Enriching lives around the World Constant Innovation
The Statement gives voice to who they are as a global enterprise, the values they embody, and the
good that they are striving to accomplish. Designed to inspire all Team Members to even greater
things, the Statement emphasizes Toyota's commitment to quality, innovation and respect for the
planet. At its heart is this signature statement: We aim to exceed expectations and be rewarded
with a smile.
One aspect of the vision is “respect to the planet”

11. The process for developing an Environment Action Process begins with the parent company in
Japan, Toyota Motor Corporation (TMC). Every five years, TMC develops a global five-year
environmental action plan (EAP).
Eg The ingenuity and persistence of team members at their Cambridge, Ontario plant, have found
a way to reduce annual water consumption of water by more than 13.2 million gallons (50,000
cubic meters).
This has made their plant in Princeton, Indiana, honor as one of only two North American
Recipients of the Water Champion award.
c. Toyota’s mission

12. “To provide safe & sound journey. Toyota is developing various new technologies from the
Perspective of energy saving and diversifying energy sources. Environment has been first and most
important issue in priorities of Toyota and working toward creating a prosperous society and clean
world.”
the mission statement of Toyota Indus Motors Company Ltd, defines the organization's purpose
and primary objectives. Its prime function is “to provide a safe and sound journey.”
It provides a reason for being, which is one of the most important aspect of a mission statement.
The mission statement is clear and concise and provides focus and a sense of direction.
Toyota’s focus as mentioned in the mission statement is to develop new technologies and to
conserve energy. They also seek to be environment friendly.
d. Logo and branding
In 1936, Toyota entered the passenger car market with its Model AA and held a competition
to establish a new logo emphasizing speed for its new product line. After receiving 27,000 entries,

13. one was selected that additionally resulted in a change of its moniker to "Toyota" from the family
name "Toyoda". The new name was believed to sound better, and its eight-stroke count in the
Japanese language was associated with wealth and good fortune. The original logo no longer is
found on its vehicles, but remains the corporate emblem used in Japan.Still, no guidelines existed
for the use of the brand name, "TOYOTA", which was used throughout most of the world, which
led to inconsistencies in its worldwide marketing campaigns. To remedy this, Toyota introduced a
new worldwide logo in October 1989 to commemorate the 50th year of the company, and to
differentiate it from the newly released luxury Lexus brand. The logo made its debut on the 1989
Toyota Celsior and quickly gained worldwide recognition. The three ovals in the new logo
combine to form the letter "T", which stands for Toyota. The overlapping of the two perpendicular
ovals inside the larger oval represent the mutually beneficial relationship and trust between the
customer and the company, while the larger oval surrounding both of these inner ovals represents
the "global expansion of Toyota's technology and unlimited potential for the future." The new logo
started appearing on all printed material, advertisements, dealer signage, and the vehicles
themselves in 1990.In predominantly Chinese-speaking countries or regions using traditional
Chinese characters, e.g. Hong Kong and Taiwan, Toyota is known as "豊田". In predominantly
Chinese-speaking countries using simplified Chinese characters (e.g. China and Singapore),
Toyota is known as "丰田" (pronounced as "Fēngtián" in Mandarin Chinese and "Hɔng Tshan"
in Minnanese). These are the same characters as the founding family's name "Toyoda" in Japanese,
which translate to "fertile rice paddies" in the Chinese language, as well.
e. Principles of Toyota

14. Some more Principles:
1. Base your management decisions on a long-term philosophy, even at the expense of
short-term goals
2. Create continuous process flow to bring problems to the surface
3. Use "pull" systems to avoid overproduction
4. Level out the workload
5. Build a culture of stopping to fix problems, to get quality right the first time
6. Standardized tasks are the foundation for continuous improvement and employee
empowerment
7. Use visual control so no problems are hidden
8. Use only reliable, thoroughly tested technology that serves your people and processes
9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to
others
10.Develop exceptional people and teams who follow your company’s philosophy
11.Respect your extended network of partners and suppliers by challenging them and
helping them improve
12.Go and see for yourself to thoroughly understand the situation (genchi genbutsu)
13.Make decisions slowly by consensus, thoroughly considering all options; implement
decisions rapidly
14.Become a learning organization through relentless reflection and continuous
improvement (kaizen).

15. f. Worldwide presence
Toyota has grown to a large multinational corporation from where it started and expanded to
different worldwide markets and countries. It displaced GM and became the world's largest
automobile maker for the year 2008. It held the title of the most profitable automobile maker
(US$11 billion in 2006) along with increasing sales in, among other countries, the United States.
The world headquarters of Toyota are located in its home country in Toyota City, Japan. Its
subsidiary, Toyota Financial Services sells financing and participates in other lines of business.
Toyota brands include Scion and Lexus and the corporation is part of the Toyota Group. Toyota
also owns 51% of Daihatsu, and 16.7% of Fuji Heavy Industries, which manufactures
Subaru vehicles. They also acquired 5.9% of Isuzu Motors Ltd. on November 7, 2006 and will be
introducing Isuzu diesel technology into their products.
Toyota has introduced new technologies including one of the first mass-produced hybrid gasoline-
electric vehicles, of which it says it has sold 2 million globally as of 2010, Advanced Parking
Guidance System (automatic parking), a four-speed electronically controlled automatic with
buttons for power and economy shifting, and an eight-speed automatic transmission. Toyota, and
Toyota-produced Lexus and Scion automobiles, consistently rank near the top in
certain quality and reliability surveys, primarily J.D. Power and Consumer Reportsalthough they
led in automobile recalls for the first time in 2009.
In 2005, Toyota, combined with its half-owned subsidiary Daihatsu Motor Company, produced
8.54 million vehicles, about 500,000 fewer than the number produced by GM that year. Toyota
has a large market share in the United States, but a small market share in Europe. Its also sells
vehicles in Africa and is a market leader in Australia. Due to its Daihatsu subsidiary it has
significant market shares in several fast-growing Southeast Asian countries.

16. According to the 2008 Fortune Global 500, Toyota is the fifth largest company in the world. Since
the recession of 2001, it has gained market share in the United States. Toyota's market share
struggles in Europe where its Lexus brand has three tenths of one percent market share, compared
to nearly two percent market share as the US luxury segment leader.
In the first three months of 2007, Toyota together with its half-owned subsidiary Daihatsu reported
number one sales of 2.348 million units. Toyota's brand sales had risen 9.2% largely on demand
for Corolla and Camry sedans. The difference in performance was largely attributed to surging
demand for fuel-efficient vehicles. In November 2006, Toyota Motor Manufacturing Texas added
a facility in San Antonio. Toyota has experienced quality problems and was reprimanded by the
government in Japan for its recall practices. In 2007, Toyota maintained over 16% of the US
market share and was listed second only to GM in terms of volume. Toyota Century Royal is
the official state car of the Japanese imperial family, namely for the current Emperor of Japan.
Toyota was hit by the global financial crisis of 2008 as it was forced in December 2008 to forecast
its first annual loss in 70 years. In January 2009 it announced the closure of all of its Japanese
plants for 11 days to reduce output and stocks of unsold vehicles.
Akio Toyoda became the new president and CEO of the company on June 23, 2009 by replacing
Katsuaki Watanabe who became the new vice chairman by replacing Katsuhiro Nakagawa.
Toyota has factories in most parts of the world, manufacturing or assembling vehicles for local
markets. Toyota has manufacturing or assembly plants in Japan, Australia, India, Sri Lanka,
Canada, Indonesia, Poland, South Africa, Turkey, Colombia, the United Kingdom, the United
States, France, Brazil, Portugal, and more recently, Argentina, Czech Republic, Mexico,
Malaysia, Thailand, Pakistan, Egypt, China, Vietnam, Venezuela, the Philippines, and Russia.
Toyota's net revenue by geographical regions for the year ended March 31, 2007.
Geographic region Total sales ( Yen in millions)
Japan 8,152,884
North America 8,771,495
Europe 3,346,013
Asia 1,969,957
Others 1,707,742
In 2002, Toyota initiated the "Innovative International Multi-purpose vehicle" project (IMV) to
optimize global manufacturing and supply systems for pickup trucks and multipurpose vehicles,

17. and to satisfy market demand in more than 140 countries worldwide. IMV called for diesel
engines to be made in Thailand, gasoline engines in Indonesia and manual transmissions in India
and the Philippines, for supply to the countries charged with vehicle production. For vehicle
assembly, Toyota would use plants in Thailand, Indonesia, Argentina and South Africa. These four
main IMV production and export bases supply Asia, Europe, Africa, Oceania, Latin America and
the Middle East with three IMV vehicles: The Toyota Hilux (Vigo), the Fortuner, and the Toyota
Innova.
g. History of technological development from 1990
Toyota is striving to develop automobiles that meet the needs of our customers while at the
same time achieving an optimal balance between consideration for the environment, safety,
drivability, comfort and reliability.
Year Engine Driving/Braking Suspension Body Electoronics M aterials
1990
|
1999
A luminiumcrankshaft
damperpulley
A ctive Four-Wheel Steering
System
C ylinder head with
laser cladding
Super-Strut Suspension
Rotary Tri-blade Coupling
5-speed automatic transimission
5 V alve Engine
Bumper made
with T oyota Super
O lefin P olymer
(T SOP)
M agnesiumcylinder
head cover
A ir conditioner with
new refrigerant
Fabric with
deodorizing function
Front-passenger
seat airbag
C omprehensive vehicle control
system(i-Four)
Next-generation lean-
burn engine
GP S carnavigation
Head U p Display
Back guide monitor withCCD
camera
Smokeless diesel
engine
Elecrtonically controlled
throttle
6-speed manual transmission

18. T hree-way catalyst
for a lean-burn engine
GP S voice navigation
C ombustion pressure sensor
Diesel oxidation
catalyst
P lastic fuel tank
T hree-way palladium
catalyst
Diesel Smoke Control
System (DSCS)
V ehicle Stability Control
system(VSC)
V ariable Valve T iming-
intelligent (VVT-i)
4-valve direct-injection
diesel engine
Flex Lock-up System
T SOP-5 for interior
parts
M ulti-zone automatic air
conditioning
U V-reducing
door glass
Water-repellent
door glass
T itaniumnitride coating Brake Assist GOA Collision-
safety body
Fuel Cell Electric
V ehicle (FCEV)
SRS side airbag
Seatbelts with
force-limiter
Direct-injection
engine(D-4)
T ire pressure warning
system
T oyota Hybrid System
(T HS)
SRS curtain
shield airbag
Blind corner monitor
Radar cruise control system

19. Navigationshift control Bumper
recycling
technology
V ariable Valve T iming
Lift-intelligent (VVTL-i)
A RS
Diesel oxidation
catalyst
C ommon-rail direct-
injection diesel turbo
engine(D-4D)
A BS for EBD Electric powersteering
system
Super CVT
2000
|
2009
Dual-stage SRS
airbags for the
front-passenger
seat
Smart Key System Diesel P articulate
NOx Reduction System
(DPNR)
P ackage tray and
door trim made out of
the kenaf plant
Negative ion generator
A C100V power outlet
Run flat-tires Back guide monitor with
voice recognition
Electronically C ontrolled Brake
system(ECB)
Electric 4-wheel drive system
(E-Four)
Dual-stage SRS
airbags for the
driver's seat
Retractable
M etal Top System
P edestrian-
injury-lessening
body
Bio-plastics
A ir conditioner with
electric heat pump
systemusing
C O2 refrigerant
New T ire-production method G-BOOK
P ower back
door system
SRS knee
airbags for driver
T oyota Stop & Go
System
Fuel Cell Hybrid Vehicle
(FCHV-4, FCHV-5)
T oyota Hybrid System
(T HS-C, THS-M, THSII)
P re-crash Safety System

20. Fuel Cell Hybrid Vehicle
(T oyota FCHV)
P re-crash
seatbelt
T oyota Intelligent
Idling Stop System
Dual VVT-i
Stoichiometric D-4
P iezoelectric Common-
rail T ype Direct-injection
Diesel T urbo Engine (D-
4D Clean Power)
Diesel Hybrid System
Intelligent AFS
Front and side monitoring
Lane-monitoring system
P ollen-removal filter
Night View system T oyota Eco-plastic
Steering-guided clearance
sonar
Smart Entry and Start
System
P lasmacluster Ions
Intelligent P arking Assist
system
V DIM
6 SuperECT (6-speed automatic
transmission)
V DIM with active steering
control
SRS twin-
chamber airbag
Lane-keeping assist system
Radar cruise contral with
low-speed tracking mode
S-VSC + Active Control 4WD
Integrated Control
A ctive stabilizer suspension
system
P re-crash Safety Systemwith
millimeter-wave radar and stereo
camera fusion system
(P edestrian detection, steering and
obstacle-avoidance assist system)
D-4S
G-BOOK ALPHA

21. HELPNET
T HS II with monitor
speed reduction device
T HS II with two-stage
motor speed reduction
device
Wide-view front monitor
V ariable Valve T iming-
intelligent Electric (VVT-
iE)
SRS seat
cushion airbag
8 SuperECT(8-speed automatic
transimission)
P re-crash Safety Systemwith
driver-monitoring system
(M illimeter-wave radartype)
"M ap on Demand"
technology to automatically
deliverdifferential map data to
car navigation systems
Rear-end Pre-crash Safety
System (Warning of approaching
rear vehicle, Pre-crash Intelligent
Headrests)
Radar cruise contral with
tracking function
Intelligent P arking Assist
(IPA) system withultrasonic
sensors
O xygen-level conditioner
Eco Drive Indicator
T HSII with two-stage
motor speed reduction
device + full-time all-
wheel-drive system
G-BOOK mX
LED headlight
V alvematic, a next-
generation variable valve
lift mechanism
A ctive Headrest
Heated seat
"C rawl control" system
Kinetic dynamic suspension
system(KDSS)
8-Speed Sport Direct Shift
transmission
Improved Pre-crash Safery
System with eye-monitoring
system
A nti-mite allergen
seat fabric
Emergency brake signal

22. Navigation-linked Brake Assist
Night View systemwith
pedestrian detection function
6-speed manual transmission for
front-wheel drive
T oyota Stop & Start
System
Fuel Cell Hybrid Vehicle
(T OYOTA FCHV-adv)
SRS rear
window curtain
shield airbag
Interior vehicle parts
using Ecological Plastic
Front-side P re-crash Safety
System
P re-crash Seatback
SRS rear-seat
center airbag
Eco-Drive monitor
T ouchTracer Display
Solar-ventilationsystem
Remote Air Conditioning
system
Harmonious Driving
Navigator
M ulti-terrain Select switch
DSRC Unit
M ulti-terrain Monitor
Self-restoring coat
ESPO system
T HSII Plug-in(with
motor speed reduction
device)
2010
|
2012
V ehicle Proximity Notification
System
Bio-PET-Based New
Ecological Plastic
"Smart G-BOOK" for
smartphone
New UV-
blocking glass
Horizontally Opposed
D-4S
LDH
(Lexus Dynamic Handling system)
Wrong-way Driving Alert
System
High-powerLithium-
ion Battery

23. G-Station
DSSS
(Driving Safety Support
System)
2.5 liter4 cylinder
inline Atkinson cycle
engine
Front wheel drive eight-speed
automatic transmission
P re-collision Systemeffective at
high speeds
Laserscrew
welding
A daptive High-beamSystem
(A HS)
Intelligent Clearance Sonar
Drive-start Control

24. II. Porter’s five forces analysis
The Five Components of Porter’s Five Forces Model are Listed Below:
1. Intensity of existing rivalry (external): This is usually the most important determination
of competitive forces. It gauges the level of competition between rivals that compete
directly on prices and quality. Examples include: low exit barriers and low storage cots.
2. Threat of substitutes (external): The availability of substitute products increases the
chances that a business will lose customers; thus, substitution risk lowers profitability.
Examples include: limited number of substitutes and high cost of switching to substitutes.
3. Threat of new competitors (external): New competitors are often drawn to an industry
because of the opportunity to make profits. When new competitors enter markets, they
become rivals to existing market participants, which tends to lower the profitability of all
market participants. An increase in competition lowers profits with all else staying the
same. Examples of the external component include: patents limiting new competition and
industry requires economies of scale.
4. Bargaining power of suppliers (internal): The more pressure suppliers can exert on a
company, the more bargaining power they have over that company. Bargaining power
generally increases profitability for the party that exerts it. Examples that affect bargaining
power to suppliers include: volume is critical to suppliers and there are diverse distribution
channels.
5. Bargaining power of customers (internal): The more pressure customers can exert on a
company, the more bargaining power they have over that company. Bargaining power
generally increases profitability for the party that exerts it. Example that affect bargaining
power to customers include: limited buyer choice and large number of customers.
6. A summary of the findings is below:
1. There is low threat of new entrants
2. The bargaining power of buyers/customers is low
3. There is a huge threat of substitute products
4. Suppliers do not have much bargaining power
5. There is a significant amount of rivalry among competitors

25. The analysis above indicates that the industry is moderately favorable to profitability.
However,inanotheranalysisof theindustry,baseduponindustry-specificnewsandfactssurroundingthe
suppliers, buyers, competitors, and more, the results are very different. This is not based on the tallied
results in the appendix:

27. III. Market share and trend
IV. Marketing strategy
Toyota's marketing efforts in North America have focused on emphasizing the positive
experiences of ownership and vehicle quality. The ownership experience has been targeted
in slogans such as "You asked for it! You got it!" (1975–1979), "Oh, what a feeling!" (1979 –
September 1985, in the US), "Who could ask for anything more?" (September 1985 – 1989), "I
love what you do for me, Toyota!" (1989–1997), "Everyday" (1997–2001)", "Get the feeling!"
(2001–2004), "Moving Forward" (2004–2012), and "Let's Go Places" (2012–present).
Japan
In Japan, Toyota currently maintains separate dealership sales channels. The first sales channel
established in 1946 called "Toyota
Store" sells large luxury sedans such
as the Toyota Century, and
the Toyota Crown. In 1955 the
"Toyopet Store" arrived, originally
established to sell the Toyota
Corona and the Toyopet
ToyoAce truck. (Toyota's five
channel dealerships in Japan
chronology in Japanese.) Toyota also

28. operated a commercial dealership called Toyota Diesel Shop from 1957 until 1988, that sold
various commercial platform trucks, buses, and forklifts, such as the Toyota Dyna and
the Toyota Coaster. Hino products were sold at specific Hino locations, and shared at Toyota
Diesel Store locations after Toyota acquired the company in 1967. Starting in 1980, the Diesel
Shop also sold the Starlet, Corolla, Corona, Vista and Crown installed with diesel engines. When
the Toyota Diesel Store was disbanded, commercial products were divided between Toyota Store
and Toyopet Store locations.
Company Strategy
Toyota's management philosophy has evolved from the company's origins and has been reflected
in the terms "Lean Manufacturing" and Just In Time Production, which it was instrumental in
developing. Toyota's managerial values and business methods are known collectively as the
Toyota Way.In April 2001, Toyota adopted the "Toyota Way 2001", an expression of values and
conduct guidelines that all Toyota employees should embrace. Under the two headings of Respect
for People and Continuous Improvement, Toyota summarizes its values and conduct guidelines
with the following five principles:
 Challenge
 Kaizen (improvement)
 Genchi genbutsu (go and see)
 Respect
 Teamwork
According to external observers, the Toyota Way has four components:
1. Long-term thinking as a basis for management decisions
2. A process for problem-solving
3. Adding value to the organization by developing its people
4. Recognizing that continuously solving root problems drives organizational learning
The Toyota Way incorporates the Toyota Production System.

29. Operations
Toyota has long been recognized as an industry leader in manufacturing and production. Three
stories of its origin have been found, one that they studied Piggly-Wiggly's just-in-time distribution
system, one that they followed the writings of W. Edwards Deming, and one that they were given
the principles from a WWII US government training program (Training Within
Industry). Regardless of the origin, the principles described by Toyota in its management
philosophy, The Toyota Way, are: Challenge, Kaizen (improvement), Genchi Genbutsu (go and
see), Respect, and Teamwork.
V. Key success factors in industry
Key success factors (KSFs) are those elements which persuade the potential of industry firms
to boom in marketplace. On the basis of key success factors customers make a decision between
the rival brands. Toyota is one of the largest global manufacturers of Vehicles. Some of the Key
Success Factors of TOYOTA are given as:
Production and Manufacturing Facilities
Toyota has manufacturing plants in most parts of the globe. It assembles or manufactures
automobiles for local markets. Toyota follows the JIT Production and "Lean Manufacturing",
which is one of the important key success factors. Its business methods managerial views are
known together as the Toyota system. Toyota has long been recognized as industry leader in
manufacturing and production.
Extensive Research & Development (R&D)

30. R&D values of the Toyota are based on Quality, durability, reliability, value for money,
environmentally-safe, convenient. Toyota has initiated new technologies including first bulk-
produced hybrid gasoline-electric automobile, which had a sale of two million worldwide in 2010.
Toyota has various facilities such as: Advanced Parking Guidance System (APGS) (automatic
parking), a four-speed automatically controlled with buttons for economy shifting and power, and
an eight-speed automatic conduction. It has produced Scion and Lexus vehicles; renowned for
reliability and quality.
Management Philosophy
Toyota’s management values have developed from the firm’s beginning. The company
follows JIT distribution method and adopts the values specified from a (WWII) United States
government training agenda. It is likely that all these and further is factual in spite of the origin the
philosophy illustrated by Toyota.
Innovative Activities
Toyota started the "Innovative International Multi-purpose vehicle" plan (IMV) to optimize
worldwide manufacturing and supply method for multipurpose automobiles and pickup trucks.
The company was also trying to gratify market demand in more than 142 countries globally. IMV
labeled for gasoline engines in Indonesia, diesel engines in Thailand, supply to the countries
stimulating with automobile manufacturing from Philippines and manual transmissions in India.
For automobile assembly, it would use facilities in Indonesia, Thailand, South Africa and
Argentina.
Capable Workforce and Management Philosophy
Toyota implemented the "Toyota Way 2001," an expression of principles and conduct guiding
principle that all Toyota workforces should hold. The principles and beliefs are Continuous
Improvement and Respect for People. It summarizes its principle values and accomplishes guiding
principle with the subsequent five principles.
Distribution & Marketing Activities

31. Marketing and distribution efforts of Toyota have focused on the positive experiences of
ownership, automobile quality, Meeting diverse needs, high quality sales and services, and close
involvement with customers. Based on the “Toyota Way 2001”, the global Marketing Division
formed The Toyota Way in Sales and Marketing (TWSM). The TWSM gives emphasis to the
principle and values of placing the “customer first” and the importance of integrated action by
dealers, distributors, and Toyota. Distributors from across the globe met in Los Angeles to talk
about the potential of implementing the key TWSM values around the globe. Toyota established
the Global Knowledge Center (GKC) as a platform for sharing and learning best practices from
different regions.
Strategic Management critical success of Toyota, Key success factors of Toyota, KSFs of
Toyota, Toyota critical success factors, Toyota key success factors, Toyota KSFs
Toyota’s 14 principles Key success factor
Toyota is clearly a dominate leader in automobile manufacturing today. The principles
employed at every level of the company have certainly led to a standard of quality that no one in
the automotive industry can argue with. What these principles are and how they are implemented
within the Toyota Corporation can certainly help the automakers of the United States and indeed
the world achieves the same success.
When these 14 principles are listed and compared with some of the strategies that United States
automakers have employed, it becomes clear why Toyota has succeeded as it has the 14 principles
are known as the "Toyota Way" and are listed below:
1. Base your management decisions on long term philosophies, even at the expense of
short term goals
2. Create continuous process flow to bring problems to the surface
3. Use pull systems to avoid over production
4. Level out the workload
5. Build in a method to stop and fix problems when they are discovered, this ensures
quality the first time

32. 6. Standardized tasks provide the foundation for continuous improvement and
employee empowerment
7. Use visual control so no problems are hidden
8. Use only reliable, thoroughly tested technology that serves you people and processes
9. Grow leaders who thoroughly understand the work, live the philosophy and can and
do teach it to others
10. Develop exceptional people and teams who follow your company's philosophy
11. Respect your extended network of partners and suppliers by challenging them and
helping them improve
12. Go and see for yourself so that you completely understand the situation
13. Make decisions slowly by consensus, thoroughly consider all options; implement
decisions rapidly
14. Become a learning organization through relentless self-examination and continuous
improvement
VI. Zz
VII. Zz
VIII. Recommendations
IX. References