3. 9. Recommendations.................................................................................................. 26
10. Conclusion ........................................................................................................... 28
References...................................................................................................................... 29
APPENDIX............................................................................Error! Bookmark not defined.
Meeting minutes ........................................................................................................ 35
Table of Figures
Figure 1. Top 10 car brands .............................................................................................. 7
Figure 2. Quality results.................................................................................................... 7
Figure 3. Value results ...................................................................................................... 8
Figure 4. Technology/Innovation results.......................................................................... 8
Figure 5. Global automobile market in 2013.................................................................... 9
Figure 6. Toyota, VW and ford net income comparison .................................................. 9
Figure 7. Pestel Analysis ................................................................................................. 10
Figure 8. Strategic Roadmap .......................................................................................... 21
Figure 9. Strategic planning roadmap ............................................................................ 23
Figure 10. Technology Roadmap for TOYOTA ................................................................ 24
Table of Tables
Table 1. Political, Economical, Social, Technological, Legal and Environmental issues are
considered. Afterwards, actions can be defined............................................................ 11
Table 2. Strengths, Weaknesses, Opportunities and Threats are considered in order
SWOT analysis to be applied .......................................................................................... 15
Table 3. Balanced Scorecard........................................................................................... 18
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1. Introduction
This project is about a strategic plan for Toyota Motor. In order to produce this project
plan two basic methods are going to be used. The first one is Pestle analysis; it will be
used to define the political, economical, sociological, technological, legal and
environmental effects, and afterwards to lead for strategic decision-making. While the
second one is SWOT analysis; it will be used to understand the strengths and
weaknesses, as well as identify the opportunities and the threats that the company
face or will face in the future. [11][12]
Then a strategic and technologicalroadmap will be produce to present the path that
the company requires to follow in order to achieve its goals; the main reason of this
technique is to ensure that the company goes in the right direction. [11][12]
2. Company Background
Toyota Motor Corporation is an automaker company from Japan, and its main
headquarter is in a city named Toyota located in Aichi Prefecture of Japan. The
establishment of the company was on 28th
of August, 1937, by Kiichiro Toyoda. In
2012, Toyota is a multinational company consisted of 325,905 consolidated employees
and 69,148 unconsolidated. [1]
This year Toyota’s capital is considered as 397.05 billion Yen, while the net revenue,
operating income and net income were 22,000, 1,320 and 962 billion Yen respectively.
Also, it should be mentioned that Toyota Motor Corp has 507 consolidated subsidiaries
and 57 affiliates. [1]
2.1. Historical Review& Goals
In 1924, the Toyota founder’s father (Sakichi Toyoda) invented the Toyoda Model G
Automatic Loom; an automatic high-speed loom featuring with the ability to change
shuttles without stopping. In 1929, the patent rights were sold to a British company
(Platt Brothers) and as a result, the capital gained due to start researching into a
gasoline powered engine and develops an automobile production. [1]
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In 1933, Toyota was a division of Toyoda Automatic Loom Works, specialized on the
production of automobiles. A1 prototype passenger car and G1 truck were completed
in 1935 and one year later the first passenger car, Model AA Sedan, produced, with
sales price approximately 400 yen cheaper than the competitor’s cars (Ford, GM, etc.).
Also, AB phaeton and GA truck produced the same period.
One year later, 1937, the company became independent and then,almost 10 years of
successful business development followed, where many facilities and plants were
established, as well as new models were produced and new technologies were
imported as well. [1]
However, this development stopped by the beginning of the World War II. When the
war ended Toyota had 3000 employees and no working facilities. But, 1947, the design
of a new postwar automobile leaded to an increment of company’s income. Two years
later, Japanese economy was continuing to suffer and raw materials were in short
supply, as well as the government taking measures which affected negatively Toyota’s
economy. The result was the company requested 1,600 voluntary retirements.
However, the company was continuing not to meet its goals; the president of Toyota
resigned and a greater number of employees than requested began leaving the
company voluntarily; 2,146 voluntary retires.[5][6][7]
In 1957, Toyota eventually entered in the American market and by the early 1980s
began building plants in the US.While, in 1990 Toyota Europe Marketing & Engineering
was established due to help vehicles market in the continent and two years later the
first base was set up in the UK; Toyota Manufacturing UK.
Some of the most important achievements are presented briefly below:
o In 1999, Toyota decided to list itself on the New York and London Stock
Exchanges.
o In 2002, Toyota entered Formula 1
o In 2003, Toyota produced cars in France
o In 2005, ranked 8th
world’s leading companies
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2.2. Guiding Vision
The Toyota way is five core values to express the beliefs and values of the company.
These values are as follows:
o Always be faithful to your duties, thereby contributing to the company and to
the overall good.
o Always be studious and creative, striving to stay ahead of the times.
o Always be practical and avoid frivolousness.
o Always strive to build a homelike atmosphere at work that is warm and friendly.
o Always have respect for spiritual matters, and remember to be grateful at all
times.[2]
Toyota as global company has a system of ideas and ideals regarding economics,
politics and management. It honors the language and the spirit of the laws of every
nation that operates and supports open and fair business activities; as well as it
respects the culture and customs and contributes to economic and social
development. Also, it targets to produce clean and safe products due to enhance the
quality of life. Its priority is to create and develop advanced technologies in order to
produce outstanding products and services according to the customers’ needs around
the world.
Moreover, Toyota supports that the individual creativity, the value of teamwork, the
mutual trust and the respect between labor and management are factors which have a
key role in order for the company to be successful.[2]
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3. Competitors Environment
According to the 2013 Car Brand Perception Survey, which is conducted by the
Consumer Reports National Research Center, Toyota, Ford, Honda, Chevrolet,
Mercedes-Benz, Volvo, Cadillac, BMW, Dodge, and Tesla are the best brands globally.
The scores that were given by the consumers are presented below: [39]
Figure 1. Top 10 car brands
Regarding quality, road tests and reliability, Toyota was ranked 2nd
: [39]
Figure 2. Quality results
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Concerning value, consumers are looking to get the most for their money. The survey
shows that Toyota ranked 1st
. [39]
Figure 3.Value results
While, when they were asked about technology/Innovation, their answers were shown
below: [39]
Figure 4. Technology/Innovation results
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Other statistics, regarding the global market shares in 2013, shows that Toyota ranked
1st
and it is considered as the best auto seller globally. [40]
Figure 5. Global automobile market in 2013
Regarding the net income concerning Volkswagen, Toyota and Ford, Toyota has the
highest for the years 2009, 2010 and 2012, while only on 2011 Ford is achieved a
higher one than Toyota. [40]
Figure 6. Toyota, VW and ford net income comparison
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4. Toyota PESTLE Analysis
PESTLE is an acronym for Political, Economic, Social, Technological, Legal and
Environmental, all factors to take in consideration when making external analyses [13].
This tool has been designed and improved especially for scanning markets and
environments and can be used as input to the SWOT analysis.
Figure 7. PESTLE Analysis
The group understanding of the PESTLE Analysis tool leads to the conclusion that to
obtain more consistent results it would be important to keep a broad horizon. Toyota
as a whole company is present in many parts of the globe, which causes it exposure to
several different contexts and different products, leading to superficial results.
Therefore, the group decided to approach Toyota globally without exploring deeply
specific topics, regions of the globe or restricted markets and to always keep the
Toyota Prius perspective for the technology topic but without missing global scenario.
To use the tool, the group organized a workshop, after individual reading, and trough a
brainstorming, generated the following results:
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Table 1. Political, Economical, Social, Technological, Legal and Environmental issues are considered.
Afterwards, actions can be defined
PESTLE ANALYSIS
Issue Time Importance Action
Political
public transportation
Short
term
Low
Reduce car cost/more efficient car;
less consumption of oil
oil crisis
Short
term
High more efficient car
middle east unstable countries
Long
term
medium understand the local market
emission laws
Short
term
high reduce emission
Economical
Energy rising cost
Long
term
High more efficient car
Global crises medium High Focus on another market
competitive/volatile market
Long
term
medium
better advertising and improved
products
Import/Export
Long
term
medium
Import from low cost market and
export to rising economy market
Social
Brand exposure (Recall2009-
2010&2012-2013)
long
term
high Improve the quality of products
New energy source improves life
quality
Long
term
medium
hybrid technology targeting low
emission
Exploring social networks
Short
term
low
Improve the social presence by events
and media
Emerging markets medium medium
Efficient strategic plan; consider all
parameters deeply
Low skilled society medium medium Provide educational assistance
Individualization and women
empowerment
Short
term
high More customized products
Technological
Development of hybrid car
Long
term
high Research/Education
Focus on new energy sources
Long
term
high Research/Education
Focus on quality control
techniques
Short
term
medium Research/Education
Innovation is crucial medium medium Research/Education
Cost of R&D (Design)
Short
term
medium Research/Education
Legal
Subject to different countries
regulations
Short
term
Low
Efficient strategic plan; consider all
parameters deeply
Legal proceedings
Short
term
Low Hire legal consultants
Incentive to produce eco cars medium medium Further legal research
Taxes
high
term
high
Develop Taxation consulting
department
Environmental
Japan Earthquake
Short
term
medium
mechanism to recover quickly after
environmental disasters
Gas Emissions
Long
term
High
Improve technology to reduce gas
emissions
Battery disposal
Long
term
High
mechanism to recycle battery or
limiting its impact to environment
Oil crises Long High Hybrid and electric car technology
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The analysis of the table is structured bellow. The Technology and the Environmental factors
were put together due to its proximity in the Toyota strategy context.
4.1. Political
In many countries, the public transportations networks are receiving a lot of investment,
decreasing customer necessity of purchasing a personal vehicle. It is a global tendency even
if it is still concentrated in developed and developing countries. This might demand more
effort in advertising and price strategies.
Oil increasing prices and political instability in the Middle East are some factors that can
cause impact in the entire automotive sector. With another oil crisis, demand for cars
powered by gasoline might decrease. A good strategy though, is the development of eco-
cars and alternative energy sources. Toyota is already working on hybrid cars that need
much less fuel and use nickel metal hydride batteries as their main power source [14].
4.2. Economical
Rising energy costs caused by long term investments to modernize energy production in
Europe may impact both car production and attractiveness of electric and hybrid cars [22].
In a place still recovering from crisis and with a still crescent unemployment rate, high cost
of production and, therefore, products, is a critical factor [15]. Markets are competitive and
volatile and consumers are more aware and demanding. In order to survive in such a hostile
environment is important to try mitigating those economic factors with cost reduction.
4.3. Social
Toyota is in a delicate position regarding their image. There have been recalls in 2009-2010
in the US and, again, in 2012-2013 in Canada, Mexico and Saudi Arabia [16]. Those recalls
showed decrease of reliability and low quality standards, factors that, in the past, were part
of Toyota Production System foundations [17].
Nevertheless, Toyota’s research on alternative energy sources cause good social impact and
media repercussion. Actions to improve life quality and reduce pollution are not just
restricted to law obligations but also are a market trend and very consumer appealing [23].
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To get even more connected to its consumers, Toyota started using social media data
collection and analysis. They are monitoring social networks like Facebook and twitter to
identify consumers’ needs and their thoughts about Toyota products *18].
By 2015 Toyota intends to have 50% of its vehicle sales in emergent markets. These
markets, inserted in developing countries, benefit from it as it generates income job
positions. Health and safety and employee satisfaction are part of Toyota’s values towards
their employees [19].
4.4. Technological&Environmental
Toyota is one of the car companies that are heavily investing on sustainability and
environmental performance improvement. The company focus is to develop new
technologies for eco cars and automotive power sources *24+. Prius, Toyota’s hybrid car is
part of this environmental initiative but note the whole program. Toyota also research
electric and fuel cell vehicles. The electric car, the Toyota FT EV III is a small 100% fuelled
vehicle and the fuel cell vehicle is said to be the “ultimate eco-car”, practically reducing the
gas emissions to zero [20].
4.5. Legal
Due to its presence in several countries (Japan, Brazil, Mexico, United States, Belgium,
France, Portugal, Poland, Australia, Czech Republic, United Kingdom, etc.), Toyota is subject
to many governmental regulations [21]. Safety and environmental laws may change from
one country to another and it increases difficulties in product development. It is important
to adapt their cars to each market. Trade taxes can be an issue also, since it affects directly
the decision process when it comes to entering new markets or installing new facilities.
Another issue is the recent recalls that might lead to legal proceedings. As a multinational
company, Toyota may be subject to law proceedings due to various causes, intellectual
property and product liability for instance which could have considerable financial impact.
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4.6. PESTLE Analysis Conclusion
Toyota has many opportunities and threats in all five topics analyzed. Most of Toyota’s
concern should be around their failures, cause of several recalls. Actions regarding recovery
of the brand’s liability might be fundamental to regain customers’ trust.
The group found it difficult to utilize the tool considering data gathering and narrowing the
object of analysis. It was fundamental to reduce the subject of analysis in order to produce a
more accurate environment reading. It was also challenging to relate data regarding
European countries political and economic situation and Toyota’s performance.
5. Toyota SWOT Analysis
5.1. Value Proposition of Toyota
The value proposition is described as being the unique competitive offering that your
company provides that allows you to stand out amongst your competitors. Within value
proposition there are three main categories that companies fall under which are Product
Leadership; Operational Excellence; and Customer Intimacy. Toyota comes under the
category of Operational Excellence as they strive to produce quality products across
numerous countries with varying economic climates. Due to this they have a high variety in
their portfolio to accommodate the many different countries they provide for.
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5.2. SWOT analysis
Table 2. Strengths, Weaknesses, Opportunities and Threats are considered in order SWOT analysis
to be applied
Strengths Weaknesses
Strong/Recognized Brand
Varied portfolio of products
Highly innovative
Leaders in the fields of manufacturing
and production
Correct types of products for the
markets they are involved in
Knowledgeable in the areas of hybrid
technologies
State of the art research and
development facilities
Market leader in environmentally
friendly car development
Large scale recalls due to manufacturing
defaults
Not capitalizing on emerging markets
Smaller share of the European
automotive market compared to its
other competitors
Heavily focused on Japanese and US
markets therefore exposing the
company to the fluctuating economic
and political conditions of those
countries.
Therefore Toyota have focussed on
producing cars for US and Japanese
consumers that are not as desirable in
other markets
Opportunities Threats
Increasing interest in green cars
Rises in fuel prices
New emerging markets (India and
China)
Ahead of competitors in hybrid
technology
Selling of hybrid technology to
competitors
Increasing market share in European
market (developing models that appeal
to this market)
Fluctuating automotive market resulting
in over or under capacity of
manufactured vehicles
High levels of competition from equally
successful automotive companies
Rising fuel prices
Government legislation changes to levels
of emissions
Increase in raw material costs
Natural disasters
5.2.1. Strengths
Toyotas main strengths are their brand, their position in the automotive industry and their
manufacturing and production capabilities. The strong brand image they have created is due
to their extensive portfolio that includes 70 different models that cater for the requirements
of their numerous customers [27]. Providing this variety of vehicles not only allows Toyota
to satisfy numerous consumer groups but also increases their brand awareness. Toyota has
become a world class company for production and sales through adopting manufacturing
and quality management processes before its competitors [24]. Through utilizing total
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quality management processes Toyota are continuously researching new methods of
improving the overall quality of their products and by doing so are maximizing their profits
[27]. The benefits of using manufacturing and quality management processes saw Toyota
become the top global car producer until 2011 when unforeseen damages were caused to
their manufacturing facilities in Japan which allowed General Motors to reclaim the top
spot. [30]
5.2.2. Weaknesses
The most well know weakness that Toyota has is its record of vehicle recalls. In the period of
2009-2010 Toyota recalled 9 million vehicles while in 2012 that number was at 7.43 million
(a slight decrease) [24]. In November of this year they have recalled nearly 900,000 vehicles
with faulty air condition units that could compromise the deployment of the vehicles air bag
system. In October they recalled 780,000 recalls were announced due to faulty suspension
and in September another 615,000 were recalled due to faults with the parking system. A
mass recall from a manufacturer can be manageable however Toyota has been consistently
recall different models and with different faults which has severely compromised its image
with its consumers [31]. Another weakness of Toyota is its level of attention towards the US
and Japanese markets which has caused them to disregard emerging markets such as China
and India. Due to this neglect they have allowed one of their largest competitors, General
Motors, to claim a huge market share in these emerging economies. [27]
5.2.3. Opportunities
Emerging economies such as China and India provide huge opportunities for Toyota to
expand their market share. Along with China and India there is also a number of emerging
African nations with high population that desire cheaper vehicles. The experience Toyota
has in assessing what needs individual markets want and creating products that fit these
descriptions (such as they have done in the US and Japanese market) give them a significant
advantage over their rivals in establishing a majority market share in the new African
markets. Another opportunity for Toyota is the increase in interest from consumers in the
area of eco-friendly vehicles. Toyota is already one of the forerunners in eco-friendly cars
which would mean this opportunity would be ideal for them to capitalize on. [27]
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5.2.4. Threats
One of the main threats to Toyota is the area in which it conducts the majority of its
manufacturing (Japan, China, Thailand and Indonesia). These areas are subjected to natural
disasters which can disrupt Toyotas manufacturing processes [24]. Entire facilities could be
rendered inoperable due to these natural disasters which, if there are any weaknesses in
Toyotas supply chain, could halt manufacturing throughout the company. One example of
this in recent years was the tsunami that hit Japan in 2011. A supplier of Toyota was
destroyed during the tsunami which stalled Toyotas manufacturing as this supplier was the
only company that produced this specific item. Toyota had to invest money to help the
supplier rebuild its facility. After this Toyota and other companies in high risk natural
disaster areas have had to improve their approach to supply chain risk [30].
6. Balanced Scorecard
Balanced Scorecard is a strategic planning tool in which the entity has clearly defined its
goals and strategies. It is a technique that aims to measure business performance using the
integration and balancing of all key performance indicators existing in a company, since
financial and administrative to those relating to internal processes. [32]
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Table 3. Balanced Scorecard
Strategic Objectives
Strategic Measurements
Lag indicators Lead indicators
Financial
• Increase profitability;
• Increase sales on emerging
markets;
• Sustainable financial growth.
• Profit margin growth;
• Participation on emerging
markets;
• Cash flow.
• Mix revenue;
• Marketing investment;
Customer
• Regain customers’ trust;
• Establish a worldwide brand
leader;
• Improve communication
channels and feedback;
• Ethical approach towards
customers.
• Brand trustworthiness
• Brand Recognition
• Feedback answered x Car
sold
• Overall customer
satisfaction
• Marketing investment;
Internal
• To strengthen the
establishment of internal
systems aimed at quality
improvement;
• Improve product development
processes;
• Increase R&D results with
sustainable products;
• Innovative products.
• New product revenue;
• Customer satisfaction.
• Time invested on
employees training;
• Time to get the product
to the market.
Learning
• To improve the ability to
respond quickly to market
quality issues from the
customer's perspective;
• Empowerment;
• Improve employee recognition;
• Training programs to improve
employee’s abilities.
• Employee improvement;
• Employees satisfaction;
• Objectives to achieve;
• Teamwork rewards.
The method determines in a balanced mode connections of cause and effect relationship
between the four indicators to evaluate the companies, which are:
o Financial: create new performance indicators so that shareholders may have better
return on its investments.
o Customer: knowledge about customer satisfaction with the company.
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o Internal processes: the company must identify if there are any products with
problems, if they were delivered on time and focus on innovation of its products.
o Learning and Growth: refers to the ability and motivation of employee, and a better
information system in the company. [33]
Two kinds of key indicators were used in the strategy map, lead and lag indicators. Lead
indicators measure actions that lead or induce future results. Lag indicators are based on
results' measures and are applicable to examine information regarding past actions, events
that already happened. In this perspective, lead indicators measure cause while lag
indicators measure effect. [34]
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7. Strategy Roadmap
In order to pursue primary objective goals within a company, whether it is a financial,
growth, processor customer goal, they need to be documented. This is done in the form of a
strategy map. A strategy map will highlight the key areas that a company should focus on to
achieve goals that are desired. An important aspect of the map is that goals are set through
all aspects of the company and none are forgotten, failure to do this could result in an
aspect of the company being forgotten about resulting in a drop in performance elsewhere.
All goals in a company that are set generally benefit the company finically, making a larger
volume of money and improving its market share. This measures the company’s success
rate; therefore all goals should lead to this.
Through using the Pestle and SWOT tools, key areas within the company that need to be
focused on can be identified.
7.1. Toyotas Strategy Roadmap
Toyota is a very innovational company, by striving ahead in ‘green’ technology. They are
succeeding in boosting their brand image as well as creating a next generation niche that is
expected to change the car industry. This is achieved through the use of hybrid, electric, and
hydrogen fuel-cell engines. It is also achieved through ‘green’ manufacturing, being able to
produce the car as efficiently and as kind to the environment as possible. In order to keep
this image, focus must be set on maintaining and bettering this aspect.
The next objective Toyota should be focusing on is marketing and internationalization. As
stated in the SWOT analysis, Toyotas focus has been set on specific countries around the
world, but as fail to capitalize on others, this has allowed other companies to stamp their
mark and benefit. Toyota needs to focus attention on designing, marketing, and supplying
cars all over the globe. By focusing on more countries will lead to a greater market and thus
creating a larger number of customers, leading to higher sales, however by expanding this
could lead to designs which don’t meet the user’s needs and could be damaging to the
brand.
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Lastly Toyota needs to look at quality issues. Toyota are very well set up to recall and repair
vehicles, this is down to a good customer service division. However this service is very
regularly required. Due to design and build quality issues Toyota have to regularly recall cars
in order to keep customer satisfaction high. This has a toll and damaging effect on the brand
image. To keep recalls at a minimum Toyota has to focus on quality. By improving quality it
will also mean less money/resources will need to be put in mass car recalls.
Shown in the diagram below is the strategy map and how each of these aspects fit into the
overall strategy.
Figure 8. Strategic Roadmap
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8. Technology Roadmap
A Technology management methodology called as ‘Technology Roadmap’ is applied for
defining the Toyota’s technology evolution in advance. Technology road map is a tool that
provides a clear direction of action to a firm; it was first developed by Motorola in 1970s in
order to achieve their goals by strategy and technology development [35]. According to
Galvin *36+, “A roadmap is defined as an extensive look at the future of a selected field of
research framed from collective imagination and knowledge of the most promising drivers
of change in that field” *36+. Technology Roadmaps are adjustable “strategic lenses” through
which evolution of complex systems can be viewed, affirming dialogue and communication.
[37]
Two of the main extremes of Technology road map are Market ‘pull’ and technology ‘push’.
Market pull leads to the goals of a company and technology push provides the opportunity
to be raised in order to meet the goals [36]. Technology Road map takes in to account the
relationship between different technologies, services or products and target markets of a
firm; thus the technology status of a firm can be developed or maintained. It is a
demand/need forced technology planning method to help identify, develop and select
technology options in order to achieve a set of product needs. It is an expert team work for
future technology planning in order to take suitable technology investment decisions. Thus
with the help of Technology roadmap a collaborative technology planning and coordination
for TOYOTA as an industry is done in order to make better investment decisions [38].
There are many types of technology roadmaps but in order to deal with the strategies of
TOYOTA strategic planning roadmap [36] is used by us. It evaluates different opportunities
that business tendencies and markets can offer at strategic level. A standard format of a
strategic planning road map is shown in the figure 9. [35]
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Figure 9.Strategic planning roadmap [35]
8.1. Technology Road mapping
For making the roadmap for Toyota a T-Plan approach is used [36]. It is divided in to four
different stages. In first stage the external and internal drivers depending upon market and
business are considered, second stage is the product oriented phase, third stage is focused
on technology which is pushed as a result of force from market needs. And the fourth stage
is mainly follow-up and bringing the first three stages together. [36][37]
Toyota’s technology road map is based on the two extremes market pull and technology
push as new technologies are forced to immerge as a result of market needs. The timeline
represented by columns used for the road mapping is divided in to three phases, 1) Current
situation (From now to 2016), 2) Plans and objectives (From 2016 to 2018) and 3) Vision
(From 2018 to 2020). The time line in the roadmap represents the targets and decision point
for Toyota.
The horizontal rows represent the different stages of strategy planning. First row represents
internal and external drivers depending upon market and business needs. The external
drivers are demands from customers, market, competition and surroundings. On the other
hand internal drivers are the business strategies dependent which includes budget, market
share, skills and a unified vision. The second row representing products is the result of pull
from the drivers. And the third row is technology which is either evolved or developed in
order to full fill the market needs and achieve the company vision. The last row consists of
other factors like skills, R & D facilities and overall customer experiences.
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8.2. Technology Roadmap analysis
The final Technology road map for Toyota is shown in the figure 10. The external drivers are
based on the PESTLE analysis performed by the team; they are mainly European and energy
crises considering the current situation. Desire for personalization, sustainability and
emission laws are the drivers which will effect in the future and threat from the European
market will be one of the major influencing driver for long term.
Internal drivers are mainly derived from the SWOT analysis performed by the team. They
includes the problem of recall because of faulty parts, launch of new car models, increase in
market share and a unified vision of being a global automotive leader.
Aging population and desire for personalization creates the market pull for customized and
fully automatic cars, which in turn will provides the scope for driverless and accident proof
technology in the field of automobiles. Energy crises and the need for sustainable mobility
generates the market pull for producing zero carbon footprint and zero emission products
by providing the technology push of more efficient hybrid technology and forced to research
in renewable fuel based technology areas.
Figure 10.Technology Roadmap for TOYOTA
Current Situation Plans Vision
TechnologyOthers
External
Drivers
Internal
Drivers
Marketand
needs
Products
Now 2016 2018 2020
European Crises
Legislations:EmmissionLaws, VAT
Threat from european competitors
EnergyCrises Aging PopulationSustainable Mobility
Investment: Buy other companies
LaunchNew Models
Increase european market share
Global Automotive leader
Shortage of high skilledstaff
Better Designed Cars
New HybridModels
HighQualityproducts (Toavoid recall)
Customizded Cars
100% LocalizedProducts
ZeroCarbon foot print products
FullyAutomatic Cars
ZeroEmmissionCars
More efficient Hybrid Technology
FullyAutomatedManufacturing Plants
Customer feedback
New R&D, Skills andknowledge centers
Maintaining Brand image
Social /online presence
Maintainance andafter sales service
Renewable fuel basedtechnology (eg.
Biodiesel, Solarenergyetc.)
Driver less technology
Renewable/Sustainable material use
Hydrogenfuel based technology
Accidents proof technology
Leader in innovation and R&D
ZeroRecall
Personalisation
More Service centers and retail outlets
Legislations:EmmissionLaws, VAT
Threat from european competitors
LaunchNew Models Global Automotive leader
Maintaining Brand image
Leader in innovation and R&D
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European crises and future threats from other European competitors will force TOYOA to
stay ahead in the market by launching new affordable car models, 100 % localization and
establishment of new R&D and knowledge centers in order to launch new innovative
products. Lack of skilled staff is also a driver which creates a market pull for fully automated
manufacturing plants.
Other factors like after sales service, maintenance and customer feedback also evolved as a
result of external drivers. Maintaining brand image of Toyota and an active social and online
presence will also act as an important factor in order to reach the final vision of Toyota.
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9. Recommendations
Based on extensive research, (by PESTEL analysis, SWOT analysis, Strategy map and
technology road map) recommendations for Toyota have been developed by the team. As
shown in the opportunities and threats analysis there are many key issues on which Toyota
must work out to get back on top as a global automotive leader. We divided the
recommendations in to two main categories as Financial/Business level and Functional level.
Financial/Business level recommendations:-
Toyota can improve its competitive strength by using its core competencies in order to
overcome the threats from European rivals. Various strategic actions recommended are:
Focus on hybrid, efficient and sustainable vehicles as Toyota’s future specialization
strategy: Toyota already has ground breaking achievements in the field of hybrid car
technology. But considering the future energy crises and increasing demand of energy
efficient products we recommend Toyota to improve and increase its hybrid cars production
by launching new models. The best strategic option would be to separate its hybrid models
in to a separate brand focusing on green technology. Considering the global financial crises,
a new brand offering moderately cheap, eco-friendly and efficient cars would be
comprehended very well.
Focus on emerging markets and enhance global market share: As a major point emerged
from the detailed analysis in the report, most of the Toyota market is based in Japan and US.
But in order to be a global automotive leader Toyota should also target the most emerging
markets of the world like India, China and Brazil as its focus. As these markets offer
maximum opportunities for growth in the future and in turn help Toyota to get extra edge
over its competitors. This can be achieved by developing research and manufacturing
facilities in these regions and focus on segmentation of market as the customer
requirements are different in these regions as compared to developed countries. Also the
European market share can be improved by better localization of child parts and
incorporating the strength of Toyota (like “The Toyota Way”) in Europe as did in Japan.
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Functional level recommendations:-
On the basis of strategic and technology road maps we came up with the point that Toyota
should focus on the functional level in order to achieve more profit, more operational
effectiveness and gain the competitive advantages. Following strategic recommendations
are suggested.
Operation strategy: - Focus on product quality control: Inadequate quality control which
results in many recalls is emerged as one of the major weakness of Toyota. In our analysis
we find that Toyota is deviated from its quality focused approach in the race of chasing the
increased global market share and profit. We recommend Toyota to stick to its core values of
maintaining quality by the implementation of Toyota way. Root cause analysis and
continuous improvement by learning from the mistakes are the main quality controlling
points Toyota must use.
Marketing strategy: - Maintaining the brand image: No doubt Toyota is one of the most
valuable automobile brands but due to recent circumstances like recalls, customers are now
thinking twice before purchasing a Toyota car. Thus Toyota marketing strategy will play an
important role in regaining its brand image. We suggest three main factors where Toyota’s
marketing efforts must be focused. Firstly, by reinforcing Toyota’s brand association with
quality. Secondly, by enhancing the brand loyalty with efficient customer service and
rewarding the loyal customers. Thirdly by increase the brand awareness by continuing selling
the reliable products to customers and creating a strong social presence.
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10. Conclusion
To conclude, presently Toyota has a strong competitive position globally. But major recalls
and certain quality issues, global financial crises and intense competition from global rivals
have created many challenges for Toyota to maintain its position in the future. Thus strong
actions are required to counter these challenges. Focus towards more emerging markets and
sustainable mobility will act as the core strategy for their future success.
The strategies designed and recommended by us will benefit Toyota to further heighten its
competitive position and increase the market share, in turn enhance its position as a global
automobile leader and achieve new heights in the future.
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References
[1] Toyota Motor Corp..(2013). History of Technological Development. Available:
http://www.toyota-global.com/company/history_of_toyota/. Last accessed 13/11/2013.
[2] Toyota Motor Corp.. (2013). Guiding Principles at Toyota. Available: http://www.toyota-
global.com/company/vision_philosophy/guiding_principles.html. Last accessed 13/11/2013.
[3] Toyota Motor Corp..(2013). Environmental Initiatives. Available: http://www.toyota-
global.com/company/history_of_toyota/75years/data/company_information/social_contrib
ution/environmental/overview.html. Last accessed 13/11/2013.
[4] Toyota Motor Corp..(2013). Financial Highlights. Available: http://www.toyota-
global.com/investors/financial_data/high-light.html. Last accessed 13/11/2013.
[5] Toyota Motor Corp..(2009). Financial Crisis and Toyota Motor Sales Co., Ltd.'s
Foundation. Available:
http://www.toyota-
global.com/company/toyota_traditions/company/dec2009_feb2010.html. Last accessed
13/11/2013.
[6] Encyclopædia Britannica, Inc. (2013). Toyota Motor Corporation. Available:
http://www.britannica.com/EBchecked/topic/601332/Toyota-Motor-Corporation. Last
accessed 13/11/2013.
[7] Strategos, Inc. (2007). Toyota Survives War and Aftermath . Available:
http://www.strategosinc.com/toyota_crises.htm. Last accessed 13/11/2013.
[8] Toyota Motor North America, Inc. (2013). RESPECT FOR THE PLANET. Available:
http://www.toyota.com/about/environment/. Last accessed 13/11/2013.
[9] Toyota Motor North America, Inc. (2013). Environmental Programs. Available:
http://www.toyota.com/about/philanthropy/environment/. Last accessed 14/11/2013.
[10] Toyota Motor Corp..(2013). Environmental Technology. Available: http://www.toyota-
global.com/innovation/environmental_technology/. Last accessed 14/11/2013.
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Meeting minutes
Meeting 1
Minutes: Strategic Technology Management Group 2
Meeting Held: Friday 11th October 2013
Venue: Group Discussion room 2 - Strathclyde Library
Time: 6pm
Present: PulkitVijayvargiya
Gordon Bamford
Carolina Santos
Pedro Miyake
Meeting Agenda: Discuss Brief
Put forward suggestions of businesses for report
Meeting Highlights: 1. GE - suggested by Giorgos (prior to meeting)
2. Saab - suggested by Gordon
3. Giffgaff - suggested by Carol
4. Toyota - suggested by Pulkit
5. Dell/ Lenovo/ Compaq - suggested by Pedro
Set weekly meet: every wednesday 10 am - 11 am
Action Items:
Next Meeting: Date: Wednesday 16th October 2013
Time: 10am
Place: Group Discussion Area - Strathclyde Library
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Meeting 2
Minutes: Strategic Technology Management Group 2
Meeting Held: Wednesday 16th October 2013
Venue: Group Discussion Area - Strathclyde Library
Time: 10am
Present: PulkitVijayvargiya
Gordon Bamford
Carolina Santos
Pedro Miyake
Georgios Christofordis
Alexander Clayton
Meeting Agenda: Finalize Company
Assign Areas to study
Meeting Highlights: Decision: TOYOTA
Weekly meeting on Wednesday 10 am
Future attendance
Weekly Plan to complete report
Action Items: Pedro: Dropbox
Pulkit, Giorgos: Study Boosh report
Gordon: Organise Minutes
Alex, Carol: Start Research on TOYOTA
Next Meeting: Date: 23rd October 2013
Time: 10.00am
Place: Group Discussion Area - Strathclyde Library
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Meeting 3
Minutes: Strategic Technology Management Group 2
Meeting Held: Wednesday 23rd October 2013
Venue: Group Discussion Area - Strathclyde Library
Time: 10am
Present: PulkitVijayvargiya
Gordon Bamford
Carolina Santos
Pedro Miyake
Georgios Christofordis
Alexander Clayton
Meeting Agenda: Discuss Aspects of Toyota
Assign sections of report
Meeting Highlights: Pulkit, Gordon to work on Roadmaps
Georgios to work on introduction and company background
Carol and Pedro to work on PESTEL
Alex to work on SWOT
Action Items: Pedro: Update timetable
Pulkit: review Bosch report
Alex: Write up meeting minutes
Gordon, Carol, Giorgos: continue research
Next Meeting: Date: 30th October 2013
Time: 5pm
Place: Group Discussion Area - Strathclyde Library
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Meeting 4
Minutes: Strategic Technology Management Group 2
Meeting Held: Wednesday 30th October 2013
Venue: Group Discussion Area - Strathclyde Library
Time: 5pm
Present: PulkitVijayvargiya
Gordon Bamford
Carolina Santos
Pedro Miyake
Georgios Christofordis
Meeting Agenda: 1) Check our responsibility chart and check idividual progress as per schedule.
2) To see if any one is facing any problem in the assigned job.
3) To discuss the issue raised by Pedro about selecting only hybrid car strategy.
4) Diciding next meeting agenda.
Next Meeting: Date: 6th November 2013
Time: 10.00am
Place: Group Discussion Area - Strathclyde Library
Meeting 5
Minutes: Strategic Technology Management Group 2
Meeting Held: Wednesday 6th
November 2013
Venue: Group Discussion Area - Strathclyde Library
Time: 10 AM
Present: PulkitVijayvargiya
Gordon Bamford
Carolina Santos
Pedro Miyake
Georgios Christofordis
Meeting Agenda: 1) Check our responsibility chart and check individual progress as per schedule.
2) To discuss all the individual job finished till date
3) To decide our own strategy to catch up the target dates.
4) Further action required as per the schedule.
5) Decide next meeting agenda.
Next Meeting: Date: 29th November 2013
Time: 10.00am
Place: Group Discussion Area - Strathclyde Library
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Meeting 6
Minutes: Strategic Technology Management Group 2
Meeting Held: 29th
November 2013
Venue: Group Discussion Area - Strathclyde Library
Time: 10 AM
Present: PulkitVijayvargiya
Gordon Bamford
Carolina Santos
Pedro Miyake
Georgios Christofordis
Meeting Agenda: Discuss report at this stage
Start to produce slides for presentation
Arrange next meeting to film sections of video
Next Meeting: Date: 9th
December 2013
Time: 6:00 PM
Place: Group Discussion Area - Strathclyde Library
Meeting 7
Minutes: Strategic Technology Management Group 2
Meeting Held: 9th
December 2013
Venue: Group Discussion Area - Strathclyde Library
Time: 6:00 PM
Present: PulkitVijayvargiya
Gordon Bamford
Carolina Santos
Pedro Miyake
Georgios Christofordis
Alexander Clayton
Meeting Agenda: Finish compiling the report
Film sections of video
Decide who will present at presentation
Compile slides
Next Meeting: Date: 11th
December 2013
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Time: 5:30 PM
Place: Group Discussion Area - Strathclyde Library
Meeting 8
Minutes: Strategic Technology Management Group 2
Meeting Held: 11th
December 2013
Venue: Group Discussion Area - Strathclyde Library
Time: 5:30 PM
Present: PulkitVijayvargiya
Gordon Bamford
Meeting Agenda: Compiling report
Editing video
Next Meeting: Date: 12th
December 2013
Time: 10.00am
Place: Group Discussion Area - Strathclyde Library
Meeting 9
Minutes: Strategic Technology Management Group 2
Meeting Held: 12th
December 2013
Venue: Group Discussion Area - Strathclyde Library
Time: 10 AM
Present: PulkitVijayvargiya
Gordon Bamford
Carolina Santos
Pedro Miyake
Georgios Christofordis
Alexander Clayton
Meeting Agenda: review slides
Discuss peer review
