Mission and Vision of Toyota

Toyota was thought to be the best quality car in the 1970s and 1980s but, due to Japanese competition, American car manufactures soon began to close the rankings gap. At the top of their game in 2010, Toyota had to stop manufacturing and order a large recall of automobiles. While leadership was probably considered great at the height of Toyota’s success, changes were obviously needed during the recall period and management needed to be as adaptable to those changing conditions. The only thing regarded as permanent in a market economy is change

Seventy-eight years ago Kiichiro Toyoda has founding Toyota Motor Corporation and the automotive manufacturer has become one of the powerful manufacturer company around the world. In the motor industry, Toyota has make into 100 “Most Admired” list of companies in the world on the Fortune Magazine in 2016 (Szczesny, 2016).

For more than 50 years, Toyota Motor Corporation has been one of the world’s leading manufacturers of motor vehicles in the United States. It was born a Japanese company in 1935 and came to America in 1957. Now headquartered in Toyota City, Japan, it employs more than 300 thousand employees globally (Toyota Motor Corporation Company Profile, 2012). In addition Toyota is a global marketing organization. It strategically operates primarily through Japan, Asia, Europe, and North America; but its vehicles are sold in more than 170 countries and regions across the globe (Toyota Motor Corporation Company Profile, 2012). The Toyota brand is traditionally defined by brand attributes such as global leadership, innovation,

Toyota is a leading company, and for over 70 years. It has been expanding business all over the world and

or decades, Toyota’s success in the marketplace has been admired by business practitioners and executives alike. The automaker is the envy of others within the automobile industry, but the company is also considered to be the symbol of excellence in business in general. The firm has been the focus of research in academia. The power of Toyota has been attributed to its two distinct core values:

Toyota must keep on producing vehicles that car customers want to buy. They must figure out what these buyers demand in a car. Once they tackle this then they can be successful, but if they don’t produce what they buyers want then they will not reach their goals.

Toyota Motor Corporation is one of the most important automaker that has been operational since 1973, based in Japan. The company has gone global and their operations are massive such that it trades in the New York Stock Exchange (NYSE). The company started as a department of the human resources that used to employ 317,734, before it become the biggest automobile due to the huge production that it used to make from the huge labour. It was until the operations were now very stable that the automaker became globally known and being the largest conglomerate in the world. Toyota was able to attain a high number of customers who were

Toyota’s superior technology was not enough in light of the recent recalls. As a result they had to reduce their organizational structure, which is no easy task. My observation is that Toyota could have closed a blind eye but instead decided to restructure and fix the problem without deviating from their core competency and mission.

As an international company in the automotive line, Toyota’s corporate social responsibility activity deals with various stakeholders with unlike interests and demands. Although, the following are the most significant groups of Toyota’s stakeholders, according to significance in affecting the firm:

Toyota by itself did not have a significant impact on GM by its self but It play a pivotal in the demise of general motors as being the killing blow to a company that was already breaking down due to a number of factors Toyotas impact was multiplied with external and internal factors that were effecting the automotive giant. Within this essay it has broken down into 5 main segments that brought about General motors downfall and explain why Toyota impact was heightened. The first segment is quality management focusing on Deming’s profound knowledge and his 7 deadly diseases and 14 points on quality management (Berry, B 2011. P.1) highlighting where GM failed and Toyota succeeded and took advantage. The next segment that

Toyota Motor Corporation is an international car manufacturer that is based out of Toyota, Japan. Toyota started vehicle production in 1933 with the company being a division of Toyoda Automatic Loom Works devoted to the production of automobiles under the direction of the founder's son, Kiichiro Toyoda. Throughout the early years of Toyota, they were well known for making highly desirable vehicles that were efficient and reliable. However, in recent years Toyota has been plagued with recalls for various reasons. Many of these recalls are safety related issues that have tainted to company’s sterling reputation. For instance, in January 2010, Toyota suspended sales of eight recalled vehicle models to fix accelerator pedals with mechanical problems that could cause them to become stuck. In December 2012, Toyota announced an agreement worth more than $1 billion to settle a lawsuit involving unintended acceleration in some of its vehicles (Wikipedia, 2017). Business experts believed that it was not necessarily the recall that damaged Toyota’s reputation, but rather the way that the recalls were handled. Many individuals believe that Toyota executives were insincere in their apologies, and that they did very poorly at explaining the recalls and what the course of correction was for the problems (Kaufman, 2010). Toyota’s CEO, Akio Toyoda, stated in an inter interview that the company was growing to quickly and was putting growth-related goals above quality concerns

Toyota has again found itself having to recall a significant number of its cars due to product fault. This has caused raising of questions over its brand its reputation.

This information demonstrates how the challenges from 2009 to 2011 affected overall brand value. This information confirms Toyota’s new strategy supported revival in 2012.

Toyota is a key player in global automotive market. Its structure constitutes if various production plants in different locations and a very strong branding which helps it capture a major market share. Like other enterprises, Toyota has several strengths and weakness which makes it what it is now. Toyota heavily invests in Research and development which helps it come up reputable product line which is spread out throughout the world because of its strengthening global distribution network however its recent product recalling, loose grip in key geographic areas and wrong allocation of resources shows that even a strong brand like Toyota has its weaknesses.

Consider the vision articulated by Toyota and its alignment with the company’s image among external stakeholders and the company’s internal culture. Is there sufficient alignment between vision, culture and image? What gaps emerged and how can Toyota address these gaps?