Toyota's Case Analysis Of The Toyota Motor Company

Toyota has hit the headlines over the years over the defects in several of their models which has sent it on a public relations and safety campaigns relating to its vehicles. Notably is the Toyota safety campaign in North America for certain models of Toyota as well as Lexus brands concerning the floor mat entrapment of accelerator pedals, later on it extended to other models in November 2009.

For my project I have chosen a Toyota Motor Corporation (TMC) – an international automobile manufacturer. In addition, Toyota provides retail and wholesale financing, retail leasing and certain other financial services primarily to its dealers and their customers related to vehicles manufactured by Toyota. The major portions of Toyota 's operations on a worldwide basis are derived from the Automotive and Financial Services business segments. The Company also has an All Other segment, which includes its non-automotive business activities. The most significant of Toyota 's other operations are its information technology (IT)-related businesses and pre-fabricated housing.

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As if this weren’t enough, quality problems mounted week after week. Only months later in February 2010, the NHTSA revealed that it had received claims citing another life threatening defect in the break system for the Toyota Prius. More than 400 thousand Prius recalls resulted. In April of 2010, customers reported handling issues in the Lexus brand which resulted in another recall of 9,400 Lexus cars and a “Don’t Buy: Safety Risk” rating from Consumer Reports. Also in April, the company voluntarily recalled Siennas to address a problem with corrosion on a spare tire cable. Later that month, Toyota voluntarily recalled 2003 Sequoia SUVs to improve the stability controls. 2010 Tacomas were also recalled for defective front drive shafts. Once the quality icon, Toyota had hit a really low point; so low that credit

Due to Toyota’s financial greed and unethical practice, vehicles were wrongly equipped with faulty brakes, sticking pedals and poor quality door looks, which caused death of many Toyota customers and hundreds of dollars in damages. When a company like Toyota acts in an ethically questionable manner, it causes the company to lose customers and develop a negative reputation. Customer tend to lose faith in the company and have to look for better service

Considering the case study, Toyota’s current reputation and status in the global market is marked with recalls due to defective parts, malfunctions and safety risks—numerous lawsuits—and fines

The purpose of this report is to examine if the reasoning behind well-known car manufacturer, Toyota’s loss of revenue and leading market position is alone as a result of extensive product recalls following a fatal crash of a Lexus ES 350 on August 28th 2009. The journal article, “Toyota Crisis: Management Issue?” (Yuanyuan Feng 2010) provides an outline of the key factors that triggered the 2009 Toyota crisis, and explores whether the fall in the company’s returns by 19% were caused purely as a result of the recall and safety concerns, or something much deeper.

G. According to US News, the 2016 Toyota Prius was ranked #9 in compact cars, #5 in hybrid and electric cars, #8 in hatchbacks, and #10 in small cars (“2016 Toyota Prius | U.S. News & world report,” n.d.). It retails between $24,200 and $30,000 which is considered a compact car. “The Toyota Motor Corporation is a multinational corporation and now the world 's largest automaker in terms of sales, net worth, revenue, and profit according to Fortune Global 500. Toyota is positioned in the moderately low-price, high volume market” (“Strategic analysis of Toyota motor corporation,” 2003). They did move more into the higher-priced market with the Lexus brand and worked to fill the need for electric vehicles with the Toyota Prius. The company is diversified in various markets within the automobile industry and are able to branch out in several directions.

GM has developed an Enterprise Demand Sensing Research Program to investigate methodologies and drive a collaborative decision-making framework. The program aims to improve the decision-making of the enterprise in procurement, manufacturing, marketing, sales, and logistics (Truss, Wu, Saroop & Sehgal, 2006). To enhance enabling technologies, GM places considerable importance on internal communication. GM launched some major efforts to communicate throughout the organization. These included roundtable discussion groups, and the training of managers

In 2009 Toyota Motors (TM) posted a net loss of $4.6 billion ("Market watch," 2014). From 2009 to 2011 Toyota encountered a number of factors contributing to their economic downturn. It began with recalling millions of vehicles, for quality related problems, followed by natural disasters hitting northeastern Japan. These disasters wiped out Toyota’s production capabilities (Tabuchi & Vlasic, 2014). While these events were occurring, the cloud of the 2008 global financial crisis was still being felt. This crisis weakened demand in the automotive industry. This weakened demand increased the competitive landscape for all automotive manufactures. This drove down automotive prices and effectively contribution margins (i.e. sold less

We will start the external analysis with the PESTEL analysis of the automotive sector followed by the Porter’s five forces analysis and we will end by having a look at the key competitors and competitor pricing.

1) The buyer decision process of traditional Porsche customers relies on the motivations that determine these people to select this brand. Their purchasing decision process is based on the exclusivity of the brand that is connected with the car owner. In their opinion, by purchasing a Porsche, traditional customers purchase the exclusivity and luxury associated with the brand. These customers want to purchase a car that reflects their social status and their financial power. In addition to this, they are not interested in the utility of the car, but in the characteristics that differentiate it from utility cars. These traditional buyers are rather interested in their feeling while driving a Porsche in comparison with the size, price, or fuel economy of the car.

Toyota has long been regarded as the pinnacle of Japanese innovation, manufacturing quality and an industrial pioneer (Yuanyuan Feng, 2010). In 2009 Toyota faced a lager scale crisis that was rulled to be the result of “malfunctioning floor mats”. This lead to mass recalls on many of their vehicles and the loss of thousands of dollars due to recall costs and legal bills. After more incidents arose it was found that the actual cause of the incidents was malfunctioning gas pedals and the original floor-pan design. In the time of crisis Toyota was blamed for misreading and mishandling the situation resulting in major losses both financially and in their reputation to buyers.

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.

One potential threat for Volkswagen is that Toyota may respond strategically by also cutting its prices. However, given Toyota’s quality problems over the past year, they will not be able to lower prices, as this possibly would create the perception of lower quality.. First and foremost, Toyota needs to ensure it handles its quality problems to its customers’ satisfaction. The auto maker needs to ensure the public perception is that Toyota is being upfront, honest, and responsible in dealing with recalls and the