Introduction Overview of Toyota Motor Corporation in the context of its industry The recession that started in the late

2007 had a profound impact on the automobile industry. By early 2009, the global automobile industry was in a deep slump and sales were dropping substantially. Retail gasoline prices of more than $4.00 per gallon combined with a powerful recession put the brakes on new car sales. One result of the high gasoline costs has been the strong demand for Toyota's Prius gasoline-electric hybrid car over recent years. Other carmakers were greatly encouraged in their own efforts to bring more hybrids to the market, but however consumers generally aren't as impressed with U.S. hybrid technology as they are with that of Toyota models. (Plunkett Research Ltd., 2009) 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. It was founded in 1926 as Toyoda Automatic Loom Works, Ltd. and has consistently been more productive than its competitors. The company has been widely recognized for the quality of its products and production systems. The company is already onto its third generation hybrid engine - which is incredible given that many manufacturers have not even begun to develop their first. (AUTOeBID) Executive Summary As it can be seen from Appendix 1, recently car sales are dropping substantially. However, Toyota is trying to overcome all the barriers car industry is facing and to continue to be the leader in the field. Its main strengths are its well-known brand name and the hybrid cars that the company produces. The well developed value chain gives competitive advantage, mainly due to the inbound logistics and the human resource chain. An emphasis is put on the new CO2 regulations and the success of the Prius -the most widely rolled-out environmentfriendly system in the automotive industry to date. It is evident that Toyota has been hurt by the strength of the yen, which makes it less competitive and erodes the value of its earnings abroad. However, serious potential threat for the company is the strengthening of VW that is expected to become the main competitor of Toyota in the near future. According to the Ansoff matrix, the best strategic option for Toyota is Product development in existing market. However, different analysis and scenarios are presented in the following report that shows the current position and options for Toyota. Strategic Review Value Chain Analysis Toyota's value chain is so well developed that it makes the company more profitable than the three largest automobile companies in the USA. (Henry, 2008)[1] The main strengths of Toyota's value chain are in the inbound logistics, due to the usage of Just-in-time production method, because it minimizes inventory cost. The other most valuable part of the chain is the Human resource. The employees are perceived as Human Capital. Toyota's HR department is aware that happy employees translate into better job performance. This equates to the kind of increased production and quality that renders satisfied customers. Strategic Group Mapping

Toyota is positioned in the moderately low-price, high volume market. The company has managed to overcome mobility barriers and entered the luxury market with its Lexus brand, which is now competing with BMW and Mercedes. (Henry, 2008) PESTEL

Political: In times of crises the Japanese government is subsidising Toyota. The adoption of new regulations in Europe, concerning the emissions of CO2 and reducing the impact of it on the environment is another issue concerning Toyota. The company continues to exploit its know-how of developing hybrid cars. Also there is political instability in the main oil-producing countries in the world, leading to higher oil prices and less demand for cars.

Economic: The collapse of the international economy leaded consequently to the falling of the power of the yen, which devaluates the prices of Toyota`s shares on the stock exchange. The economic crisis also diminishes the demand for Japanese electronics and cars. In additions there was a decline in the world buying power and high prices of the crude oil.

Social: The population in the world as a whole is aging, which means that less people are interested in new car models. Also, as a consequence from the economic crises, more people are using alternative transportation means but cars, and by this again leading to excess production capacity.

Technological: Toyota is considering building a hybrid-electric system available on every vehicle it sells worldwide during the 2010s. The company is the most innovative company during recent years, due to its vastly developing R & D department. Toyota is aiming at zero waste and zero emissions as an ultimate group goal. The main objective is the continuation of development of hybrid technology and development of hydrogen fuel cell technology.

Environmental: Toyota is investing heavily in vehicles with lower emissions, for example, the Prius, based on technology such as the Hybrid Synergy Drive. It is considered the most widely rolled-out environment-friendly system in the automotive industry to date.

Legal: In 1998 the United Nations Economic Commission for Europe adopted the Global Agreement on Vehicle Regulations, which leads to limitation of the emissions of CO2, that a car can eject in the atmosphere, from which Toyota Company benefited

the most. In addition, some countries impose restriction on foreign countries to enter their markets in order to try to sustain the export and adopt new precautions of the competition law. Resources and Competences Toyota has good knowledge of the car industry and is recognised as being at the front of innovation. Toyota's skills are clear in everything they do, they have good innovation skills and are always looking to move with the market and never be behind. They have a dedicated marketing team who always uses the best selling approach to push the product into the limelight. SWOT Toyota's main strength is its well-known, trusted brand name. Also, the emphasis on the value of its employees and the necessity of instilling within them a sense of value makes the company that successful, as well as the application of technology and the utilization of machinery to aid in the manufacturing process. Their unique concepts of Jidoka and Just-inTime have allowed them the speed and precision in manufacturing vehicles that has afforded them the opportunity to increase production profits and close the gap between themselves and their rivals, such as Ford and GM. However, one of the significant weaknesses of the corporation is Toyota's prior litigious issues and the claims of inadequate safety standards brought against them. Quite impressively, Toyota has turned this weakness into a lesson learned and implemented a standard of quality and safety that is now hard to match. (Medeiros, 2007) However, the bad publicity after the recall of 3.8m Toyota and Lexus vehicles may cause reputation damage on the company. Also, a serious threat is VW, which enlarged its business group by acquired Porsche recently and if VW ends up turning Suzuki into its 11th brand, it will overtake Toyota as the world's biggest car firm. (The Economist, Dec 9th 2009) Ansoff Matrix Market Penetration

Suitability The market penetration strategy is most suitable for growing and emerging markets. But in this case, the car market is already well-established and penetration would be made much easier if the target market is growing. Considering that Toyota is such an established name within the automotive industry, the risk of opting to penetrate the market is not that significant barrier.

Acceptability Management may worry that targeting the customers of rival car manufacturers may result in retaliation and it is likely a retention strategy to be considered as a possible and preferable option. Since a fair amount of costs are involved with implementing this specific strategy, it is expected that Toyota would need to improve both product quality and levels of service, backed by promotional spend. However, if the risk of undertaking such a strategy does not pay off, both shareholders and staff may be

cautious. That, on the other hand, would lead to shareholders losing value in their shares and also the employees possibly losing their jobs as a result of the failed venture and lost revenues.

Feasibility The fact that Toyota's range is one of the largest in the automobile world and already exists in each segment of the car market is determining factor for potential penetration on the market. This suggests that Toyota is in a position to go ahead and penetrate any of these existing markets, where the most likely target market for this strategy would be the small car market which is predominantly aimed at young people.

Product Development

Suitability Given the fierce high competition in the automotive market, it is necessary for car manufacturers to keep up to speed with the latest developments. Toyota, like many other car manufacturers is known for spending huge amounts of money on research and development[8]. It spent the most on research and development of any company in the world in 2008. The company spent $8,994million on R&D, which is 4.4% of sales. (Behura, 2009) Toyota was running an estimated Formula One budget of 190m per season and last year the budget was estimated of $445 million. (GPUpdate.net, 2009) The company is likely to continue to build on the technology found with the Prius and other 'new-fuel' alternatives. Toyota's Global 21 project, better known as Toyota Prius gives the company first mover advantage. Considering the rapidly vanishing natural resources and more specifically oil, future plans of Toyota include development of Camry Hybrid fueled by compressed natural gas (CNG) which shows that there may be possibilities of using a whole new fuel in the future. Also, TMC is planning to launch 10 new hybrid models by the early 2010s, in various global markets. Another key factor, affecting the market position is the launch of the 'urban commuter' battery-electric vehicle (BEV) by 2012. And finally, Toyota has a wide range of small cars already at their disposal that inevitably will continue to enlarge the niche that Toyota occupies.

Acceptability With rising fuel prices, more drivers are likely to be looking for ways to cut the costs of motoring and to drive environmentally friendly vehicles. Moreover, shareholders and managers will be interested in maintaining the superior company image by being environmentally responsible. That is why Toyota continues to spend more on research, in order to fulfill its plan to release more hybrid cars in the future. It is likely that its good reputation that has stemmed from the Prius model will meet the consumers' needs. Furthermore, the Government will be satisfied about Toyota's decision to continue with the research and manufacture of new and innovative fuel alternatives.

Feasibility

Toyota is clearly serious about developing this new technology further and perceives it as being the future in this industry. They have successfully released the Prius model and therefore it is likely that if they unearth more ground-breaking technology they will be more than capable to launch it in the correct way. Given that Toyota is already making rapid progress on developing new products for the existing car market it is certainly feasible to continue develop in this market. Considering the two examined strategic options, most likely the best option for Toyota is Product Development for existing market. The company has proved itself and exists in each segment of the car market. Its best option is to continue to develop the brand and the products that are demanded most. Though consumers are becoming more environmentally conscious which enforced the excellent ability of the company to research and develop new fuel efficient technologies. Second, the corporation plans to release 10 new hybrid models in the near future. Toyota has the first mover advantage with hybrid synergy drive and sufficient expertise when developing small, fuel-efficient vehicles and there is an increasing demand for these cars. Future recommendations One recommendation for Toyota is to be more ruthless in utilization of its early leadership in the commercialization of hybrid systems and electric-vehicle technology. Although every other giant carmaker will launch new hybrids and purely battery-powered vehicles, or is preparing to, Toyota is convinced that it is still ahead of the pack. Within a few years there will be a hybrid version of every car Toyota makes and there are plans to extend the Prius brand to cover a range of innovative low- and zero-emission vehicles. Toyota has to stop making so many dull cars with all the appeal of household appliances. (The Economist, Dec 10th 2009). The company has to focus more on safety standards, in order to avoid bad publicity. Also, it can acquire few small companies, to reinforce its market position and expand the company. Another strategic option for Toyota is to separate its hybrid models into a separate brand that will target customers that are more environmentally friendly. Given that currently the world is still recovering from the financial crisis, a new brand, offering moderately cheep, environmentally friendly and efficient car would be perceived very well. Read more: http://www.ukessays.co.uk/essays/strategic-management/strategic-analysis-oftoyota-motor-corporation.php#ixzz2Or7LSpDn

1.Bargaining power of suppliers The bargaining power of suppliers is low. There are various types of suppliers in the vehicles industry, including the cooling system, electrical system, braking system and fuel supply system distributed across the globe. However, most vehicle manufactures own many interchangeable suppliers, and also have the ability to produce the components by their own in the short time. Thus, the suppliers do not own the power to change the price. 2.Bargaining power of buyers The Bargaining power of buyers is high. Today, buyers have a lot of information channel, such as the internet, where can easily find the proper vehicle. And, the preferences of the

private consumers are important to the vehicle corporations. If automobile Company increases one type, they can also choose other type or the cheaper one. And the vehicles buyers can easily find the substitutes, such as walking, and bus. 3.Threat of new entrants The entrants can not enter to the automotive industry easily, as automobiles are special products that require a large amount of money on the design, electronic functions, and safety issues. And another important issue is the brand loyalty in the car market. Vehicle firms always benefit the brand value, and decrease the consumer sensitivity about the price. For example, General Motors provided $1000 to the Saab owners who planed to buy the 2008 model. 4. Rivalry among competitors The competition in the auto industry is strong. The top eight auto companies have occupy large part of global revenues, and these automobile manufacturers strengthened the globalization and consolidation across the worldwide range. The competition is not only between the corporations, but between the governments. Governments established protection laws to protect the products of each own production. For example, U.S. government increased the additional tariffs on Chinese tires in 2009. And the Toyota vehicles were recalled because the U.S. government investigated into the accelerator pedal problems. 5. Threat of substitutes The threat of the substitutes is high. There are a lot of substitutes in the automobile industry. When the price of the vehicles rises, the substitutes will emerge, there are many types of equipment that can take the place of vehicles, such bus, subway, bicycle and even walking. COMPANY PROFILE PT Toyota Motor Manufacturing Indonesia Headquarters Jl. Yos Sudarso, Sunter II, Jakarta 14330,Tel (021) 6515551 (hunting),Fax (021) 6515360 Established: July 15, 2003 Paid-in Capital: Rp. 400 000 000 000 Shareholders: PT. Astra International Tbk (51%) & Toyota Motor Corporation (49%) Toyota Dealer Network 5 Primary Dealer: PT Astra International, PT New Ratna Motor, PT Agung Automall,

Hasjrat PT Abadi, NV Hadji Kalla Trd.Co.

PT. Toyota Motor Manufacturing Indonesia Headquarters Jl. Yos Sudarso, Sunter II, Jakarta 14330,Tel (021) 6515551 (hunting),Fax (021) 6515360 Founded: April 2, 1971 Paid-in Capital: Rp. 19.5 billion Shareholder Toyota Motor Corporation (95%) & PT. Astra International Tbk (5%) Production Facilities Sunter area: Assembly and Packing Plant Falkirk Plant: Plant Welding, Painting, Assembly

Vision

Being an automotive company's most successful and respected in the region by providing the best experience in vehicle ownership

Mission

Continuously provide products and services of high quality and meet customer needs through marketing programs that best Develop competent employees by creating a good working environment to support the achievement of customer satisfaction

Strengthen collaboration with manufacturers, dealers and major dealers through communication and better cooperation To develop a healthy company operating in all aspects, such as regulatory compliance, environmental and others HISTORY OF TOYOTA

Brief History The establishment of the Toyota Sometimes we'd never ask - ask in our minds, how its history to Toyota automotive company can grow up big and as famous as this ini. This isa brief review of the history of the Toyota.

In April 1935, 75 years ago he laid the foundation of Toyota, namely Sakichi Toyoda with his son, Kiichiro Toyoda automotive engine successfully completed the first prototype, named Type A. Type A machine which completed the process in April 1935, the cost of development is only obtained from small households, which was pioneered by Sakichi Toyoda, a yarn spinner tool. Thanks to this dynasty, Toyoda looms could realize his dream of making cars. A year later or rather April 1936, Kiichiro began mass-producing the first car, with the name A1. Not only cars, in the same month also produced a mini truck with the nickname G1. Apparently response to the public from Toyoda product was beyond expectations. Both the first automotive products get good response from the community. Armed with the positive progress that is, Kiichiro had founded the Toyota Motor Corporation Ltd., on August 28, 1937. Kiichiro deliberately replacing the letter 'D' on Toyoda with 'T', because he wanted a name is easier said Toyota pronunciation. With an easy pronunciation, then Kiichiro hope that Toyota will easily attached to the minds of consumers. Kiichiro confidence now become a reality. Toyota became the world's largest automotive manufacturer with a variety of products in various countries. It turned out to achieve the success it is today a long road winding nan that unpleasant also been adopted by the founder of Toyota.

To achieve success requires knowledge, enthusiasm, and ingenuity in seeing the opportunity, and also the most important blessing of God Almighty

Operations:This is where goods are manufactured or assembled. Individual operations could includeorganizing the parts to make new cars & the final tune for a new car's engine. Toyotamotors are known for their reliability which comes from efficient operations.Outbound Logistics:T h e g o o d s a r e n o w f i n i s h e d , a n d t h e y n e e d t o b e s e n t a l o n g t h e s u p p l y c h a i n t o wholesalers, retailers or the f i n a l c o n s u m e r . T o y o t a m o t o r s m a n a g e t h e i r o w n S h o w rooms in different countries. Toyota motors make their product easily assessable.Marketing and Sales:In true customer orientated fashion, at this stage the Toyota motors prepares the offeringt o m e e t the needs of targeted customers. This area focuses strongly upon m a r k e t i n g communications and the promotions mix.Service:This includes all areas of service such as final checking, after-sales service, complaints handling, training and so on. Toyota value their customers. Support Activities Procurement:This function is responsible for all purchasing of goods, services and materials. The aimis to secure the lowest possible price for purchases of the highest possible quality. Toyotam o t o r s w i l l b e r e s p o n s i b l e f o r o u t s o u r c i n g ( c o m p o n e n t s o r o p e r a t i o n s t h a t w o u l d normally be done in-house are done by other organizations), and e-Purchasing (using ITand web-based technologies to achieve procurement aims).Technology Development:T e c h n o l o g y i s a n i m p o r t a n t s o u r c e o f c o m p e t i t i v e a d v a n t a g e . C o m p a n i e s n e e d t o innovate to reduce costs and to protect and sustain competitive advantage. Toyota motorsimplemented production technology, Internet marketing activities, lean manufacturing,C u s t o m e r R e l a t i o n s h i p M a n a g e m e n t ( C R M ) , a n d m a n y o t h e r t e c h n o l o g i c a l developments.

Human Resource Management (HRM):Employees are an expensive and vital resource. Toyota motors manage recruitment and se l e c t i o n , t r a i n i n g a n d d e v e l o p m e n t , a n d r e w a r d s a n d r e m u n e r a t i o n . T o y o t a m o t o r s consider their employees as HUMAN CAPITAL. The mission and objectives of the Toyota motor is the driving

force behind the HRM strategy.Toyota motors uses following techniques to retain their employes: Recruitment Selection Training and development Compensation MaintenanceFirm Infrastructure:This activity includes and is driven by corporate or strategic planning. Toyota motorsi m p l e m e n t e d M a n a g e m e n t I n f o r m a t i o n S y s t e m ( M I S ) , a n d o t h e r m e c h a n i s m s f o r planning and control in different departments. SUGESSIONS & RECMENDATIONS 1.Toyota motors should use Value Coalitions for better use of their under utilizedrecourses. Toyota develops synergies among their recourses. M a r P r o R&D CUSTOMERS k d e u t c i t n i g o n

2.Toyota should use design to maximize the performance of their operations. Usingthe value chain approach, processes that provide direct value to the customer aremodeled first. Derivative processes that support the value chain processes aremodeled to support the value chain. M a r k e t i n g F i n a n c e S a l e s E n g i n e e r i n g M a n u f a c t

u r i n g DesignCar BuildCar M a r k e t C a r D e l i v e r C a r s Distribution FunctionalDesignProcessDesign TOYOTA Company Functional and Process Based Designs

1.Primary activities
Inbound logistics Receiving, storing, and disseminating inputs. E.g., warehousing, inventory

toyota in obtaining raw materials, they do not process their own, or create your own, they use a third party, they handed the small parts, such as leather seats, steering wheel, tire, to local companies, but to the nature of strategic importance, like a machine, they import from Japan (center), it's all to maintain the quality standard that was created toyota,

Toyota put on the assembly system in the process, it has led to toyota raw material supply for its assembly,, need a place to store supplies, or warehouse, to avoid piling up too many assets, Toyota to forecast demand,

Operations Transforming inputs into the final product form, in assembly and manufacturing (its production) Toyoto use various systems to be efficient and effective, we could also call it, TPS is the Toyota Production System, the following explanation,

The concept of Lean Thinking from Toyota Production System. So, if you want to apply it, it must know what the Toyota Production System. As the picture above, the concept of the Toyota Production System can be described as a complete building which consists of various components are integrated. The building was also called a The House of Toyota.

The roof is the result of the efforts below. The results were the best quality, lowest cost, shortest time, by eliminating the things that are not value-added (waste) whether it be time or activity.

The left pole is Just in Time (JIT), which produces something that prompted a number of necessary and when required by the consumer. JIT supporting components: 1. Takt Time: The maximum time allowed customers to produce a single product in order to meet customer demand.

2. One piece flow: Producing and moving one item at a time (or a small and consistent) through a series of process steps as far as possible uninterrupted, with every step of the process only makes what is required by the process berikutny. 3. Pull system: the work of raw material is pulled into the workplace only if needed. Opponents of the system is push-pull system, which encourages the work of raw materials to the workplace regardless of whether in the workplace are available resources to do

Jidoka means automation with a human touch

1. Jidoka, in the production context means not allowing defective parts to go from one work station to the next. It specifically refers to machines or the production line itself being able to stop automatically in abnormal conditions (for example, when a machine breaks down or when defective parts are produced). This Automation allows machines to run autonomously, as they will stop when a problem occurs.

2. Jidoka is also used when individual people encounter a problem at their work station. They are responsible for correcting the problem - if they cannot, they should stop the line rather than let the defective part do.

The base is the Operational Stability. Section on it will not function properly if the bottom is not working. The base consists of:

1. Heijunka: smoothing. Meaning: wherever possible evenly distributed workload made at any time. Without this, Just in time can not be applied, because it will happen stacking and queuing at peak load. 2. Standard work: At each stage of the work there is a clear indication of the order and how to do the job. 3. Total Productive Maintenance (TPM): a comprehensive equipment maintenance process so that the tools are always in good condition to wear to work. 4. Value Chain: It is a series of value-added processes. There are continuous efforts to reduce "non-value added waste" so that what remains is just something that has added value in the production process. Discussion of "non-value added waste" includes the activities of 5S

Outbound Logistics Collecting, storing and distributing the product to buyers

output of the production process at the plant, is the finished product,, a car, the car is directly sent to the toyota dealer,, it's for local, or a region (not crossing the sea in distribusianya, if sending more distant or export,, its delivery using container.

Marketing and Sales Providing a means and incentive which allow buyers to purchase the product

1. Application of Indirect Channels Distrubusi TOYOTA CORPORATE Toyota Motor Company was founded in 1937 by the Toyoda family. Business was relatively successful until Eiji Toyoda introduce lean production methods after studying Ford's Rouge plant in Detroit in 1950. Lean production methods became known as the Toyota Production System.

In the application of the Toyota Company or its product distribution channels to use indirect distribution networks which use the Company Toyota dealer or distributor.

in Indonesia Toyota Distributors products, consisting of.

* PT. Toyota-Astra Motor Jl. Yos Sudarso, Sunter II, Jakarta 14330, Phone: (021) 6515551 shareholder PT. Astra International Tbk (51%) Toyota Motor Corporation (49%)

Toyota Dealer Network 5 Primary Dealer: PT Astra International, PT New Ratna Motor, PT Agung Automall, PT Hasjrat Abadi, NV Hadji Kalla Trd.Co.

2. PT. Toyota Motor Manufacturing Indonesia Headquarters Jl. Yos Sudarso, Sunter II, Jakarta 14330, Phone: (021) 6515551

established April 2, 1971

shareholder Toyota Motor Corporation (95%) PT. Astra International Tbk (5%)

Production Facilities Sunter area: Casting Plant, Stamping Plant Engine Plant, Assembly Plant Falkirk Plant: Stamping Plant, Assembly Plant.

Map of dealer toyota in indonesia.

Service

Providing service to enhance or maintain the value of the product

Toyota managed to outperform its competitors from the automotive industry in customer satisfaction. This is demonstrated by the results of a survey conducted by JD Power Asia Pacific to its customers in Indonesia

The Best Total Ownership Experience 'is a principle that is always carried by Toyota at each line, starting from the central office to the Toyota dealership on every spread in Indonesia. Their concept is the customer number one, so that makes them always trying to meet customer needs and continuously improve services.

J.D. Power in the survey parameters set 6 pieces, among others: the quality of service, type of problem, the service is user friendly, service advisor, service initiation, service delivery and in-service experience

Toyota recorded occupies the top position with 764 points, 757 points, followed by Nissan, Honda and Hyundai as well as 755 points. Overall average score is 758, making the Toyota as the only company that is above average.

Three main points

. The service is reliable, is one of the main factors . Reliable Service Every car owner must want to stay fast and reliable service . People Qualified workforce, is one of Toyota's superior

In essence, what makes Toyota excels is consistency in upholding the principle of 'The Best Total Ownership Experience "that makes customers get the best from their early experiences

have a product until a satisfactory after-sales service. The combination of devices, services and skilled workforce makes the Toyota excels in customer satisfaction auto industry.

2 . Support Activities
Firm infrastructure

infrastructure owned by Toyota factory is very modern and sophisticated, is a robotic system with humans as the operator,, all the production support until the sale is available with either situation, the factory to the dealer,,

HUMAN RESOURCE MANAGEMENT

Toyota to this day has approximately 300,000 employees worldwide, and nearly a third are in Indonesia, in penenmpattanya or acceptance of an employee, the company held a test salalu continued with the training, according to its disciplines and expertise,

TECHNOLOGY DEVELOPMENT OF TOYOTA

Torrance (DP) - As one of the world's largest manufacturers, Toyota is very concerned with the safety of its customers. That is why Toyota did not stop doing research and development of safety technology.

Currently, Toyota has several safety technologies being developed. In fact, Toyota, now, focus on developing technologies that protect older drivers and pedestrians.

It is responding to accident statistics in Japan, where more than half the deaths on the road are people aged over 65 years and pedestrians.

Build safer cars into the center of Toyota's global vision. Learning from data in the real world, Toyota continues to improve testing, products and services, by establishing a Collaborative Safety Research Center in the USA.

Collaborative Safety Research Center in collaboration with a number of North American universities, hospitals, and research organizations.

Here are four technology from Toyota:

. Pre-Crash Safety (PCS) with collision-avoidance assists PCS became an important element in the work of Toyota to develop cars that can avoid collisions. Currently the system can predict when a collision will occur and trigger action to reduce damage and injury risk

. Pop-up Bonnet Toyota has developed the design of car body structures in such a way as to reduce the risk of injury to pedestrians and other road users. In Toyota developed using data obtained from conventional dolls and THUMS (Total Human Model for Safety).

. Adaptive Driving Beam Two years ago Toyota introduced the function of automatic headlights (automatic high beam) in some cars. This feature allows the headlights is reduced when an attached camera that detects taillights or headlights in front of the car from the opposite direction. The main headlights bounce back when the road ahead is clear.

. Emergency response technology Finally, Toyota has developed a technology that monitors the cardio-vascular function through the driver to grip the steering wheel and risk detection.

Procurement

At Toyota Industries Corporation our procurement activities are based on fair business practices in order to realize amicable relationships and mutual benefit.

Toyota Industries Corporation is involved in a wide range of business fields and procures the parts, materials, and equipment for these many different businesses from suppliers all over the world. Along with requiring our suppliers to provide quality items at a low price and in a timely manner, we cooperate with them to promote environmental preservation and meet the other demands of society. In addition we take a long term view toward our relationships with suppliers with an aim to realize an amicable relationship of mutual benefit based on fair business practices.

http://www.slideshare.net/FenellaAndrade/toyota-9167108

Michael E. Porter defines a Strategic Group as the group of firms in an industry following the same or a similar strategy along the strategic dimensions. This essentially means that a Strategic Group, within an industry, is a group of firms that operate in a similar fashion in terms of their respective Specialization and Vertical Integration. If we take the example of the Passenger Car Industry, a group of firms are characterized by broad product lines, heavy advertising, medium integration, extensive distribution, mass-market appeal and widely-available service, lets call this Group A, while another group of companies would be characterized as extremely narrow product lines, minimal, often no advertising, high integration, selective distribution and service and superior performance, lets call this Group B. The firms that fall in Group A, internationally, are to the likes of Hyundai, Ford, Chevrolet, Volkswagen, Fiat, Toyota, Renault etc., while firms like Ferrari, Bugatti, Bentley, Rolls Royce, Lamborghini, Maybach etc, belong to the latter group. Then there exists a group in between wherein performance meets mass-market appeal. This, Group C, would consist of firms like BMW, Audi, Daimler-Benz (Mercedes), Porsche, Alfa-Romeo, Nissan etc., which are a match between performance and luxury, and wide-appeal through narrow product lines. Another group of manufacturers, say Group D, such as Proton, Tata Motors, Maruti-Suzuki, Daihatsu, Mahindra & Mahindra, etc. exists which has most characteristics of the first group, barring an international appeal, meaning that manufacturers like these are broadly limited to their home countries and a few other countries, with product lines which are neither narrow nor broad, but have extensive distribution channels, at least in their home countries. Firms in Group B are highly vertically integrated primarily because of the focus on quality in their products, which is essentially why most products from these firms are hand-built with in-house manufacturing of components unlike other groups where most, and in some cases, all components are purchased, ranging from the Chassis to the Design, and Automobiles are just assembled in the plants. First and foremost, the auto industry must engage and adopt sustainable practices, whether it be the wages and benefits it pays its labor force or maintaining a dealer network that is optimized to meet the size of organic demand. Makers must abandon the mistaken belief that "any sale" is a "good sale". After all, my aunt Tilly outperformed GM by $20B last year without making or selling a single vehicle. First and foremost (part b) is quality and compelling product. Few examples can be more clear than Ford's homespun

renaissance it undertook in 2006. It's no longer in the business of promising customers great products to come; the products are in showrooms and driveways today, and Ford's certainly not resting on their laurels. Ford has overcome the perception it (and the the other U.S. makers) built during the previous 30 years that buying American meant buying inferior. Second, makers must stop neglecting North America. Most Americans would be flabbergasted to learn that the very same makers of 20 years of tired North American designs have been producing world-class excellence in Europe and elsewhere. (The Ford Focus is one of the most envied vehicles to roam the Nurburgring) Third, makers have to win public perception. Bankruptcy and bailout aside, the CTS-V is arguable the world's best performance sedan while being far less expensive than lesser German and Asian competitors, but public perception is that the foreign brands are better. The "exclusivity" gap means Americans strive to own Mercedes, Audis, BMWs, and Lexuses (or is the plural form Lexi?) not Cadillac. Superb vehicles like the Pontiac G8 costing as little as half the price of so-called European "performance" sedans, was failure in North America despite being one of GM's best and most exciting "driver's cars" ever. Without the public doing its part, not even making the best vehicles is enough. Fourth, the bailout has created two companies with no right to exist that no American should support to begin with. Ford, pulled itself up by its own bootstraps and should be entitled to reap the rewards of its failed competitors, but the government rewarded the irresponsible and punished the role model, turning one solid enterprise into three unstable ones (and leaving Ford with the burden of actually paying its own bills). The government perverted the bankruptcies and stood every precedent of established business law on its ear and ran roughshod over the rights of bondholders and other secured creditors in an "end justifies the means" end-around which should give every American business owner and employee cold sweats. When every consumer dollar has become an existential struggle, the American consumer has the same responsibility to support Ford as a matter of principle that it has to avoid supporting GM and Chrysler or encouraging the government to raid another $50B from our grandchildren's piggy banks. Fifth are two factors the automakers don't control, consumer responsibility and the economy. If the economy collapses as it

almost did, the point may be moot. The second part is that the American consumer has the attention span of a gnat and the spine of an earthworm and will trade away just about anything for instant gratification, even when they know they shouldn't. They can't resist the fire sale rebate and continue to buy GM and Chrysler (albeit thankfully in somewhat lower numbers). They won't get off their backsides long enough to do themselves the favor of learning that Ford's products are superior to Toyota, yet Camrys continue to roam the roads every 1/2 second. For the American automobile industry to have any chance of surviving tomorrow, customers and manufacturers have to live up to their responsibilities together. And at the moment, the auto makers are doing their "fare share" (although with a $50B gift, GM should also be curing cancer and sending us back to the moon). American vehicles have never been better at the same time that the most revered Asian brands have become lackluster and complacent, cutting corners to "stay on top" rather than striving for success. Finally, everyone, makers and customers alike, have to stop thinking of cars differently than any other consumer product. Restricting sales to local franchises (i.e. monopolies) is 19th century thinking that only serves to increase the cost of buying cars for customers, and the cost of selling them to makers. When a Chinese brand (the only ones with enough capital to launch a full-on attack) decides to come to North America "for good", it won't be using old and inefficient ways fraught with problems and dealers who can't distinguish between the profits they earn for themselves and the responsibility they have to earn profits for the manufacturers whose products they sell and whose brands they represent. The 21st century automaker will have regional "demonstration centers" with a small compliment of "ready to buy" vehicles, while the vast majority of purchases will be made possible by the click of a mouse. "Building a vehicle" online no longer means printing a piece of paper to haggle over at a dealer, it will be an order confirmation with an estimated delivery date. In short, apart from the support every American should be throwing behind Ford, the answer to your question is "everything".