University

NAME

[TOYOTA: STRATEGIC
AUDIT]
..

I - EXECUTIVE SUMMARY:

This report looks at the strategies employed by Toyota to become the successful automobile
manufacturer it has become, especially with the demise of giants such as Ford and General
Motors.
The report examines the various external and internal factors that affect Toyota. Moreover,
based on these factors, evaluations and recommendations for the future have been made.
The report finds that Toyota is an innovating company with several new products in the
pipeline. It enjoys tremendous reputation despite it being forced to recall cars in the recent
past. Although the competitive environment in the car industry remains strong, Toyota is the
market leader in most segments of automobiles. This has certainly helped Toyota in inventing
new models and types of cars such as the hybrid Prius and experimenting with electric
prototype cars. Toyota may have a centralized approach when it comes to decision making.
However with its unique production systems such as the Kanban, Kaizen and Just in Time
Inventory, it has managed to achieve success like no other car manufacturer.
The future at Toyota is bright and it looks like it will take some catching up for its nearest
rivals.

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CONTENTS
I - Executive Summary:...........................................................................................................................................2
II - CURRENT SITUATION...................................................................................................................................4
Business lines.......................................................................................................................................................4
Business products.................................................................................................................................................5
Customers.............................................................................................................................................................7
Value chain analysis.............................................................................................................................................9
JIT (Just in Time).............................................................................................................................................9
5 Whys Quality Control.................................................................................................................................10
SMED (Single Minute Exchange of Dies).....................................................................................................10
Pull System Manufacturing............................................................................................................................11
Diversification....................................................................................................................................................11
Mission statement analysis.................................................................................................................................12
IV - EXTERNAL ENVIRONMENT: OPPORTUNITIES AND THREATS.........................................................12
Societal environment..........................................................................................................................................12
PEST Analysis:...............................................................................................................................................12
Task environment...............................................................................................................................................14
Porters Theory of Five Forces:......................................................................................................................14
EFAS analysis....................................................................................................................................................16
V - INTERNAL ENVIRONMENT: STRENGTHS AND WEAKNESSES..........................................................16
Corporate structure.............................................................................................................................................17
Competencies.....................................................................................................................................................20
Core Competency:..........................................................................................................................................20
Competitive advantages.....................................................................................................................................21
Financial analysis...............................................................................................................................................21
Cash Flow Statement:.....................................................................................................................................25
Common-size statements....................................................................................................................................26
Financial ratio analysis.......................................................................................................................................27
IFAS analysis......................................................................................................................................................28
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VI - ANALYSIS OF STRATEGIC FACTORS (SWOT).......................................................................................28

SFAS analysis.....................................................................................................................................................28
SWOT Analysis:.............................................................................................................................................28
VII - STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY (TOWS).....................................31
TOWS analysis...................................................................................................................................................31
Recommended strategies....................................................................................................................................31
VIII - IMPLEMENTATION OF RECOMMENDED STRATEGY......................................................................33
Programs needed................................................................................................................................................33
Financial feasibility............................................................................................................................................34
Operating procedures needed.............................................................................................................................34
IX CONCLUSIONS............................................................................................................................................35
References:.............................................................................................................................................................35
Appendices:............................................................................................................................................................36
Appendix a.......................................................................................................................................................36
Appendix B:.......................................................................................................................................................37
Appendix C:.......................................................................................................................................................39
Appendix D:.......................................................................................................................................................40
Appendix E:.......................................................................................................................................................41

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II - CURRENT SITUATION

Toyota Motor Corporation, or as it is popularly referred to Toyota is a Japanese Automobile

company, which operates on a global level. (Toyota (a), 2015)
BUSINESS LINES

Toyota mainly operates in the automobile sector worldwide, with a majority of its income
dependent on its motor sales. Toyota produces a large number of vehicles, from SUVs to
Sedans and Hybrid vehicles to Commercial Vehicles as well. It is in the process of
introducing electric run cars as well. However, Toyota is involved in other businesses as well,
such as:

Joining expertise and engineering from the Toyota Group, Toyota Home offers three

structures to meet diverse client needs. (Toyota (b), 2015)

Toyota Financial Services gives budgetary administrations principally to vehicle buys

and renting in more than 30 nations and areas around the world. (Toyota (b), 2015)
With electronic vehicle data systems, installed terminals and telemetric, e-TOYOTA is

discovering approaches to coordinate IT frameworks and vehicles. (Toyota (b), 2015)

From area to ocean, Toyota is venturing into the marine business with eco-

accommodating joy art and marine motors. (Toyota (b), 2015)

From a developing blossom business to going green of housetops and forestation,

Toyota is stretching out into biotechnology. (Toyota (b), 2015)

In the 21st Century, Toyota will keep on extending its non-auto organizations
including marine, biotechnology, lodging and aviation. (Toyota (b), 2015)

BUSINESS PRODUCTS

Toyota delivers and offers traveler autos, minivans and business vehicles, for example,
trucks. Toyota's auxiliary, Daihatsu Motor Co., Ltd. (Daihatsu), creates and offers scaled
down vehicles and minimal autos. Hino Motors, Ltd. (Hino), additionally a backup of Toyota,
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creates and offers business vehicles, for example, trucks and transports. Toyota likewise
produces car parts, segments and extras for its own particular utilization and available to be
purchased to others. Toyota's vehicles can be grouped into two classes: traditional motor
vehicles and mixture vehicles. Toyota's product offering up incorporates subcompact and
conservative autos, small scale vehicles, moderate size, extravagance, games and claim to
fame autos, recreational and sport-utility vehicles, pickup trucks, minivans, trucks and
transports. The Company's subcompact and smaller autos incorporate the four-entryway
Corolla vehicle. The Yaris, showcased as the Vitz in Japan, is a subcompact auto. Toyota
presented the micro premium auto iq in October 2008.

Scaled down vehicles are produced and sold by Daihatsu. Daihatsu produces small scale
vehicles, traveler vehicles, business vehicles and vehicle parts. Smaller than normal vehicles
are traveler autos, vans or trucks with motor removals of 660 cubic centimeters or less.
Daihatsu sold roughly 601 thousand little vehicles and 182 thousand cars on a solidified
premise amid monetary 2009. Toyota's moderate size models incorporate the Camry. Camry
models incorporate the Camry Solara sport car.

In North America, Europe and Japan, Toyota's extravagance line-up comprises basically of
vehicles sold under the Lexus brand name. Lexus models likewise incorporate extravagance
sport-utility vehicles sold in the United States, for example, the GX, the RX, the LX, and the
SC and the IS F. As of May 31, 2009, the Lexus brand line-up in Japan incorporates the LS,
GS, IS, RX, SC and IS F. Toyota brand's full-estimate extravagance auto, the Crown, was
redesigned in February 2008, and the Crown Majesta was renovated in March 2009. Toyota
additionally offers the Century limousine in Japan. In Japan and different markets, Toyota

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offers the Lexus SC two-entryway sports car, and in the United States the Scion tc, a game
auto model focused to adolescent drivers.

Toyota offers a mixture of game utility vehicles and pickup trucks. Toyota sport-utility
vehicles accessible in North America incorporate the Sequoia, the 4runner, the Rav4, the
Highlander, the FJ Cruiser and the Land Cruiser, and pickup trucks accessible are the Tacoma
and Tundra. The Tacoma, the Tundra and the Sequoia are fabricated in the United States.
Toyota's product offering up incorporates trucks (counting vans) up to a terrible vehicle
weight of five tons and micro-transports, which are sold in Japan and in abroad markets.
Trucks and transports are additionally fabricated and sold by Hino, an auxiliary of Toyota.
Hino's product offering up incorporates huge trucks with a horrible vehicle weight of in
excess of 11 tons, medium trucks with a terrible vehicle weight of somewhere around five
and 11 tons, and little trucks with a terrible vehicle weight of up to five tons. (Reuters, 2014)
CUSTOMERS

Regi
on
Nort
h
Ame
rica
Latin
Ame
rica
Euro
pe

200 200 200 200 200 200 200 201 201 201
3
4
5
6
7
8
9
0
1
2
2,0 2,2 2,4 2,7 2,8 2,4 1,9 1,9 1,8 2,2
31. 30. 36. 38. 22. 41. 75. 35. 06. 74.
30
30
10
30
20
80
40
50
90
60

Afric
a
Asia

7|Page

162
.1

214
.9

270
.5

339
.4

379
.4

370
.2

293
.6

342
.1

333
.5

406
.6

851
.5

946
.9

995
.2

801
.9

817
.7

227
.2
1,0
62.
90

1,1
19.
50
288
.1
1,4
38.
60

785
.8

206
.7
846
.3

1,2
38.
60
313
.5
1,3
29.
60

886

160
.6
682
.4

1,1
24.
10
265
.7
1,1
06.
70

201
.4
1,5
33.
90

197
.6
1,8
95.
90

211
.9
1,9
98.
20

243
2,3
40.
50

Ocea
nia
Midd
le
East
Over
seas
total
Japa
n
Worl
dwid
e
total

215
.1
251
.4

232
.8
270
.9

236
.9
325
.3

250
.3
404
.8

275
.9
482
.7

277
.7
590
.1

231
.2
482
.5

249
.6
554
.6

215
.9
527
.5

258
.8
683
.9

4,3
54.
50
1,7
15.
90
6,0
70.
40

4,9
48.
80
1,7
58.
80
6,7
07.
60

5,5
54.
10
1,7
13.
10
7,2
67.
30

6,2
29.
30
1,6
92.
30
7,9
21.
60

6,8
41.
90
1,5
87.
30
8,4
29.
30

6,5
26.
10
1,4
70.
00
7,9
96.
10

5,6
04.
00
1,3
75.
50
6,9
79.
60

5,9
61.
10
1,5
66.
10
7,5
27.
30

5,8
95.
90
1,2
01.
00
7,0
96.
90

7,0
25.
10
1,6
92.
20
8,7
17.
30

[From :

http://www.toyotaglobal.com/company/profile/figures/vehicle_production_sales_and_exports_by_region.html]

Note: Above figures are in 1000s.

North America is the biggest market for Toyota, followed by its home Japan, and then
Europe, Asia and the Middle East. The Oceanic regions of Australia and New Zealand
account for its least valuable market. Toyotas majority sales happen overseas (approximately
80%).

Their objective is to transform consumer loyalty into 'Complete Customer Satisfaction'. We

strive to assemble items that surpass clients' needs, that reflect their qualities as people and
parts of society and, that remain a dependable and safe method for transportation. (Toyota (c),
2015) Furthermore they generally attempt to assemble associations with their clients focused
around shared trust and steadfastness. Thusly, they can guarantee that managers feel positive
about their vehicle at each one phase of their client experience from the first purpose of
contact, to the end of their vehicle's valuable life. (Toyota (c), 2015)
At the heart of their endeavors is an uncompromising duty to quality and wellbeing. Here as
well, the guideline of Kaizen (or persistent change) motivates a progressing commute for
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magnificence that permits clients to feel sure about both the nature of their administration
offering, and also their vehicle. (Toyota (c), 2015)
Complete Customer Satisfaction (CCS) is followed at all phases of the client experience,
from purchasing to owning an auto. This incorporates the way clients are welcomed at the
retailer, whether they feel their wishes and remarks have been listened, and whether moves
have been made that surpass their desires. (Toyota (c), 2015)
At the retailer level, advancement is followed utilizing an uniquely created complete
consumer loyalty device. This framework is supplemented by committed Customer Relations
groups at each of their National Marketing and Sales Companies, who communicate
extensive to guarantee that issues are raised fittingly and followed up on. (Toyota (c), 2015)
Each of these frameworks are outlined, in their own specific manner, to impart the genuine
'voice of the client' so the organization can react quickly and adequately. In the genuine soul
of the Toyota Way, best practices are then institutionalized over the business. (Toyota (c),
2015)

VALUE CHAIN ANALYSIS

Toyota is famous for quality vehicles, created the world over. Nonetheless, what Toyota has
done astoundingly well, is actualize an assembling framework so effective it has impacted not
recently auto making, yet producing guidelines crosswise over numerous different items
everywhere throughout the world. Through the Toyota Production System (TPS) Toyota has
figured out how to cut expenses, diminish time to market, and drastically enhance quality.
This permits Toyota to be one of the few organizations ready to contend at the same time as a
premium and as a minimal effort maker. There are a few imperative perspectives to TPS.
These identify with either cost lessening, or quality change, or both. The fundamental logic of
TPS is a tenacious yearning to persistently discover and evacuate waste squandered time,
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squandered cash, squandered material. This disposition brings about consistent change of
value and productivity. A percentage of the systems for this change are recorded underneath:

JIT (JUST IN TIME)

Just in time stock control decreases the measure of stock in a framework to its absolute
minimum. Material is just given when required. This is contradicted to having a lot of stock
being heaped up holding up to be handled (WIP work in advancement). JIT has numerous
preferences over customary frameworks. Wiping out WIP inventories brings about lessened
holding expenses. JIT likewise enhances quality as it takes into consideration speedy
discovery of value issues. Since units are just created on an "as required" base, there won't be
the circumstances in which a lot of absconding WIP needs to be revamped. JIT likewise
tightens the relationship between the maker and supplier, taking into account better
connecting of designing, item advancement and quality control as it gets to be in the
supplier's best enthusiasm to diminish variability in their generation line.

5 WHYS QUALITY CONTROL

For absence of a superior name, this is a case of the reasoning in the Toyota plants. Blunders
are not vehicles for fault. Rather, they are manifestations of main drivers which must be
examined. In this manner, if a lapse is distinguished, two things will happen. The primary is
that the generation line will be ceased to guarantee the lapse is altered and won't happen on
consequent vehicles. Second, an examination is propelled to distinguish the main driver of
the blunder (alleged the 5 Whys in light of the fact that the inquiry "why?" is asked five times
to shaft to the wellspring of the mistake).

SMED (SINGLE MINUTE EXCHANGE OF DIES)

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A pass on is the formed surface of a metal stamping press which decides the last state of the
created part. The passes on of an assembling press need to be adjusted to greatly tight
resistances to stay away from harm to the supplies. Because of the protracted procedure of
trading bites the dust and the high cost of ceasing the creation line, numerous assembling
organizations would deliver a large number of comparative parts before evolving passes on.
This prompted high clump amounts and extensive inventories. JIT obliged the adaptability to
have the capacity to lessen setup time for kicks the bucket to a matter of minutes. This took
into consideration individual parts to be made on an as-required premise, lessening extensive
inventories, enhancing quality, and adjusting throughput.

PULL SYSTEM MANUFACTURING

Fundamental to the thought of lean assembling and JIT stock controls is a "draw"
arrangement of assembling. This is differentiated from the other assembling framework,
which is a "push" framework. There are circumstances when either circumstance is ideal;
nonetheless, Toyota has made extraordinary advance by utilizing a transcendently "draw"
approach. A "push" framework is one wherein interest for the client is estimate and after that
the obliged number of units is delivered. These units are sold available. Stockouts bring about
lost income and overabundance generation must be profoundly marked down to be sold. A
"force" framework however is one where no item is made until it is asked. In this manner, as
parts are required for creation, and not in the recent past, they are delivered and coordinated
into the gathering. Utilization of a "kanban", or marker, card, or tag, is carried out to show
that more parts are required and ought to be delivered. This constrains the measure of stock in
the framework and lessens the production line's powerlessness to fluctuating
DIVERSIFICATION
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Toyota duty to differing qualities is incorporated with each territory of their business. (Toyota
(e), 2014) Everything what they have done was established into two essential standards
Admiration for individuals and nonstop change. This conviction has been upheld by work
from the United Nations, (Toyota (e), 2014) which clarifies differing qualities endeavors in
the working environment encourage the trading of new viewpoints, enhance critical thinking
by welcoming diverse thoughts and make an aware, tolerating workplace, all of which bode
well (Toyota (e), 2014)
MISSION STATEMENT ANALYSIS

Toyota has clearly outlined various vision statements, with regards to different areas under its
overall business practices.

Toyota's extraordinary administration rationalities, values, and strategies that it has

grasped following its establishment. [Appendix A]

The fundamental personality set wanted of individuals working at Toyota,
concentrating on particular standards for representatives to shoulder as a top priority.

[Appendix B]
They have outlined the blueprints of the sort of organization that they need to be They

have recognized the values that they need to appreciate. [Appendix C]

A comprehensive generation framework is at the very heart of Toyota's corporate

logic and is described by profoundly effective ideas. [Appendix D]

The idea of "Made by Toyota". [Appendix E]

IV - EXTERNAL ENVIRONMENT: OPPORTUNITIES AND THREATS

SOCIETAL ENVIRONMENT
PEST ANALYSIS:

POLITICAL:

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Toyota operates by manufacturing or selling in a wide range of countries. It must adhere to

the local laws of each country it operates in. For example, The opening up of European
market in 1992 made a lot of people speculate the choice of Toyota to set up assembling
operations in United Kingdom, as all the amounts and levies ensuring the local auto makers
were canceled and the entire European business sector was made as a solitary element, giving
a solitary huge business to play in for Toyota and turn into an European Car maker. By setting
up plants in UK it viably evaded the taxes, utilized the nearby pool of gifts which were less
expensive and taught, the foundation was produced which gave an added focal point to
operations of Toyota.
Furthermore, the European Union gave the most steady political conditions where all the
nations fused their economies to make a vast business sector where development of
merchandise and work was uninhibitedly conceivable without any bother.

ECONOMICAL:

Toyota may be at risk to market in several economies, especially underdeveloped or

developed economies such as India and Thailand. Several issues in such countries, for
example trade union regulations may hinder the operations at Toyota. Moreover, a
consumers decision to buy a car depends on several factors. This incorporates investment
rates, assessment charges, for example, the street tax, insurance charge, financial growth,
inflation and duty impetus. At the end of the day, the expenses need to pay more for auto
clients.

SOCIAL:

The social elements that moved Toyota into hybrid vehicle generation will be examined.
Because of the environmental change turn into a genuine subject these days, so Toyota ought
to deliver a vehicle which it won't bring contamination to the environment. Moreover, fossil
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fuel is a non renewable vitality which it will deplete at one day, so to defeat this issue, Toyota
need to create a vehicle which it won't just rely on upon fossil fuel. After hybrid auto
innovation has been imagined, appeal from those nation which are not creating fossil on the
grounds that they don't have to rely on upon the nation which delivering the fossil fuel.
Conventional autos are altogether less expensive than the cross breed autos because of the
high engineering utilized on the mixture autos. This thinks about the new advances created
amid the right on time of the 21st century. Notwithstanding, the cost of the hybrid auto ought
to decrease in like manner after the mixture auto's engineering gotten to be more well known.

TECHNOLOGICAL:

The engineering utilized as a part of Plug-In Hybrid Electric Vehicles (PHEV) is the ticket of
utilizing the battery fueled auto. The energizing time is 1.5 hours for240v AC or 3 hours for
120v AC and the most extreme of the electric vehicle cruising extent is roughly 15 miles at a
velocity of up to 62 miles every hour. Past that, the module will change to half and half mode,
giving an expected 49 miles every gallon. Toyota Prius utilizing a 1.8 Liter relocation motor
which ready to create higher yield and torque. Another playing point of Toyota Prius is the
disposal of the drive cinch alongside utilizing an electric commute water pump to diminish
the supplemental of motor burden. Besides, the motor additionally has a Cool EGR system
which ready to recalculate debilitate temperature and recirculation framework that reuses
hotness to help the Prius warm up faster. Besides that, the Toyota Prius likewise utilizing the
progressed of the study of air to diminish drag. At the point when driving on the expressway,
the majority of the work of the Prius motor does goes into pushing the auto through the air.
For the Toyota Prius, low-moving safety tires were utilized. The tires on autos are upgrading
to give a smooth ride with the base clamor furthermore give great footing in mixture of
condition. The half and half auto utilizes the uncommon tires that are both stiffer and swelled
to a higher weight than customary tires
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TASK ENVIRONMENT
PORTERS THEORY OF FIVE FORCES:
THREAT OF NEW ENTRY LOW

Substantial measure of capital needed

High striking back conceivable from existing organizations, if new participants would

bring imaginative items and thoughts to the business

Few legitimate hindrances shield existing organizations from new participants
All auto organizations have created brand picture and notoriety
Products are fundamentally separated by configuration and designing quality
New contestant could without much of a stretch access suppliers and wholesalers
It is difficult to attain to economies of scale for little organizations
Governments frequently secure their home markets by presenting high

BARGAINING POWER OF SUPPLIERS LOW

Large number of suppliers

A few suppliers are big yet the a large portion of them are really little
Materials generally open
Suppliers don't represent any risk of forward combination

BARGAINING POWER OF CUSTOMERS MEDIUM

There are numerous purchasers

The greater part of the purchasers are people that purchase one auto, yet corporates or

governments typically purchase substantial fleets and can foresee lower costs
It doesn't cost much for purchasers to change to an alternate brand of vehicle or to

begin utilizing other sort of transportation

Purchasers can without much of a stretch pick elective auto brand
Purchasers are value touchy and their choice is frequently focused around the amount

of does a vehicle cost

Purchasers don't debilitate regressive reconciliation

THREAT OF SUBSTITUTES LOW

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There are numerous option sorts of transportation, for example, bikes, buses or planes

however, substitutes can infrequently offer the same comfort

Other sorts of transportation quite often cost less and once in a while are more
environment well disposed

COMPETITIVE RIVALRY WITHIN THE INDUSTRY HIGH

Moderate number of competitors

In the event that a firm would choose to leave an industry it would cause gigantic
misfortunes, so more often than not it either bankrupts or stays in car industry for the

lifetime
Industry is substantial however developed
Size of contending association's shift yet they typically vie for distinctive shopper

sections Customers are devoted to their image

There is moderate danger of being gained by a competitor.

EFAS ANALYSIS

The main external factor that may prove to be a hurdle for Toyota in the future would be
competition. While Toyota is ahead of the game at the moment, the likes of Honda and
Volkswagen are catching up on them. In order to remain successful, Toyota must look to keep
innovating with new technologies and forge partnerships with other auto makers, like it has
recently done with BMW. Acquiring the likes of Honda or Volkswagen will be difficult,
however, given the massive financial and other resources at their disposal, it may not be
impossible for Toyota to achieve this feat.
V - INTERNAL ENVIRONMENT: STRENGTHS AND WEAKNESSES

CORPORATE STRUCTURE
Chairman of the Board
Takeshi Uchiyamada
President, Member of the Board
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Akio Toyoda
Executive Vice President, Member of the Board
Satoshi Ozawa
Nobuyori Kodaira
Mitsuhisa Kato
Masamoto Maekawa
Yasumori Ihara
Seiichi Sudo
Directors
Koei Saga
Tokuo Fukuichi
Shigeki Terashi
Yoshimasa Ishii
Ikuo Uno
Haruhiko Kato
Mark T. Hogan
Audit & Supervisory Board Members
Yoichiro Ichimaru
Masaki Nakatsugawa
Masahiro Kato
Kunihiro Matsuo
Yoko Wake
Teisuke Kitayama
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Senior Managing Officers

Hirofumi Muta
Shigeru Hayakawa
Hisayuki Inoue
Didier Leroy
Keiji Masui
Hiroji Onishi
Koei Saga*
Hiroyuki Yokoyama
Tokuo Fukuichi*
Kiyotaka Ise
James E. Lentz
Soichiro Okudaira
Shigeki Terashi*
Satoru Mouri
Moritaka Yoshida
Managing Officers
Kazuhiro Miyauchi
Osamu Nagata
Takuo Sasaki
Steve St. Angelo
Johan van Zyl
Hiroyoshi Yoshiki
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Kazuhiro Kobayashi
Kazuo Ohara
Satoshi Takae
Shigeki Tomoyama
Riki Inuzuka
Shinji Kitada
Masahisa Nagata
Takeshi Numa
Satoshi Ogiso
Hayato Shibakawa
Kazuhiro Sato
Karl Schlicht
Kyoichi Tanada
Hiroyuki Fukui
Toshiro Hidaka
Koki Konishi
Shinya Kotera
Tetsuya Otake
Yasuhiko Sato
Masayoshi Shirayanagi
Mark S. Templin
Tatsuro Ueda
Mitsuru Uno
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Takashi Yamamoto
*Also holds the position of director
1995-2015 TOYOTA MOTOR CORPORATION. All
Rights Reserved.

The decision making process at Toyota is extremely centralized in nature. With globalization
comes an unavoidable strain in the middle of worldwide and neighborhood strengths. Profits
of working in an all the more all around brought together design are more prominent
economies of scale, tighter operational control, and more noteworthy consistency. These are
contrary to the banquet of working in an all the more provincially determined, decentralized
design, which produces better adjustment to nearby markets, more adaptability, and faster
responsiveness to quality and wellbeing issues. So Toyota, in the same way as every last bit
of its significant rivals, must pick how best to adjust worldwide and neighborhood goals
and make exchange offs in doing s
COMPETENCIES

CORE COMPETENCY:

The center fitness of Toyota Motor Corporation is its capacity to deliver cars of incredible
quality, best case scenario costs, in this manner giving a worth to cash to the clients. This
center ability of value can be ascribed to its imaginative creation rehearses. The quality part
of Toyota's items have changed the cars in the past and just about all the vehicles
organizations needed to attempt and better the nature of their items. It is a foundation of the
expense administration system that the organization seeks after.
COMPETITIVE ADVANTAGES

Toyota's unique skill is its generation framework known as the "Toyota Production System"
or TPS. TPS is focused around the Lean Manufacturing idea. This idea likewise incorporates
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imaginative practices like Just in Time, Six Sigma and Kaizen etc. (Toyota (f), 2014) Toyota
has worked resolutely throughout the years to make this unique ability. No other auto maker
can do it and also Toyota does. This different capability has prompted an upper hand that has
given Toyota a feasible brand name and a business sector pioneer position. (Toyota (f), 2014)
FINANCIAL ANALYSIS
INCOME STATEMENT:
Period Ending

Total Revenue
Cost of Revenue

Gross Profit

Mar 31,
Mar 31,
Mar 31,
2014
2013
2012
249,472, 234,289, 225,818,
000
000
000
201,982,0 197,940,0 199,144,0
00
00
00
47,490,0
00

Operating Expenses
Research
Development
Selling
25,233,00
General and
0
Administrativ
e
Non
Recurring
Others
Total
Operating
Expenses

Operating Income or
Loss

22,257,0
00

36,349,0
00

26,673,0
00

22,323,00 22,352,00
0
0

14,026,0
00

4,321,00
0

Income from Continuing Operations

Total Other
1,637,000 1,123,000 1,218,000
Income/Expe
nses Net

21 | P a g e

Earnings
Before
Interest And
Taxes
Interest
Expense
Income
Before Tax
7,456,000

23,894,00
0

23,703,00 14,905,00 5,260,000

0
0
5,858,000 3,187,000

Minority
Interest

16,36,000 12,88,000 10,30,000

Net Income
From
Continuing
Ops

17,703,00
0

191,000

Non-recurring Events
Discontinued
Operations
Extraordinary
Items
Effect Of
Accounting
Changes
Other Items

Net Income
Preferred Stock And
Other Adjustments

Net Income Applicable

To Common Shares

15,149,00 5,539,000
0

244,000

279,000

10,217,00 3,446,000
0

17,703,0
00
-

10,217,0
00
-

3,446,00
0
-

17,703,0
00

10,217,0
00

3,446,00
0

Toyotas Net Income has steadily increased (at a rapid pace) in the last three years. This is a testament to its
unique corporate culture and operations.

22 | P a g e

BALANCE SHEET:

Period Ending

Mar 31,
2014

Assets
Current Assets
Cash And
19820000
Cash
Equivalent
s

Mar 31,
2013

Mar 31,
2012

18246000

20405000

Short Term
Investmen
ts

21625000

16484000

15327000

Net
Receivable
s
Inventory

86253000

87831000

88000000

18398000

18219000

19713000

Other
Current
Assets

6525000

5596000

6275000

Total
Current
Assets
Long Term
Investment
s
Property
Plant and
Equipment
Goodwill
Intangible
Assets
Accumulate
d
Amortizatio
n
Other

15262100
0

14637500
0

14972000
0

168,395,00
0

151,605,00
0

141,364,00
0

74,198,000

72,750,000

75,769,000

23 | P a g e

7,150,000

6,051,000

5,600,000

Assets
Deferred
Long Term
Asset
Charges
Total Assets

40236400
0

Total
Current
Liabilities
Long Term
Debt
Other
Liabilities
Deferred
Long Term
Liability
Charges
Minority
Interest
Negative
Goodwill
Total
Liabilities

37245200
0

47,311,000

51,096,000

79,799,000

80,106,000

9,065,000

10,002,000

11,961,000

14255200
0

13711200
0

14316300
0

82,992,000

77,917,000

73,422,000

11,449,000

11,406,000

10,350,000

17,593,000

14,717,000

11,044,000

7,281,000

6,635,000

6,273,000

254,585,0
00

Stockholders' Equity
Misc Stocks
Options
Warrants

24 | P a g e

37678100
0

Liabilities
Current Liabilities
Accounts
49,728,000
Payable
Short/Curr 83,759,000
ent Long
Term Debt

Other
Current
Liabilities

241,152,0
00

237,979,0
00

Operating Activities, Cash Flows

Provided By or Used In
Deprecia
12,146,0
11,735,0
12,976,0
tion
00
00
00
Adjustme
- -3,22,000 -9,43,000
Redeemabl
nts To
26,16,00 e Preferred
Net
0
Stock
Income
Preferred
Changes
- Stock
In
11,84,00
17,87,00
71,14,00
Common
3,855,000
4,216,000
4,825,000
Accounts
0
0
0
Stock
Receivab
Retained
137,071,00 134,741,00 144,809,00
les
Earnings
0
0
Changes
7,588,00 0987,000
13,290,0
Treasury
In
0
00
Stock
109,11,000 120,32,000 138,00,000
Liabilitie
.00
.00
.00
s
Capital
5,353,000
5,851,000
6,691,000
Changes
- 536,000
Surplus
In
10,76,00
41,91,00
Other
5,129,000
Inventori
0
0
Stockholder
37,82,000. 143,24,000
es
Equity
00
.00
Changes
1,207,00
3,375,00 -8,44,000
In Other
Total
Operatin
Stockholder
g
Equity
Activities
Net
Total
Tangible
Cash
Assets
Flow
From
Operatin
g
Activities

0
140,498,0
00

0
128,994,0
00

128,201,0
00

140,498,0
128,994,0
128,201,0
35,404,0
26,029,0
17,649,0
00
00
00
00
00
00

CASH FLOW STATEMENT:

Investing Activities, Cash Flows Provided COMMON-SIZE STATEMENTS

By or Used In
March
Commo
Capital
31,
2014
n Size
Expendit
94,19,00
90,74,00
87,92,00
Total Revenue
24947200 100.00%
ures
0
0
0
0
Investme
Cost of Revenue
201,982,0
80.96%
nts
330,67,0
234,88,0
91,84,00
00
00
00
0
Other
381,000
416,000
445,000
Gross Profit
47490000
19.04%
Cash
flows
Operating Expenses
from
Research
Investing
Development
Activities
Selling General and
25233000
10.11%
Total
Administrative
Cash
421,06,0 321,46,0
175,30,0
Non Recurring
Flows
00
00
00
From
25 | P a g e
Investing
Activities
Financing Activities, Cash Flows

Others

Total Operating
Expenses

Operating Income or
Loss
Income from
Continuing Operations
Total Other
Income/Expenses Net
Earnings Before
Interest And Taxes
Interest Expense
Income Before Tax
Income Tax Expense
Minority Interest
Net Income From
Continuing Ops
Non-recurring Events
Discontinued
Operations
Extraordinary Items
Effect Of Accounting
Changes
Other Items

Net Income
Preferred Stock And
Other Adjustments

22257000

8.92%

1637000

0.66%

23894000

9.58%

191000
23703000
7456000
-1636000

0.08%
9.50%
2.99%
-0.66%
0.00%
7.10%

17703000

17703000
-

7.10%

Net Income Applicable

17703000
7.10%
To Common Shares
[Source: http://finance.yahoo.com/q/is?s=TM+Income+Statement&annual]
FINANCIAL RATIO ANALYSIS
Mar
31,
2014

26 | P a g e

Mar
31,
2013

Mar
31,
2012

Current Ratio

1.070
634

1.067
558

1.045
801

Quick Ratio

0.941
572

0.934
681

0.908
105

Debt to Equity
Ratio

1.863
849

1.920
919

1.835
025

Debt to Asset
Ratio

0.657
642

0.631
63

Gross Margin

0.650
821
0.190
362

Operating Margin

0.089
216

Net Margin

0.070
962

Asset Turnover

0.043
997
0.126
002
0.620
016

Inventory
Turnover

10.97
848

Return on Assets
Return on Equity

IFAS ANALYSIS
VI - ANALYSIS OF STRATEGIC FACTORS (SWOT)

SFAS ANALYSIS
SWOT ANALYSIS:
Strengths:

Inventive culture of business.

Brand equity esteemed at $30 billion
Industry pioneer in car manufacturing and
sales
Solid brand portfolio
The pioneer in "green" autos improvement

Opportunities:

Inspirational disposition towards "green"

27 | P a g e

Weaknesses:

Several cars have been recalled in the near

past.
Feeble vicinity in the developing markets

Threats:

Fluctuating fuel costs

vehicles
Expanding fuel costs
Changing client needs
Development through acquisitions

New outflow models

Climbing crude material costs
Extreme rivalry
Acknowledging yen conversion scale

STRENGHTS:

Toyota is a standout amongst the most inventive auto organizations and has a solid culture
that is centered around consistent advancement. The organization was the first to present
Kaizen, Kanban and Total quality Management frameworks generally in their association.
The organization was the first to mass-deliver and offer hybrid vehicles as well.
Toyota's image is the most esteemed car mark on the planet. The business is known for its
ecologically well disposed, protected and solid autos that are sold in more than 170 nations.
Toyota was the first organization to present lean assembling and aggregate quality
administration hones in assembling procedure. For quite a while, the organization was the
main professional of these practices and had the most reduced assembling and creation costs
around the world. Albeit numerous producers had the capacity repeat Toyota's lean
assembling framework, the organization is still a standout amongst the most beneficial
makers on the planet.
Toyota as of now offers around 70 separate models of autos under its namesake image. This
does increment brands mindfulness as well as fulfills almost every shopper gathering needs.
Toyota's lead models are Corolla and Prius.
Toyota comprehends that natural inviting autos are the need these days. Buyers are more
particular as far as Co2 outflows and fuel-productivity of the autos they purchase and
Toyota's initial move towards offering mixture and proficient autos is the quality few
contenders can match.

28 | P a g e

WEAKNESSES:

Toyota had very much a couple of vast scale vehicle reviews over the recent years. The
business reviewed 9 million vehicles in 2009-2010 and 7.43 million autos in 2012. Such
reviews does harm the firm monetarily as well as fundamentally harms association's image.
Toyota's primary markets are Japan, US and Europe, while such developing economies as
China or India make just a little rate of all Toyota's deals. Because of poor vicinity in the
biggest vehicles market (China), Toyota will think that it hard to contend with GM that has
enormous piece of the overall industry there.

OPPORTUNITIES:

Today customers are more mindful of the negative impacts (air contamination) created via
autos. Extensive amounts of Co2 emanations strengthen nursery impact and adversely affect
the life on earth. Consequently, buyers are more inclined to purchase new cross breed and
electric autos that transmit less Co2.
By presenting new auto models, Toyota could fulfill shifting buyers' tastes and needs and
access more extensive client bunch.
Toyota has effectively obtained other auto organizations in the past and ought to keep doing
so to develop, increase new aptitudes, resources and access to new markets.

THREATS:

There is high probability that future fuel costs will drop, as more shale gas will be separated.
Thus, fuel-productive cross breed and electric autos will get to be less alluring to cost
cognizant shoppers that are the fundamental client bunch for Toyota's Prius model.

29 | P a g e

New discharge principles presented by the legislature would require more ventures into
creating cleaner motors. More speculations mean less benefit for Toyota.
Climbing crude material costs are particularly essential to cars makers. Higher costs mean
higher expenses and fewer benefits for Toyota as the crude metals are the primary parts in
auto producing.
Toyota confronts more extraordinary rivalry from other car makers like never before.
Volkswagen gathering is emphatically developing and GM steps up after its redesign to end
up more focused than at any time in the past.
The greater part of Toyota's income originates from outside nations. The benefits earned
abroad must be sent again to Japan and changed over to yen. Acknowledging yen swapping
scale against different monetary forms means lower benefits for Toyota.
VII - STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY (TOWS)

TOWS ANALYSIS

Toyota must use its unique corporate culture, which is one of its biggest strengths to
foray into emerging markets. It has already achieved great success in countries such as
India, China, Thailand and Brazil, which are the best developing nations in the world.
It should continue to expand in other emerging markets.
Moreover, Toyota has great brand equity; the recall fiasco should not hurt their brand
image too much. On the contrary, it should be positioned in a way that it strengthens it
brand image.
With the great opportunity of reinventing fuel consumption through its green cars or
completely eradicating the need for fossil fuel through its plug in electric cars, Toyota
can change the demand for fossil fuels, which may prove to be a threat in the future.

30 | P a g e

While the competitive rivalry for Toyota is on the rise, there is also a chance for
Toyota to use its vast financial resources and acquire some of its competitors or forge
partnerships with them, like they have done with BMW recently.

RECOMMENDED STRATEGIES

We recommend a three pronged strategy for Toyota. These three systems would incorporate
an open statement of regret, offering a prepaid support plan, and the usage of another crisis
convention.
Simply a brief time back Toyota was a symbol of unwavering quality. They were the main
auto organization that had gone such a considerable measure of time without a setback.
However because of late circumstances, customers are reconsidering before buying another
or utilized Toyota. After much research we had the capacity reason that there has never been a
pubic expression of remorse for losing the certainty and trust of Toyota holders. There have
been expressions of remorse for needing to review the vehicle, or for any disservice they
created the purchaser, however we accept that shoppers need to realize that Toyota thinks
about their dedication and trust and are eager to do whatever it takes to get it back.
In each of the new ads and promotions Toyota has put out as of late, which they didn't even
air amid Super Bowl Sunday, there have just been the characteristics of the manufacturing
plant works, ensuring you that the nature of their autos will again keep up its position of
value, however never do you see the CEO's, president, or different administrators of Toyota.
In a survey on aolnews.com out of 221 voters, 52% said that the new advertisements didn't

31 | P a g e

recover their trust, and for 48% it did. Each exertion ought to be made to turn these insights
around and pull the overall population over on Toyota's side.
We are suggesting that Toyota run this conciliatory sentiment business on four separate
stations amid prime time hours. The expense for a 30 second business on each of the four
stations would be: FOX $658,333, NBC $479,250, CBS $374,231 and ABC $323,000 (Baker,
2009). Each of these advertisements would air once a day, consistently, for 1 month. To
oblige the advertisements it would likewise be a decent thought to have a feature streaming
on Toyota.com. This eventual a 10 second conciliatory sentiment from the president of the
organization expressing, "We at Toyota are to a great degree self-reproachful for losing your
certainty as a client. We are presently doing all that we can to recapture that trust and admire
your proceeded with reliability and understanding." This footage would pop up on a side bar
each one time somebody was to log on to the organization's site. There would likewise be
subtitles in the case that the site viewer didn't have sound, or were not able to listen.
The second proposal is that Toyota offer prepaid upkeep plans for their vehicles for a certain
time of time. When all the autos that were reviewed are restored to their managers, those
driving these autos will be a minimum a bit apprehensive about something event. As
indicated by Cnnmoney.com there have been 5.3 million autos reviewed. With a prepaid
adjusting arrangement Toyota holders can take their auto to pretty much any auto shop and
have it repaired, avoiding a drawback to the auto managers.
Our last proposal would to be executing another crisis convention. Since Toyota has never
experience such an expansive review, there was no situated strategy set up. In the first
example of an issue Toyota would accumulate that auto and examine what the issue. They
would then advise clients that there is an issue through letter or telephone calls, giving them a
chance to realize that they would keep them upgraded.

32 | P a g e

VIII - IMPLEMENTATION OF RECOMMENDED STRATEGY

PROGRAMS NEEDED

In the event that the issue transformed into something much bigger they would then
encourage Toyota clients to accumulate their vehicle to be checked, and give a shuttle to and
from work, or wherever they happened to be to evade burden. From that point they would
submit a news discharge to prompt the general population that they are mindful of the issue
and everything is being taken care of appropriately. In actualizing this arrangement it will
help to keep from having mass confusion in a period of emergency.
On top of the advertisements and web streaming, Toyota could likewise create an impression
for themselves when they support the NBA Finals in the not so distant future. On top of airing
their plugs in house, amid breaks, they could likewise convey 25 thousand shirts to the
actively present people of the first round of the finals. For each one shirt it would cost around
four dollars totaling to 100 thousand dollars. The shirts could have the name of both groups
contending in the finals, with Toyota's logo on the back. Thusly every actively present person
has something to run home with that helps them to remember Toyota. Despite the fact that the
expense of these three media suggestions appear to be high, it is vital that Toyota do whatever
they can to recapture the trust of their present and future clients.
FINANCIAL FEASIBILITY

The expense of their 4- year arrangement is $1,355 (toyotafinancial.com), which is clearly

swelled to permit a return of income for Toyota, persuading that it is substantially less costly
for Toyota themselves. Be that as it may, since the plane will now be a 1- year arrange the
expense would just be $340 every auto. With 5.3 million autos as of now in review this would
cost Toyota 1.8 billion dollars. 1.8 billion is a vast whole of cash, however it is better that

33 | P a g e

Toyota administration and repairs the issues before it turns into a national review, on top of
the way that it will help to restore the trust of present and potential clients.
OPERATING PROCEDURES NEEDED

Normally Toyota offers a 55,000 mile or 4-year project to be bought by its clients, yet
because of the monetary imperative Toyota is under and the way that the majority of the
arrangements would be paid for by Toyota, it would be helpful to slender this down to an one
year, 14,000 mile program. At present Toyota assembly line laborers are researching why
their pedals are breaking down. When they find themselves able to make sense of what the
issue is, alter the issue, and redistribute all the autos, in addition to 14,000 miles, specialists
will have had a significant measure of time behavior dependable examination. Prepaid
upkeep arrangements go in value and administration choices. Presently Toyota has an
arrangement set up that takes into account administration at foreordained interims, 24-Hour
roadside support, prepaid upkeep booklet, timed administration updates, automated
administration history, to which they ought to include month to month break check and
overhauling.

IX CONCLUSIONS

Tested by world-class contenders, producing organizations in the United States have

experienced a renaissance in the most recent decade. The renaissance began on the shop floor
with an accentuation on inherent quality, the disposal of waste, and speedier throughputs. At
the same time consideration immediately turned upstream to item advancement, where
Japanese organizations were beating U.s. contenders on almost every measure: velocity to
market, plan quality, item outline manufacturability, expense, and gainfulness. Eyewitnesses
inferred that the way to Japanese achievement, and U.S. industry's shortcoming, was

34 | P a g e

combination both between item plan and assembling procedure outline, and with advertising,
acquiring, fund, and different business capacities.
An incredible numerous organizations assaulted the issue head on. Run of the mill
arrangements were such item advancement apparatuses as quality capacity sending and
Taguchi routines. Organizations likewise presented hierarchical arrangements; those
arrangements ran from keeping the essential useful association in place and allotting
individuals to impermanent undertaking groups to disbanding the practical association inside
and out for arranging around items, as Chrysler did in the early 1990s.
REFERENCES:
Reuters. (2014). Toyota . Retrieved January 29, 2015, from Reuters:
http://www.reuters.com/finance/stocks/companyProfile?symbol=TM
Toyota (a). (2015). About Us. Retrieved January 29, 2015, from Toyota Motor Corp.: http://www.toyotaglobal.com/company/history_of_toyota/index.html
Toyota (b). (2015). Non-automotive Business. Retrieved January 29, 2015, from Toyota Motor Corp.:
http://www.toyota-global.com/company/profile/non_automotive_business/
Toyota (c). (2015). Our customers . Retrieved January 29, 2015, from Toyota EU:
http://www.toyota.eu/society/Pages/customers.aspx
Toyota (e). (2014). Diversity. Retrieved January 29, 2015, from Toyota Motor Corp.:
http://www.toyota.com/about/diversity/21stcenturyplan.pdf
Toyota (f). (2014). Toyota Production System. Retrieved January 29, 2015, from Toyota Motor Corp.:
http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/

35 | P a g e

APPENDICES:
APPENDIX A

36 | P a g e

APPENDIX B:

37 | P a g e

APPENDIX C:

38 | P a g e

APPENDIX D:

39 | P a g e

APPENDIX E:

40 | P a g e

41 | P a g e