美國MBAdissertation代寫：豐田的全球戰(zhàn)略管理
09-23, 2014
豐田汽車公司是一個跨國公司,經(jīng)營汽車,卡車,和機器人生產(chǎn)。它成立于1993年,成為第一個在日本汽車公司。現(xiàn)在是日本最大的汽車制造擁有超過40%的市場份額。這是世界上第一大汽車制造商。豐田在27個國家和地區(qū)50個制造工廠,并在160個國家和地區(qū)銷售其產(chǎn)品。它生產(chǎn)大約580萬輛。和員工達到317800(Fba,2013)。其銷售系統(tǒng)主要涵蓋在美國、歐洲和東亞。適當(dāng)?shù)膬r格為客戶提供最好的服務(wù)豐田在世界各地都很受歡迎。與客戶建立信任和信心,提供優(yōu)秀的產(chǎn)品質(zhì)量和服務(wù)是豐田汽車公司的使命,以減少全球二氧化碳排放量持續(xù)改進和應(yīng)用傳統(tǒng)技術(shù)是國際公司的愿景。除此之外,豐田員工專注于促進教育機會,不斷為客戶提高產(chǎn)品安全性和降低成本,減少碳足跡,例如混合動力汽車,不斷溝通與股東和供應(yīng)商企業(yè)社會責(zé)任相關(guān)問題。
Toyota Motor Corporation is a multinational company that deals in cars, truck, and robots production. It created in 1993 and became the first automobile company in Japan. Now it is the largest vehicle manufacture in Japan with over 40% market share. Beside, it’s the 1st largest automotive manufacturer in the world. Toyota has 50 manufacturing plants in 27 countries and regions, and sells its products in 160 countries and regions. It produces around 5.8 million vehicles per pear. And its employees reach around 317800(Fba, 2013). Its sales system mainly covers in America, Europe, and East Asia. It offers the best service with appropriate price for customers in the world and it is welcome around the world. To build trust and confidence with customers by delivering outstanding quality products and services is the mission of Toyota Motor Corporation. And To reduce global carbon emissions by continuous improvements and application of conventional technology is the vision of the international company. Besides, Toyota Focuses on promoting educational opportunities for employees, Constantly improving product safety and cost reduction for customers, reduction of carbon footprint i.e. Hybrid cars for the public, and Constantly communicating CSR related issues with shareholders and suppliers.
External environment plays a significant part in the globalization strategy of Toyota Motor Corporation. It includes political environment, economical environment, social and cultural environment, Technological environment, legal environment and environmental environment.
Firstly, the political environment includes domestic political environment and global political environment. As the largest automobile in Japan, Toyota has to follow the local regulators such as vehicle safety, noise, taxes and political stability; As an international company, Toyota has to subject to global legislative issues including emission, trade barriers and exchange rate.
Secondly, Toyota owns the economic state of being the largest auto mobile producer in the world. However, its GDP growth diminished around 1.2% in 2008 and 5% in 2009(). Furthermore, highly relying on raw material imports is also a shortcoming of its economic environment.
Thirdly, Toyota has the tenth largest population in the world, which ensures it has a large local market and strong enough human resources. Besides, Japanese earnings level is relatively higher than other Asia countries. Besides, Japanese has a free religion trust; one man could choose to believe in two completely different religions (Porter, 1998). Such religions force Toyota to have more difficulties in human resources management.
Fourthly, Japanese' budget highly invest into R&D, fastest growing industry. Toyota emphasizes the importance of market research and customer tastes.
Fifthly, Toyota pays attention to legality issues of products--safety, quality, pollution. For example, Toyota’s recalling of products put a negative influence on its sales performance.
Finally, Toyota emphasizes the Eco friendly concepts--Hybrid drive, electro cars, and alternative engines.
The core competence of Toyota Motor Corporation is achieved by a blend of three core competencies: technology based core-competence, alliance based core competence, and knowledge based core competence (.Popular, 2010). Toyota owns the most advanced auto mobile technology. Its leading technology has helped it in becoming the largest and top selling auto-maker. The brand ‘Toyota’ is associated with quality and reliability due to its JIT expertise. Besides, Toyota has the largest alliance system in the world.
In 1957, U.S. Entrance became the first exports to Toyota Motor Sales (TMS) USA; In 1982 U.S government voluntary restraints in 1981 led to merging of TMS and TMC; in 1984, Toyota formed alliance with GM, and NUMMI was established in Fremont, California; in 1986, Toyota established its first wholly owned manufacturing plant in U.S in Kentucky (Toyota, 2013).
Furthermore, Toyota pays more attention to knowledge. The TPS uses lean management to achieve low cost production. Toyota attaches much importance to the quality and reliability of the employees.
Due to the forceful competition from international companies and low raw material present situation, the hybrid strategy of Toyota is cost leadership and differentiation.Cost leadership means providing products at affordable prices to customers in countries around the world ——IMV project (Thailand, Indonesia, South Africa, Argentina——global bases affiliates for production and experts. Beside, Toyota established “optimum purchasing system”， which helps to reduce costs through reducing the cost of raw materials and 4Ps in market. Differentiation mean products design based on diverse usage environments such as customer behaviors, roads conditions and low temperature resistant. The obvious character of Toyota is that its products are designed according to different usages. Besides, Toyota also sets the local maintenance infrastructure to prove after-sales support in foreign countries.
Due to pursuing the lower cost and broaden its business scale, Toyota Motor Corporation set multinational companies in the world. The global strategy for global development of Toyota is to think local and act global. It has the systematically tapping tacit local knowledge about local needs whilst globally coordinating for operational excellence. Besides, it sets a serial of regional strategy. In Japan, it mainly manufactures hybrid vehicles and other high-value-added product; in North America and Europe, it maximizes productivity at existing plants; in emerging markets, it expands production capacity and geographical positioning. The following will reflects rational strategy of Toyota in China.
Firstly, Toyota made a full preparation of market research before entering the Chinese market. China has the largest population of the world, which means it owns the largest potential market. Due to the reform and opening policy, China’s economy develops very quickly. It’s the filed that merges love and hate of international motor corporations. Considering the Chinese environment, Toyota adopted the penetration strategy. Since 1964, Toyota started commercial activities in China to promote its product. During the period, it understood the market through all kinds of methods. In 1971, the representatives of Toyota visited China and invited Chinese auto mobile representatives in the same field to visit Toyota, which ushered in the communication between Toyota and Chinese mobile corporations. In 1978, China FAW group went to Japan to have a study and research in Toyota. From then, Toyota visited FAW Company and Beijing automobile companies frequently ( ). However, it did not anxiously to cooperate with China. Instead, it made the full preparation through two strategies: firstly, it made the full preparation of technology localization; secondly, it penetrated the Chinese auto parts market. In Through the full preparation, Toyota started its travel in China.
Secondly, Toyota enters Chinese market at the right time. Around the year of 2000, Chinese economy reached its peak. It brought the big commercial chance for international companies. With the perspective of auto mobile industry, the international companies could gain much better condition. Besides, Chinese government and local region government offered the valuable policy to encourage the international companies’ investment. Chinese mobile industry is going to blowout.
Toyota felt the blue moon and changed the conservative attitude about the Chinese market. It created joint corporations quickly. In 1998, Toyota created Szechuan Toyota motor branch company; in 2000, it created Tianjin Toyota motor branch company; in 2001, it created Toyota Chinese investment limited company;And in 2002, it created Guangzhou Toyota mobile limited company.( ).Since then, Toyota owns the complete production system and service system.
Finally, Toyota adopted the strategy of cost leadership and lean management in China. The final goal of international companies is to maximize its interests and benefits. With the view of practices, Toyota realizes the maximize interests through two aspects: the complete control of key benefit field; the effective control of counter partners. Toyota should pay when decide to operate with Chinese auto mobile. It has to face the risk of technology spillover to put the well-known auto mobile be made in China in a limit time. Therefore, Toyota takes some strategies to avoid the risk. Firstly, Toyota controls the engine with key technology. Besides, before setting the Tianjin Joint Corporation, Toyota had already set the Tianjin Toyota Engine limited Company; before cooperating with Guangzhou Auto mobile Company, Toyota had already created the Guangzhou Engine Limited Company.
Secondly, Toyota sets the regulative system of purchasing, suit platform in the world, and requires its multinational branched to set the supporting system. In China, the four producing place –Tianjin, Changchun, Chengdu and Guangzhou, all owning the well-known Auto mobile part suppliers such as De’erFu, Boshi, Dianzhuang, Jiangsheng, Weishitong, Lier, Aixin and son on-those auto mobile part suppliers all have a direct investment in China. And there are some part auto mobile part suppliers setting because of Toyota.
Thirdly, Toyota pays attention to controlling the critical value chain .The critical value chain includes technology support, sales service, financial service, logistics service and other service. Toyota is inclined to bring in its own service system in international branches, which makes the control of assets and core property rights.
Last but not least, Toyota makes the strategy to have product distribution with the purpose to avoid the technology spillovers. In order to get the largest advantages from different partners, Toyota has the product distribution strategy. When cooperated with FAW group. Toyota promised to offers the producing platforms of Crown and NBC for the joint corporation. Under the situation, FAW group requires Toyota to promise other well-known producing platforms such as Prius. However, The FAW group did not have the right to produce the Camry. It’s well known the Camry had the strong market potential and much more well-known. Besides, Guangzhou Toyota Limited Branches also just has no right to produce the core production, which will not form risk and challenges for Toyota.
Toyota created in 1937 and mainly produced military trunks with relative low technology before World War II. After World War II, Toyota brought in international sophisticated technology and kept innovation to make it become the largest motor manufacture in the world. The success story of Toyota has a close relationship with its globalization methods and strategies.
Firstly, Toyota focused on market share in the first state of globalization. The exporting strategy includes the process of exporting production, self-export trading and build points of sales. Since 1957, when Toyota export the first truck to America, Toyota keeps its sales in USA, and till 1985, it totally sold around 20 million cars to America. Due to the trade protection of America and Europe, Toyota started to create motor production bases in other countries, so that it could reduce the export rate. Through 20 years’ hardworking, Toyota’s international production rate reached around 37.8%, and international sales performance even reached around 66% of the total sales performance(NPR,2010 ).Toyota actively expands its sales system and production system. Toyota Motor Corporation had the 46 production base in 8 representative offices with around 264096 employees in the world by the end of 2003(Hill,, 2009 ).Beside, Toyota has 168 sales agents in 168 countries.
Secondly, Toyota focuses on resource allocation in the second state of globalization. From the 20th century, Toyota started for transfer from exporting and avoiding trade conflicts to focus on market. In the market strategy, Toyota brought the relative advanced technology to its international factories. Besides, it focused on labour division in order to make full use of international resources’. Toyota set the local parts supporting system in branches to strengthen the international division of labour. Due to avoid reducing export rates because of the trade protection policy, Toyota decided to set multinational motor factires. Before 1980s, Toyota mainly set the assembling workshops in foreign countries, while parts mainly depended on exporting. However, by the end of 1980s, Toyota strengthens the communication of international cooperation. It paid more attention to have parts supporting in foreign countries and build parts supporting factories in foreign market. The strategy drives Toyota to have a relatively strong globalisation strategy. it focuses on the market of North America. North America plays a significant part in Toyota’s globalization strategy. The Toyota success of North America market is the foundation stone of other countries’. The North America market is the biggest motor market in the world with around 32% market shares. Before 1980s, Toyota mainly adopted the strategy of increasing exporting to have a competitive market share in North America. However, with the stronger trade conflicts between Japan and America, Toyota’ exporting quantity was limited. Therefore, Toyota had to change the strategy (Witcher, 2010). Toyota started to create auto mobile factories in Canada and America. Under the situation, Toyota’ auto mobile which sells to America is produced by local branches. It largest decreases the cost of production and increases the export rate.
Thirdly, Toyota focuses on localization in the third state of globalization. Localization means to follow the local characters to have the best advantages and resources allocation. In order to keep constant market share, Toyota pays more attention to local market requirement. It sets the complete system including research and development, plan, produces, sells and afar-sells. And the key to realize the localization is to realize the localization of human resources. The local talented people could help international companies to save the cost and capital. The local talented people get a deep knowledge of local culture and local market, therefore, they could more easily to set up the market strategy and bring the maximum benefits. Now more and more international companies of Toyota would like to hire foreign local talented people in a management to realize the human resource localization. Besides, Toyota respects the social culture and social value to its international branches. It not only hires local talented people to avoid culture conflicts, but also pay more attention to local culture.
Fourthly, Toyota focus on social responsibility when expand its globalization. Toyota pays attention to legality issues of products--safety, quality, pollution. For example, Toyota’s recalling of products put a negative influence on its sales performance. Besides, Toyota emphasizes the Eco friendly concepts--Hybrid drive, electro cars, and alternative engines.
Conclusion:
In conclusion, under the external environment and internal environment, the core competence of Toyota Motor Corporation is achieved by a blend of three core competencies: technology based core-competence, alliance based core competence, and knowledge based core competence. The global strategy for global development of Toyota is to think local and act global. It has the systematically tapping tacit local knowledge about local needs whilst globally coordinating for operational excellence. Besides, it sets serials of regional strategy. The success story of Toyota has a close relationship with its globalization methods and strategies. Firstly, Toyota focused on market share in the first state of globalization. Secondly, Toyota focuses on resource allocation in the second state of globalization. Thirdly, Toyota focuses on localization in the third state of globalization. Fourthly, Toyota focus on social responsibility when expand its globalization.
In order to keep its competitive state, Toyota should keep hard working in the following aspects:
Firstly, Toyota should focus on technology development. Technology development plays a key part in motor production. The advanced technology could help the company develop more quickly than others.
Secondly, Toyota should keep attention to social responsibility. In modern society, a successful company not only includes the successful business performance, but also the outstanding social responsibility. It should develop technology to realize the energy saving.
Finally, Toyota should pay more attention to localization realize. Localization plays an important role to realize the globalization. The realizing of the localization requires Toyota to follow the social value and beliefs and make full use of social talented people。
The concept of "knowledge workers" is an American scholar Peter drucker first, specific refers to "those who master and use symbols and concepts, use knowledge or information to work."Generally has the following four characteristics: 1. The high personal quality and creative ability, a strong independent consciousness and independent consciousness: 2. A high degree of self value realization desire;3. The process is difficult to monitor, work hard to measure;4. Liquid flow probability is higher.
In the early stages of his career refers to a person from the school to organize and gradually "organized" within the organization, and is accepted by the organization's process.This one phase, generally between 20 to 30 years old, is a person from the school to the society, from students to workers, the process of change from single life to family life.In this phase the knowledge workers are the main tasks of the:
Has just entered the early career of knowledge-based employees must learn how to act in the organization.In the process of socialization, the knowledge staff due to its own characteristics, and many aspects will be more clearly feel great discrepancy with the original expectations.College students is the main source of knowledge workers, so can use Edgar SheYin puts forward a set of present college students when choosing a first job and organization between the different expectations, and show the real of socialization and authenticity.
In the process of socialization and play its value, individual and group will continue to get some specific feedback information, promote employees to continuous improvement, to learn how to work more efficiently in organizational constraints, and in a specific area (such as marketing, engineering, information systems, etc) on future career development formed the ability to work.
Many companies are now working to change become a learning organization.The learning organization refers to its employees to constantly try to learn something new and used in practice to improve the quality of products and services organization.(note 1) it is characterized by continuous learning and sharing learning outcomes and the employees as the foundation of the application and knowledge creation,Knowledge creation and sharing;Strict systematic thinking, encourage employees to think in new ways, find out the contact and feedback channel, and validate assumptions;Learning culture, the company management and company specific goals of learning reward, promote and support;Encourage flexibility and practicality;Value value, pay attention to the training and development for every employee and benefits.(2) in a learning organization, training was seen as the part of the intellectual capital to build system designed.Due to the development of social economy and technology, the company operating activities, the work of the staff transformation, require employees to learn new knowledge, new skills, set up new ideas, so for the employees retraining appear very important.As companies gradually in-depth understanding of the importance and value of training, training has not only confined to the new staff post education and basic business skills and training employees, but become a mobilization, motivate and inspire staff development and enterprise strategic goals consistent idea, attitude, behavior and skills important tool.Especially when business is determined to change, in order to maintain its competitive advantage under the changing environment, training is becoming old set new incubator.
Reference:
1.Fba (2013) The Internal Environment: A Resource-Based View Strategy. [online] Available at: 2.Porter, M. E. (1998). Competitive advantage: Creating and sustaining superior performance. Free press.TOYOTA global website, Sustainability, to stakeholders 3.Popular Mechanics (2010) Goodbye, NUMMI: How a Plant Changed the Culture of Car-Making. [online] Available at: 4.Toyota (2013) Toyota's Global Strategy. [online] Available at: 5.NPR (2010) NUMMI Plant Closure Ends Toyota-GM Venture . [online] Available at: 6. Peng, M. W., (2009), Global Strategic Management (2nd edition; International Student Edition), South-Western/Cengage Learning. Chapter 5.
7. Maire, S. and Collerette, P., (2010), International post-merger integration: lessons from an integration project in the private banking sector, International Journal of Project Management [article in press].
8.Hill, C. W. L., (2009). Global Business Today, 6th edition, McGraw-Hill. Chapter 12.
9.Witcher, B., & Chau, V. S. (2010). Strategic management: principles and practice. Andover, Cengage
Toyota Motor Corporation is a multinational company that deals in cars, truck, and robots production. It created in 1993 and became the first automobile company in Japan. Now it is the largest vehicle manufacture in Japan with over 40% market share. Beside, it’s the 1st largest automotive manufacturer in the world. Toyota has 50 manufacturing plants in 27 countries and regions, and sells its products in 160 countries and regions. It produces around 5.8 million vehicles per pear. And its employees reach around 317800(Fba, 2013). Its sales system mainly covers in America, Europe, and East Asia. It offers the best service with appropriate price for customers in the world and it is welcome around the world. To build trust and confidence with customers by delivering outstanding quality products and services is the mission of Toyota Motor Corporation. And To reduce global carbon emissions by continuous improvements and application of conventional technology is the vision of the international company. Besides, Toyota Focuses on promoting educational opportunities for employees, Constantly improving product safety and cost reduction for customers, reduction of carbon footprint i.e. Hybrid cars for the public, and Constantly communicating CSR related issues with shareholders and suppliers.
External environment plays a significant part in the globalization strategy of Toyota Motor Corporation. It includes political environment, economical environment, social and cultural environment, Technological environment, legal environment and environmental environment.
Firstly, the political environment includes domestic political environment and global political environment. As the largest automobile in Japan, Toyota has to follow the local regulators such as vehicle safety, noise, taxes and political stability; As an international company, Toyota has to subject to global legislative issues including emission, trade barriers and exchange rate.
Secondly, Toyota owns the economic state of being the largest auto mobile producer in the world. However, its GDP growth diminished around 1.2% in 2008 and 5% in 2009(). Furthermore, highly relying on raw material imports is also a shortcoming of its economic environment.
Thirdly, Toyota has the tenth largest population in the world, which ensures it has a large local market and strong enough human resources. Besides, Japanese earnings level is relatively higher than other Asia countries. Besides, Japanese has a free religion trust; one man could choose to believe in two completely different religions (Porter, 1998). Such religions force Toyota to have more difficulties in human resources management.
Fourthly, Japanese' budget highly invest into R&D, fastest growing industry. Toyota emphasizes the importance of market research and customer tastes.
Fifthly, Toyota pays attention to legality issues of products--safety, quality, pollution. For example, Toyota’s recalling of products put a negative influence on its sales performance.
Finally, Toyota emphasizes the Eco friendly concepts--Hybrid drive, electro cars, and alternative engines.
The core competence of Toyota Motor Corporation is achieved by a blend of three core competencies: technology based core-competence, alliance based core competence, and knowledge based core competence (.Popular, 2010). Toyota owns the most advanced auto mobile technology. Its leading technology has helped it in becoming the largest and top selling auto-maker. The brand ‘Toyota’ is associated with quality and reliability due to its JIT expertise. Besides, Toyota has the largest alliance system in the world.
In 1957, U.S. Entrance became the first exports to Toyota Motor Sales (TMS) USA; In 1982 U.S government voluntary restraints in 1981 led to merging of TMS and TMC; in 1984, Toyota formed alliance with GM, and NUMMI was established in Fremont, California; in 1986, Toyota established its first wholly owned manufacturing plant in U.S in Kentucky (Toyota, 2013).
Furthermore, Toyota pays more attention to knowledge. The TPS uses lean management to achieve low cost production. Toyota attaches much importance to the quality and reliability of the employees.
Due to the forceful competition from international companies and low raw material present situation, the hybrid strategy of Toyota is cost leadership and differentiation.Cost leadership means providing products at affordable prices to customers in countries around the world ——IMV project (Thailand, Indonesia, South Africa, Argentina——global bases affiliates for production and experts. Beside, Toyota established “optimum purchasing system”， which helps to reduce costs through reducing the cost of raw materials and 4Ps in market. Differentiation mean products design based on diverse usage environments such as customer behaviors, roads conditions and low temperature resistant. The obvious character of Toyota is that its products are designed according to different usages. Besides, Toyota also sets the local maintenance infrastructure to prove after-sales support in foreign countries.
Due to pursuing the lower cost and broaden its business scale, Toyota Motor Corporation set multinational companies in the world. The global strategy for global development of Toyota is to think local and act global. It has the systematically tapping tacit local knowledge about local needs whilst globally coordinating for operational excellence. Besides, it sets a serial of regional strategy. In Japan, it mainly manufactures hybrid vehicles and other high-value-added product; in North America and Europe, it maximizes productivity at existing plants; in emerging markets, it expands production capacity and geographical positioning. The following will reflects rational strategy of Toyota in China.
Firstly, Toyota made a full preparation of market research before entering the Chinese market. China has the largest population of the world, which means it owns the largest potential market. Due to the reform and opening policy, China’s economy develops very quickly. It’s the filed that merges love and hate of international motor corporations. Considering the Chinese environment, Toyota adopted the penetration strategy. Since 1964, Toyota started commercial activities in China to promote its product. During the period, it understood the market through all kinds of methods. In 1971, the representatives of Toyota visited China and invited Chinese auto mobile representatives in the same field to visit Toyota, which ushered in the communication between Toyota and Chinese mobile corporations. In 1978, China FAW group went to Japan to have a study and research in Toyota. From then, Toyota visited FAW Company and Beijing automobile companies frequently ( ). However, it did not anxiously to cooperate with China. Instead, it made the full preparation through two strategies: firstly, it made the full preparation of technology localization; secondly, it penetrated the Chinese auto parts market. In Through the full preparation, Toyota started its travel in China.
Secondly, Toyota enters Chinese market at the right time. Around the year of 2000, Chinese economy reached its peak. It brought the big commercial chance for international companies. With the perspective of auto mobile industry, the international companies could gain much better condition. Besides, Chinese government and local region government offered the valuable policy to encourage the international companies’ investment. Chinese mobile industry is going to blowout.
Toyota felt the blue moon and changed the conservative attitude about the Chinese market. It created joint corporations quickly. In 1998, Toyota created Szechuan Toyota motor branch company; in 2000, it created Tianjin Toyota motor branch company; in 2001, it created Toyota Chinese investment limited company;And in 2002, it created Guangzhou Toyota mobile limited company.( ).Since then, Toyota owns the complete production system and service system.
Finally, Toyota adopted the strategy of cost leadership and lean management in China. The final goal of international companies is to maximize its interests and benefits. With the view of practices, Toyota realizes the maximize interests through two aspects: the complete control of key benefit field; the effective control of counter partners. Toyota should pay when decide to operate with Chinese auto mobile. It has to face the risk of technology spillover to put the well-known auto mobile be made in China in a limit time. Therefore, Toyota takes some strategies to avoid the risk. Firstly, Toyota controls the engine with key technology. Besides, before setting the Tianjin Joint Corporation, Toyota had already set the Tianjin Toyota Engine limited Company; before cooperating with Guangzhou Auto mobile Company, Toyota had already created the Guangzhou Engine Limited Company.
Secondly, Toyota sets the regulative system of purchasing, suit platform in the world, and requires its multinational branched to set the supporting system. In China, the four producing place –Tianjin, Changchun, Chengdu and Guangzhou, all owning the well-known Auto mobile part suppliers such as De’erFu, Boshi, Dianzhuang, Jiangsheng, Weishitong, Lier, Aixin and son on-those auto mobile part suppliers all have a direct investment in China. And there are some part auto mobile part suppliers setting because of Toyota.
Thirdly, Toyota pays attention to controlling the critical value chain .The critical value chain includes technology support, sales service, financial service, logistics service and other service. Toyota is inclined to bring in its own service system in international branches, which makes the control of assets and core property rights.
Last but not least, Toyota makes the strategy to have product distribution with the purpose to avoid the technology spillovers. In order to get the largest advantages from different partners, Toyota has the product distribution strategy. When cooperated with FAW group. Toyota promised to offers the producing platforms of Crown and NBC for the joint corporation. Under the situation, FAW group requires Toyota to promise other well-known producing platforms such as Prius. However, The FAW group did not have the right to produce the Camry. It’s well known the Camry had the strong market potential and much more well-known. Besides, Guangzhou Toyota Limited Branches also just has no right to produce the core production, which will not form risk and challenges for Toyota.
Toyota created in 1937 and mainly produced military trunks with relative low technology before World War II. After World War II, Toyota brought in international sophisticated technology and kept innovation to make it become the largest motor manufacture in the world. The success story of Toyota has a close relationship with its globalization methods and strategies.
Firstly, Toyota focused on market share in the first state of globalization. The exporting strategy includes the process of exporting production, self-export trading and build points of sales. Since 1957, when Toyota export the first truck to America, Toyota keeps its sales in USA, and till 1985, it totally sold around 20 million cars to America. Due to the trade protection of America and Europe, Toyota started to create motor production bases in other countries, so that it could reduce the export rate. Through 20 years’ hardworking, Toyota’s international production rate reached around 37.8%, and international sales performance even reached around 66% of the total sales performance(NPR,2010 ).Toyota actively expands its sales system and production system. Toyota Motor Corporation had the 46 production base in 8 representative offices with around 264096 employees in the world by the end of 2003(Hill,, 2009 ).Beside, Toyota has 168 sales agents in 168 countries.
Secondly, Toyota focuses on resource allocation in the second state of globalization. From the 20th century, Toyota started for transfer from exporting and avoiding trade conflicts to focus on market. In the market strategy, Toyota brought the relative advanced technology to its international factories. Besides, it focused on labour division in order to make full use of international resources’. Toyota set the local parts supporting system in branches to strengthen the international division of labour. Due to avoid reducing export rates because of the trade protection policy, Toyota decided to set multinational motor factires. Before 1980s, Toyota mainly set the assembling workshops in foreign countries, while parts mainly depended on exporting. However, by the end of 1980s, Toyota strengthens the communication of international cooperation. It paid more attention to have parts supporting in foreign countries and build parts supporting factories in foreign market. The strategy drives Toyota to have a relatively strong globalisation strategy. it focuses on the market of North America. North America plays a significant part in Toyota’s globalization strategy. The Toyota success of North America market is the foundation stone of other countries’. The North America market is the biggest motor market in the world with around 32% market shares. Before 1980s, Toyota mainly adopted the strategy of increasing exporting to have a competitive market share in North America. However, with the stronger trade conflicts between Japan and America, Toyota’ exporting quantity was limited. Therefore, Toyota had to change the strategy (Witcher, 2010). Toyota started to create auto mobile factories in Canada and America. Under the situation, Toyota’ auto mobile which sells to America is produced by local branches. It largest decreases the cost of production and increases the export rate.
Thirdly, Toyota focuses on localization in the third state of globalization. Localization means to follow the local characters to have the best advantages and resources allocation. In order to keep constant market share, Toyota pays more attention to local market requirement. It sets the complete system including research and development, plan, produces, sells and afar-sells. And the key to realize the localization is to realize the localization of human resources. The local talented people could help international companies to save the cost and capital. The local talented people get a deep knowledge of local culture and local market, therefore, they could more easily to set up the market strategy and bring the maximum benefits. Now more and more international companies of Toyota would like to hire foreign local talented people in a management to realize the human resource localization. Besides, Toyota respects the social culture and social value to its international branches. It not only hires local talented people to avoid culture conflicts, but also pay more attention to local culture.
Fourthly, Toyota focus on social responsibility when expand its globalization. Toyota pays attention to legality issues of products--safety, quality, pollution. For example, Toyota’s recalling of products put a negative influence on its sales performance. Besides, Toyota emphasizes the Eco friendly concepts--Hybrid drive, electro cars, and alternative engines.
Conclusion:
In conclusion, under the external environment and internal environment, the core competence of Toyota Motor Corporation is achieved by a blend of three core competencies: technology based core-competence, alliance based core competence, and knowledge based core competence. The global strategy for global development of Toyota is to think local and act global. It has the systematically tapping tacit local knowledge about local needs whilst globally coordinating for operational excellence. Besides, it sets serials of regional strategy. The success story of Toyota has a close relationship with its globalization methods and strategies. Firstly, Toyota focused on market share in the first state of globalization. Secondly, Toyota focuses on resource allocation in the second state of globalization. Thirdly, Toyota focuses on localization in the third state of globalization. Fourthly, Toyota focus on social responsibility when expand its globalization.
In order to keep its competitive state, Toyota should keep hard working in the following aspects:
Firstly, Toyota should focus on technology development. Technology development plays a key part in motor production. The advanced technology could help the company develop more quickly than others.
Secondly, Toyota should keep attention to social responsibility. In modern society, a successful company not only includes the successful business performance, but also the outstanding social responsibility. It should develop technology to realize the energy saving.
Finally, Toyota should pay more attention to localization realize. Localization plays an important role to realize the globalization. The realizing of the localization requires Toyota to follow the social value and beliefs and make full use of social talented people。
The concept of "knowledge workers" is an American scholar Peter drucker first, specific refers to "those who master and use symbols and concepts, use knowledge or information to work."Generally has the following four characteristics: 1. The high personal quality and creative ability, a strong independent consciousness and independent consciousness: 2. A high degree of self value realization desire;3. The process is difficult to monitor, work hard to measure;4. Liquid flow probability is higher.
In the early stages of his career refers to a person from the school to organize and gradually "organized" within the organization, and is accepted by the organization's process.This one phase, generally between 20 to 30 years old, is a person from the school to the society, from students to workers, the process of change from single life to family life.In this phase the knowledge workers are the main tasks of the:
Has just entered the early career of knowledge-based employees must learn how to act in the organization.In the process of socialization, the knowledge staff due to its own characteristics, and many aspects will be more clearly feel great discrepancy with the original expectations.College students is the main source of knowledge workers, so can use Edgar SheYin puts forward a set of present college students when choosing a first job and organization between the different expectations, and show the real of socialization and authenticity.
In the process of socialization and play its value, individual and group will continue to get some specific feedback information, promote employees to continuous improvement, to learn how to work more efficiently in organizational constraints, and in a specific area (such as marketing, engineering, information systems, etc) on future career development formed the ability to work.
Many companies are now working to change become a learning organization.The learning organization refers to its employees to constantly try to learn something new and used in practice to improve the quality of products and services organization.(note 1) it is characterized by continuous learning and sharing learning outcomes and the employees as the foundation of the application and knowledge creation,Knowledge creation and sharing;Strict systematic thinking, encourage employees to think in new ways, find out the contact and feedback channel, and validate assumptions;Learning culture, the company management and company specific goals of learning reward, promote and support;Encourage flexibility and practicality;Value value, pay attention to the training and development for every employee and benefits.(2) in a learning organization, training was seen as the part of the intellectual capital to build system designed.Due to the development of social economy and technology, the company operating activities, the work of the staff transformation, require employees to learn new knowledge, new skills, set up new ideas, so for the employees retraining appear very important.As companies gradually in-depth understanding of the importance and value of training, training has not only confined to the new staff post education and basic business skills and training employees, but become a mobilization, motivate and inspire staff development and enterprise strategic goals consistent idea, attitude, behavior and skills important tool.Especially when business is determined to change, in order to maintain its competitive advantage under the changing environment, training is becoming old set new incubator.
Reference:
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7. Maire, S. and Collerette, P., (2010), International post-merger integration: lessons from an integration project in the private banking sector, International Journal of Project Management [article in press].
8.Hill, C. W. L., (2009). Global Business Today, 6th edition, McGraw-Hill. Chapter 12.
9.Witcher, B., & Chau, V. S. (2010). Strategic management: principles and practice. Andover, Cengage
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