Production and technical experts are convinced that the Company’s production system is not at fault and the defects are those that may be reasonably expected in the case of the mass production of technical equipment in the scale Toyota does…
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on 26 2.6 Integrated marketing corporation 27 2.7 Brand restructuring 29 2.8 Brand communication 30 2.9 Brand recall strategy 30 2.10 The Toyota brand strategy 31 2.11 Conceptual framework 32 Chapter 3: Research Methodology 35 3.1 Overview 35 3.2 Research approach 35 3.3 Research strategy 36 3.4 Data gathering instrument 36 3.5 Description of data 37 3.5.1 Primary data 37 3.5.2 Secondary data 38 3.6 Validity and reliability 39 3.7 Sampling theory 40 3.8 Conduct of personal interviews 41 3.9 Ethical consideration 42 3.10 Limitations of the study 43 Chapter 4: Data Analysis, Discussion and Findings 44 4.1 Overview 4.2 Results of the survey and interviews 44 4.2.1 Survey questionnaire results 44 4.2.2 Interview results 52 4.3 Results of document search 55 4.3.1 Data from Toyota’s audited annual reports 55 4.3.2 Data from market studies – comparison with competitors 59 4.4 Chapter summary 63 Chapter 5: Conclusion and Recommendation 64 5.1 Conclusion 64 5.1.1 How branding enables a firm to recover from the negative effects of a product recall 64 5.1.2 How Toyota’s US product recall impacted on its brand image 65 5.1.3 Measures taken by Toyota to address adverse impacts of the recall 66 5.1.4 Brand strategies Toyota should adopt to regain its former position 67 5.2 Overall recommendations for Toyota’s brand strategy 73 5.3 Recommendations for future research 75 Bibliography 77 Appendices 86 List of Tables Table 1: Consolidated vehicle production 15 Table 2: Consolidated performance 15 Table 3: Survey sample questionnaire 37 Table 4: Mean scores and interpretation of survey results 45 Table 5: Results of the regression study 49 Table 6: Model summary 49 Table 7: Comparative income statement of Toyota Motor Corporation 56 Table 8: Balance sheet of Toyota Motor...
This study examined the effect on the public’s perception of the Toyota brand, and the appropriate brand strategies that the firm may adopt in order to establish once more Toyota’s brand position in the public mind for quality and reliability. It concludes that despite the negative publicity and adverse consequence of the Company’s recalls, the chances Toyota may redeem itself and assume market leadership once more are high with the help of strategic brand management particular to addressing a product recall event.
The modern age of business can be defined as an age of competition. The competition within an industry is gradually increasing with the expansion of business as many new players are entering into the market. There are several reasons behind this intensifying competition. Firstly, globalisation is one of the primary reasons for expansion of trade and business that lead to increased competition. Many business organisations have found greater opportunities in overseas market, and free trade policies and agreements between multiple countries facilitated their market expansion programs (Hitt et al 2009).
The domestic markets have turned into global markets that heightened competition rivalry among existing domestic and new multinational enterprises. Since last two decades, the society has been experiencing a rapid technological improvement. The technological advancements have led to change the structure of entire trade and business. The management tasks and operational process are now backed with technology like e-commerce and e-business.
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This paper presents brief report on the management strategy of Toyota Motor Corporation and gives detailed analysis of both the internal as well as external environments. In order to analyze the business environments, various business analysis tools such as SWOT and PESTEL analysis will be included in the paper.
The exploration done in the case allows the reader to derive several important lessons pertaining to leadership and management, crisis management and public relations for large corporations. It is noteworthy that the crisis the company went through did not do damage which the company was not able to recover from eventually.
Nadler and Tushman (1980) present the concept stating that one way of viewing an organisation is to consider that organisations are made of structures and other hard elements referred to as “hard systems” (Senior and Fleming, 2006, Schein, 2004) however, Nadler and Tushman in their article present the open systems model of an organisation as one in which the emphasis is placed upon the way in which an organisation interacts with the relevant factors within the external environment, as well as considering the traditional internal interactions within an organisation.
The report will consider a number of options open to Toyota in the future in order to maintain and develop a competitive advantage. Alternative energy news gives a range of definitions of energy saving vehicles indicating that an energy saving vehicle has one of more of the following qualities. There are cars which run entirely from an electrical source.
SWOT Analysis Ford Motor Company Strengths One of the major strengths of Ford is its major contribution towards innovative technologies. In this regard, Ford has been noticed to be quite committed towards bringing up advanced innovations in its product lines Ford has been globally recognized to possess a work force which consists of a number of skilled as well as motivated workers which has been facilitating the company to grow as one of the leading automobile companies in the international market In relation to its production management strategies, Ford has been concentrating on significant initiatives towards producing eco-friendly products which apparently demonstrates its commitment towa
In the past decade and especially in 2009-2010, the company had faced serious crisis situation with its quality problems regarding sticking gas pedal and uncontrollable acceleration that had led to human casualties and severe dent to its market reputation.
The flow of communication in all directions establishes harmony in operations besides keeping the stakeholders and other related resources up to date, to achieve the organizational objectives, which reflects Toyota’s global image, brand recognition and reputation.
However, if notice was given but the meeting was called for a date before the 2 mos expires, the resolution can be dealt with (s 203D(2) and s 329(1A)). This decision of such issue requires the shareholders meetin approval. There are two types of resolutions.3
While others improve their operations by reducing the cost to offer more competitive prices. Meanwhile, other players concentrate on improving their product lines and differentiating their offerings. However, it is notable that these changes in strategies are mainly mechanisms to cope with the fast-paced environment of the industry players.
The monolithic approach is characterized by many sub-brands all being linked to one single corporate brand. The firm has other major brands, which are principally Lexus, Prius and Scion. While these lesser brands themselves
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