管理学英文案例讲解（课堂PPT）

,LetsgetclosetoToyotaManagement,Group12,1,2020/5/19,Background,Mainindustries&Generalenvironment,Visionandmission,SWOTAnalysis,FiveForcesmodel,Strategies,Catalogue,2,2020/5/19,Background,Briefintroductionofthecompany,3,2020/5/19,Background,Toyotasbasicideas,4,2020/5/19,Background,5,2020/5/19,MainIndustry,Steel,6,2020/5/19,GeneralEnvironment,Theeconomicenvironment,Theeconomicenvironment,Thepoliticalenvironment,Economicenvironment,Politicalenvironment,Socialenvironment,Skillenvironmental,7,2020/5/19,lowfuelconsumption,8,2020/5/19,Toyotawillleadthewaytothefutureofmobility，enrichinglivesaroundtheworldwiththesafestandmostresponsiblewaysofmovingpeople.Throughourcommitmenttoquality，constantinnovationandrespectfortheplanet，weaimtoexceedexpectationsandberewardedwithasmile.Wewillmeetchallenginggoalsbyengagingthetalentandpassionofpeople，whobelievethereisalwaysabetterway.,Customers,Markets,Majorproducts,Belief,Concernforemployees,Textinhere,vision,mission,9,2020/5/19,SWOTAnalysisStrength,OutstandingCulture-TheToyotaWayGlobalproductionfacilitiesStrongbrandimageWorldslargestvehicleproducerLowercostinproductionStrongR&DcapabilitiesOneofthebest-sellingbrandsinU.S.marketFocusontheEnvironmentalprotection,10,2020/5/19,SWOTAnalysisStrength,11,2020/5/19,SharesoftheU.S.marketgoesdownCriticizedasaforeignimporterProfitlossLarge-scalerecallandqualityissues,SWOTAnalysisWeakness,12,2020/5/19,SWOTAnalysisWeakness,13,2020/5/19,SWOTAnalysisOpportunity,AdoptingHigh-TechnologyinProductionIncreasingEnvironmentAwarenessIncreasingDemandofFuelEfficientCarsIntegratedMarket(NAFTA),14,2020/5/19,SWOTAnalysisOpportunity,15,2020/5/19,IntenseCompetitioninU.S.MarketRisingOilPriceEconomicDownturnMarketSaturationNaturalDisaster,SWOTAnalysisThreats,16,2020/5/19,SWOTAnalysisThreats,17,2020/5/19,Strategicfitandselection,18,2020/5/19,“OS”Strategies,UsethestrongbrandimageandtheglobalproductionfacilitiestowinthechanceinintegratedUsetheirstrongbrandimagetoopenthemarketquickly.UsethestrongR&Dcapabilitiesandtheideasinenvironmentalprotectiontomaketheeco-friendlycarsorautopart,19,2020/5/19,“OW”Strategies,CatchthechanceoftheintegratedmarkettoreducetheprofitlossCatchthechanceofincreasingenvironmentawarenessandfuelefficientcarstogrowthupthesharesoftheU.S.marketCatchthechanceofadoptinghigh-technologyinproductiontoreducetheimpactoncriticizedasaforeignimporter,20,2020/5/19,FiveForcesModel,21,2020/5/19,Threatofnewentrants,Enteringacarmanufacturingmarketisverycostlyandrisky.Theinitialcapitalinvestmentisextremelyhigh,whilethecompetitionbetweenthecompaniesisveryintenseanddominatedbythewellestablishedcompanies.,Thewell-knownbrand,unshakablemarketpresenceinvarioussegments,andlargesizegivesToyotaacompetitiveadvantageovernewentrantsintheautomanufacturingindustry.,Back,22,2020/5/19,Threatofsubstitutes,Astheindustrytrendsindicate,thecustomersstillhaveasolidrelianceontheusedcarmarket.Consideringthefactthateconomyhasnotfullyrecovered,asignificantpartofthecardemandistakenbytheusedcarindustry.,Withtheabilitytocutcostsmoreefficientlythanitscompetitors,Toyotahasnarrowedthepricegapbetweentheusedcarsanditsownautomobiles.Therefore,comparedtoitspeers,thesubstitutionwiththeusedcarsislessofadangerforToyota.,Back,23,2020/5/19,Bargainingpowerofbuyers,Therecenttrendsindicatethattheconsumersarepronetoseekoutmorefuel-efficientcarsduetotherisingoilprices.Thisalsoresultsintheincreasingdemandforthehybridcarsthatoffercheaperalternativesforoperatingthevehiclecoupledwithhigherexpectationsofproductquality.Moreover,sincethechoicesinthecarmarketareabundant,thebuyerhasaquitestrongbargainingpowerandlowswitchingcosts.,ThecostcuttingpracticesthatToyotaimplementsinitsoperationslowersthebuyerpowerandputsitscarsintoamoreadvantageouspositioncomparedtoitscompetitors.,Back,24,2020/5/19,Currentrivarly,Consideringthattheautomotiveindustryrepresentsanoligopoly(especiallyinUnitedStates)theconstantcompetitionforthemarketshareandindustrydominanceisprevalent.Continuouslyincreasingcompetitionisfueledbythehigherconsumerexpectationsandanticipationforthelowerprices.,AlthoughToyotahasratherstrongcostcuttingstrategy,therecentnaturaldisasterhasputanadditionalpressureonToyotascosts.Recently,theDetroitThreehavebeenofferinghighersalesdiscountstocounterpricecompetition,whichputsToyotaunderaheavierburdenofefficientproductionandcostcuttingstrategies.Yet,Toyotaremainsaleaderinthelowcostmanufacturing,whileitsproductionsystemcausedothercar-manufacturerstochangethewaytheyoperate.,Back,25,2020/5/19,Bargainingpowerofsuppliers,Bargainingpoweristheabilitytoinfluencethesettingofprices.Themoreconcentratedandcontrolledthesupply,themorepowerwieldsagainstthemarket.Thesuppliersbargainingpowerwilldecreaseafirmsprofitbutitcanmakesuppliergetmoreprofit.Sothisisjustanadvantagetoone.Butthisisaessentialforcetoindustry.,Back,26,2020/5/19,Strategies,27,2020/5/19,CorporateStrategy,HowmuchdopeopleknowaboutToyota?ManypeopleknowToyotacars,buthowmanypeopleknowthatToyotaisnowsellingsweetpotatoes,afforestation?,DiversificationStrategy,CorporateStrategy,Diversificationprocess,19241924SakichiToyotainventednon-stopshuttleWrapToyotaAutomaticLoom(G-type)“-NowToyotaisaconsortiumfoundedbySakichiToyotaAutomaticLoomToyotaforthemotherdevelopedalargeenterprisegroup,CorporateStrategy,1990In1990,Toyotachangedthecompanysarticlesofassociationandbegantofullyenternewareasofships,aircraft,spacecraft,informationandcommunication.ThroughtheamendmentstotheArticles,Toyotaclearlyshowingtheworldforthe21stcenturywilldevelopacomprehensivenewcareerchallengetoallpossibilitiesgesture.Toyotahasalsobeentothefieldbeforeresidentialconstruction,industrialvehicles,industrialautomationsystemsandrelatedequipment,CorporateStrategy,1992In1992,company-wideinordertofurtherpromotethecauseofenvironmentalprotection,andsetupaToyotaEnvironmentCommittee.ProposedamanufacturingclosetohumanbeingsandtheEarthscar,“thecompanyaimstobemoreactivelyengagedinthecauseofprotectingtheglobalenvironment.Fromthefrontofthesweetpotatoandafforestationexample,wecanseethat10yearsearlier,thefirst20yearsoftheinvestmentwasToyotastradition,knownasmoneybegetsmoneyinvestment.,CorporateStrategy,InternationalStrategy,ExportstageFirst,provideagoodsalesandafter-salesservice,toestablishabroadservicenetworkinpowerbeforelaunchingthesalespotentialofeachtoprovideadequatesparepartsforsalessuccessandbuildastrongsupport.Next,choosekeysalesmarkets,concentrateallforcestoattackthetargetmarket,afterthepenetrationofkeymarketfundamentals,thenattackthenexttargetmarket.,33,2020/5/19,InternationalStrategy,.Inthefiercecompetition,TOYOTAtakethequalityofawinningstrategy,emphasizingitsdurabilityandreliabilityofthestrongcampaignattractedworldwideattention,givingconsumersanimpression:theabilitytomakelong-term,tomeettheneedsofcustomers,onlyTOYOTAonlythisone.,Foreigninvestmentstage,34,2020/5/19,InternationalStrategy,Since1990,TOYOTAoverseasproductionandoverseassalesclockedintoaperiodofrapidgrowth.Inpartsofthesupplyside,fromthelate1990