丰田公司SWOT和PEST分析

OURGROUP—REDZHANGZUOANLIFANGWANGXUEMUGEZHUJUNHUABACKGROUND:Primarily,Toyodacompanyconcentratedoncottonocracy.Intheearly1990sKiichiroToyodaawokebeforehevisitedachievementsofindustryrevolution,thenhechangedcompany’snamecalledToyota.Hedecidedtodevelopanewfield——manufacturecars.SWOTANALYSISECONOMICFACTORS•Theabundantcapital.(thefactoryownscapital12millionyen,equipment,employees33005000people)•1940sbecauseofthesecondworldwar,Japaneselong-termdidbattlesothatledtoslowdevelopmentofdomesticeconomy.Before1940sdomesticeconomicrecoveried.•In1948,theJpanesebeguntocarryoutdeflationpolicyresultinseriouseconomicrecession.•Whenthecompanyontheedgeofbankruptcy.thankstothebankofJapaninprovided2billionyeninfinancingandthetoyotaavoidedthecollapseoffortune.•1950sbreakingoutKoreanwar,Americaneedalotoftrucks,Toyotaobtainedfromthisone.•InthesameyearCOROLLAwascraeted,itwaspopularinthemarketofdomesticEuropeandAmercia,inordertomeettheneedofthemarket,Toyotadecidedtobuiltnewfactoriesinotherplaces,impovingprofitsdramaticly.•1970sto1980sGDPgrew3.4%,percapitaincomeincreased3.6times•After1990sToyotaestabulishedfactoryinAsia,especiallyinChina,itmadethemhadahugemarket,rapidincreaseinprofits.•In1993,thetotalsaleswas852.83billion,rankingfifthworldindustrycompany.Annualproductionofautomobile445millionvehiclesintheworld,tookofthecarmarket9.4%.In2006,Toyotasalesfor880.8millionvehicles.•Now,Toyotahavebeenbecometheworld'sthird-largestcarmanufacturingcompany.THREATS•1940s,AmericaandEuropeanautomobilemanufacturingfactoriesproductedbigemissionscarswhichwerebrooming.Japanesehadtoproductedsmallemissionscars.(But,aftertheOilwaritbecametheadvantagetoToyota)•Japaneseindustrylaborproductivityonlytookone-ninthtoone-eighthofAmericanindustriallaborproductivity.Thiswasjusttheaverageproductivityofindustrialsectors,JapaneseautomanufacturinglaborproductivitywasfurtherfromAmerica.•Thegovernmentorderedstopproducingcars.•ExhaustemissionfromJapanese•1948,toyotaSAtypeofcar，buttheydidn’tconsiderthecostsofthistapes,sothecompanyontheedgeofbankruptcy.TheyhadtostopproducingSAtypeofcar.Socialfactors：1.Reputationbecauseofnation2.Nationcharacter3.Demandofcarsinthatdecade4.SupplyfromgovernmentOpportunities:1.Hightechnology2.Worldwidemarket3.Longhistory4.Lotofexperiences5.Gotmanyacademicworkers6.Authorityinthemarket7.Brandeffect8.Highquality9.Stablefund10.Confidence11.NottooexpensiveTheopportunitiesfortheToyotaMotorCompanyseemtobeendless.Today,ToyotahaspassedtheFordMotorCompanytobecometheworld'ssecondlargestautomakerintheworldtrailingonlyGM(Forbes).Toyotahasalsoroundedoutit'sproductlinetosuittheUSmarketwiththeredesignedpassengertrucksandSUV,buttheyhavealsohitthemarkethardwitheco-crazedsocietywiththeintroductionofthesecondgenerationhybridcar,thePrius(Businessweek).ThecompanyisalsobeingpushedintherightdirectionforopportunitywiththestrengtheningoftheJapaneseYen(Bloomberg).Withtheyengainingstrengthandshiftsinotherworldcurrency,theoperatingprofitsdroppedduringtheApril-Junequarterbyfifteenpercentorseventybillionyen(Bloomberg).Becauseofthesavingthecompanyacquiredincurrencyshifts,ToyotahasextramoneyonhandtousepossiblyinR&Dtoimproveontheirvehiclesorinseveralotherareascausinggreatopportunitiesforthecompany.Strength•TheToyotaMotorCorporationwasincorporatedin1937andhasmanystrengthsbeingoneoftheindustryleadersintheautomotiveindustry.•Toyotahasthreemajorbrandsunderneaththecompanyumbrella:Toyota,Lexus,andScion.•Byhavingthesethreedistinctbrands,itletsthecompanyreachmanysectorsoftheglobeinachoiceofvehicleforcustomers.•Theyproducetheirvehiclesandtargetspecificglobalregions,suchastheCarinaEfortheEuropeansegment(Amherst).•TheadvantagethatToyotawouldhavebybeingtheleaderinthehybridcarsectorisunknownrightnow.Nobodyknowsforacertainfactifthegreentrendwillbealargefactorinthefuture.IntheUSmarket,itappearsthathavingamarketablehybridcarintheirlineupofautomobileswillbeagoodplanforToyotainthefuture.Theadvantageofproducingautomobilescustomizedtoacertainmarketisagoodplantokeepacompetitiveadvantageoverthecompetitorsinthesamegeographicregion.TraditionallyToyotahasalsobeentheleaderinTotalQualityManagementorTQM.Political•NorthdivisionisaresultsofinvestmentactivitiesafterToyotacompanyentersintoChinesemarket.Alsoit’sanuniquephenomenonthatcan’tbeseeninotheroverseasdirectinvestments.•ThisphenomenonisderivedbytheChina'seconomicsystemwhichturnstomarketeconomy.•ThecompetitionbetweenlocalgovernmentsinChinahasmadeToyotatohavetomaketheefficiencyofchoice.•Tooursurprise,thelossofefficiencycanbeoffsetfromaseriesofpreferentialpolicieswhichadoptbylocalgovernmentsforforeigninvesting.TheweaknessofToyotaCorporationToyotahavesomecompaniesthatareportrayedasaweaknessintheindustry.ThebrandToyotaisnotperceivedasmanytobeprestigious.Anotherperceivedweaknessisthatitisinthetopfiveofsalesbutnotinthetopfiveindividedpayoutsorstockperformance.ThismayputuparedflagtoinvestorsaroundtheglobethatToyotaisnotpayingdividedasfrequentorasefficientlyastheyshouldtotheirshareholderofthecompany.Toyotawillnotmakesensebecausetheacceleratorpedalreleaseofpotentialp