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Toyota's strategies

i) What strategy (or combination of strategies) did Toyota use to turn it into a powerhouse?

ii) To what extent has Toyota's strategy (or combination of strategies) changed over the years, or been constant?

iii) How does Toyota's strategy (or combination of strategies) "fit" with the environment of the automobile industry?

iv) How does Toyota's strategy (or combination of strategies) "fit" with the internal resources and competencies of the firm?

v) Based on your analysis and findings, what would you recommend to the executives of Toyota corporation?

vi) What do you perceive you have learnt in Module 4 Case Assignment? Please provide your evaluation of the Module 4 Case Assignment in brief.

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i.)The strategy used by Toyota to turn it into a powerhouse was expansion on a global scale. It decentralized its operations. There were units opened worldwide and each unit had its revenue and profitability targets. There was autonomy granted to the units and unprecedented world-wide production and marketing of Toyota vehicles began and grew. Toyota's initial strategy of growth was high quality vehicles at relatively low prices. In terms of marketing strategies, this was a strategy of penetration. This worked very well in combination with the reputation and esteem for Toyota all over the world. The revenues and profits of Toyota all over the world increased. So, a combination of good quality, reputation, and penetrative pricing helped Toyota grow.

ii) To what extent has Toyota's strategy (or combination of strategies) changed over the years, or been constant?
Toyota's strategy changed over the years when the branch managers were bullied to show higher profits. They streamlined the production and cut corners in quality leading to the problem of sticky accelerator. The managers denied the problem because the units were focused on achieving profit targets. The problem was denied for several years. This led to loss of reputation of Toyota. When in 2010, 8.5 ...

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