Q5: How Well Are Toyota’s Management, Employees, and External Stakeholders to Support Their Corporate Brand?

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The evidence of the management and the employees supporting the corporate brand are that they implemented and execute the “The Toyota Way” into the company culture. In section three of the “Toyota Way” - Value to the Organization by Developing Your People explains why Toyota succeeds in managing their people to improve their corporate brand. Toyota believes in nurturing their own leaders from inside company walls so they know what goes on in the business routinely and at the same time advocate the company’s ideologies. By using the resource-based view, these teachings are what define the distinctive capabilities by using its resources (people) to refine their competitive advantage (corporate brand). (Penrose, 1959) As we move down to the employees, Toyota’s plan was to utilize groups, cultivate with company’s principle, and encourage teamwork with a stable culture to maximize output and value of work. According to Porter’s Value Chain, it is the idea of a manufacturing or service company with many processes of different purpose to be involved in obtaining and using of resources. (Porter, 1985) Hence, advocating Toyota’s plan is greatly relevant into making smooth, quick, and exceptional outputs (services) – which will support its customer service favouring its corporate brand. In the stakeholder theory by R. Edward Freeman, it acknowledges the interests of the stakeholder and develops value for the stakeholder and for the focal firm. (R, Edward Freeman, 1984) This relates to Toyota’s philosophies as it aims to engage their partners and suppliers by supplying target goals and assistance (if needed) to help them prosper further. In succeeding, this causes support from its stakeholders for Toyota’s corporate brand. Due to the success of Toyota and the “Toyota Way”, the brand recognition of Toyota has undeniably increased as its teachings are followed by many business

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