Case #2 Prius: Leading a Wave of Hybrids 1. What micro environmental factors affected both the first generation and second generation models of the Toyota Prius? How well has Toyota dealt with these factors? The micro environmental factors that affected the first and second generation of the Toyota Prius included the customers, competitors and the vendors of the vehicle. Customers were a primary factor in the success in the Toyota Prius.
They took bold moves such as the 10-year, 100,000 mile warranty, quality improvements, product reconfiguration, and “Buy-in” from their dealer, which is a critical customer link (Hawkins, Mothersbaugh, Best, 2010). Hyundai became the first auto manufacturer to offer a 10-year, 100,000 mile warranty. By offering one of the first 100,000 mile warranties, Hyundai was able to differentiate their brand from its competitors (Gunelius, 2011). Many of those competitors attempted to copy Hyundai warranty, but most couldn’t part with their lucrative extended warranty products. It was the perfect way for the company to prove it means what it says (Gunelius, 2011).
Given the high cost and limited range, sales were disappointing. In 1997 GM develops its own fuel-cell stack technology including first fuel cell car prototype HydroGen1. The first mover strategy gave the company the capability to use patents and intellectual property difficult to copy from competitors. By 2000, the US market has matured and foreign competition has eroded the market share of the three domestic players to less than 60%. In 2000, GM started potential working on the interface between design and technology considering three important aspects for the new car: safety, environment and performance.
Team Assignment (W10TA): Planning Production for Toyota North America Lexus RX 350, Successor in 2007 to the RX 330 Photo courtesy of Toyota Motor Company Assignment Taskings Address the following four exercises: Exercise 1: Making a Critical Assessment of the Toyota Production System (TPS) Today a. Demonstrate your team's basic understanding of the TPS by 1)defining in your team's own words any eight of the terms found athttp://www.toyotageorgetown.com/terms.asp, and 2) applying them to one or more of your team's own companies or other organizations. For example, Pokayoke can be defined as an approach to create mistake proofing through use of devices that detect or prevent production errors. At a software development firm, pokayoke might be applied through use of a modular development process that includes extensive software module testing before proceeding to module integration and total system testing. b.
Rutter mentions that the technology is one of the skills to attract more the customers and need to be investing more. - International retailers are more flexible within the prices issues then optimize sales and profits. - Joe Bons said that create unique and more interesting product is useful for convenience store if the future, which is think big and try big. - The regulation will be come for the people who are ready anytime. - In London, the convenience store tried to replicate the open air market because of the sources provided to customer is very important and customer more concern about the resources of product.
“Besides cutting costs, GM needs to change its culture. For decades the company focused on selling as many cars as possible, and propping up its U.S. market share, sometimes at the expense of the bottom line.” (4) GM used the planning/controlling cycle. GM formulated a plan when they stated “[GM]... has set its sights on a once-unthinkable goal: making more than $10 billion a year”. To attain a goal, a plan must be formulated to achieve that goal. The second step in the cycle, which is to execute the plan, is stated as such: “Behind the gain... are growth in China and strong profits in North America,
The principles of monozukuri along with kaizen, meaning a change for the better, have driven Toyota to become one of the leading automobile manufacturers in the industry. Toyota uses these philosophies to operate in its home country of Japan as well as North America, Europe, Asia, Latin America, Oceania, and Africa. Toyota has globalized intensely over the years and continues to create a global business opportunity which means that their corporate responsibility programs must keep up with and exceed the spread of business across the globe. In a recent address the company CEO, Akio Toyoda, made the assertion that he believed that Toyota “should be a company people choose” and that people should be happy to have chosen. Toyota’s global vision is “Rewarded with a smile by exceeding your expectations”.
Business-Level and Corporate-Level Strategies 1. Analyze the business-level strategies for the corporation you chose to determine the business-level strategy you think is most important to the long-term success of the firm and whether or not you judge this to be a good choice. Justify your opinion. General Motors (GM) is a public company based in the United States that is headquartered in Detroit, Michigan. In 2011, they gained the title of the world's largest automaker by trading the highest number of units in vehicles (General Motors, 2012).
Ford Pinto Case Study MGT/216 March 9, 2011 Pinto In May of 1968, Ford Motor Company decided to introduce a subcompact car based upon a recommendation by vice-president Lee Iacocca. The decision to produce a subcompact car called the Pinto was an effort for Ford to battle foreign competition in the small car market. To accomplish their goal and have the new automobile in showrooms by the 1971 model introductions, the Pinto was designed and developed on an accelerated schedule (Legett, 1999). During the first few years sales of the Pinto were excellent, what ensues over the next decade will prove catastrophic for the auto giant. Decisions Made Fundamentally, the issues surrounding the Ford Pinto case were that various workers advanced through the company’s management very quickly because they shared similar views with top-level decision makers of the time.
Economics, Case No. 8 THE PRODUCTION FUNCTION AT TOYOTA Throughout most of the 20th century, business in the United States, especially in manufacturing, was dominated by the paradigms of mass production and scientific management. The focus was primarily on finding ways to produce at lower unit costs without much overt concern about quality and consumer satisfaction. Now, a new view of the productive enterprise has emerged. The new view focuses more on quality and customer satisfaction as the driving forces to long term business success.