Toyota Essay

1735 Words7 Pages
Case Management Control – Toyota Motor Sales, U.S.A., Inc. – case questions Toyota Motor Sales (TMS) is the marketing and sales department of the USA Toyota Motor Corporation, the third largest automobile manufacturer of the world. The top-level managers were discussing the merits of a significant organizational change that would increase the authority and responsibility given to TMS’s regional managers. In this paper we will defend our opinion that they should implement the proposal, but not yet, because there are a lot of changes necessary before TMS can implement this new idea. 1. Evaluation of TMS’s system of measuring, evaluating, and rewarding the performances of the regional managers How is TMS’s system now measuring, evaluating and rewarding the performances of the regional managers and what can be improved? This will be discussed in this case question. The regional managers had primary responsibilities like dealer-related activities, which included retail vehicle sales, parts sales, and service. They were responsible for supervising, training and evaluating their employees. Also they were responsible for achieving sales penetration, customer satisfaction, and operating budget objectives. Expense control was also part of their responsibility. Measuring the performances: The regional managers allocated their time in different ways and some of them even spend most time on dealer-related activities, so the other responsibilities got less attention. Managers should motivate and inspire their dealers and in bad times they should attack problems and take care of the dealer cash flow. The only thing is that managers will not be rewarded for this but only for the sales and profit of their regions. The market measures are not feasible for wholly-owned subsidiaries. As we also see in this case the measures of performance, targets and sales, are
Open Document