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Case study: How Toyota achieved success in Europe

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  1. Introduction
  2. The strategy adopted by the Japanese car manufacturers
  3. Toyota's success in Europe
  4. Toyota's success strategy
    1. Development of new technologies
    2. Promoting globalization
    3. Enhancing cost competitiveness
    4. Expanding Toyota's value chain
  5. Toyota and the Japanese business style
  6. The five forces model
  7. Conclusion
  8. SWOT analysis of Toyota
  9. PESTEL analysis of Toyota
  10. Porter's competitive forces for Toyota
  11. References

At the end of World War II, the Japanese government asked the European Automakers to curtail exports to Japan in order to help Japan rebuild its industry. The Europeans reciprocated by limiting their market to Japanese cars (C_p.267). As a result of which the quotas were very limited (e.g. Italy, 3,000 cars per year, France, Britain, Spain and Portugal approximately three percent share of their market). These quotas protected the domestic market and allowed European car makers to become more competitive before the European Community made a transition to the common market. As the economy grew, Japan wanted to access the European market. The desire of Japanese car manufacturers for expansion related to several reasons.

Tags: Toyota Europe expansion strategy, Case study: Toyota Europe, Toyota's Europe Case, Toyota Success in Europe, Toyota global expansion

[...] Toyota improve their own inefficiencies and trains their suppliers in these systems as well. This strategy is entitled, together faster, simpler. A programme to improve the quality levels of service from the supplier. (Toyota website) Rivalry among The rivalry is very high. There is a variety of existing firms: brands in each different type of car to choose from. In most industries, corporations are mutually dependent. A competitive move by one firm can be expected to have a noticeable effect on its competitors and thus may cause relation or counter efforts. [...]

[...] Toyota Motor Europe (TME) was established in July 2002, to ensure better coordination between marketing, research and development, manufacturing, and external affairs activities in Europe (Marketline 2007). Analysis of Toyota's strategy (Toyota annual report 2001) at the time and the success with which they were implemented, show why their key objectives have served the market of European Union so well and has ensured Toyota's strong competitive position. Their first strategy was to focusing investment on the development of new technologies for the environment, safety and information and communications. [...]

[...] provide its customers right cars, for the right place, at the right Toyota is adopting various cost reduction strategies ingrained in the manufacturing process such as development, production, and purchasing' (Annual report 2007). Its notorious supply-chain concept means the right parts reach the assembly line at the right place, just as much as they are needed without any excess. By basing production on demand rather than simply on capacity, Toyota manages to keep inventories, both of parts and of finished goods, to a strict minimum' (Toyota site). [...]

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