TOYOTA VS. NISSAN – A CONTRAST IN CULTURE‚ CORPORATE GOVERNANCE‚ OPERATIONAL STRATEGY‚ AND FINANCIAL PERFORMANCE Mohamad R. Nayebpour Graduate Faculty of Business Administration Keller Graduate School of Management DeVry University 2000 West Loop South Houston‚ Texas 77027 (713) 212-3610 mnayebpour@keller.edu H H Akira Saito Visiting Research Fellow The Institute of Economic Research Chuo University Japan fujisan@tamajs.chuo-u.ac.jp H H ABSTRACT Toyota Motor Corporation and Nissan Motor Corporation
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TOYOTA Brief Company Overview Toyota Motor Corporation is a Japanese multinational corporation‚ and is considered the world’s largest automaker of automobiles‚ trucks‚ buses‚ robots‚ and providing financial services. The company adopts a philosophy in terms of its production system‚ which is named The Toyota Way. Its philosophy in production involves a list of fourteen principles that are implemented in the company‚ and serve as guides to the operation of the company Resources Tangible resources
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Strategic Management Definition 1. “Strategic management can be defined as the art and science of formulating‚ implementing and evaluating cross-functional decisions that enable an organization to achieve its objectives.” David‚ F.R. (2009). 2. “An integrative management field that combines analysis‚ formulation‚ and implementation in the quest for competitive advantage.” Rothaermel‚ F. T. (2012) 3. “Strategic management includes understanding the strategic position of an organisation‚ making
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potential. The Toyota Production System (TPS) is one of the most effective processes in the world but it was not fully integrated into foreign market plants. Following is a refined problem statement elaborating on the prior one: The TPS process is not fully in place in all plants across all markets. A fishbone diagram and a flowchart have been provided in order to get to the root of the problem and develop a process improvement plan as well as a complimenting scope. In order for Toyota to remain successful
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Toyota – Company Profile • Automo3ve manufacturer from Japan • Total revenue: 226‚106 billion USD • Employees: 333‚498 (2013) • Sales of 8‚871‚000 automobiles (2013) Theory – Growth Strategies Joint Venture An associa3on of two or more individuals or companies engaged in a solitary business
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Segment Market Overview Trend Analysis Drivers and Inhibitors Key Players and BCG matrix Unmet Needs The Ultimate Product The Best Price The Right Place The Awesome Promotion Strategy! 1.2 Overview of the haircare segment •Value of shampoo segment - Rs 4‚000 Crore • Growth rate -18 per cent annually. Estimate for 20134700 crores • Market penetration – 85% 0.4 12.8 Shampoo 38.7 46.9 •Categorized into 3 segments – Economy‚ Popular & Premium
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RBV vs. Positioning School * RBV may be seen as a response to the positioning school approach Similarities * Both see super normal returns as objective * Both seek sources of competitive advantage * Managers are rational * Both models are prescriptive in nature * There we recognize that much of the underlying concepts have great resemblance. For instance‚ non-substitutability of a resource in RBV is similar to the threat of substitution in five forces and inimitability
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corporate governance standards. Toyota is permitted to follow certain corporate governance practices complying with Japanese laws and regulations‚ the NYSE has ruled that Toyota is exempt from certain NYSE corporate governance requirements. A significant difference in Toyota’s corporate governance structure is that the company currently does not have any directors that can be deemed as independent directors. Another major difference is that unlike domestic US companies Toyota is not required to have shareholder
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Toyota Production System The Toyota Production System (TPS) is an integrated socio-technical system‚ developed by Toyota‚ that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer‚ including interaction with suppliers and customers. The system is a major precursor of the more generic "Lean manufacturing." Taiichi Ohno‚ Shigeo Shingo and Eiji Toyoda developed the system between 1948 and 1975. Originally called "Just In Time
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Operations Management 3.0 Toyota Production System (TPS c ) 4.0 Just in Time Inventory Management 5.0 Lean Manufacturing 6.0 Supply Chain Management 7.0 Conclusion References 1.0 Introduction The success of Toyota Motor Company is due to the unique reduction systems that focus on continuous improvement and just in time management. Toyota has created a decentralised structure
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