TOYOTA(丰田公司的财务发展分析)

• 3.The development of Internationalization of
Toyota（1982－2001年） marketing strategy 全球布局、海外生产 organization strategy 产销合并、控股同行 product strategy 研制新品、高端突破
The Overall Review for fiscal 2012
• On a consolidated basis for the fiscal year ended March 31, 2012, year-on-year vehicle sales improved 44 thousand units to 7.352 million units. However, net revenues decreased 2.2% to 18,583.6 billion, operating income decreased112.6 billion to 355.6 billion, and net income decreased 124.6 billion to 283.5 billion.
Fra Baidu bibliotek
• Toyota spent a lot of time in the assessment of many potential suppliers to consider many other factors besides the price. After assessment, Toyota establish long-term supply agreement with key components suppliers. This does not mean that suppliers can sit back and relax. On the contrary, Toyota continue to evaluate each supplier's performance in many dimensions, including quality, reliability, creative proposal, collaboration with other suppliers, of course, but also costs.
• Toyota Motor Company (TMC) has been access to more than 180 different countries and regions in the world and it mainly pay attention on Europe, North America and Asia markets. The headquarters is located in Toyota city in Japan and has about 340 thousands employees in the world. In 2008, Toyota motor Company has became the world's top car-maker.
一、Background 二、Financial Analysis and Company Status 三、Toyota Production System
四、Business Strategy
Company History and Overview
• Look back at the history of Toyota Motor Company (TMC), it was set up in 1937 by Kiichiro which was as a sector from Toyota Industries. In 1936, the first product AA sedan is completed. After about two decades, the company launched their main product Crown and Crown Deluxe and first export to the United States in 1957. • In 1984, Toyota joint venture with General Motors and begin produce their cars in the USA.In 2009, it became the world’s largest car-maker , based on sales and number of automobiles produced, for the very first time.
the beginning of recalling
2007.1 2007.11 2007.12 47万 21.5万 15.6万 日本 日本 美国 脉冲与油管系统存有缺陷 燃油管泄露隐患 后驱动轴的接头不当热处理
2008.4
2008.5 2008.9 2008.9 2008.12 2009.4
54万
• 4.Toyota's global operations （2002－现在） Toyota "mend" strategy in China 中国设厂、本地生产 global R&D, production and sales 全球研发、生产和销售 environmental and security 环保与安全
• 1.the start of internationalization of Toyota （1933－1956年） learn, imitate and create 学习模仿、自主创新 adjust measures to local conditions 因地制宜、因时而动 separation of production and sales 产销分离、全新经营
• 2.the second step of internationalization of Toyota（1956－1981年） marketing and advertising 市场重拓、广告营销 Toyota's global distribution network 海外布局、经销网络 Toyota crown retreat, corolla attack 皇冠退守、花冠进攻 R&D and quality management 研发创新、质量管理
The Overall Review(contin)
• Factors to decrease in operating income: exchange rate fluctuations expenses increasing other factors • Factors to increase in operating income: marketing efforts continuous cost-reduction efforts
• Firstly,increase forecasters’ efficiency. 高预报的效率 • Secondly,improve communication among supply chain divisions. 提高供应链部门之间的沟通 • Thirdly,reduce inventory shortages and overages. 减少库存短缺和过剩
9万 47万 8万 12.2万 26
美国
美国 日本 中国 一汽丰田 广汽丰田
电动车窗螺丝可能松动
安全带问题 燃油系统和转向系统存在问题 手动变速器存在问题 电动转向机处理不当 刹车缺陷
The reason of recalling
• Since 1995,the new president put foeaward the target that to occupy 10% of the global auto market, and by 2010,to got 15% market share,the same as General motors co.. • To achieve this incredible target，the speed was their only focus at that time. • As a result,from 2005 to 2009,when Toyota expand rapidly,it is also the time that Toyota fluently recalled their cars,which give all the customers worldwide a bad effet and also make its reliability drop from the first to the third according to the Ameiican Consumer Reports.
一、Background 二、Financial Analysis and Company Status 三、Toyota Production System
四、Business Strategy
The Analysis of TOYOTA’s Financial Report and Company Status
Toyota Supply Chain Management
• Toyota are not strive to squeeze suppliers’ profit margins, but with all partners to find opportunities to reduce cost, take reduction measures in the whole production process. It also allows suppliers at least to retain some of the remaining profits within a certain time. In this way, the supplier's incentive goal maintains the same with Toyota’s. All companies in supply chain have the opportunity to profit from the collaboration.
• Also set up a 30% reduction requirement at the cost of the whole supply chain .Toyota’s production experts and manufacturers cooperate to find ways to achieve objectives. Once reached, they begin to profit sharing; suppliers reserve half of the profits, while sets up a new level of cost reduction as the the goal of next stage . If performance can not be achieved, Toyota will allocate larger purchase amount to the competitive suppliers at the end of the contract. Ultimately, achieve the goal of rewarding the good and punishing the bad.