Environmental Scanning

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Environmental Scan
of
BMW, Toyota, and General Motors

For the automotive manufacture ring industry (or any organization USA) to compete it is crucial to have a competitive advantage. This means the product or services requirements to be better-looking and more appealing than the competitors to influence customer traffic.

Porter (1985 pp2) suggests that "If your product is not cheaper than anyone else's or doesn't serve me better or more conveniently than anyone else's, why on earth should I use them?"   Company’s should develop and implement a competitive strategic plan of action to gain an advantage. To begin, the process starts with the ongoing process of evaluating both the inside (internal) and outside (external) environment. BMW competitive advantage strategy is quite simple and works well for The BMW Group. The group competitive advantage offers “No-Worry Maintenance” programs in addition to a 10-year warranty for new buyers. Toyota competitive advantage strategy is carried out by the Toyota Philosophy and measured by customer retention. The company’s competitive advantage is founded on the Toyota philosophy branded as the Toyota Production System. The structure hinges partly on the human resources management (HRM) policies which encourage staff members creativeness and devotion. Most important a highly effective network of suppliers and manufacturers are the desired result.

* Sustaining value and competitive advantage through business strategy. BMW and Toyota uses the environmental scanning strategy by evaluating, and monitoring their external (economic, environmental, and social resources) data more skillfully and thoroughly than their global competitors. General Motors trailed significantly behind the industry leaders. Research from Berlin's Institute for Futures Studies and Technology Assessment (IZT), measures the sustainable production of global automobile makers as of 1999 near 2007, using effective resources and production aimed...
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