Pestle of Toyota

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1Toyota the world largest automaker.
Continuing gas pedal problems prompted Toyota to recall 2.17 million cars Thursday - marking the third time the automaker has made such a move since 2009. Toyota issued the recall at the urging of the U.S. Department of Transportation. The world's No. 1 automaker said the recall will address a problem with accelerator pedals getting jammed under floor mats or driver's side carpeting. The new recall includes 600,000 4Runner SUVs made between 2003 and 2009, 761,000 RAV4 compact SUVs produced from 2006 to 2010, and 17,000 Lexus LX 570s built between 2008 and 2011. The action comes just days after a joint report by the National Highway Traffic Safety Administration and NASA ruled out an electronic problem causing sudden acceleration in Toyota vehicles. The report concluded that gas pedal interference due to floor mats and carpeting was at the root of the trouble. NHTSA administrator David Strickland said the federal investigation of Toyota's gas pedal problems has now been closed. "While our actions up to now have led to a substantial reduction in reports of acceleration concerns, we . . . agreed that Toyota would take these additional steps to help ensure that acceleration concerns are further reduced," a Toyota spokesman said. Local dealers were gearing up for the recall.

Michael Ianelli, general manager of Bay Ridge Toyota in Brooklyn, said he'll extend business hours from 6 a.m. to 10 p.m. to accommodate customers. So far, Ianelli said he has received no complaints of accelerator problems from his customers. "The biggest problem is people put in an extra mat, and that's been the real issue," Ianelli insisted. "They're not supposed to put in a second mat."

In this fiercely aggressive business world, the goal of most firms is to establish distinctive or unique capabilities to gain a competitive advantage in the marketplace through utilising the most of their core competencies. Competencies refer to the fundamental knowledge owned by the firm (knowledge, know-how, experience, innovation and unique information), and to be distinctive they are not confined to functional domains but cut across the firm and its organisational boundaries (2002). Today, business enterprises in developed countries operate in a more complicated, and more regulated, environment. The strategic task, then, is to create a distinctive way ahead, using whatever core competencies and resources at its disposal, against the background and influence of the environment. Through these distinctive capabilities the organisation seeks sustainable competitive advantage. Competition in many domestic and international markets appears to be entering a new phase, in which product quality and performance are becoming more important to customers than price. In such markets, the effective management of the new product development process is the essence of competitive advantage. Due to such changes, a review of the organisations’ strategic capabilities is a must if they are to keep up with the demands of the changing times. This paper analyses the strategic capabilities of Toyota Company in face of the ever-stiffening competition in the automotive industry, as a potential tool to further strengthen Toyota’s position in the automobile market.  

Toyota Motor Corporation is a famous Japanese multinational corporation, and is considered the world’s second largest automaker of automobiles, trucks, buses, robots, and providing financial services ( 2007). Its founder is Kiichiro Toyoda, born in 1894, and the son of Sakichi Toyoda, who became popular as the inventor of the automatic loom. Kiichiro inherited the spirit of research and creation from his father, and devoted his entire life to the manufacture of cars. After many years of hard work, Kiichiro finally succeeded in his completion of the A1 prototype vehicle in 1935, which marked the beginning of the history of the...
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