Role of Bank in Bangladesh

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COMPANY PROFILE
* PT Toyota Motor Manufacturing Indonesia
* Headquarters
Jl. Yos Sudarso, Sunter II, Jakarta 14330,Tel (021) 6515551 (hunting),Fax (021) 6515360 Established: July 15, 2003 * Paid-in Capital: Rp. 400 000 000 000
* Shareholders: PT. Astra International Tbk (51%) & Toyota Motor Corporation (49%) * Toyota Dealer Network
5 Primary Dealer:
* PT Astra International,
* PT New Ratna Motor,
* PT Agung Automall,
* Hasjrat PT Abadi,
* NV Hadji Kalla Trd.Co.

* PT. Toyota Motor Manufacturing Indonesia
* Headquarters
Jl. Yos Sudarso, Sunter II, Jakarta 14330,Tel (021) 6515551 (hunting),Fax (021) 6515360 Founded: April 2, 1971
* Paid-in Capital: Rp. 19.5 billion
* Shareholder Toyota Motor Corporation (95%) & PT. Astra International Tbk (5%) * Production Facilities
* Sunter area: Assembly and Packing Plant
* Falkirk Plant: Plant Welding, Painting, Assembly

Vision

Being an automotive company's most successful and respected in the region by providing the best experience in vehicle ownership

Mission

Continuously provide products and services of high quality and meet customer needs through marketing programs that best Develop competent employees by creating a good working environment to support the achievement of customer satisfaction. Strengthen collaboration with manufacturers, dealers and major dealers through communication and better cooperation. To develop a healthy company operating in all aspects, such as regulatory compliance, environmental and others. Competitive Advantage - Definition

A competitive advantage is an advantage over competitors gained by offering consumers greater value, either by means of lower prices or by providing greater benefits and service that justifies higher prices. Competitive Strategies

Following on from his work analyzing the competitive forces in an industry, Michael Porter suggested four "generic" business strategies that could be adopted in order to gain competitive advantage. The four strategies relate to the extent to which the scope of a businesses' activities are narrow versus broad and the extent to which a business seeks to differentiate its products. The four strategies are summarized in the figure below:

Porter’s Five Forces :
The model of pure competition implies that risk-adjusted rates of return should be constant across firms and industries. However, numerous economic studies have affirmed that different industries can sustain different levels of profitability; part of this difference is explained by industry structure.Michael Porter provided a framework that models an industry as being influenced by five forces. The strategic business manager seeking to develop an edge over rival firms can use this model to better understand the industry context in which the firm operates

Diagram of Porter's 5 Forces
| SUPPLIER POWER
Supplier concentration
Importance of volume to supplier
Differentiation of inputs
Impact of inputs on cost or differentiation
Switching costs of firms in the industry
Presence of substitute inputs
Threat of forward integration
Cost relative to total purchases in industry| |
THREAT OF
NEW ENTRANTS
Barriers to Entry
Absolute cost advantages
Proprietary learning curve
Access to inputs
Government policy
Economies of scale
Capital requirements
Brand identity
Switching costs
Access to distribution
Expected retaliation
Proprietary products| | THREAT OF
SUBSTITUTES
-Switching costs
-Buyer inclination to
 substitute
-Price-performance
 trade-off of substitutes|
| BUYER POWER
Bargaining leverage
Buyer volume
Buyer information
Brand identity
Price sensitivity
Threat of backward integration
Product differentiation
Buyer concentration vs. industry
Substitutes availableBuyers' incentives| DEGREE OF RIVALRY -Exit barriers
-Industry concentration
-Fixed costs/Value added
-Industry growth...
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