Toyota Case

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Toyota case study
Students: Edoardo Caccin Valentina Crucian Carminia Lucariello Lucrezia Zambelli Marco Zavatta

1)
For a long time there has been an alignment of Toyota vision with both Japanese culture and national and international stakeholders. This alignment can be seen in our opinion according two different perspectives: from the innovation activity and from the social responsibility (attention for environment). Referring to the innovation of the product process, Toyota has always been one of the leader in creating high-level cars both from mechanical and electronic aspect as it is typical of Japanese economy. The Japanese business is traditionally known at a global level for its profitable performance concerning the management of electronic and mechanical activities. From this point of view there was a perfect alignment between internal and the external vision. In relation to social responsibilty, the Japanese culture shows a great concern on energy conservation and environment, that is the reason why Toyota has traditionally supported these aspects in the car production process. In 1998, Toyota received an important award for the production of Prius ( the world’s first passenger vehicle in mass production powered by a third power train system). The introduction of Prius in the market, allowed the company to make a clear statement on its commitment of environmental protection. During the following years, the company gained many awards and leader position in environmental technology field. Recently, in relation to these two perspectives of analysis, a misalignment can be verified for the following three reasons: 1) Toyota has focused too much on cost control and economies of scale, leaving out esthetic and design aspects, creating too much standardized cars ( a same kind of product all over the world). In this case we found the first gap because of the different expectations of the worldwide stakeholders in comparison with Japanese and Toyota culture ,

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