1. In owning these different business Toyota pursuing the three kinds of corporate-level strategies discussed in the chapter. What are the strategies? Why is it pursuing each of them? The Kasugai plant is one of three Toyota factories in Japan that make prefabricated houses. Just like Toyota's cars, these come with fancy, foreign-sounding names and plenty of options, such as solar roof panels and keyless entry. For those with a Corolla-size budget, the top-selling, 1,300-sq.-ft. Smart Stage runs about $175,000, excluding land. For the Camry set, there's the 1,800-square-foot Espacio Mezzo, with three bedrooms and a garage, selling for about $225,000, though add-ons can take buyers into Lexus territory: At least one big spender laid out $860,000 for a super-size version.
Even as Detroit's carmakers have shed virtually all of their noncore assets, the world's most successful car company is heading in the opposite direction. Toyota controls dozens of businesses that have virtually nothing to do with automaking, ranging in size from resort developer Nagasaki Sunset Marina (77% owned by Toyota), with just five employees, to Toyota Financial Services Corp., a wholly owned subsidiary with 8,000 workers and $1.7 billion in operating profits in fiscal 2005. All told, revenues for Toyota's nonauto businesses jumped 15.5%, to $10.3 billion, in the year through March, and are up 50% since 2003. While last year's total still represented less than 6% of Toyota's overall sales of $180 billion, if broken out the company's sideline businesses would rank No. 192 among companies in the Standard & Poor's 500-stock index. ODORLESS MANURE. Houses are just the beginning. The automaker owns 100% of Delphys Inc., an advertiser with revenues of $660 million. There's Toyota Amenity, a wholly owned subsidiary with 69 employees that provides consulting services for hotels, wedding halls, and restaurants. To profit from the graying of Japan, there's Good Life Design, a 51%-owned company...
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