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Staffordshire University Critical Analysis Toyota Module: Corporate Global Strategy BLB20063Lecturer: Mr. GOBINATHAN A/L MANICKAMUCMF1208MBATP: 028679KAVEH GHOLIZADEGANExpected Date & Time of submission: 26th JULY 2013

Executive summery

This article delves to analyse Toyotas strategies and finds their specific advantages over rivals, caused by strategies, during three different phases, derived from Ansoff (1958) Matrix, meanwhile, signifying selects internal and external contributed factors in time, 4Cs Framework (Ellis & Williams, 1995). In turn, using Porter 5Forces framework (Porter, 1990) to analyse their industrial strategies from beginning of phase I to current time, and finding how they proceed to become the industry leader. Relatively, article use Porter Generic Strategy (Sumpio, 2013) and Mintzberg Ps (Mintzberg, 1987) in order to asset Toyotas competitive advantages that privileged them in compare with rivals; also to cover corners that Mintzberd believed Porters models cannot investigate in depth enough. As final assessment, the article is inclined to analyse the impacts of Japans Government through Porter Diamond model (Porter, 1990) with considering its different factors during Toyotas evolution, during crisis like WW, yen fall and how they fertilized younglings with IT, since 1981 (Shwalb et.al, 1986).

Table of ContentsExecutive summery1Phase I, (1947-1980)3Asnoff-Matrix and 4Cs implication3Phase II, (1981-2000)4Asnoff-Matrix and 4Cs implication4Phase III, (2000-Current time)5Asnoff-Matrix and 4Cs implication5Analysis of Toyotas strategies7Application of Porter 5Forces7Application of Porter Generic Strategy8Application of Mintzberg Framework9Application of Porter Diamond model9Japan Factor Condition9Japan Demand Condition11Related and Supported Industry11Firm strategy, structure, and rivalry11Conclusion12References13Appendix18Appendix1. Overseas Manufacturing Companies (Activity by Region)18Appendix.2 Toyota market shares in US before 200622Appendix.3 Toyota Global Sales of Passenger Cars, Trucks, and Buses23Appendix.4 Vehicle Production, Sales, and Exports by Region (By Charts)24Appendix.5 Vehicle Production, Sales and Exports by Region27Appendix.6 Toyota Chronology ( Activity sort by Years )28Appendix.7 Toyota Sales of Passenger Cars, Trucks, and Buses in Japan32

Phase I, (1947-1980)Asnoff-Matrix and 4Cs implication In Oct. 1947, Kiichiro Toyodas use small lot size with cheaper vehicles in order to cope with foreign rivals (Toyota Motor Europe, 2008, Wee & Wu, 2009) and Taiichi Ohno visionarys investigation, in 1957 in U.S. automobile market, and Pull System (Strozniak, 2004) and foreseen potential market in this industry; based Toyota mind set to just-in-time and efficiency strategy (Wee & Wu, 2009 & Strozniak, 2004). In other word, Market Driver (external-triggers); customer requirement he observed, lack of resources and suppliers Cost Drivers; continuous cuts of wastes, economy of scale they learnt from Henry Ford in 50s, (Toyota Motor Europe, 2008), and convenient transportation cost (Wee & Wu, 2009), in that time before energy crisis in 1973, Arab oil embargo, and Iranian revolution of 1979 (Shimizu, 2012 & Mouawad, 2008), all urged Toyota to step out of its traditional market. In this phase, Toyota tried to supply customer requirements homogeneously, providing same car for different regions (Toyota-global.com, 2013[b] & Liker, 2004); e.g., Crown which, was quite successful in Japan, failed in U.S market in 1961 as it was small in size for Americans.(Truett, 2007). However, they learnt fast, they started to hire Americans entrepreneurs (Levin, 1992) and extend their R&D facilities in Europe and U.S. (Appendix.1&6).G1-Truck in 1936 was first Toyota exported car (The Official of the Toyota, 2013), however, during WWII, the process hindered. In Oct. 1947, with establishment of first foreign production line in Taiwan, Toyota started its journey of globalization (Appendix.1&6). As Wee & Wu (2009) illustrated, Toyota continued their improvement gradually by their organised min-set (Liker, 2004).Due to internal and external characteristic of that time, Toyotas majority investment focused on finding suppliers in low cost countries in Asia, and mainly in sales and distributions in Europe, Mideast, and U.S. (Appendix.1). During this phase, Toyota had also domestic expansions, however more aligned with production line and manufacturing, nevertheless not as much as they demonstrated their sales and dealerships into other countries (The Official of the Toyota, 2013). Toyota production line did not reach the full maturity until 1975 (Strozniak, 2004). During phase one, Toyota constantly improved its old and nominated new models of cars (Toyota-global.com, 2013)[a]. In general by Ansoff (1958) measurements it assumed, in 40s and 50s,Toyota because of potential, profitable market in rest of the world, took more risk and Developed its Market (Strozniak, 2004 & Warrillow, 2011). After Market Development, in 60s and 70s, they were more inclined to Market Penetration strategy, by mainly distributing rather manufacturing overseas, because of that era environment characteristic (Shimizu, 2012 & Mouawad, 2008) concurrently with Product Development (Toyota-global.com, 2013)[a].

Phase II, (1981-2000)Asnoff-Matrix and 4Cs implication In this phase, things had changed and some of them were not in favour of Toyota globalization path, however, they turned the odds in their favour by more outsourcing and changes in their operation and supply chain (Shimizu, 2012 & Strozniak, 2004 & Wee & Wu, 2009). Although, Japans economy was depressing dramatically in this phase, Toyota by its Developing Market strategy and moving its manufactories in to America, Asia (other countries) and Europe (Toyota-global.com, 2012)[a] used the differentiation of yen with Dollar and European currencies as an competitive advantage (Ciferri, 2013). Some of important external factors, which pushed Toyota to next phase of globalization, can be considered as; Oil price reaching the highest trade of $39.50 a barrel (Mouawad, 2008) shipments of parts or completed units becoming highly expensive. Tariffs increment because of intensified trade friction on imported/non-manufactured domestic units (Train & Winston, 2007). In consideration of Fall of yen and Japan troubled economy between 1984-2000 (Mouawad, 2008 & Ciferri, 2013), and existence of massive growing demands in other countries for low-fuel consumer cars (Train & Winston, 2007), Toyota decided to establish manufacturing lines in different segments, backing up with strategy of proposing specific model for each segment (Toyota-global.com, 2013[b] & Liker, 2004). Toyota had used Reagan attempt on GATT/WTO, Bush and Clinton signing of NAFTA in 1992-1993 (Millercenter.org, 2013) and GATT Uruguay Round (News.bbc.co.uk, 2012), in favour of reducing tariffs and barriers and spread of Free Trade Agreements; to turn North America, to its key market (Appendix.4 & 5) when lots of rivals backed up (will discuss in turn). Additionally they had broaden their cooperation with ASEAN, respectively cut huge amount of supplying parts in Japan after ASEAN currency crises (Toyota Annual Report, 2012). Train & Winston (2007) illustrated that between 1980-2000 Toyotas market shares had increased significantly (Appendix.2), in compare with 70s, when GM had almost 40% of U.S. market, Toyota only had close to 2% (Stewart & Rama, 2007). They even increased their market shares in emerging markets (like India, China and Brazil) by gathering the local needs through localization of product design and research and development, e.g. Qualis in India, Camry in Russia and Coaster in China, Diversification (Stewart & Rama, 2007 & Toyota-global.com, 2012[a]).It simply shows Toyota was Developing Market due to respective demands and preferences of the market (Toyota-global.com, 2012) [a] concurrently Changing/Developing same Products for different markets also (Toyota-global.com, 2013)[a]. Crown, case 1961 (Truett, 2007); lead Toyota to differentiate features of its models e.g. Yaris in two different markets of America and Europe (Toyota-global.com, 2012)[b].

Phase III, (2000-Current time)Asnoff-Matrix and 4Cs implication Toyota-global.com, (2012) [b], named this phase Developing phase. As of the end of Dec. 2012, Toyota conducts its business worldwide with 52 overseas manufacturing companies in 27 countries and regions; Toyota vehicles are sold in more than 160 countries and regions (Toyota-global.com, 2012)[a]; the Company have more than 507 subsidiaries and 212 associated companies (NewYork Times, 2013). Their distribution channels were also totally localized (Toyota-global.com, 2012) [b]. Toyota had increased its production capacity from 540,000 vehicles output in 2000 (Toyota Annual Report, 2012), to close to 10 million units in 2013 and became the leader in automobile industry (Muller, 2013). Their Cost Drivers; New Product Development, were significantly high (Table.1). As they were producing close to 10 million units (Muller, 2013), their cost and spending on R&D as percentage of sales, reduced by economic of scale (Economist.com, 2012). The company also reduced transportation cost by cutting shipping parts from Japan, and continued producing more in market countries (Toyota Annual Report, 2012).

Table.1: Toyota R&D spending, Economist.com, (2012) The Economist Oct 30th 2012, 17:22, [Online] Available At: http://www.economist.com/blogs/graphicdetail/2012/10/focus-7 Access At: 23/07/2013Country Drivers; Trade policies domestically (Toyota Annual Report, 2012) and globally were in favour of Toyota since they had 3rd rank in production in U.S market, in 70s, they had only 2% of U.S. shares (Stewart & Rama, 2007), currently around 16% (Table.2). In addition, they significantly increased their investment in different parts of Europe and Asia in past decades (Toyota-global.com, 2012) [b]. Their considerable investment on R&D and close relationship with their suppliers, not only to produce the best car and bring innovation in automobile industry, but also to expand suppliers capacities (Schrage, 2013) and their cultural background in continuous step by step improvements etc. all enhanced them to remain sustainable in globalisation (Shimizu, 2012 &Stewart & Rama, 2007).

Table. 2 Top 10 Manufacturers in U.S: TheFlaneur, (2013) The Future is Now for Automakers The 2 Reasons Why Tesla is a Strong Outperform The Wallstreetflaneur March 5, 2013 [Online] Available At: http://wallstreetflaneur.com/the-future-is-now-for-automakers-the-2-reasons-why-tesla-is-a-strong-outperform/ last Access At 23/07/2013

Stewart & Rama, (2007) talked about Toyotas main mind-set, beside principles discussed before, as creating new productions in order to create new market segments. In summing up this phase it can be concluded that Toyota, beside Market Penetration for its old models like its hybrids cars (Tuttle, 2013), also Diversify (Ulrich, 2013 & Bremner, 2013) and Develop Productions, like producing previous favoured cars in each segments and proposing new cars due to new market needs (Toyota Annual Report, 2012).

Analysis of Toyotas strategiesApplication of Porter 5ForcesCompetitive Rivalry: Nissan established in 1933, and Honda in 1948 have been traditional competitors, however not close threat; by 1962, Toyota reached its 1 million domestic sale (The Official of the Toyota, 2013), total Hondas brand sale, reached 1.5 million units in September 2010, while total worldwide Sale reached 3.5 million-unit in 2010 (Honda-Annual Report, 2012). IN 1976, Toyota produced its 20,000,000th unit in Japan. During 70s, GM had 40% of the U.S. market shares, in compare with Toyotas close to 2% (Stewart & Rama, 2007). Toyota Production System (TPS) based on economic of scale (Toyota Motor Europe, 2008), continuous cutting waste costs, and producing cheaper vehicle (Wee & Wu, 2009) had been one significant-empirical competitive advantage that until now their rivals could not apply (Schrage, 2013).TPS during time became backbone/unique-culture of Toyota and even with change of operation strategy during each phase it remained sustainable and took them forward in all aspects (Strozniak, 2004 & Wee & Wu, 2009 & Schrage, 2013). Through constant TPS (Train & Winston, 2007) they increased their capacity to over 3 million units worldwide in (Appendix.3); as ranked No.31 (GM todays second manufacturer ranked No.70) in 2000, yet they had lot to gain (Muller, 2013). After 2000, they increased their production capacity, hence decreased cost, close to 10 million units per year (Muller, 2013); through different strategy for different regions (Appendix.1), and became industry leader (Domanska, 2013) over GM and VW with 9.2 and 9.1 million respectively (Muller, 2013). Buyer Power: Toyota, had taken different strategies due to diverse tendency of customers in different markets (Toyota Annual Report, 2012). First, localizing its production due to its customers tastes and preferences and second, diversification of its products by different brands/models; Toyota, Lexus, Scion, in order to target more portion of market (Toyota Annual Report, 2012). They signified their brand equity with focusing on providing localized models for each segment, after Crown failure in phase I (Truett, 2007). Furthermore, with establishment of Toyota Motor Sales Co. in 1950, in 1966, Toyota entered into renting car business in order to penetrate the market and increase brand equity (The Official of the Toyota, 2013). Between 1985-2000, Japan continuous crisis (Powell, 2002), global recession, and ASEAN currency crisis in 1997 (Toyota Annual Report, 2012), all had different impacts on Toyotas and industry, supplier and buyer power. Nonetheless, as discussed before, Toyota used simultaneousness of NAFTA in 1992-1993 (Millercenter.org, 2013) GATT/WTO, interest in decreasing tariffs in trades, and weak yen (Ciferri, 2013), to increase its different production-line in globe, especially North America (Apendix.1,4,5). Toyotas U.S. market share slowly, gradually, and steadily goes up to 3% in 1980, to 8% in 1990, and to 9% in 2000, in 2006, when it rose to 13%, GMs fell to 26%, (Stewart & Rama, 2007) and in 2013 close to 16% with GM fall below 19% (Table.2) more than 2 million units sale (Appandix.4 & 5). New Market Entries: Tariffs and barriers mainly decreased in most developed countries and willingness to free agreements/interactions increased (Millercenter.org, 2013 & News.bbc.co.uk, 2012). However, with past decade merges (Shimizu, 2012 & The Money.CNN, 1998) within industry, and quite high expenses on R&D, Toyota close to $10 billion, GM around $8 billion, VW less than $8 billion, and Honda more than $6 billion in 2011 (Table.1), threat of new entry is not significant.

Application of Porter Generic Strategy

Focus on Both Differentiation and Low Cost Strategy: Parnell, (2006) discussed about different approaches of value creation based on discrimination or Low Cost strategy in Generic Strategy. Toyota has been creating new market segments with differentiation in products (Stewart & Rama, 2007 & Toyota Annual Report, 2012). However, moving toward outsourcing for production line and suppliers into low cost countries (Strozniak, 2004 & Wee & Wu, 2009), and increasing economy of scale by Toyota during all three phases illustrates their consideration to Cost controlling strategy simultaneously (Shimizu, 2012) which is essential for current business environment (Bordean et.al, 2010). Like their rivals, Volkswagen MQB platform (Frost, et.al, 2013), Toyota is also about presenting some of its models, on new shared part platform TNGA in 2015 (Toyota New Global Architecture), align with both differentiation and cost controlling strategy (Bremner, 2013 & Kubota, 2013).Toyota gradual global market shares increment, (Appendix.2 & 3 & 4 & 5) demonstrate about their sustainability in creating and defending competitive values they have created (Yoo, et.al. 2006), even after 2011, recall, earthquake, and Tsunami (Madslien, 2011) they came back and took the lead in industry. Frost, et.al. (2013) believed VW with its MQB platform is already in lead of industry, nevertheless, Toyota announced, although they are coming late with TNGA however, effort to make more efficient and more attractive products are principles they are trusting in (Kubota, 2013). In fact, a glance at TPS and Toyota history will put Toyota more in favour of being true, but in the other side, it is Germans and VW with their devotions to car; if considering other rivals constant, which is not in line with automobile turbulence industry. However, there is slight difference between Toyota and VW platforms. Toyota is more diversifies in this matter because they are sharing identical parts for different brands and models, while VW is producing identical models in different dimensions. Deep understanding of market is another key advantages/value-creating factor for Toyota as Toyota Annual Report, (2012), illustrated how they have been producing different models for diverse markets and customer levels. In general, as Sumpio (2013) & Yoo, et.al. (2006) discussed from Porters point of view, Toyotas sustainability in both Low Cost and Differentiation policy, positioned them in favour of value creation, maintaining competitive advantages, hence it remained in lead or close to top industry competitors, additionally with more potential to progress and gaining market shares.

Application of Mintzberg Framework

Toyota had started sale in new markets however, sale actions might not be the real intend of policymakers (Mintzberg, 1987). It can be considered that finding cheaper countries for manufacturing, Japan was in growth condition before its economy crisis in 1985-2000 (Mouawad, 2008), creating strategic windows /opportunities, understanding new markets characteristics/demands, especially after Crown failed in U.S in 1961 (Truett, 2007 & Toyota Annual Report, 2012), were important Toyotas Perspectives or/and Political strategies (Mintzberg, 1987). They have been aligning their plans with their patterns and in their case, it synergetic worked. TPS deliberate strategy, perspective and pattern and their plan for strategic windows bloomed in partly second phase. Their constant being in time, cutting costs, increasing quality, providing impressive customer service, their specific value adding chain (Toyota Annual Report, 2012 & Shimizu, 2012) promoted them from local car manufacturer in Japan, to global industry leader with $3.17 billion net profit in the quarter ended March 31 (The Autonews, 2013). When they cooperated with GM in 80s (appendix.6), it was Toyota and GM both who wanted to observe where market is going (Mintzberg, 1987). However, it was Toyota that pulled itself much far by contrasting in line with its sustainable Low Cost and Differentiation policy.Not to mention, probably fall of yen and decrease in tariffs were not planned by Japanese, nevertheless when they occurred, Toyota made proper actions in line with those opportunities, emergent strategy (Mintzberg, 1987) and Japan government did not try to push currency up with intervenient (porter, 1990). E.g., reaction to producing Hybrid cars after Oil and Energy crisis in 70s and 80s, (Shimizu, 2012 & Mouawad, 2008). The significant aspects of Toyota political strategy and/or strategy perspective (as discussed before) could be investigated in their interactions with customers/suppliers (Schrage, 2013) and Organisation Thinking shared by its members through their intention and actions (Mintzberg, 1987). Toyota had been developed its character throughout history, not quite tender one (Mouawad, 2008 & Madslien, 2011); it does inspire the idea that no matter what crisis or emergent comes in Toyotas way, they turn it to their advantages with Organisational Mind-set in Toyotas way.

Application of Porter Diamond modelJapan Factor ConditionOECD, (2009) PISA Results on Mathematics and Science level of 15-year-olds, indicated that Japan is among the top performing OECD Countries in reading (rank 5), mathematics (rank 4) and science (rank2). Additionally, they reported of increase in discipline, average of study and education importance for parents and government during past years, 9 years of education is compulsory and 45% of students go to university since 1972. More than 1 million teacher with 10% of government budget are improving foundation of industries (Shwalb et.al, 1986). Shwalb et.al, (1986) reported Japanese were investing on their younglings with TI from elementary Schools since 1981. OECD (2009) significantly pointed at close relation between high amounts of well-educated parents in Japan in compare with other countries, with amount of childrens tendency to higher/better-performed education. From these facts it can be concluded that education and improving knowledge in Japan had been well attended.Table.3 illustrates that currently Japan has one of the oldest population. However, it can be assumed that during Toyotas phases, Japan had quite convenient population age (main conductive forces), however future grey-age is not good news for countries/firms capabilities (Sibonney, 2012), as working-age population projected to fall by 40% by 2050 (OECD.org 2013). Table.3 OECD, (2013) TOWARDS A NEW DYNAMIC GROWTH JAPAN, APRIL 2013, [Online] Available at: http://www.oecd.org/japan/2013.04_Japan_Brochure_EN.pdf Access at: 25/07/2013

Consistent but gradual improvement (Wee & Wu, 2009), and complete attention to people whom dealing with are some Japanese cultures and norms (Levin, 1992). Consequently, it becomes Japanese specific advantage over rivals (Bayley, 2004), were their correspondence to specific market details that only customers wanted, like their specifications about different market interests, Innova; big families in India, Indonesia and Taxi companies, and Fortuna in Middle East (Toyota Annual Report, 2012).

Japan had been low on mineral resources and it could be considered as one of the reasons to invade Manchuria during WW (Istel, 1942); China and other countries are still their first choice of resources (Bradsher, 2010). This shortage of resources was one of the factors pushed Toyota toward outsourcing and taking first steps of globalization (Toyota Annual Report, 2012). Japanese with their tend to Technology in order to cut wastes and being efficient, solve the labour-market and lack of raw materials problem they had; and as Porter (1990) forecasted, move to U.S even (Appendix.1 & 6), place lots of firms stay away because of costs. In addition, Japan became 10th in Human Development ranking and producing high value goods such as cars (UNDP, 2009).

Japan Demand ConditionAlthough Toyota had traditional rivals in home, but constantly, they increased their domestic market (Appandix.7), and were able to decrease costs by economy of scale (Shimizu, 2012). Japan pre-war growing economy and large number of customers, were in favour of Toyota and provide a reliable strong footsteps (Shimizu, 2012), which Jin, & Moon 2006 & Porter (1990) considered as important national driving force for industries. Also having an eye for customer needs in other segments, could have been because of having sophisticated customers at home Porter, (1990 & Jin, & Moon 2006)Additionally, because of Japans condition, small houses and hot climate, in line with expensive electricity, developed the mind-set of efficiency through not only Toyota, but the whole country, thus, Light, Thin, Short, Small had been conceptualized way before West (other countries) get to their points (Porter, 1990)

Related and Supported IndustryToyotas main suppliers are abroad, (except Denso Corp and likes, which are not supplying raw materials) in fact, lack of supplier was one of the driving factors of first phase outsourcing (Toyota Annual Report, 2012); they are dependent on china and other countries (Bradsher, 2010). Nevertheless, lack of resources is another reason for moving their product line offshore, and close to their resources to decrease the cost, and change nation disadvantage to their own competitive advantage (Porter, 19990).

Firm strategy, structure, and rivalryCultural structure of decision making in Japanese firms is in line with more research and building proper knowledge; called five why (Levin, 1992). Unlike some countries, that one person makes the last call, Japanese firm five why process questioning, will apply to all propositions and at last, decision will be made by the best answers (Levin, 1992). It can be the reason why firms like Toyota progressed slowly (research needs time), but sustainably constant. In line with Porter (1990) managerial system, efficiency, cutting wastes, quality and services enhanced with total focused on customer detail needs, provide Japanese firms unique competitive advantages (Bayley, 2004).With BOJ, policy about ensuring constant discount rates 0.1%, and zero interest rate (Fontes, 2013) Japanese government is encouraging people to invest in market, which lead to increase of cash flow in Japan mature industry and firms like Toyota; with close to $10 billion R&D (Table.1) have better opportunities in improving themselves (Porter, 1990 & Asmussen, et.al, 2009). Another important driver in Japan, is existence of variety of rivals in different industries (porter, 1990), each firm, in order to avoid losing market shares constantly needs improvements, and innovation, aligned with Japanese high tendency to education, nations potential, and quality and development rates will be increased.

Conclusion

During phase one, in line with Japanese culture, Toyota had learned how important customer needs can signify success of companies, after they started their engines to enter the Global-Highway by outsourcing labours and raw materials (Bradsher, 2010). In phase two, they used strategic emerged windows they were betting on, and extended their patrol area into markets no one dare to enter, because of costs, thanks to their competitive advantage built on their disadvantages on shortages, Technologies, Efficiency, Detail Focuses, and Just In Time (Shimizu, 2012). Phase III, despite all national crisis, have been their harvesting season. They use and develop their competitive advantages in time and sustainably. However, aging population is their national concern (Sibonney, 2012). Toyotas Organisational culture/thinking (TPS) have been seeped into individuals, and that is how they can return from dawn to high (like 2011 Japan and Toyota crisis). Integration, knowledge base, and constant improvements are other competitive advantages of this firm. Another significant point for Toyota, which is defer from rivals, is their angle of thinking about their suppliers and customers. The way they are creating value, for their products, mutually add value to their suppliers in turn, reduce customers costs, and fulfil their smallest needs, like animating badges and keys on their cars since second phase (Schrage, 2013).Toyota, powered with affluent culture, Technology, high R&D investment, and worldwide distributing channels, and well-earned acknowledgment about different segments and how to target each, they are ready to shift to next gears soon with injection of new platform to their engine. However, GM and specially VW are getting close with also some different strategies, each originated from their backgrounds.

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Appendix

Appendix1. Overseas Manufacturing Companies (Activity by Region)Available At: http://www.toyota-global.com/company/profile/facilities/worldwide_operations.html

Region / CountryCompany NameStart of OperationsNumber of EmployeesMain ProductsToyota Vehicle Production(1= 1,000units)

North America

CanadaCanadian Autoparts Toyota Inc. (CAPTIN)Feb. 1985329Aluminum wheels

Toyota Motor Manufacturing Canada Inc. (TMMC)Nov. 19887,500Corolla, Matrix, RX350, RAV4519

U.S.A.Canadian Autoparts Toyota Inc. (CAPTIN)Feb. 1985329Aluminum wheels

Toyota Motor Manufacturing Canada Inc. (TMMC)Nov. 19887,500Corolla, Matrix, RX350, RAV4519

TABC, Inc.Nov. 1972486Catalytic converters,Steering columns,Stamped parts

Toyota Motor Manufacturing, Kentucky, Inc. (TMMK)May 19887,831Camry,Camry Hybrid, Avalon, Venza462

Bodine Aluminum, IncJan. 19931,036Engines

Aluminum castings

Toyota Motor Manufacturing, West Virginia, Inc. (TMMWV)Nov. 19981,242Engines, Transmissions

Toyota Motor Manufacturing, Indiana, Inc. (TMMI)Feb. 19995,026Sequoia, Highlander, Sienna297

Toyota Motor Manufacturing, Alabama, Inc. (TMMAL)April 20031,036Engines

Latin America

ArgentinaToyota Argentina S.A. (TASA)March 19974,232Hilux, Fortuner93

BrazilToyota do Brasil Ltda. (TDB)May 19595,264Corolla83

MexicoToyota Motor Manufacturing de Baja California S .de R.L.de C.V. (TMMBC)Sept. 2004702Tacoma56

Truck beds

VenezuelaToyota de Venezuela Compania Anonima (TDV)Nov. 19811,771Corolla, Fortuner, Hilux12

Europe

Czech RepublicToyota Peugeot Citroen Automobile Czech, s.r.o. (TPCA)Feb. 20052,425Aygo74

FranceToyota Motor Manufacturing France S.A.S. (TMMF)Jan. 20013,638Yaris (Vitz)201

PolandToyota Motor Manufacturing Poland SP.zo.o. (TMMP)April 20021,659Engines, Transmissions

Toyota Motor Industries Poland SP.zo.o. (TMIP)March 2005779Engines

PortugalToyota Caetano Portugal, S.A.(TCAP)Aug. 1968190Dyna

TurkeyToyota Motor Manufacturing Turkey Inc. (TMMT)Sept. 19942,378Verso, Auris77

U.KToyota Motor Manufacturing (UK) Ltd. (TMUK)Aug. 19923,891Avensis, Auris, Auris Hybrid109

Engines

RussiaLimited Liability Company "TOYOTA MOTOR MANUFACTURING RUSSIA"(TMMR)Dec. 20071,652Camry

Africa

KenyaAssociated Vehicle Assemblers Ltd. (AVA)Aug. 1977204Land Cruiser

South AfricaToyota South Africa Motors (Pty) Ltd. (TSAM)June 19626,925Corolla, Hilux, Fortuner, Dyna150

EgyptArab American Vehicle Co. (AAV)2012*700Fortuner

Asia

ChinaTianjin Fengjin Auto Parts Co., Ltd. (TFAP)May 1998975Axles, CVJ

Tianjin FAW Toyota Engine Co., Ltd. (TFTE)July 19982,080Engines

Tianjin Toyota Forging Co., Ltd. (TTFC)Dec. 1998357Forged parts, CVJ

Tianjin FAW Toyota Motor Co., Ltd. (TFTM)Oct. 200212,749Vios, Corolla, Crown, Reiz, RAV4454

FAW Toyota (Changchun) Engine Co., Ltd. (FTCE)Dec. 2004842Engines

Toyota FAW (Tianjin) Dies Co., Ltd. (TFTD)Dec. 2004212Stamping dies for vehicles

GAC Toyota Engine Co., Ltd. (GTE)Jan. 20051,533Engines

Sichuan FAW Toyota Motor Co., Ltd. (SFTM)Dec. 19996,305Coaster,Land Cruiser,Land Cruiser Prado, Prius44

GAC Toyota Motor Co., Ltd. (GTMC)May 20068,073Camry, Yaris, Highlander, Camry Hybrid251

TaiwanKuozui Motors, Ltd.Jan. 19864,131Camry, Corolla, WISH, Vios, Yaris, Innova167

Engines,Stamped parts

Toyota Kirloskar Motor Private Ltd.(TKM)Dec. 19999,670Corolla, Innova, Fortuner, Etios192

IndiaToyota Kirloskar Auto Parts Private Ltd.(TKAP)July 20021,364Axles,Propeller shafts, Transmissions

IndonesiaPT. Toyota Motor Manufacturing Indonesia (TMMIN)May 19706,717Innova, Fortuner, Avanza155

Engines

P.T. Astra Daihatsu Motor(ADM)2003*10,156Avanza231

PT. Hino Motors Manufacturing Indonesia(HMMI)2009*2,369Dyna23

PT. Sugity Creatives1,966Noah

MalaysiaAssembly Services Sdn. Bhd. (ASSB)Feb. 19683,013Vios, Hilux, Innova, Fortuner, Hiace71

Engines

PakistanIndus Motor Company Ltd.(IMC)March 19932,305Corolla, Hilux43

PhilippinesToyota Motor Philippines Corp. (TMP)Feb. 19891,817Innova, Vios31

Toyota Autoparts Philippines Inc. (TAP)Sept. 19921,468Transmissions, Constant velocity joints

ThailandToyota Motor Thailand Co., Ltd. (TMT)Feb. 196417,344Prius, Corolla, Camry,Camry Hybrid, Vios, Yaris, Hilux, Fortuner881

Siam Toyota Manufacturing Co., Ltd. (STM)July 19893,225Engines,Propeller shafts

Toyota Auto Works Co.,Ltd.(TAW)313Hiace

VietnamToyota Motor Vietnam Co., Ltd.(TMV)Aug. 19961,670Camry, Corolla, Vios, Innova, Hiace, Fortuner22

Oceania

AustraliaToyota Motor Corporation Australia Ltd. (TMCA)April 19634,183Camry,Camry Hybrid101

Engines

Middle East

BangladeshAftab Automobiles Ltd.June 1982430Land Cruiser-

Number of distributors

RegionManufacturing CompaniesDistributors

North America115

Latin America441

Europe830

Africa344

Asia (excluding Japan)2416

Oceania115

Middle East116

Overseas total52167

As of May 2013

Regional Headquarters

Region/CountryNameEstablishmentActivities

North AmericaU.S.A.Toyota Motor North America, Inc. (TMA)March 1996Liaison, public relations and survey activities throughout North America

Toyota Motor Engineering & Manufacturing North America, Inc. (TEMA)April 2006R&D and overall supervision of manufacturing in North America

Toyota Motor Sales, U.S.A., Inc. (TMS)Oct. 1957Supervision of sales operation throughout North America

EuropeBelgiumToyota Motor Europe NV/SA (TME)Oct. 2005Coordination of Toyota's European business

AsiaSingaporeToyota Motor Asia Pacific Pte Ltd. (TMAP-MS)July 1990Parts supply to all ASEAN countries and sales support for marketing in Asia

ThailandToyota Motor Asia Pacific Engineering and Manufacturing Co., Ltd.* (TMAP-EM)Sep. 2003Development and evaluation efforts for locally produced vehicles, as well as operational support for Toyota production affiliates in Asia, Oceania and the Middle East

ChinaToyota Motor (China) Investment Co., Ltd. (TMCI)July 2001Liaison and public relations activities as well as sales of imported vehicles (Lexus) in China

Source: Toyota Motor CorporationNotes: Toyota vehicle production results are as of December 2012; only includes vehicles (excludes KD and OEM production) for which production exceed 1,000 units.* The first year of contract production.

Appendix.2 Toyota market shares in US before 2006TRAIN, K.E. & WINSTON, C., (2007) VEHICLE CHOICE BEHAVIOR AND THE DECLINING MARKET SHARE OF U.S. AUTOMAKERS INTERNATIONAL ECONOMIC REVIEW, Vol. 48, No. 4, November 2007, pp. 1469-1496

BIG THREE AND SELECTED FOREIGN AUTOMAKERS MARKET SHARE OF VEHICLE SALES IN THE U.S.

YearGeneral MotorsFordChrysler (Domestic)ToyotaHonda

Market share of cars (%)

197040261620

197544231131

19804617964

198543191155

19903621989

19953121999

2000281781110

2005221391611

Market share of light trucks (%)

19703838910

197542311520

198039331160

198536271470

199035301460

199531331651

200028281583

2005302318116

Market share of cars and light trucks (%)

197040281520

197543251231

19804520963

198541211264

199035241186

199531261275

200028231297

2005261914139

NOTES: Light trucks include SUVs, minivans, and pickups weighing over 6000 pounds. AMC/Jeep was acquired by Chrysler in 1987, but is not included in Chryslers share to maintain consistency over time. S: Automotive News Market Data Book (19802006).

Appendix.3 Toyota Global Sales of Passenger Cars, Trucks, and BusesToyota-global.com, (2013) [b] TOYOTA MOTOR CORPORATION GLOBAL WEBSITE | 75 Years of TOYOTA | Sales Volume | Sales Volume Overseas. [Online] Available at: http://www.toyota-global.com/company/history_of_toyota/75years/data/automotive_business/sales/sales_volume/overseas/index.html Accessed: 23 Jul 2013

Unit=one vehicle; Market share %YearSales overseasPassenger carsTrucks & buses

Passenger carsTrucks & buses

1975900,808652,643248,1657238

19761,071,980775,921296,0597245

19771,399,581974,404425,1777052

19781,375,054909,220465,8346648

19791,449,313964,691484,6226747

19801,845,9551,229,877616,0786755

19811,848,7781,197,086651,6926555

19821,823,2411,164,432658,8096454

19831,822,8521,154,559668,2936353

19841,925,8931,125,645800,2485854

19852,139,3611,234,391904,9705856

19862,045,9431,243,946801,9976154

19871,958,6501,242,945715,7056351

19882,067,5721,343,199724,3736549

19892,106,5171,384,355722,1626648

19902,370,4511,575,602794,8496649

19912,354,1291,540,930813,1996550

19922,411,9771,588,385823,5926652

19932,440,4291,585,078855,3516554

19942,481,6401,553,348928,2926355

19952,496,2061,572,619923,5876355

19962,621,7681,615,6051,006,1636255

19972,837,6141,746,2771,091,3376259

19982,929,9521,812,6191,117,3336263

19993,058,0601,864,2581,193,8026165

20003,382,6422,054,1701,328,4726166

20013,546,7012,014,9191,531,7825767

20023,838,2962,222,0941,616,2025870

20034,354,5062,510,6251,843,8815872

20044,948,7542,860,1672,088,5875874

20055,554,1283,257,9292,296,1995976

20066,229,3273,721,5202,507,8076079

20076,841,9334,105,4132,736,5206081

20086,526,0593,984,4332,541,6266182

20095,604,0433,434,3432,169,7006180

20105,961,5813,274,6632,686,9185579

20115,895,8773,231,4762,664,4015583

*Units include both Toyota and Lexus sales.

Appendix.4 Vehicle Production, Sales, and Exports by Region (By Charts)North America

Latin America

Europe Africa

Asia

Oceania

Appendix.5 Vehicle Production, Sales and Exports by RegionSource: Toyota Motor Corporation, Available at: http://www.toyota-global.com/company/profile/figures/vehicle_production_sales_and_exports_by_region.html

Appendix.6 Toyota Chronology ( Activity sort by Years )

Appendix.7 Toyota Sales of Passenger Cars, Trucks, and Buses in JapanAvailable at: http://www.toyota-global.com/company/history_of_toyota/75years/data/automotive_business/sales/sales_volume/japan/1950.html Number of Registered Vehicles and Market Share

1950-1975Unit=one vehicle; Market share %YearPassenger carsTrucks & busesTotalMarket share (excluding mini vehicles)

19505488,6809,22834.4

19511,7188,40810,12635.9

19522,10212,26214,36438.6

19533,53011,35314,88330.5

19544,21716,55120,76833.3

19557,05515,18522,24034.5

195611,93831,61343,55141.5

195718,66652,74271,40844.7

195820,72854,51275,24044.2

195927,87662,26890,14438.9

196039,01188,433127,44437.0

196165,506110,737176,24335.4

196275,592131,959207,55135.2

1963118,614168,619287,23336.4

1964158,326210,874369,20035.7

1965197,679212,171409,85035.1

1966245,517237,474482,99132.9

1967354,435300,306654,74134.0

1968452,622354,590807,21235.4

1969637,348403,5961,040,94438.4

1970706,962403,4861,110,44839.0

1971780,802388,6481,169,45040.2

1972927,085439,5421,366,62739.9

19731,073,217491,4841,564,70139.2

1974885,114381,2981,266,41240.4

19751,065,943376,5761,442,51938.7

Source: "APPENDICES, TOYOTA A HISTORY OF THE FIRST 50 YEARS" (for the data before 1976)1976-1990Unit=one vehicle; Market share %YearPassenger carsRVsTotal of all passenger cars & RVsTrucks & busesTotalMarket share (excluding mini vehicles)Market share (including mini vehicles)

1976898,67329,124927,797378,0601,305,85737.631.8

1977892,50147,727940,228363,0711,303,29937.031.1

19781,081,91962,3371,144,256368,7681,513,02438.232.3

19791,142,42689,4831,231,909379,3581,611,26737.531.3

19801,064,241101,4961,165,737328,7331,494,47037.329.8

19811,098,08895,9601,194,048298,7561,492,80438.329.1

19821,173,85077,3711,251,221272,5651,523,78638.829.0

19831,247,61081,5741,329,184269,4541,598,63840.229.7

19841,274,91083,0311,357,941266,0681,624,00940.829.9

19851,322,89395,5581,418,451265,0431,683,49441.830.3

19861,382,609112,2101,494,819259,1651,753,98442.830.7

19871,453,833132,2771,586,110289,6011,875,71143.231.2

19881,633,227158,0811,791,308328,9652,120,27342.731.5

19891,760,966207,4771,968,443340,4202,308,86341.531.8

19901,893,462262,7352,156,197348,0942,504,29141.932.2

1991-2011Unit=one vehicle; Market share %YearPassenger carsRVsTotal of all passenger cars & RVsTrucks & busesTotalMarket share (excluding minivehicles)Market share (including minivehicles)

19911,728,403285,2122,013,615341,7412,355,35641.031.3

19921,576,484348,4661,924,950306,1672,231,11741.832.1

19931,473,053324,2421,797,295268,3922,065,68742.331.9

19941,426,385351,0081,777,393263,1772,040,57041.531.3

19951,403,594373,5721,777,166282,9592,060,12540.030.0

19961,346,166503,5911,849,757285,5192,135,27639.730.2

19971,245,681501,2321,746,913259,0362,005,94939.229.8

19981,062,224450,5221,512,746198,2911,711,03739.429.1

19991,077,447403,2271,480,674183,7261,664,40041.728.4

20001,160,469425,1271,585,596186,0651,771,66143.229.7

20011,091,858443,9161,535,774179,3781,715,15242.229.0

20021,028,887493,5461,522,433158,0461,680,47942.429.0

2003899,333629,8131,529,146186,7621,715,90842.629.4

2004968,085609,8361,577,921181,7031,759,62444.430.1

2005942,717575,8321,518,549195,6561,714,20543.629.3

2006922,705569,0601,491,765200,4881,692,25345.529.5

2007906,092503,7531,409,845177,4901,587,33546.229.6

2008841,427475,9321,317,359152,6841,470,04345.728.9

2009799,974466,1001,266,074109,4351,375,50947.129.8

2010972,620475,8521,448,472117,6851,566,15748.531.6

2011709,245370,4431,079,688121,2881,200,97644.428.5

*Units include both Toyota and Lexus sales.*2011 includes sales of 6,308 mini vehicle units.