1|Page

TABLE OF CONTENTS

EXECUTIVE SUMMARY ………………………………………………………………………4

INTRODUCTION ……………………………………………………………………………….5

RESEARCH DESIGN & METHODOLOGY ………………………………………………….6

EXTERNAL ANALYSIS ………………………………………………………………………..7

PORTER’S FIVE ………………………………………………………………………………11

EXTERNAL FACTOR EVALUATION ……………………………………………………….13

COMPETITIVE PROFILE MATRIX …………………………………………………………19

COMPANY ANALYSIS ……………………………………………………………………….20

VISION-MISSION ……………………………………………………………………………..21

IFE CHECKLIST ……………………………………………………………………………....25

INTERNAL FACTOR EVALUATION ………………………………………………………..32

STRATEGY FORMULATION ………………………………………………………………..35

SWOT ANALYSIS

SPACE MATRIX

BCG MATRIX

I-E MATRIX

2|Page
GRAND MATRIX

SUMMARY OF MATRIXES

QSPM

OBJECTIVES, STRATEGY RECOMMENDATIONS AND ACTION PLANS …………..56

REVISED MISISION STATEMENT …………………………………………………………56

REVISED VISION STATEMENT ……………………………………………………………61

STRATEGIC AND FINANCIAL OBJECTIVES …………………………………………….62

RECOMMENDED STRATEGIES, ORGANIZATIONAL STRATEGIES,

DEPARTMENTAL PROGRAMS …………………………………………………………….63

RECOMMENDED ORGANIZATIONAL STRATEGIES …………………………………..63

STRATEGY MAP ……………………………………………………………………………..66

FINANCIAL POSITION PROJECTION ……………………………………………………..67

COMPREHENSIVE INCOME PROJECTION …………………………………………......68

CASH FLOW PROJECTION ………………………………………………………………...71

FINANCIAL PROJECTION AND OVERALL EVALUATION OF THE STRATEGIES …72

STRATEGY EVALUATION, MONITORING & CONTROL ……………………………….74

BIBLIOGRAPHY ………………………………………………………………………………75

3|Page
EXECUTIVE SUMMARY

Toyota Motors Corporation is the main and the biggest car producing organization in the

Philippines with most extensive variation of lineup vehicles compared with the top player

in the deferential business. The merchant outlet across the country was 53 stores as of

February 2016. Toyota was granted Triple Crown from 2002-2013 being the No. 1 in

Commercial Vehicle Deals, Traveler Auto Deals, Fair size Auto Deals and Aggregate

Deals. In light of the development of the car business rivalry is high. Toyota Engines

concentrates on item advancement to have an upper hand. Toyota is outstanding for its

quality and incredible incentive for cash in view of Toyota is the ruler of the Aggregate

Quality Administration. The Toyota Engines was delegated one of the 10th most vital

organizations on the planet on the grounds that TQM won't be that successful and

proficient. Toyota built up the lean creation framework that will make the generation at

maximum capacity and to dispose of overproduction. For Toyota, Add up to Quality

Administration is about the idea of shopper first framework as a result of that Toyota

builds up a framework that is called "The Toyota Way". The Toyota Way just means

constant change for them to support their upper hand and the bureaucratic arrangement

of Toyota is to regard individuals. Indeed, even Toyota Engines has the most elevated

merchant outlet number across the country; the organization ought to build the store in

other distinctive territories in each locale. Toyota must execute a retrogressive and level

technique to consistently rule the business by purchasing its providers for more sorted

out and adequate supplies and it is additionally conceivable to enter little auto

fabricating organizations for a lesser contention in the business. Combination

procedures are exceedingly recommended to Toyota as their fundamental

4|Page
concentration in performing new systems with a specific end goal to have a higher

focused edge against the contenders of Toyota. The contenders of Toyota Philippines

are Honda Philippines and Mitsubishi Engines in which the opposition is truly extreme

not just with the three organizations that are specified however together with whatever

remains of auto manufacturing companies.

I. INTRODUCTION

TOYOTA MOTORS PHILIPPINES CORPORATION is a car manufacturing organization

built up by GT Capital Hanging on August 3, 1988 in the Philippines. In the year 1995

Santa Rosa Laguna has been pronounced to be Uncommon Financial Zone for

Universal brand to have chance to produce locally. Toyota Engines was given 82

hectare arrive where fabricating plant and head office is found.

Toyota Philippines raised its piece of the overall industry up to 43% for the year 2016.

TMP is the biggest car in the Philippines since it provides for an expansive variation

display line contrasted with other significant contenders. Toyota deals circulation is

made out of 28 stores everywhere throughout the Philippines. The line of the vehicle are

Hilux, Vios, Altis, Yaris Camry, Fortuner, Avanza, Prius, Rav4, Hiace, Innova, Napkin,

Alphard, Prado LC200 and Previa. In the year 2011 Toyota sold its 700,000th vehicle

that made Toyota piece of the overall industry 33.4% that came about for them to have

the biggest piece of the pie in the business. The Toyota Engines has a standard

operation deliver that underlies in two ideas. These are Ceaseless Improvement of unit

and Regard for the general population that Toyota called it The Toyota Way. Toyota is

the main player in his separate industry of car that gives advantage bundle and high pay

5|Page
with other remuneration. In the given information of the business of car, Toyota has an

impression of significant worth and care to its colleagues.

II. RESEARCH DESIGN & METHODOLOGY

Data and Information: The gathered data and information used in this strategic

management paper to formulate an accurate result because of the reliable source of

facts in order for the paper to become efficient and effective.

Source Individual Interviewed:

Mr. Angelo Jomar C. Dela Cruz, Sales Executive Representative, Toyota Pasig Branch

Mr. Rod Allan P. Lindo, Senior Service Consultant, Toyota Commonwealth Branch Mr.

Rj P. Fabella, Senior Service Consultant, Toyota Commonwealth Branch.

Internet Source: Toyota Motors Corporation Philippines Mitsubishi Motors Corporation

Philippines Honda Car Philippines Diamond Motors LAOS Group of Companies Car

World Central Luzon Philippines Top Gear Philippines Chamber of Automotive

Manufacturing of the Philippines Inc Auto Industriya Philippine Automotive Industry.

Other Documents: Toyota Motors Corporation Philippines Annual Report 2016

Mitsubishi Motors Corporation Annual Report 2016 Honda Car Philippines Annual

Report 2016.

6|Page
III. EXTERNAL ANALYSIS

Macro environmental analysis

PEST Analysis

POLITICAL

A. Continuous Emission Monitoring System (Opportunity)

As per Republic act no. 8749, Philippine clean air demonstration of 1999 all vehicles

ought to be required to experience in a discharge testing so that all vehicles will be

observed on the off chance that it will maintain a perfect motor execution. The persistent

discharge checking framework is a chance to Toyota Engine Philippines since it is

secured under the fundamental guarantee of each vehicle of Toyota. As indicated by

Fortune Worldwide 500, Toyota Engine is the ruler of the aggregate administration

quality that implies Toyota vehicles can manage a perfect motor execution.

B. No Registration-No Travel Policy (Threat)

As indicated by Division of Transportation and Correspondences (DOTC) and the Land

Transportation Office (LTO) a fresh out of the box new auto can't go without an enrolled

plate number. The arrival of an enlisted plate number is 7 to 14 days working days. No

Enrollment No Travel Approach will be a risk since purchaser won't be pulled in to

purchase since buyers are disallowed to utilize the new vehicle to be obtained by the

customers.

7|Page
C. Rally Against Uber, Grabcar, GrabTaxi (Threat)

Taxi drivers calls out to the government to pull out all issued vehicles that are being

used as PUV (grabcar,uber,grabtaxi). If this happends, Toyota may lose profit because

for the past year their product Toyota Vios was the highest sold due to the new

developed mobile app.

ECONOMIC

A. Revenue (Opportunity)

By having the largest market share of 43% for the year 2016, toyota has a bigger

revenue which can help the company to be more aggressive in penetrating the market

more and distributing their product. As indicated by Toyota Gather Speculations, they

contributed Php 35.5 Billion from 1988 to 2012. The administration incomes from Toyota

Engine Philippines have summed Php 136 Billion from 1988 to 2012. The higher income

Toyota will make the greater chance of helping the monetary execution of the

Philippines.

B. Employment and Procurement (Opportunity)

About the human asset, Toyota Esteem Chain Work, they have 42,000 Representatives

as of December 2012 across the nation. It is an open door since it will help the

employment accessibility in the Philippines. Acquisition from nearby provider for

neighborhood business to earned. It is additionally an open door a little medium

business having a major organization to supply. It Netted Php 95 Billion from 1989 to

2012.

8|Page
C. Global Exportation (Opportunity)

As indicated by Toyota Assemble Parts Sends out, they likewise fabricated worldwide to

that permitting them to gain US$ 9.2 Billion since 1997 to 2012. The US $963 Million is

a 26% of aggregate car parts and segments send out in the market.

D. Total Vehicle Production (Opportunity)

Toyota Motor Philippines has produced 524,419 units since 1989 up to 2012 (CKD:

67% of total vehicle sales)

SOCIO-CULTURAL

A. Social Media Influence

As indicated by Philstar, Philippine movement is the ninth most noticeably awful on the

planet. The Philippines' has 202.31 focuses in the movement file, positioning it simply

above neighboring Thailand with 200.79 calls attention to of the ideal score of 1.

Bangladesh, in the interim, has the most noticeably bad activity in Asia with a score of

280.43. The long drive in the Philippines additionally goads a disappointment rate of

3,724.39 on the list, which expect that discontent increments exponentially with every

moment after one-way drive time is longer than 25 minutes. Workers are experiencing

serious difficulties a taxi due to the movement issue LTFRB ceased the creation of the

establishment to PUV but since of Snatch Auto private vehicles can be open utility

vehicles. Snatch Auto is an auto booking application that alters the way you move by

9|Page
sending a private vehicle along your way at the tap of a catch. In light of Get Auto

Toyota will expand their chance since more units will be sold in the market.

TECHNOLOGICAL

As indicated by Toyota Engine Philippines the utilization of sunlight based energy of

TMP's Assembling Plant is through Solatubes. This is a characteristic lighting

innovation, lessening lighting power prerequisite by half. The concentrated light from the

catch gadget offers luminance amid sunshine with no vitality cost. Additionally, Sun

based boards are used to supply energy to TMP's games office and representative's

stopping region.

Threats: Absence of Unit Vehicle Control, Fuel controlled autos are path quicker than

electric auto.

Easy Access to Mobile Applications (opportunity): these newly developed mobile

apps (Grabcar, GrabTaxi,Uber) can boost TMP sales because of its high demand. Not

only that its more convenient and preferred by customers, but also its can be used as a

start-up business for individuals.

ECOLOGICAL ASPECT

As indicated by Toyota Engine Philippines, one of the elements of the Ecological

Administration Framework is TMP's Waste Water Treatment Plant (WWTP) which can

treat 840 cubic meter of modern and clean waste water every day.

10 | P a g e
Opportunity: This P140M speculation will clearly clean the Laguna de sound and

inprovced the water framework in the region This venture will help the CSR of TMP on

account of this venture.

Threats: As indicated by PHIVOCS, the most prominent worry with fracking

wastewater, however, is that the way toward infusing it underground. Researchers trust

that the vast measure of water that is infused into the ground after a well is fracked can

change the condition of weight on existing deficiency lines to the point of

disappointment, bringing on shudders

PORTER’S FIVE FORCES

Rivalry among Competitive Firms [HIGH]

Automobile companies in the Philippines pay hundreds of thousands or even millions of

pesos to advertise their company and introduce a certain model. Each month they have

pages on a certain magazine, new commercials, social media ads, just to make sure

that their products will not only be seen but also noticed by their target market.

Buyer Bargaining Power [HIGH]

Because automobile companies produces cars that does not differ from one another not

just by models, but also in pricing customers now have a strong bargaining power

because they have many options to choose from in terms of pricing and models.

11 | P a g e
Supplier Bargaining Power [LOW]

Car companies not just Toyota itself, have many options when looking for alternative

suppliers of raw materials especially in other country. That’s why they have the power to

bargain with their suppliers to get the lowest price of raw materials as possible because

they have options in case the company encounter problems dealing with their suppliers.

Threat of Substitute Products [LOW]

In the automotive dealership industry, there are minimal to no substitutes. If a person,

family or company wishes to purchase a passenger car, AUV, light CV or CV, there are

no other options aside from those already in the industry for private transportation.

Alternative means such as motorcycles and public transportation are not true

substitutes and have their own sphere of influence in the community.

Potential New Entrants [LOW]

Automotive manufacturer competition is increasing due to the number of industry

players example are Chinese cars like Cherry Cars low cost but very affordable,

Malaysian cars like Tata Motor are low cost but fuel efficient and Korean cars like

Hyundai has already awarded to have a European standard the potential of new entrant

moderate because of large capital cost

12 | P a g e
EXTERNAL FACTORS EVALUATION

1 – Poor 2- Average 3- Above average 4 – Superior Response

FACTORS OPPORTUNITIES WEIGHT RATING WEIGHTED

SCORE

POLITICAL Continuous 8% 3 0.24

Emission

Monitoring

System will help

the vehicle to

maintain good

condition that will

result of higher

value to the

consumers.

POLITICAL Governmental 7% 3 0.21

support for eco-

friendly products

because it comply

to clean air clean

law.

ECONOMIC Rapid growth of 7% 4 0.28

13 | P a g e
 developing

countries can help

the automotive

industry to

innovate their

product and

easier to sell the

units.

ECONOMIC Gradual growth of 10% 4 0.4

U.S. economy will

affect the price of

oil in the market

that can lead to

high usage of

cars.

ECONOMIC Weaker Philippine 10% 4 0.4

Peso vs. U.S.

Dollar will result to

higher value to

the consumers

that can result to

high.

ECONOMIC High revenue will 10% 3 0.3

14 | P a g e
 result to higher

market share in

the automotive

industry.

ECONOMIC Declining global 7% 4 0.28

oil reserves can

lead a conversion

of hybrid cars or

pure electric cars.

SOCIAL Increasing 6% 3 0.18

interest in hybrid

cars because it is

more efficient

compare to a pure

gasoline or diesel

powered vehicle.

SOCIAL Increasing 6% 4 0.24

interest in electric

car because

electric cars help

public

transportation in

the Philippines.

15 | P a g e
 Electric vehicle is

more effective

and more efficient

compared to

hybrid cars.

TECHNOLOGICAL Mobile technology 5% 3 0.15

trending

applications such

as Grabcar, Uber,

and Grabtaxi

helps customers

and drivers by

connecting them

simply by just

booking a ride

using mobile

phones. It is more

convenient to the

consumer and

more efficient for

the driver.

FACTOR THREAT WEIGHT SCORE WEIGHTED

16 | P a g e
 SCORE

POLITICAL Widening 5% 1 0.05

reaches hole

can bring down

the demand of

unit in light of

the fact that the

buying

influence will be

lesser

GOVERNMENT Controls a 5% 2 0.1

bureaucratic

formality.

These

principles

imperative time

with regards to

developments

of new tasks,

deferring

conceivable

benefit.

ECONOMIC Too much 7% 1 0.7

17 | P a g e
 generation of

vehicles since

producers are

high tech. they

increment

volume for

them to expand

benefit.

SOCIO- Social-media 7% 2 0.14

CULTURAL issues like

sudden

unintended

acceleration of

SUVs.

TOTAL 3.67

18 | P a g e
COMPETITIVE PROFILE MATRIX (CPM)

TOYOTA HONDA MITSUBISHI

FACTORS WEIGHT RATING SCORE RATING SCORE RATING SCORE

Marketing 20% 4 0.8 3 0.6 3 0.6

and Sales

Performance

Customer 10% 3 0.03 3 0.3 3 0.3

Relationship

Financial 15% 4 0.6 3 0.45 3 0.45

Position

Number of 15% 3 0.45 4 0.6 4 0.6

dealers

Market 15% 4 0.6 3 0.45 3 0.45

Share

Designs 10% 3 0.3 4 0.4 3 0.3

Product 15% 4 0.6 4 0.6 3 0.45

range

TOTAL 100% 3.38 3.4 3.16

19 | P a g e
IV. COMPANY ANALYSIS

COMPANY’S VISION: “To be the number one automotive company where great

people work as a team to provide the best products and service to our customers.”

PARAMETER YES/NO EVALUATION

. Does it clearly answer the YES The Toyota Engine

question, what do we want Philippines needs to end up

to become? noticeably the main car

organization with the best

item and administration.

Is it concise enough yet YES The Toyota Engine

inspirational? Philippines vision is brief

since they solidly accept to

wind up plainly the main in

their industry with the best

item and administration and

it is likewise motivational to

individuals inside and

outside the organization.

Is it an aspiration? YES The Toyota Engine

Philippines has yearning

vision as a result of the

20 | P a g e
 powerful urge be the main

car organization.

Does it give clear indication NO The Toyota Engine

as to when it should be Philippines did not express

attained? any signs when it ought to

be achieved.

MISSION STATEMENT:

- To dominate our markets through dynamic selling and timely delivery of attractive

products, with excellent customer service and continuous product improvement.

- To produce vehicles and components of outstanding quality, using advance

technology, continuously improving methods and environment-friendly processes while

maintaining safe working conditions

- To sustain Company profitability, stability, productivity and growth by engaging in

effective financial and resource management for the collective gain of the Toyota Family

and the society we serve.

- To sustain Team Member's morale and productivity by developing their full potential

and total well-being, and by establishing mutual trust, mutual responsibility, and

harmony through open communication.

21 | P a g e
PARAMETER YES/NO EVALUATION

Products or Services YES The Toyota Engine

Philippines said that they

need to deliver vehicles and

segments of extraordinary

quality, utilizing advance

innovation, ceaselessly

enhancing techniques and

condition agreeable

procedures while keeping

up safe working conditions.

Customers YES The Toyota Engine

Philippines expressed that

they need to have a

magnificent client benefit

and persistent item change.

Philosophy YES The Toyota Motors

Philippines statement of

purpose possible and

existing to be the

22 | P a g e
 foundation of how to

execute the vision.

Public Image YES The Toyota Motors

Philippines expressed that

they need to have a domain

well-disposed process while

keeping up safe working

conditions to their open

picture.

Markets YES The Toyota Motors

Philippines expressed how

to rule the market. They

need have a dynamic

offering and convenient

conveyance of appealing

items, with magnificent

client benefit and constant

item change.

Employees YES The Toyota Engine

Philippines specified that

they need to manage

Colleague's spirit and

efficiency by building up

23 | P a g e
 their maximum capacity

and aggregate prosperity,

and by setting up common

trust, shared duty, and

congruity through open

correspondence.

Technology YES The Toyota Engine

Philippines specified that

they additionally need to

deliver vehicles and

segments of extraordinary

quality, utilizing advance

innovation, ceaselessly

enhancing strategies and

condition well-disposed

procedures while keeping

up safe working conditions.

Survival Growth Profit YES The Toyota Engine

Philippines specified

survival development

benefit by maintaining the

Organization's soundness,

efficiency and development

24 | P a g e
 by taking part in viable

monetary and asset

administration for the

aggregate pick up of the

Toyota Family and the

general public we serve.

Self-concept YES The Toyota Motors

Philippines idea is to asset

administration for the

aggregate pick up of the

Toyota Family and the

general public we serve.

IFE CHECKLIST

MANAGEMENT ASPECT

FACTORS TOYOTA

How do you manage your employees Managing our employees aren’t difficult,

they are very cooperative when it comes to

instructions. We also make sure that there

will be a representative that will

25 | P a g e
 accommodate the union of the company.

We give out special incentives especially

to the sales department to assure that

each employee will do their job extra

ordinarily well.

Do you require skills in hiring employees Most of our job vacancies are coming from

for a certain department the sales department and yes, the most

important trait needed for this position is

having an entrepreneurial spirit.

Do managers delegate obligations and There are times that we can’t control our

tasks well employees, so I may say that it’s a

seasonal basis. For the sales department,

we have 8 managers and we make sure

that the tasks delegations are properly

disseminated.

Is the organization structure of the For some department, but to be honest,

company appropriate? there are managers, supervisors who are

not doing their job well.

What are your feed backs about your They are very well motivated if they have

employees incentives and if they will be able to

receive their incentives on time.

Is employee absenteeism low? Moderate. We can’t monitor or tell if the

employees are true when it comes to their

26 | P a g e
 attendance. But for the other departments,

I can say that absences are minimal.

Is organizational reward and control Very well effective.

mechanism effective?

MARKETING ASPECT

FACTORS TOYOTA

Are the sales force effective Yes. We have experienced marketing

managers who leads and takes care of our

sales force.

Are product quality and customer service Yes

good?

Does the firm have an effective Yes. But compared to our competitors, we

promotion? can say that we are one step behind.

Are the product/services of the company Not quite. The company lacks

priced appropriately? advertisements for itself.

does the firms marketing managers have Absolutely. We provide trainings and

adequate experience and training? seminars for our managers.

Is the firm’s internet presence excellent as We have an internal and external

compared to rivals? marketing managers who takes care of our

online advertisements. And I can say we’re

in a good position on that.

Is the organization positioned well among We always get the chance to offer first

27 | P a g e
competitors? among our competitors but it can’t be fully

maintained so I think competitors have an

edge on this criteria.

OPERATIONS ASPECT

FACTORS TOYOTA

Are facilities, equipment, machinery, and Yes. We make sure that all of our

offices in good conditions? machineries and equipments are in good

condition. We have a monthly check on

them.

Are suppliers of raw materials, parts, and Yes. We have managers who takes care

subassemblies reliable and reasonable? with dealing with our suppliers and

negotiating.

Are quality control policies and procedures Very well effective.

effective?

FINANCIAL ASPECT

FACTORS TOYOTA

Are the firm’s financial managers are well We only hire competitive and experienced

trained and experienced? financial managers whom we know can do

good for our company. Also, we provide

28 | P a g e
 proper training and seminars for them.

Does the firm have sufficient working Yes.

capital

Can the firm raise needed short-term Yes.

capital?

Can the firm rise needed long-term If needed a long-term capital the firm can

capital? tap on that and take action.

RESEARCH AND DEVELOPMENT

Are the present products competitive? Yes. Very competitive.

MANAGEMENT AND INFORMATION SYSTEM

Does the firm gives promotion and Yes. The firm is very fair when promoting

incentives? employees. We make sure to notice the

extra effort and hard work or our workers.

Do all managers come and work together Yes. All managers collaborate with one

to make decisions? another specially when making decisions

for the common goal.

29 | P a g e
INTERNAL FACTORS EVALUATION

Rate Score: 4= Superior Response, 3= Above Average, 2= Average Response, 1= Poor

Response

FACTORS SOURCE STRENGTHS WEIGHT RATING WEIGHTED

SCORE

Innovative Innovation 10% 4 0.4

Concepts Concepts

Toyota is the

leading brand

in making new

ideas and new

technology

Local Local 7% 3 0.21

Production Production

resources Toyota is the

first to

automotive

company to

assemble their

unit. The Vios

and Innova

cars

30 | P a g e
Brand International 10% 4 0.4

reputation Brand

Reputation The

Toyota Motors

has establish

the Quality with

worth of its

value and

known

worldwide

Competitive - Strong Team 7% 4 0.28

management Management

Toyota

management is

well known to

its Toyota

Quality Control

System

Wide range Model Variant 6% 3 0.18

variety of Choices Toyota

models has the widest

range of variant

compared to its

31 | P a g e
 competitors

Approved use Public Utility 7% 4 0.28

as PUV Used and

Government

Vehicle Toyota

has the highest

number of used

public

transportation

and

government

vehicle

Customer Loyal 8% 4 0.32

Relationship Customers

Toyota has

captured the

taste of the

consumer that

result to repeat

purchased

High Resale Distribution 7% 4 0.28

Value Production

Capacity

32 | P a g e
 Toyota can

produced large

quantity of unit

production

compared to

other

competitors

Distribution High Resale 6% 4 0.24

Production Value Toyota

capacity has the highest

resale value

compared to its

competitors

FACTORS SOURCE WEAKNESSES WEIGHT RATING WEIGHTED

SCORE

Negative Toyota has 6% 2 0.12

publicity due to recall because

large vehicle of the failure of

recalls other supplier

of parts

because of

large

production

33 | P a g e
Fast Fast Turnover 5% 2 0.1

turnover/release of New Model

of new model Toyota always

release new

model that

causes

consumer to

have a waiting

time period

High fixed cost Expensive 4% 1 0.04

Fixed Cost A

high volume of

production is

needed to hit

the breakeven

point

moderate Low Quality 4% 2 0.08

quality interior Materials

Toyota vehicle

interior has

poor quality

compared to

other

34 | P a g e
 competitors

average Less 5% 2 0.1

marketing Promotions

promotions Weak in

Promotion

strategy

compared to

other

competitors

TOTAL: 100% 3.03

V. STRATEGY FORMULATION

SWOT ANALAYSIS

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

S1- Development W1- Large Scale O1Political T1- Political

Concepts – Take Recall Toyota has Continuous Widening riches

advantage of the review due to the Emission Monitoring hole can bring down

market share to disappointment of System will help the the request of unit in

maximize sales by other provider of vehicle to keep up light of the fact that

developing parts in view of vast great condition that the buying influence

innovative concepts generation will aftereffect of will be lesser.

of higher incentive to

35 | P a g e
automobiles.Toyota the buyers

is the main brand in

making new

thoughts and new

innovation.

S2 Nearby W2- Fast Turnover O2- Political T2- Government

Production - Toyota of New Model Governmental controls are a

is the first car Toyota dependably support for eco- bureaucratic

organization to discharge new friendly products formality. These

gather their unit. model that makes because it comply principles

The Vios and purchaser have a to clean air clean imperative time with

Innova autos. holding up day and law regards to

age developments of

new tasks, deferring

conceivable benefit.

S3- International W3- Expensive O3Economic Rapid T3- Economic Too

Brand Reputation Fixed Cost A high development of much generation of

The Toyota Motors volume of creating nations can vehicles since

has set up the generation is help the car producers are high

Quality with worth of expected to hit the business to robotized. They

its esteem and breakeven point enhance their item increment volume

known around the and simpler to offer for them to expand

world the units benefit.

36 | P a g e
S4- Strong Team W4 Average Quality O4- Economic T4- Porter's Five

Management Materials Toyota Gradual Forces Automotive

Toyota vehicle inside has development of U.S. maker rivalry is

administration is low quality economy will expanding because

notable to its Toyota compared with influence the cost of of the quantity of

Quality Control different contenders oil in the market that industry players

System can prompt high illustration are

utilization of autos Chinese autos,

Malaysian autos

and Korean autos.

S5 Demonstrate W5- Less O5- Economic T5- Social media

Variant Choices Promotions Weak in Weaker Philippine embarrassment like

Toyota has the Promotion Peso versus U.S. sudden unintended

largest scope of procedure Dollar will result to speeding up of

variation contrasted compared with higher incentive to SUVs.

with its rivals different contenders the customers that

can result to high

caliber

S6- Open Utility O6- Economic High

Used and income will result to

Government Vehicle higher piece of the

Toyota has the most overall industry in

noteworthy number the car business.

37 | P a g e
 of utilized open

transportation and

government vehicle

S7- Faithful O7- Economic

Customers Toyota Declining global oil

has caught the reserves can lead a

essence of the conversion of hybrid

buyer that outcome cars or pure electric

to rehash bought cars

S8- Dissemination O8- Socio-Cultural

Production Capacity Increasing

Toyota can created enthusiasm for

expansive amount cross breed autos

of unit generation on the grounds that

contrasted with it is more effective

different contenders contrast with an

immaculate fuel or

diesel controlled

vehicle.

S9- High Resale O9- Socio-Cultural

Value Toyota has Increasing

the most noteworthy enthusiasm for

38 | P a g e
resale esteem electric auto since

contrasted with its electric autos help

rivals. open transportation

in the Philippines.

Electric vehicle is

more successful

and more proficient

contrasted with half

and half autos.

O10- Technological

Mobile innovation

incline helps the

advanced mobile

phone to be

associated

effortlessly to auto

for the purchaser to

work the element of

a similar telephone

like call, informing

and music, maps

and other

application

39 | P a g e
STRENGTH – OPPORTUNITY STRATEGY

S1:O7 Product Development Since Toyota is

known for developing innovation of cars,

they can produce hybrid cars or electric

cars

S2:O3 Product Development To provide new

different variants of each model that the

competitors do not cater considering the

rapid growth of the industry

S5:O6 Product Development & Market

Development: Offering new cars that will

capture the brand recognition and

awareness of its new market, it will

increase its market share and will increase

the sales of Toyota.

WEAKNESS – OPPORTUNITY STRATEGY

W3:O10 .due to the high demand of bookings from

the new mobile applications, Toyota can

produce more of their sedan cars

expecting a higher sales because

consumers now prefer booking from

40 | P a g e
 mobile apps. Also clients can use this as a

business.

W4:O1 Implement a strategy together with the

Emission System to monitor the suppliers

of Toyota in order to have a good quality

materials for their vehicles.

W5:O2 Have or conduct advertisements that will

cater the wants of the government like

promotion eco-friendly cars that are

created by Toyota.

STRENGTH - THREAT STRATEGY

S2:T2 Research and Development for the new

style of assembling the parts of cars inside

the country not considering the delaying of

projects by the government.

S3:T5 Release more on good publicity which

Toyota has been gaining since then to

cover up all the bad publicity that are viral

in the social media.

S6:T1 Create a new vehicle exclusively for

private car users that will cover up the loss

41 | P a g e
 of the GDP of the country.

WEAKNESS – THREAT STRATEGY

W1:T1 Release a new public material that will

cater the good side of Toyota covering the

large scale recall and the decrease of

buying power of consumers

W2:T1 Focus on developing the products

especially the qualities that may increase

the buying power of the customers instead

of releasing new types of vehicles, not

affecting the decrease of GDP.

W3:T3 Implement a program that will lessen the

need of producing high volume of cars to

reach the breakeven point.

42 | P a g e
SPACE MATRIX

5 FP

2 AGGRESIVE

5 4 3 2 1 0 1 2 3 4 5

CP 1 IP

SP

The graph above shows a positive result of the firm’s Space Matrix. Aggressive

Strategies are applicable to the company and they can use the following strategies:

Forward Integration, Backwards Integration, and Horizontal Integration, market

penetration, product and marker development. Based from the IFE and EFE , these

strategies are the best strategies applicable for the company.

43 | P a g e
BCG MATRIX

TOYOTA

Toyota falls under quadrant I of the Boston Consulting Group Matrix. Under this

quadrant the following Strategies are available: Market Development, Market

Penetration, Product Development, Forward integration, backward integration,

Horizontal Integration, and Related diversification. Based on the data of 2015 to 2016

44 | P a g e
the Toyota Motors Philippines Corporation has the biggest market share of 43% which

gave them a Strong Competitive Position.

INTERNAL-EXTERNAL MATRIX

Strong = 3.0-4.0 Average = 2.0-2.99 Weak = 1.0-1.99

I II III High 3.0-4.0

EFE = 3.67

IFE = 3.03

IV V VI Medium 2.0-2.99

VII VIII IX Low 1.0-1.99

Toyota fall under the Quadrant I of I-E matrix which shows a position for the company to

grow and build. Product and market development, Market Penetration, Horizontal,

Backward, and Forward integration strategies are more appropriate according to the

company’s capacity and position in the industry.

45 | P a g e
GRAND STRATEGY MATRIX

QUADRANT I QUADRANT II

TOYOTA

QUADRANT III QUADRANT IV

Conclusion: Toyota landed in the Quadrant I because of high market rapid growth and

strong competitive position.

Competitive Position: Strong

Toyota has a strong competitive position as shown by its market share which reached

up to 43% during 2016.

Strategies: product and market development, market Penetration, forward integration,

backward integration, horizontal integration

46 | P a g e
SUMMARY OF MATRIXES

STRATEGIES SWOT SPACE BCG IE GSM TOTAL

INTEGRATION

STRATEGY

Forward Integration X X X X X 5

--

Backward

Integration

-- X X X X X 5

Horizontal

Integration

X X X X X 5

INTENSIVE

TRATEGY

Marketing X X X X X 5

Penetration

--

Market

development X X X X X 5

--

47 | P a g e
Product

Development X X X X X 5

DIVERSIFICATION

STRATEGY

Related X X 2

diversification

--

Unrelated

diversification X 1

DEFENSIVE

STRATEGY

Retrenchment

--

Divestiture

--

Liquidation

QSPM

KEY FACTOR W PRODUCT MARKET BACKWARD

DEVELOPMENT PENETRATION INTEGRATION

STRENGTHS AS TAS AS TAS AS TAS

S1- Innovation 0.03 1 0.03 2 0.06 3 0.09

48 | P a g e
concepts

S2- Local 0.07 1 0.07 4 0.28 2 0.14

Production

S3- International 0.03 2 0.06 2 0.06 3 0.09

brand reputation

S4- Strong team 0.05 3 0.015 X 0 X 0

management

S5- Model variant 0.07 X 0 3 0.21 2 0.14

choices

S6- Public utility 0.1 1 0.1 1 0.1 2 0.2

used

S7- Loyal 0.07 3 0.21 X 0 4 0.28

Customers

S8- Distribution 0.08 1 0.08 4 0.32 3 0.24

production

capacity

S9- High Resale 0.1 1 0.1 1 0.1 2 0.2

WEAKNESSES AS TAS AS TAS AS TAS

W1- Large scale 0.05 3 0.15 3 0.15 1 0.05

recall

W2- Fast 0.1 1 0.1 4 0.4 2 0.2

Turnover of

49 | P a g e
models

W3- Expensive 0.05 X 0 4 0.2 1 0.05

fixed cost

W4- Low Quality 0.1 X 0 4 0.4 3 0.3

materials

W5- Less 0.05 3 0.15 X 0 3 0.15

promotions

OPPORTUNITIES AS TAS AS TAS AS TAS

O1- Political 0.06 1 0.06 3 0.18 2 0.12

continuous

emission

monitoring system

will help the

vehicle to

maintain good

condition and that

will result to

higher value to

the customers

O2- Political 0.07 1 0.06 3 0.18 2 0.12

government

support for eco-

friendly products

50 | P a g e
because it comply

to clean air clean

law.

O3- Economic 0.07 X 0 1 0.07 2 0.14

Rapid growth of

developing

countries can help

the automotive

industry to

innovate their

product and

easier to sell the

units

O4- - Economic 0.09 X 0 2 0.18 2 0.18

Gradual growth of

U.S. economy will

affect the price of

oil in the market

that can lead to

high usage of cars

O5- - Economic 0.09 X 0 3 0.27 2 0.18

Weaker Philippine

Peso vs. U.S.

51 | P a g e
Dollar will result to

higher value to

the consumers

that can result to

high quality

O6- -Economic 0.05 1 0.05 X 0 2 0.1

Increasing

revenue will result

to higher market

share in the

automotive

industry

O7- Declining 0.07 X 0 4 0.28 3 0.21

global oil reserves

can lead a

conversion of

hybrid cars or

pure electric cars

O8- Social 0.06 X 0 3 0.18 2 0.12

Increasing interest

in hybrid cars

because it is more

efficient compare

52 | P a g e
to a pure gasoline

or diesel powered

vehicle.

O9- - Social 0.06 X 0 3 0.18 3 0.18

Increasing interest

in electric car

because electric

cars help public

transportation in

the Philippines.

Electric vehicle is

more effective

and more efficient

compared to

hybrid cars

O10- 0.05 1 0.05 X 0 X 0

Technological

Mobile technology

trend helps the

smart phone to be

connected easily

to car for the

consumer to

53 | P a g e
function the

feature of the

smart phone like

call, messaging

and music, maps

and other

application.

THREATS AS TAS AS TAS AS TAS

T1- Political 0.05 3 0.15 X 0 2 0.1

Widening wealth

gap can lower the

demand of unit

because the

purchasing power

will be lesser.

T2- Political 0.06 2 0.12 2 0.12 2 0.12

Government

regulations are a

bureaucratic red

tape. These rules

constraint time

when it comes to

constructions of

54 | P a g e
new projects,

delaying possible

profit.

T3- Economic Too 0.07 1 0.07 3 0.21 2 0.14

much production

of vehicles

because

manufacturers our

high automated.

They increase

volume for them

to increase profit.

T4- Porter’s Five 0.09 3 0.27 2 0.18 3 0.27

Forces

Automotive

manufacturer

competition is

increasing due to

the number of

industry players

example are

Chinese cars,

Malaysian cars

55 | P a g e
and Korean cars

T5- Social media 0.06 4 0.24 4 0.24 4 0.24

scandal like

sudden

unintended

acceleration of

SUVs

TOTAL : 2.27 4.93 4.37

VI. OBJECTIVES, STRATEGY RECOMMENDATIONS AND ACTION PLANS

Recommended Mission Statement

- To command our business sectors through element offering and opportune

conveyance of alluring items, with brilliant client benefit and constant item

change.

- To create vehicles and parts of exceptional quality, utilizing advance innovation,

consistently enhancing strategies and condition well-disposed procedures while

keeping up safe working conditions.

- To maintain Company benefit, dependability, efficiency and development by

taking part in powerful money related and asset administration for the aggregate

pick up of the Toyota Family and the general public we serve.

56 | P a g e
 - To maintain Team Member's assurance and profitability by building up their

maximum capacity and aggregate prosperity, and by setting up common trust,

shared obligation, and agreement through open correspondence.

PARAMETER YES/NO EVALUATION

Product or Services YES The Toyota Motor

Philippines said that they

need to create vehicles

and parts of remarkable

quality, utilizing advance

innovation, persistently

enhancing techniques

and condition inviting

procedures while keeping

up safe working

conditions.

Customers YES The Toyota Motor

Philippines expressed

that they need to have a

superb client benefit and

consistent item change.

Philosophy YES The Toyota Motor

Philippines statement of

57 | P a g e
 purpose possible and

existing to be the

foundation of how to

execute the vision.

Public Image YES The Toyota Motor

Philippines expressed

that they need to have a

situation cordial process

while keeping up safe

working conditions to their

open picture

Markets YES The Toyota Motor

Philippines expressed

how to overwhelm the

market. They need have a

dynamic offering and

auspicious conveyance of

appealing items, with

fantastic client benefit and

consistent item change.

Employees YES The Toyota Motor

Philippines said that they

need to maintain Team

58 | P a g e
 Member's assurance and

profitability by building up

their maximum capacity

and aggregate prosperity,

and by setting up shared

trust, common obligation,

and amicability through

open correspondence.

Technology YES The Toyota Motor

Philippines said that they

likewise need to deliver

vehicles and parts of

exceptional quality,

utilizing advance

innovation, consistently

enhancing techniques

and condition cordial

procedures while keeping

up safe working

conditions.

Survival Growth Profits YES The Toyota Motor

Philippines specified

survival development

59 | P a g e
 benefit by maintaining the

Company's steadiness,

efficiency and

development by taking

part in viable money

related and asset

administration for the

aggregate pick up of the

Toyota Family and the

general public we serve

Self-Concept YES The Toyota Motor

Philippines idea is to

asset administration for

the aggregate pick up of

the Toyota Family and the

general public we serve.

60 | P a g e
RECOMMENDED VISION STATEMENT: “To maintain market share as top automobile

manufacturer by year 2020 where great people work as a team to provide the best

products and service to our customers.”

PARAMETER YES/NO EVALUATION

. Does it clearly answer the YES The Toyota Engine

question, what do we want Philippines needs to end up

to become? noticeably the main car

organization with the best

item and administration.

Is it concise enough yet YES The Toyota Engine

inspirational? Philippines vision is brief

since they solidly accept to

wind up plainly the main in

their industry with the best

item and administration and

it is likewise motivational to

individuals inside and

outside the organization.

Is it an aspiration? YES The Toyota Engine

Philippines has yearning

vision as a result of the

powerful urge be the main

car organization.

61 | P a g e
Does it give clear indication YES The Toyota Engine

as to when it should be Philippines want to maintain

attained? its market share and hold

on to their spot as the #1

manufacturer of

automobiles in the

Philippines.

STRATEGIC AND FINANCIAL OBJECTIVES

Toyota Philippines is as yet the top player in their industry and the development of the

organization is reliably expanding. It is essential that Toyota Philippines ought to have

procedures with a specific end goal to keep up its upper hand among its rivals. The

objective of Toyota Philippines is to increase 15% expansion in deals by actualizing mix

procedures, particularly the retrogressive joining technique. Looking for control and

control over its providers to modify the low quality and to have the capacity to screen

and create great quality vehicles that are profitable for the clients. The contenders of

Toyota Philippines are Honda Philippines and Mitsubishi Motors in which the opposition

is truly intense not just with the three organizations that are specified yet together with

whatever is left of auto assembling organizations. Toyota must execute a retrogressive

and even methodology to ceaselessly command the business by purchasing its

providers for more composed and adequate supplies and it is likewise conceivable to

enter little auto producing organizations for a lesser competition in the business.

Reconciliation techniques are profoundly proposed to Toyota as their principle center in

62 | P a g e
performing new systems keeping in mind the end goal to have a higher focused edge

against the contenders of Toyota.

RECOMMENDED BUSINESS STRATEGIES, ORGANIZATIONAL STRATEGIES AND

DEPARTMENTAL PROGRAMS

Strategic Issues

Improve automobiles interior quality

Promotions & advertisements

Outsource raw materials

Objectives

Bargain from suppliers to have more room to improve interior of automobiles

Backward integration – outsource suppliers to decrease expense of production and be

able to offer products at a lower price compared to competitors since Toyota has the

biggest market share for 2016 they have the capacity to outsource supplier and be more

aggressive in sales.

Tap more into social media advertisement since everyone has an easy access to

internet nowadays. There are more people seeing add that is on social media.

63 | P a g e
Recommended Business Strategies

Assessing all the matrixes performed in this strategic paper, it is concluded that Toyota

Philippines is in need to perform Integration strategies mainly the Backward Integration.

From the QSPM Matrix’s total attractiveness score, Backward Integration got the

highest among the three.

Strategy Recommendation

Assessing all the matrixes performed in this strategic paper, it is concluded that Toyota

Philippines is in need to perform Integration strategies Market penetration, backward

integration and Product development. From the QSPM Matrix’s total attractiveness

score, market penetration got the highest among the three. It clearly states that Toyota

Philippines does not have enough power to control its suppliers to hold and maintain the

quality of their vehicles.

Market Penetration

Since TMP is ranked #1 in the Philippines and has the biggest market share of 43% for

the year 2016, they can be more aggressive in penetrating the market to either maintain

or increase their market share for the year 2017 compared to the previous year. Using

their revenue they can dominate more the automobile market.

Backward Integration

TMP can buy or merge with their suppliers to they can get their raw materials at a lower

cost. And by that they can sell their products at a cheaper price compared to other

64 | P a g e
automobile companies and will surely gain them the advantage when it comes to sale.

Lower cost of raw materials = lower cost of products.

Product Development

Despite having the biggest marketshare in the automobile industry and being ranked #1

in the Philippines, Toyota can still improve their products especially the interioir of their

automobiles. They can produce new product and introduce them to the market and

develop existing products since their the #1 in innovating.

65 | P a g e
STRATEGY MAP

FINANCIAL Profits

PERSPECTIVE

CUSTOMERS Customer satisfaction

PERSPECTIVE

INTERNAL Improvement of the quality continuously

PROCESS

LEARNING & Culture of Toyota

GROWTH

66 | P a g e
 TOYOTA PHILIPPINES CORPORATION FINANCIAL POSITION PROJECTION

2016 2017 2018

ASSETS

Current Assets

Cash 970,302,096 1,115,525,674 1,875,503,083

Trade and Other Receivable 91,740,556 186,340,170 191,198,609

Inventories 761,071,200 821,161,632 886,714,200

Other Current Assets 211,281 74,479 49,848

Total Current Assets 1,823,325,133 2,123,101,955 2,953,465,740

Non-Current Assets

Property, Plant, and 377,698,471 367,979,835 377,698,471

Equipment, net

Other Non-Current Asset 18,290,377 25,785,432 36,363,100

Total Non-Current Assets 395,988,848 393,765,267 414,061,571

TOTAL ASSETS 2,219,313,981 2,516,867,222 3,367,527,311

LIABILITIES AND SH EQUITY

Current Liabilities

Trade Accounts Payable 204,103,757 193,536,171 184,041,301

67 | P a g e
Other Payables 9,305,184 10,689,002 12,278,615

Total Current Liabilities 213,408,941 204,225,173 196,319,916

Non-Current Liabilities

Total Liabilities 213,408,941 204,225,173 196,319,916

SHAREHOLDER'S EQUITY

Share Capital 1,700,000,000 1,700,000,000 1,700,000,000

Retained Earnings 325,502,944 397,116,375 495,704,312

Total Shareholder's Equity 2,025,502,944 2,097,116,375 2,195,704,312

TOTAL LIABILITIES 2,238,911,885 2,301,341,548 2,392,024,228

TOYOTA PHILIPPINES CORPORATION COMPREHENSIVE INCOME PROJECTION

2016 2017 2018

REVENUE 4,114,169,652 4,612,436,796 5,190,426,683

COST OF SALES 2,316,257,104 2,736,162,089 3,232,188,420

GROSS INCOME 1,797,912,548 1,876,274,707 1,958,238,263

OPERATING EXPENSES

Logistic Cost

68 | P a g e
Advertisement and 225,189,135 204,190,560 286,714,177

Commercial

Employee Service 5,950,789 7,688,550 11,036,276

Sales and Marketing 1,368,854 1,384,345 1,400,488

Occupancy 70,894,239 86,084,464 104,576,004

Freight Cost 83,668,691 113,228,472 153,357,922

Ligitation 1,932,471 2,752,753 294,625

Service Back Job 5,003,422 5,651,469 6,395,704

Total Distribution Cost 394,007,601 420,980,613 563,775,196

Administrative Cost

Salaries and Compensation 52,064,629 57,475,373 53,382,097

Government Agency Fee 17,306,459 18,188,379 19,176,750

Maintenance and 21,919,488 23,041,111 24,268,279

Renovation

Rental Fees 18,435,958 20,256,627 22,470,237

Office Supplies 13,928,375 14,331,868 14,776,805

Communication 4,538,461 5,616,327 7,022,526

Taxes and Licenses 27,396,417 35,559,929 47,554,283

Light and Water 2,659,756 2,840,492 3,040,909

Security 3,845,585 4,885,592 6,305,702

Manpower Services 97,540,137 129,565,127 172,213,678

Depreciation 10,718,636 10,718,636 10,718,636

69 | P a g e
Insurance 1,247,288 1,247,288 1,247,288

Miscellaneous 4,401,942 4,379,258 4,356,725

Total Administrative Cost 276,003,131 328,106,007 386,533,915

Finance Cost

TOTAL OPERATING 670,010,732 749,086,620 950,309,111

EXPENSES

INCOME BEFORE TAX 1,127,901,816 1,127,188,087 1,007,929,152

PROVISION FOR INCOME 338,370,545 338,156,426 302,378,746

TAX

NET INCOME AFTER TAX 789,531,271 789,031,661 705,550,406

OTHER COMPREHENSIVE

INCOME

TOTAL COMPREHENSIVE 789,531,271 789,031,661 705,550,406

INCOME

70 | P a g e
 TOYOTA PHILIPPINES CORPORATION CASH FLOW PROJECTION

2016 2017 2018

CASH FLOWS FROM

OPERATING ACTIVITIES

Net Income Before Tax 1,127,901,816 1,127,188,087 1,007,929,152

Adjustments for:

Depreciation and 10,718,636 10,718,636 10,718,636

Amortization

Interest Expense --- --- ---

Operating Income 1,138,620,452 1,137,906,723 1,018,647,788

before working capital

changes

Changes in operating

assets and liability

Decrease (Increase) in:

Trade and other (4,354,578) (4,599,614) (4,858,439)

receivable

Inventories (155,083,426) (160,090,432) (165,552,568)

Other Current assets 54,986 36,802 24,631

Increase (Decrease) in:

Trade accounts payable (11,761,498) (10,567,586) (9,494,870)

Other payables 1,204,666 1,383,818 1,589,613

Cash generated from 968,680,602 964,069,711 840,356,155

71 | P a g e
operation

Income Tax paid (90,270,545) (90,056,426) (80,378,746)

Net cash flow from 878,410,057 874,013,285 759,977,409

operating activities

NET INCREASE 878,410,057 874,013,285 759,977,409

(DECREASE) IN CASH

CASH, BEG 91,892,039 241,512,389 1,115,525,674

CASH, END 970,302,096 1,115,525,674 1,875,503,083

FINANCIAL PROJECTION AND OVERALL EVALUATION OF THE STRATEGIES

DEPARTMENTAL PROGRAMS

ACTION TIME OUTPUT DEPARTMENT

Develop a Yearly Cost efficient and R&D, Quality

manufacturing of effective supplies Control

raw materials for a good quality Management,

product and Administrative,

service of Toyota. Operations

Management

Release Public Monthly Covering up Marketing

Materials different issues Management

that may harm the

sales of the

72 | P a g e
 company

Conduct a First month of the Together with its R&D, Management

program with year competitors, Department

different car creating a

manufacturing program that

companies. would lead them

to innovate the

newest and hybrid

cars.

Hold and maintain Everyday Hold and maintain Marketing

the strategies that Department,

they are working Financial

on right now to Department

maintain the

stability of their

market share as

the top player in

the industry.

Inventing goods Last month of the Inventing new Operations

year goods that might Department, R&D

change the

standard of

Toyota

73 | P a g e
 Entertain Weekly Listen to the Sales Consultant

comments and customer’s Team

suggestions comments to gain

knowledge on the

flaws and lapses

of Toyota.

Asses the Monthly Study all the Administrative,

strategies strategies, the Marketing

Integration Department

strategies to be

executed well for

the gain of sales

of Toyota.

STRATEGY EVALUATION, MONITORING AND CONTROL

OBJECTIVES INDICATOR INITIATIVE

Financial Perspective Increase of sales on new Penetrating the market

market

Customer Perspective Gaining customer’s Brand Recognition

loyalty

Internal Process Improve R&D Investing for more

experts

74 | P a g e
 Learning & Growth Empowerment Employee’s work ethics

improvement

BIBLIOGRAPHY

http://www.gtcapital.com.ph/component-partners/toyota/

http://www.gmanetwork.com/news/story/316535/economy/companies/toyota-toincrease-

local-parts-of-cars-made-in-santa-rosa

http://www.toyotaglobal.com/company/vision_philosophy/toyota_production_system/orig

in_of_the_toyota_production_system.html

http://www.toyotafinancial.ph/about/annual_report

http://www.businessmirror.com.ph/toyota-corners-43-market-share-as-it-dominates-phl-

vehicle-sector/

http://www.toyotafinancial.ph/uploads/51065ec92e803_TFSPH_AFS_March2012.pdf

http://www.toyotafinancial.ph/about/annual_report

http://www.toyotafinancial.ph/uploads/57aa921659846_TFSPC_FS0316_Toyota_Finan

cial_Services_Philippines_Corporation_final.pdf

http://www.toyotafinancial.ph/uploads/57aa91f8662ea_TFSPC_FS0315_Toyota_Financ

ial_Services_Philippines_Corporation.pdf

http://pacci.ph/the-philippine-automotive-industry/

75 | P a g e