CASE ANALYSIS

• View point

Toyota Motor Corporation began in 1933 and it became the largest automobile in

manufacturer in the world for the first time in 2008. The founder of this corporation was

Kiichiro Toyoda, dies at the age of 57 in Japan in 1952.

After his death and a decade where the company being run by the professional

managers, his grandson, Akio Toyoda, had been a president and who managed the company.

He was the one who test drive the car to understand the strategy of the company

In 2009 to 2011, Toyota experienced the crisis made by the natural disasters that cause

of having a changes on the management like earthquake and massive tidal wave disrupted

productions, tsunami damaged plants in the north of Japan, and in Thailand which affected by

the floods who is their also supplier, and plummeted the quality US market share.

In 1950, the company was still managed, every tight decision was made and control by

the Japan and treated like a vassal state in US. Until 2008 came, where Toyota became the

largest automobile manufacturer.

• Time Context:

The time context is 1950 – 2011. In 1950 up to 2008 Toyota Company was stable until 2009 to

2011 came, there are affected with the crisis like earthquake, tsunami and flood, and also Akio

Toyoda, the grandson of the company’s founder, who handle the Toyota Company.

• Problem Statement:

• Lack of plans about unforeseen circumstances.

• Lack of experience to handle a company.

• Lack of connecting to the professional managers.

• Statement of Objectives:

• Find a location that are not prone of some natural disaster like tsunami, to avoid

damaging the plants that supply the production of the company.

• To produce an enough product units of car to recover about the loss after the crisis.

• Areas of consideration:

• Strengths:

• They have a strong rate of yen.

• Toyota make sure the quality of their car that the grandson of founder

personally test driving it.

• They are aiming to make a better cars..

• Weakness:

• Location of their supplier.

• Lack of knowledge about business the one who manage it.

• Opportunities:

• They can be on top again once they recover.

• Threats:

• The upcoming natural disaster again

• Having a lack of parts for the production

VI: Alternative Courses of Action:

ACA 1. Find a location of supplier that rarely affect by natural disaster.

ACA 2: They should undergo on training or seminar.

VII: Analysis:

ACA 1: Find a location of supplier that rarely affect by natural disaster.

Advantages

• The parts or the supplies will not affected by the natural disaster.

• The production will be continuous and achieve the target product

units.

Disadvantages

• It will took a long time to find a nice location.

• The production will stop to produce units.

ACA 2: They should undergo on training or seminar.

Advantages

• They will gain knowledge how to handle the company on the middle

of crisis.

• They can prepare plans for the unforeseen circumstances.

• It will be one of the asset of the company.

Disadvantages
 • They will spend less time to focus on the company.

VIII: Conclusion:

Variables:

• Sustainability of objective - capacity to support and fulfill the set

objectives

• Timeliness - occurring at a suitable time; opportune: well-timed

• Cost effectiveness - producing optimum results for the expenditure

• Implementation - the leniency of the action to be carried out, executed

or practice

Rating System

• 1 - lowest

• 5 - highest

Decision Matrix:

ACA Sustainability Timeliness Cost Total

Implementation
of Objective Effectiveness
 ACA 1 3 2 4 3 12

ACA 2 4 4 3 4 15

I conclude that the Alternative Courses of Action 2 will be more efficient and effective because

it is easy to do and even there are calamities if they have knowledge how to handle they can

resolve the problem in case. It will not take long time to achieve it than the Alternative Courses

of Action 1.

Plan of Action

ACTIVITY RESPONSIBLE TIME FRAME

PERSON(S)