1.

Finland is a sovereign state with a free market economy, and the two profit-maximizing
duopolies cooperate with each other to form a mixed duopoly. Because Finland is an EU
member and uses the euro as its currency, the inflation risk is low due to the euro's
stability. The grocery store segment is dominated by two corporations: S Group and K
Group. They both and have a variety of retail sizes ranging from tiny markets to
supermarkets. As can be seen, from the customer's perspective, it makes sense to own both
membership cards because they are frequently the only ones required while shopping for
necessities in Finland. Large stores are the standard in Finland, and they may be found in
both urban and rural areas. The large number of cars indicates that people can commute to
the nearest supermarket for grocery shopping even in sparsely populated areas. And
because of this Geographical pricing differentiation may be limited by the fact that sellers
must consider the chain's overall price image. With distinct chains, both K Group and S
Group have handled the problem of geographical pricing (price differential between sites).
For example, K Group has three different store sizes, ranging from the largest K-City market
to K-Supermarket to K-Market, with prices increasing as the store size decreases, similar to
how Tesco UK has Extra, Metro, and Express sizes (all in all six different types) and for S
Group's success is based on their ability to attract customers to their larger Prism locations.
Most of the time, the businesses that operate within their venues are required to participate
in their member ownership scheme. This means that if a client has purchased the program
and is a member, the businesses within the premises are also a part of it. Elisa, one of
Finland's leading phone providers, for example, is a participant in this collaboration. This
enables its customers to receive discounts and accumulate bonus accounts using S Group's
banking system. Through their franchising strategy, the S Group has also begun to introduce
foreign enterprises to Finland. Customers are loyal to these two groups because of what
they give to their customers, they innovating and adapting globally that’s why there are
dominating they control the market they are the one who most like by the entire Finland.
2. Toyota's processes are efficient, but it appears to squander employees' time.
You'd be surprised at how many people attend a Toyota meeting even if the majority of
them don't participate in the talks. The corporation deploys many more personnel to field
offices than competitors, and its senior executives spend far too much time visiting dealers.
Toyota also employs a large number of multilingual coordinators, a position that Carlos
Ghosn abolished at Nissan shortly after becoming CEO in 2001, to assist in breaking down
barriers between its headquarters and foreign operations.
Toyota is conservative in general, yet it splurges in critical areas.
Only Wal-Mart can compete with Toyota's reputation for cost-cutting. At midday in Japan,
the firm switches off the lights in its offices. Due to the high expense of office space in Japan,
employees frequently work together in one huge area with no walls between desks.
Simultaneously, Toyota invests heavily in production facilities, dealer networks, and human
resource development. For example, since 1990, it has invested billions in manufacturing
and support facilities in the United States and Europe, and it has spent millions per year
competing on the Formula One circuit for the previous six years.
Toyota insists on basic internal communications while building complicated social
networks.
It is an unwritten Toyota guideline that staffs use plain language while communicating with
one another. They synthesize background information, objectives, analysis, action plans,
and predicted results on a single sheet of paper when presenting presentations. At the same
time, Toyota fosters a complex web of social networks because it wants everybody to know
everything. The company creates horizontal links between employees across functional and
geographic boundaries, grouping them by specializations and year of entry vertical
relationships across hierarchies through teaching relationships and mentoring; and
informal ties by inviting employees to join clubs based on birthplaces, sports interests,
hobbies, and other interests.
Expansionary Forces
every organization has a consistent refrain: This is how we do things here. Established
practices become standardized, resulting in increased efficiencies. However, over time,
these tactics might stifle the acceptance of innovative ideas. Toyota keeps stiffness at bay by
forcing staff to consider how to reach new customers, new segments, and new geographic
areas, as well as how to deal with the problems posed by competitors, new ideas, and new
practices.
Goals those are unattainable.
Toyota's senior executives push the company to break out from established patterns by
setting near-impossible targets. Toyoda dared to—and the rest, as they say, is history.
Toyota frequently sets difficult goals in order to enhance employees' awareness and self-
worth. Consider the company's global strategy: meet every client requirement and offer a
complete product line in every market. That is difficult for any firm to do. Furthermore, the
technique contradicts management theory, which promotes the benefits of making trade-
offs. Toyota aims to cater to every category since it believes that a car can help people be
happy. It's evocative of Henry Ford's aim to make autos affordable to middle-class American
families so that they may enjoy the blessings of happy hours spent in God's wide open
spaces. Toyota has established the goal of supplying a comprehensive line in every market
in order to make employees feel valuable. Toyota Value, the company's belief statement,
states it best: We are always optimizing to enhance the satisfaction of every customer as
well as to build a better future for people, society, and the world we share. This is our
responsibility. Toyota is the brand. Many of Toyota's goals are purposefully ambiguous,
allowing employees to concentrate their energies in many ways and forcing specialists from
various functions to interact across the rigid silos in which they typically work. The
ambiguity of this purpose allows researchers to pursue new routes of investigation
procurement to seek for new and unknown suppliers with required technology and sales to
contemplate the next steps required to sell such products.
Local Customization
Toyota does not adapt its vehicles to meet local requirements; instead, it tailors both
products and operations to the level of consumer sophistication in each area. Toyota's
strategy forces it out of Japan, where it is dominating, and into other markets, where it has
frequently been the underdog. Following the approach increases operational complexity,
but it also enhances employee creativity because they must invent new technologies,
marketing methods, and supply chains. Nissan and Honda employ the same method, albeit
with less discipline. Toyota is compelled to push the envelope in a variety of ways due to
local customization. For example, when developing the Innovative International
Multipurpose Vehicle (IMV) platform in 1998, the company faced challenging challenges.
Toyota engineers were tasked with designing the platform to fulfill the needs of consumers
in over 140 nations in Asia, Europe, Africa, Oceania, Central and South America, and the
Middle East. Toyota uses the IMV platform for three vehicle types’ trucks, minivans, and
sport utility vehicles to reduce design and production costs. Notably, Toyota's IMV based
vehicles were the first to be produced outside of Japan, resulting in the decentralized
development of production know-how, manufacturing technology, and production planning
systems. Toyota has been producing IMV-based vehicles in Thailand, Indonesia, Argentina,
and South Africa, while India, the Philippines, and Malaysia build them for their own
markets. The IMV also rendered the Toyota brand's Made-in-Japan ethos obsolete. Many
executives thought it would be hazardous to give up the name because it had become
synonymous with quality. However, executive vice president Akio Toyoda, who was in
charge of sales and production in Asia at the time, went on a personal mission to convince
staff that the business should replace Made in Japan with Made by Toyota.