Toyota Motor North America. Executing Global Strategy

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It is important to note that although the given analysis and summary will primarily focus on Toyota Motor’s North American division, the latter is heavily influenced by Toyota Japan. In the case of the corporate culture, the company harnesses loyalty and hard work, where the employees are put in a position where they are incentivized to remain at the organization for the long term. The business-based strategy is shifted from a centralized form of governance to a more specialized and compartmentalized one, where divisions have more freedom to adapt to the local markets, which means that Toyota Motor North America is able to adjust its approaches to the needs of North American market (“Phase 1- Toyota (Japan),” n.d.).

The management analysis reveals the fact that Toyota Motor North American is guided by similar forces as Toyota Japan since the company is still eager to control and supervise its divisions, which means that focus on certainty and interdependence is key. One should be aware that Toyota has a highly prominent organizational culture, which translates to its divisions as well. The organizational culture is deeply rooted in two strategic principles of continuous development and respect. In the case of the business itself, Toyota Motor North America is highly process-oriented, where the accentuation is put on complex performance measurement metrics. For instance, it is stated: “Toyota company has a business that maintains the quality of its products by delivering anything the consumer wants and depending on the needs of them” (“PHASE 2 – Executing global strategy,” n.d., p. 5). The management analysis reveals that all measures are focused on system organization and growth, where the majority of actions are taken to gain and sustain competitive advantage. References Phase 1- Toyota (Japan). (n.d.). PHASE 2 – Executing global strategy. (n.d.).

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