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Econometric Model for Toyota and GM, 2008.
A discussion of the sales and profits of Toyota and General Motors (GM) and a look at the likelihood of Toyota surpassing GM in the near future.
1,751 words (approx. 7.0 pages), 1 source, MLA, $ 56.95
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Abstract
This paper discusses the speculation surrounding the business model of Toyota and the likelihood of Toyota surpassing General Motors (GM) in the near future. It identifies the necessary economic model that will explain this phenomenon. The paper then gives accurate predictions surrounding the future trends of sales and profits for both companies. It provides graphs to illustrate its points.
Table of Contents:
The Competitiveness of Toyota and GM: Implications From the Model
Toyota's Price Elasticity: How Can Toyota Sell More than GM at a Higher Price?
From the Paper
"Toyota's fleet of hybrid cars is so expansive and popular, that the consumer preference factor favors them. Since the society is generally becoming more 'green'; Toyota has seen substantial increases in the quantity demanded of these cars. Also, consumers who don't necessarily buy Hybrid cars may affiliate some philanthropic notion in regards to Toyota's current strategy and still prefer to buy automobiles from the company.
"The price of gas is a major determinant within this model, as the price of gasoline continues to increase, there is the expectation that the quantity demanded of automobiles in general will fall, however companies like Toyota that market cars with higher miles per gallon, may not face the most significant decrease in the quantity demanded as GM."
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Econometric Analysis Process, 2002.
A look at the econometric analysis process and its relevence to a coffee shop case study.
900 words (approx. 3.6 pages), 1 source, $ 35.95
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Abstract
A paper on the econometric process and its analysis in lieu of the Coffee Shop case analysis.
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General Motors (GM), 2006.
This paper discusses the effect of higher gas prices on General Motors.
890 words (approx. 3.6 pages), 7 sources, APA, $ 31.95
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Abstract
This paper explains that the economic performance of General Motors (GM) has been declining steadily for the past six years to the point of being on the verge of bankruptcy because it lacked the vision to anticipate rising oil and gas prices worldwide, based on increased international demand for these resources. The paper points out that, unlike more forward-looking foreign car companies including Toyota and Honda, GM has not focused at all on producing a hybrid automobile, still producing far too many over-sized and gas-guzzling cars. The paper states that higher gas prices seem to be here to stay; hopefully, GM management will learn from its past mistakes.
From the Paper
"A direct negative correlation clearly exists, then, between high gas prices and the declining profits of GM, and has existed for some time. Further, as of April 2006: "GM said its April sales fell 11 percent, primarily due to a 21 percent decrease in car sales. Truck and SUV sales were down 2 percent." Oil shortage in general (i.e., decreasing growth in production, caused by some oil refineries being off-line, as a result of natural disasters like Hurricane Katrina); and unstable governments and economies in oil-producing countries (e.g., Iraq) have also resulted in decreases in oil exports, thereby shrinking the oil supply and thereby raising the demand for (and the price of) oil even further."
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Toyota's Lean Production, 2008.
This paper focuses on the Toyota Production System (TPS) that creates Toyota's lean manufacturing environment.
935 words (approx. 3.7 pages), 2 sources, APA, $ 33.95
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Abstract
The paper discusses the basic elements of lean manufacturing and describes several delivery contingencies. The paper then provides a review of Toyota Motor Corporation's Toyota production system (TPS), one of the pioneering organizational manufacturing strategies of lean manufacturing.
Outline:
Abstract
JIT Processes
Lean Processes at Toyota
From the Paper
"TPS is designed to eliminate all manner of waste, reduce inventories, and increase efficiencies throughout any production system or process. TPS is based on three simple objectives which drive all its lean processes which are: 1) to design out stress in the system, 2) eliminate all forms of waste, and 3) make production form efficient (Sato & Hoshino, 1984, p.37). These objectives within TPS have led to the development of several widely known manufacturing strategies and processes which are well known in their own right but are often not recognized as originating with Toyota's TPS."
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Toyota Prius, 2004.
A proposed marketing communication plan to build on the expressed interest and demand for the Toyota Prius to increase sales and profits for a local Sydney Toyota dealership.
6,456 words (approx. 25.8 pages), 9 sources, MLA, $ 149.95
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Abstract
The overall mission of this report is to create a plan for increasing the market interest, resulting in increased sales for the Toyota Prius. The marketing plan is designed to put the Prius in front of the public, communicate a message about the hybrid vehicles features and benefits, increase the public?s awareness and favorable opinion of the vehicle, and ultimately increase market penetration. It examines how, currently, the Toyota chains in Sydney, Australia, are selling 30 units per month and how the goal of this marketing and communication plan is to increase that sales rate by a significant margin to 600 units per month in the greater Sydney area.
Outline
Executive Summary
Overall Mission
Budgets
Timetable for Launch
Product Description ? FAB and SWOT
SWOT Analysis of the Prius
Audience Profile
Advertising Creative Tasks
Advertising ? Media Planning and Buying Tasks
Competitive Environment Analysis
From the Paper
"Featured in this advertising will be the winners of the Prius give-away. Also, the winners of the ?I love my Prius because? contest will be features, and the contributions received from this contest can become the heart of the marketing message. The marketing in this phase will shift form the transmission ? rational approach to the ritual ? emotional approach. Because of the successful execution of the first two phases, the marketing campaign will have build a successful foundation on which to create increased buying demand. The first two phases were designed to create consumer interest. These final two phases will be designed to create consumer purchasing decisions."
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| Term Paper # 64081 |
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| Term Paper # 96304 |
temporarily unavailable
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General Motors vs. Toyota, 2008.
A comparison of the market strategies of Toyota and General Motors.
1,024 words (approx. 4.1 pages), 7 sources, MLA, $ 36.95
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Abstract
This paper discusses the market strategy at Toyota and General Motors. It bases its discussion on issues of quality, efficiency and utility within the organizations. After discussing each company individually, the paper compares the two companies with each other. It concludes that General Motors needs to improve various aspects of its business if it wishes to remain competitive in the automotive industry.
Table of Contents:
Industry Overview
Working Hypothesis
Definition of Terms
General Motors
Overview
GM's Market Position
Toyota Motor Company
Overview
Toyota's Market Position
Conclusions & Recommendations
Conclusions
Recommendations
From the Paper
"The automotive industry in North America and specifically GM is heavily unionized and has served to increase the wages and benefits of the industries workforce for many years (Oughton). This massive cost overhead in tandem with the generous retiree benefits package is largely responsible for GM's cost overhead per vehicle that makes it unable to compete on price with the import companies. These cost factors ensure that GM must attempt to try and consolidate its brand structure into fewer offerings as has begun to do with its closing of the Oldsmobile line in 2004. Many market pundits believe that for GM to return to profitability it must first: 1) reduce its product line-up, 2) renegotiate union contracts to better terms, and 3) shutter some manufacturing facilities across all markets (Beucke, et al pars.38-40). Any other strategy that attempts to avoid these measures is certain to result in continued market declines."
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Toyota Motor Corporation, 2008.
This paper discusses Toyota Motor Corporation's success application of TQM -- total quality management.
2,190 words (approx. 8.8 pages), 10 sources, APA, $ 68.95
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Abstract
This paper explains that Toyota Motor Corporation is almost a showcase company for how effective total quality management (TQM) can be applied at every stage of the production process. The author points out that Toyota is credited with several innovations in automotive manufacturing including supply chain management and inventory control, including just-in-time management as well as quality processes including total quality management, which has been heralded as one of Toyota's keys to success. The paper relates that TQM emphases a corporate culture with a lot of employee participation and systematic management of the data, processes and practices to eliminate waste and pursue continuous improvement. The author describes several of Toyota's seven principals of TQM, such as reducing set-up times by teaching workers to do their own set-ups, producing products in smaller batches and pull production.
Table of Contents:
Introduction
A Brief History & Overview
Total Quality Management
Toyota's Production System - Lean Manufacturing - Do More with Less
Conclusion
From the Paper
"Quality at the source is another key element to TQM. In other words, as soon as a problem or defect is found, it must be corrected as soon as possible. It is much less expensive to fix a problem early on, than later in the process. For instance, if a problem is discovered at step one in the production process, it might cost as little as $6 to fix. If it is discovered at step three, it might cost $15. If it is not discovered until the part is eventually inspected for quality that same mistake could cost the company $1,500, $2,000 or more. When that number is compounded by several mistakes, the savings of catching mistakes early can be substantial."
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Genetically Modified ( GM ) Crops, 2002.
Discusses the importance of GM crops to worldwide farming.
1,575 words (approx. 6.3 pages), 3 sources, $ 55.95
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Abstract
Discusses the importance of GM crops to worldwide farming. Division among people regarding use of GM plants. Benefits vs. ecological disasters. Safety issue. Review of recent studies on use of GM plants in the farm setting. Goal of GM crops toreduce need for pesticides. Harm to beneficial organisms.
From the Paper
"Introduction:
According to an article in Scientific America, genetically Modified (GM) crops are becoming an important part of worldwide farming with approximately 109 million acres under cultivation (Brown, 2001). However, most of the farmland is in the US (68%) and Argentina (23%), and the most common GM crops are soybean (36%), corn (7%), cotton (16%), and canola (11%). GM varieties are a major proportion of the total production of soybeans (58%) and corn (23%)(James, 2000).
The development and use of GM plants has divided people into 2 groups. One group believes GM plants offer benefits for both increased production of food and fiber, and decreased use of pesticides and herbicides. The opposing group believes GM plants will cause ecological disaster by inadvertently killing ..."
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Econometrics and Deterrence: Does Crime Pay?, 2003.
An analysis of how Gary Becker?s economics of crime remains a pivotal model in criminology today.
3,136 words (approx. 12.5 pages), 12 sources, MLA, $ 91.95
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Abstract
This paper examines how, in the last quarter century, the U.S. has experienced a drop in both crime rates and arrest rates and how many criminologists have speculated on the reasons for this drop in crime. It shows how Nobel Prize winner, Gary Becker, in his work, ?Crime and Punishment, An Economic Approach,? was the first economist to explain the theory of deterrence as a function of econometrics and how, according to Becker, if the punishment costs the criminal more than the crime benefits the criminal, then the criminal will rationally be deterred from committing the crime. It looks at how, although the Uniform Crime Report and the National Crime Victims Survey support Becker?s economic model of crime, scientists have struggled to prove Becker?s model with sound, empirical research.
From the Paper
"The deterrence/incapacitation argument is important for legislation such as ?three strikes you?re out? in which after three convictions a prisoner receives automatic jail time. If deterrence is not a key factor, the threat of incapacitation does not work. By definition, incapacitation is a by-product of deterrence. Without incapacitation, deterrence would not be a workable theory. Levitt concludes in his paper, that incapacitation may imprison the majority of people who would commit crimes no matter what, however, incapacitation without deterrence may make others more likely to commit crimes, who otherwise may have been deterred (Levitt, 370) increasing rather than decreasing arrest rates."
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Toyota Motor Corporation (TMC), 2008.
Looks at the operations approaches that made Toyota Motor Corporation (TMC) a leading global manufacturer.
1,680 words (approx. 6.7 pages), 5 sources, APA, $ 54.95
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Abstract
This paper explains that, of all the factors that have lead to Toyota Motor Corporation (TMC) becoming one of the leading global manufacturers, their approach to managing their supply chain using the Toyota Production System (TPS) to synchronize with suppliers and production centers is the most significant. The author points out that Toyota dominates the global auto market due to their ability to quickly have suppliers respond to the demands they are under for fulfilling production levels based on unique customer requirements. The paper relates that the collaborative aspects of the globally deployed TPS make it possible for Toyota to maintain a consistently high level of supplier quality throughout the production processes of dozens of models globally.
Table of Contents:
Change That Made TMC a Very Successful Global Player
Order-to-Cash Fulfillment Cycles
Supply chain Synchronization with Sources of Demand Standardization of Customer Service Processes
Redefining Inventory Strategies
Best practices in Service Lifecycle Management
Best Manufacturing Practices: Accurately Sensing and Responding To Demand
Table: Lean Manufacturing Product Customization Strategies
Table: Measuring Lean Manufacturer's Contribution to Customer-facing Strategies
Summary
From the Paper
"By Toyota combining lean manufacturing concepts and their TPS system, six major process areas emerge as the core strengths of their unique sourcing and production strategies. The following are six process areas where best practices-level performance is being attained by Toyota. In focusing only on these areas, Toyota is looking to increasing the speed and flexibility they fulfill the demand for their product and services which is by definition the essence of accomplishing lean manufacturing strategies."
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Ford Vs. Toyota, 2008.
A market analysis of the Ford and Toyota companies.
1,307 words (approx. 5.2 pages), 7 sources, APA, $ 44.95
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Abstract
The paper discusses the automotive industry from the perspective of the Toyota Motor Corporation and Ford Motor Company. The paper examines the financial troubles of the Ford company and its continuous slide in revenues and market share. The paper contrasts this to Toyota who is gradually overtaking the three major U.S. automotive manufacturers.
Outline:
Abstract
Automotive Industry Overview
Ford Motor Company
Toyota Motor Corporation
Market Comparison
From the Paper
"The automotive industry in North America is dominated by the big three of General Motors, Ford, and Daimler-Chrysler although Toyota has now overtaken Chrysler in overall sales and is threatening General Motors in terms of global sales for world leadership. While the import manufacturers play a significant role in the overall automotive industry the big three domestic manufacturers in the U.S. market essentially define the industry. The total market value in the U.S. for the new car market is just over $202b and is expected to grow to an estimated $243b by 2009 which is why this market is so important for all international automotive manufacturers such as Ford Motor Company (Ford) and Toyota Motor Corporation (Toyota) (New, 2005, p.3)."
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The Toyota Motor Corporation, 2005.
This paper discusses the strategic management of the Toyota Motor Corporation.
1,685 words (approx. 6.7 pages), 8 sources, MLA, $ 54.95
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Abstract
This paper explains that the fundamental marketing strategy at Toyota is to leverage its complete line-up of vehicles to satisfy regional requirements across the world; other companies rarely have as large a line-up of vehicles as Toyota manufactures. The author points out that a recent corporate strategy is a new management system, which speeds up the decision-making process and augments the potential to devise and implement global strategies. The paper relates that the management philosophy comes through the efficient implementation of the Toyota Production System (TPS) that goes beyond physical and cultural boundaries thus increasing their global competitive advantage and that depends in part on a human resources management policy, which stimulates not just the creativity of employees and loyalty but also an extremely efficient network of suppliers and manufacturers of components
Table of Contents
The Firm and Its Principle Business Activities
The Firm's International Level Strategy
The Firm's Corporate Level Strategy
An Example of the Firm's Business Unit Operation
How These Strategies Create Value and Sustain Competitive Advantage
From the Paper
"Ever since it's founding, the corporate philosophy has all the time to work towards motorization and play a significant part in the development of society through offering reasonably priced, and qualitative cars to people in areas of the world where automobiles have not become so popular. Keeping this objective in view, and also a type of self-encouragement for the Toyota group the company emblematically the Global Vision 2010 a perfect goal of attaining a 15% market share in the early stages of the year 2010. The strength at Toyota is the common passion and motivation for manufacturing of vehicles which the Toyota Way creates and entrenches in every personnel. Truly, the Toyota way does not embark to homogenize the diverse values which are present in any group of individuals."
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Toyota Motor Corporation, 2008.
A comprehensive financial analysis of the Toyota Motor Corporation.
2,948 words (approx. 11.8 pages), 12 sources, MLA, $ 87.95
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Abstract
The paper analyzes Toyota's sales growth, stock performance and growth rate. The paper examines the risks that may affect Toyota's financial outcome and lists the company's discount rates for 2005, 2006 and 2007. The paper also looks at current investment projects and calculates the company's actual market value.
Outline:
Company Description
Sales Analysis
Stock Performance
Performance Analysis
Growth Rate
Risks
Discount Rate
Current Investment Projects
Toyota's Market Value
From the Paper
"Toyota is the largest automobile manufacturer in Japan. The company's popularity is significantly increasing in both Europe and America generally due to a set of core competencies and sustainable comparative advantages. In this order of ideas, the Toyota cars can be purchased for lower prices than American cars, such as Ford or Chrysler. Toyota uses high technologies to manufacture their automobiles, possesses skilled and qualified personnel and operates in a continuously developing and growing market. Aside from the production and selling of cars (the automotive business), Toyota also engages in financial operations which aid customers finance their purchase or lease of cars, as well as other operations, such as providing intelligent transport systems, IT systems integrated in the cars, transportation infrastructure and logistics systems."
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