BUSINESSREPORTTopic:BusinessreportforToyotaWrittenby:Date:;Content1. Executivesummary22. IntroductionoftheToyota.33. Issues.34. SWOTanalysis.44.1 internalanalysis.44.2 externalanalysis.55. Recommendation.66. Conclusion.77. Reference.8ExecutivesummaryTheaimofthispaperistoanalysisToyotaAutocorporationstrengths,weaknesses,opportunitiesandthethreatsthroughusingSWOTmethod.Atthesametime,humanresourcedevelopmentdisplayedintheprocessofcaseanalyzing.ThemajorproblemsinthisarticlearewhatnakesToyotabecometheworldfirstAutomanufacture?WhaaretheToyotasstrategies?TheprospectsoftheToyotaandsoon,themainpurposeistoiToyotaproblemsandshortcomings;andfinallytofindoutthereasonscausedtheseproblems,intheendofthearticle,theauthorforwardhisownopinionsandrecommendsfortheToyotasdeveloping.IntroductionoftheToyotaToyotaisJapanslargestcarmanufacturer,whichwasfoundedin1933,andToyotaCompanyisheadquarteredinToyotaCit/.InitiallyisoneoftheToyotaAutomaticLoomsproductioidepartments.In1937,ToyotamergedintoToyotaMotorCo.,sincethen,Toyotaestablishedseveralrelatedcompanies,includingToyotaMachineryCo.,Ltd.in1941,andToyotaBodyCo.in1945,Inthe1960sand1970s,Toyotasexpansionrapidly,thevehiclevolumeevensoldtoforeignmarkets.Andin1982,thecompanyobtaineditspresentname-Toyota.Today,Toyotahasassemblyplantsanddistributorsinmanycountries,thecompanyalsohasthesubsidiarywhichproducethemotorvehicleslineandtheotherparts,rubberandcorkmaterials,steel,syntheticresin,automaticloomandthecottonwoolandsoon.(ArkadiB.,2010)IssuesofthearticleWiththeeconomicglobalizationdevelopment,moreandmoreautomobilemanufacturersappeared,followedbythemoreandmoreintensecompetitivepressure,inaddition,globaleconomicsinstabilityandunevenmakesagreatimpactontheautomotiveindustriesdevelopment.Economicdepressionandrisingcostsofrawmaterialsandlabor,competitionintheautomotiveindustryisalsogrowing,andsoon.Allthesequestionscausedeverycompanymustrepositionitsself,recreatethedevelopingstrategy.SWOTanalysisofToyotaInternalenvironmentStrengths:inresearchanddevelopmentsector,ToyotaCompanyinordertobetheleaderininnovationway,ithascontinuouslyinvolvedinresearchanddevelopmentactivitiesandusesthispointasoneofitsstrategiestostayinthemarket.TheresearchanddevelopmentactivitydonehasbeenasuccessasToyotaisnowabletoproduceacustomercarinfivedays.Inaddition,Toyotaisalsoabletoproduceacommerciallyviablehybridcar,withthistwonewlyfoundstrategies,Toyotahascontinuedtorevolutionizetheautoindustry.(Y.Arayici,P.Coates,2011)InToyotasmanagementprocess,withToyotasproductionsystem(TPS),allworkaredoneaccordingtoschedule,employeesfollowawell-definedsequenceofstepsforaparticularjob,thisshowsthateveryemployeefollowsherulesandthisreflectsthatToyotasmanagerteamhasdoneagoodjobinmanagingtheemployees.Welltrainedemployeesaremorecommittedtotheirjobsandindirectly,itwillhelptoboosttheproductionvolume.(Jo?o-P.B.,2011)Weaknesses:inyear20082009,theglobalfinancialcrisisbringagreatimpacttoToyotasalesincome,withtheweakandslow-movingeconomicaroundtheworld,hardlyenableforToyotatoabstainahigherprofit-marginastocomparedtorecentyears,theclosingofsomeofitsplantsinChinaprovesthatToyotasfinancialorliquiditystateunabseipportitsexplanationofproductioninothercountrieslikeChina.Therefore,itwouldbeaweaknessforToyotaduringtheglobaleconomiccrisiswherebylossesofclosingitsplantandthecostofconstructionshallbebaredbyToyotawhichnaturallycausedthecorporationsfall.Breja,.Banwet,2011)ExternalenvironmentOpportunities:beforeToyotatakesonanystrategies,Toyotamusttaketheefforttounderstandtheroleplayedbythescientificprocessinitsculture,Toyotatookonestepfurthertoevaluateitsproblem-solvingprocess.Toyotamakesitselffullyunderstanditscurrentstateofaffairsandalsothenormsbeforeplanningforimprovements,thisisimportant,andneededtobedonebeforehandbecausebyimplementingthewrongplanorplanthatcontradicts,withthecultureofeitherparty(thecompanyitselforthemarket),themarketmaybeturnedoffandloseinterestaswellasconfidencetowardsToyota.(DonnaA.,2010)Withtheadvancementoftechnology,thepathwayofToyotaproductandserviceshasbecomesimplerandsimpler.TechnologyhasenableToyotatohavemoreuse-friendlymachineswhichinturnbenefitstheproductionlineatToyota,productionlineinToyotacanbesetupsoeasilyinnowdays,andhasnorfailtofollowthespecifiedpath,indirectly,itwillboosttheefficiencylevelinproductiondepartment,andthus,moreproductscanbeproducedinthesameperiodasthetimebeforemoreadvancedmachineswerebroughtin.(ChuckW.,2008)Threats:Lookingatthebuyingpatternoftodayspeople,thiskindofconsumptionbecomesmoreandmoreless,andthisisduetothecurrentsituationfacedbypeopleduringrecession.Atthispointoftimewhereeconomyisnotdoingquitewellthoughimproving,peopletendtosavemoremoneyforrainydays.(PatrickV.,StijnH.,2010)Asaresult,peoplesendlessontheirwants,Toyotashouldfelltheimpactofsessionbecausepeoplenowspendlessandtheyarenotwillingtospendthousandsofmoneyjustbuyacarwhentheyalreadyhaveone.Asaneffect,Toyotassalesfigurewilldropwhileallotherfixedcostasutilitie