assignment of toyota company

Toyota Motor Company: Marketing Plan

Executive summary.

The research focuses on the marketing plan for the Toyota company, which is a global leader in motor vehicle production. Toyota applies the best marketing plan to gain its market share and competitive advantage. The company produces vehicles of different kinds to meet the demand of every consumer. The paper identifies the strengths and weaknesses, as well as opportunities and threats of the firm through SWOT analysis. The research also recognizes the primary goals of marketing for the company and how the set strategies enhance the functionality of the company. Additionally, the research establishes that the company focuses on improving its profit through pricing strategies and product differentiation. The company believes in offering reasonable prices to its consumers, as well as in delivering vehicles that are of more value than those of its peer competitors such as Ford, General Motors, and Hyundai companies. The research also explores details regarding control and evaluation that ensure proper check and balance within the company.

Introduction

Marketing plans are essential for any business to succeed in the global markets which have become more competitive over the years. While some companies have a well-established marketing plan, others still lag behind in adopting modern techniques for making higher sales. In larger industries such as automobile production, companies need to maintain focus on establishing marketing plans to remain at the top. Toyota company is one of the automobile industries that have established a good strategic marketing plan. This paper aims to explore the marketing plan for Toyota company, underlining its competitiveness in the market based on sound strategies of operation.

Toyota Company

Toyota company is a worldwide leader in the motor vehicle industry dealing in the manufacturing, assemblage, and distribution of cars all over the globe. The company is agued to perform well because of its efficient management style. Sohiduzzaman (2019) noted that the company has also attained success caused by many other significant factors. Toyota operates a marketing structure that is outstanding and well organized in comparison to its rivals. In some cases, the company is considered a monopoly business because it is a dominant market player in the exportation of motor vehicles (Sohiduzzaman, 2019). Additionally, Toyota’s differentiation technique has made the firm enjoy a nearly monopolistic presence, particularly in developing countries. On the other side, the marketing structure might also be considered an oligopoly because there are other primary players such as General Motors, Hyundai, Volkswagen Group, and others that are peer competitors. However, Toyota company is always keen to watch the performance of the primary competitors to ensure it responds in a manner that will assure market leadership.

Strategic Plan and Focus

The mission of the company.

The company has a well-established mission statement, goals, and core sustainable competitive advantage. Toyota’s mission statement focuses on creating a more successful society by manufacturing automotive products. Accordingly, the company aims at attaining long-term growth tipped to place it above any other competitor in the sector.

Goals of the Company

The goal of the company is to offer hybrid options for every model sold in the market. Considering this goal, the company aims at selling a total of about one million hybrid vehicles every year. Additionally, Toyota is devoted to environmental management, societal cooperation, and resource utilization, which emphasizes its place in observing corporate social responsibility.

Competitive Advantage of the Company

The company possesses a sustainable competitive advantage by working to achieve a long-term economy and a stable international market. Applying technological advancements, Toyota invests in different techniques that enable it to achieve its goals. Toyota has a well-equipped and developed network of professionals that are continuously carrying out research and development regarding what needs to make the company remain a leader in the global market.

Situational Analysis

The internal environment of the company makes its quality ranking and productivity efficiency continue being excellent. At Toyota, the manufacturing team has a limitless obsession to enhance the effectiveness and efficiency of the production operations. Thus, to completely gain an insight into the company’s situation analysis, it is essential to look at SWOT analysis to identify the strengths, weaknesses, opportunities, and threats of Toyota. Overall, Toyota company’s strengths and opportunities outweigh the existing challenges and threats, thus giving it a considerable competitive advantage in the industry.

SWOT Analysis for Toyota

Factors in the internal environment, factors in the external environment, analysis of the industry.

Toyota can apply its strengths, as well as opportunities to generate a competitive advantage in the motor vehicle industry. For example, the broadly differentiated products and service lines of the firm assist it to gain a global presence. The company also attains a global presence by entering new markets such as Europe and China. In the past, Toyota had only concentrated on American and Japanese as the targeted market segments. However, with the contemporary changes, the company realized that it needs to focus on penetrating other markets.

Analysis of the Company

Toyota is one of the global leaders in exporting motor vehicles and it appears the company is living to its target expectations. The company targets to be a global leader in manufacturing motor vehicles that are of value. The firm is operating towards transforming society to be a prosperous community with valued motor vehicle products and services. The company believes in offering the best prices for the customers and also supplying vehicles that offer stiff competition to those provided by other primary rivals. For that reason, the company has become very good in the market especially in developing countries.

Analysis of the Customer

Toyota company has very diverse customers ranging from the lowly paid to the upper-class individuals. These customers are widespread across the globe, which gives the company a worldwide outlook in terms of marketing. Toyota company has taken care of motor vehicle needs that might emerge for all customers with their diverse range of cars. The motor vehicles vary from small sports cars to big family vehicles, as well as trucks and vans. The company’s clients are also made up of a varied group of individuals with different geographical locations, incomes, ages, and cultural and social statuses. These customers choose Toyota products and services to satisfy their different needs and wants. People receiving low incomes could obtain basic means of transport that are within their price range. The customers in the upper class and those that need elegance are also provided with motor vehicles of their choice.

Additionally, Toyota consumers buy the company’s products on an individual basis depending on their certain needs. In some instances, the company has organizations that purchase its cars for their clients and workers. In such cases, the buyer of the product is not the one that uses the vehicle. Once individuals buy Toyota’s products, there is more exposure to the company’s other products. The company improves product awareness by advertising its vehicles through website information, newsletters, and other informational sources. The company also has a huge opportunity to generate income from complementary products such as seminars by members and books.

Source of Toyota Products for its Customers

Toyota customers obtain the company’s products from retail distributors positioned across the world. Buying might also be made directly from the manufacturing points as part of the physical product distribution. The company has also adopted an increased use of electronic commerce systems where customers buy products online. Therefore, customers could obtain many of the advertising materials from online platforms by viewing them through the internet. Toyota customers are also allowed to order products in stores using a toll-free telephone number directly from the firm.

Time of Purchasing Toyota Products

Customers could buy the company’s products at any time of the year based on their choices and needs. The reason is that the company sells its motor vehicles all year round, except for the restricted edition that is bought directly from the factory. Additionally, new consumers regularly obtain company cars after getting a driving license in some nations or when going to college or high school in others. Some consumers primarily buy new Toyota cars when the old vehicles are no longer reliable or when the customers feel to trade-in for a newer model.

Company’s Strategic Focus

The company focuses on product differentiation as a primary strategy for penetrating new markets. Toyota is devoted to using pricing techniques that will give it a competitive advantage over its peers. The production cost per unit for the company is projected to be large. However, the firm does not experience the cost issue since it has possible mass production plants. For this reason, Toyota can offer its products at a reduced price yet remain profitable. Therefore, Toyota is taking the advantage of the pricing strategy to enter the markets of the upcoming economies with reasonably priced cars.

Marketing Goals and Objectives

Toyota has an immense capacity and size, giving it an eminent advantage in achieving its growth goals. The number of consumers who are in demand of Toyota products is constantly on the rise. Therefore, the trend creates a bigger market for the company’s products and increased the need for its cars. The perceived significance of owning a vehicle because of increased transportation needs in the contemporary world is also increasing constantly. Accordingly, the company’s great size allows it to successfully achieve the requirements of the increasing population of consumers in need of vehicles. Additionally, the firm keeps manufacturing quality cars and makes it a policy not to give in to the peer competitors’ pressure. The company ensures customer loyalty by making consumers know the real worth of purchasing Toyota’s past, present, and upcoming products.

Target Market

Each and every product from the company is designed to target a particular market. The criteria the company uses for designing range from external appearances such as shape and color, capacity, and top speed. Consequently, there are top-speed small cars that are two-seater models specifically manufactured for single-use or younger people that are adventurous; the big types are made for huge families. Demographically, the firm also targets conditions on the smooth tarmac roads and rugged or rough terrains.

Toyota’s Position in the Market

The company has been manufacturing motor vehicles and considerable products which are instantly obtainable at cheaper prices. Consequently, the strategy has become a significant factor that makes Toyota have significant competitiveness in the market. Additionally, the firm is projecting to have most of its markets in the new economies in every subsequent year.

Marketing Strategies for Toyota

Product strategy.

Toyota is known to be moving with the mass production strategy, enabling it to sell broadly in the international markets. Additionally, Toyota has incorporated the strategy of hybrid cars by doubling the amount of production for the increasing demands in the market. By producing a variety of brands and in large quantities, Toyota company is likely to establish a reputable customer base in the global market.

Location Strategy

As an international manufacturer and supplier, Toyota company has positioned itself across the globe, thereby offering it a competitive advantage in the marketplace. The company might achieve and maintain a bigger percentage of the market share in the next few years. Essentially, the company will make the best and become a top distributor of vehicles across the world.

Price Strategy

The company produces high-quality products that are purchased at reasonable prices. The reasonable price helps the firm to build its reputation in the market. Additionally, Toyota is using a tactful pricing technique through price differentiation to give the company considerable uniqueness relative to its competitors.

Promotion Strategy

The firm is devoted to applying a pricing strategy that will make it gain a competitive advantage over its peer competitors. In specific, Toyota targets to use promotion strategies to establish prices that make it gain market share and advantage that will help it in achieving the top level. The best strategies to exploit include direct selling, public relations, advertising, personal selling and sales promotion.

Analysis of the Marketing Strategy

The company focuses on penetrating new markets especially those in Europe and China. The company is also keen on considering its competitors such as General Motors and Ford. Hence, Toyota has widely diversified its products to a wider variety to meet the needs of broad customer groups. One important technique is that Toyota has established new factories in the new markets, as well as starting fresh franchises that help the firm in penetrating new markets in an easy way (Sohiduzzaman, 2019). Significantly, Toyota considers human resources as an important aspect of its marketing plan. The company focuses on having highly motivated staff to increase both production and quality. Toyota is equally known to reward its workers by helping them to own subsidized vehicles. The company also employs workers who possess competent technical skills, thus has considerable advantage related to increased innovation and productivity.

Financial Analysis and Projections

In the contemporary world of efficient technology that supports production, entrance into new markets is highly expected, which is predicted to earn the company more profits over the years. Specifically, Toyota targets to increase its profits in every subsequent quarter to promote its growth into the future. According to Sohiduzzaman (2019), the company showed an anticipated growth since the year 2014. This growth has made Toyota gain a larger market share in comparison to its rivals in the sector.

Action Programs

Implementation plan.

The company is always working towards manufacturing hybrid products and introducing purchase costs using pricing techniques and product differentiation that favor all customers. In specific, the company targets to manufacture products that meet the demands of every client in the market. According to Sohiduzzaman (2019), Toyota works on identifying customers’ perceptions, as well as comments to assess its performance. If the previously established goals are not achieved, the company realigns with the recent market trends and adjusts new design elements such as external color, size, and components for re-launching at beginning of the upcoming quarter. For instance, the company planned to launch a full model change of Toyota RAV4 at the beginning of 2017 (Sohiduzzaman, 2019). Accordingly, the company works to ensure that every strategy planned is successful to warrant a high competitive advantage in the market.

Evaluation and Control within the Company

The firm employs a monitoring and evaluation team whose mandate is to watch over the progress of the organization in achieving its strategic objectives. Short-term goals are one of the watched things and any issue noticed is corrected before it becomes late. At present, Toyota has made a clear step to ensure the production of hybrid vehicles. Another important feature is that Toyota considers the speed of the roll-out program of introduced pricing strategies. In the meantime, the company has taken the global sector by surprise as many of its manufactured automobiles are known to be consumer-friendly. Toyota has been capable of coming up with a unique plan for manufactured products to help it have a large market share.

Indeed, Toyota is one of the largest motor vehicle companies supplying cars across the world. The report on Toyota’s marketing plan has successfully a brief company background, marketing environment, and analysis, as well as financial analysis. This marketing plan for Toyota could be adopted by any other company with the desire to succeed in the sector’s global market.

Sohiduzzaman, M. (2019). Research on marketing plan (Toyota RAV4). A Research piece on Strategic Marketing Planning. The University of the Sunshine Coast. Web.

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Toyota’s Mission Statement & Vision Statement: An Analysis

Toyota’s mission statement and vision statement guide the company’s global success trajectory. Founded in 1937, the firm is now one of the biggest and most popular automakers in the world. This popularity reflects Toyota’s corporate mission statement and corporate vision statement, which emphasize a comprehensive approach that considers innovation and customers’ needs. The corresponding strategic goals drive the company toward stronger competitive advantages over other automakers, such as Tesla , General Motors , Ford , BMW , and Volkswagen. These competitors exert a strong competitive force, as evaluated in the Five Forces analysis of Toyota . Given its corporate mission and vision statements, the company strives to lead the global automotive industry through design and innovation that address current trends and customer preferences. Toyota’s strategic choices are based on the goals and objectives derived from the implementation of its corporate vision and mission statements.

Toyota’s mission and vision reflect an encompassing business purpose to provide for the mobility needs of everyone. This mission statement aligns well with the vision statement to strongly establish the strategic goals of the automotive business. The realization and satisfaction of the mission statement and the vision statement are achieved through the application of The Toyota Way, which is a unique set of strategies that the company uses.

Toyota’s Mission Statement

Toyota’s mission statement is “ Producing Happiness for All. ” The company states that it aims to achieve the goals of this corporate mission by “addressing the challenges of mobility as a mobility company.” Toyota’s mission statement has the following elements:

• Production as the means
• Happiness as the output
• Every person as a target customer

The production element of Toyota’s mission statement represents the company as a source of happiness. Considering its automotive operations, the company’s vehicles can be considered as the main factor for such happiness. Also, the corporate mission statement does not provide a specific definition of what happiness means but establishes that happiness is the value that Toyota aims to provide to its customers. Because the company’s operations focus on transportation and mobility, one can argue that this happiness is related to mobility products or automobiles. Moreover, Toyota’s mission statement refers to “all” to mean that every person is a customer.

The value of happiness included in this mission statement relates to Toyota’s stakeholder management, sustainability, and corporate social responsibility (CSR) and ESG strategy and how it satisfies the concerns and interests of customers as stakeholders in the automotive business. The satisfaction of stakeholders contributes to the “happiness” of the company’s customers, including owners or buyers of cars and related mobility products. Toyota’s marketing mix (4P) can also promote positive relations with customers to add to the goal of happiness based on this corporate mission statement. Another aspect of this mission statement is the way the company’s human resources influence the production of happiness for target customers. For instance, Toyota’s organizational culture (work culture) can promote this goal of happiness in the company and its services linked to its cars.

Toyota’s Vision Statement

Toyota’s vision statement is “ Creating Mobility for All. ” To achieve the aims of this corporate vision, the company states that it “strives to raise the quality and availability of mobility.” Toyota’s vision statement has the following elements:

• Creation as the means
• Mobility as the output

Toyota’s vision statement specifies that the business organization involves creating mobility. The company creates products that can provide, facilitate, or enable people’s mobility. Considering the automotive industry, the mobility element of the corporate vision statement means that one of Toyota’s goals is to provide products for transportation or personal mobility. This emphasis on mobility represents the company’s current operations as an automaker. Also, every person is considered a customer of mobility products, based on Toyota’s vision statement.

The specification of mobility as the business output guides Toyota’s generic competitive strategy and intensive growth strategies . For example, this vision statement directs the company’s product development strategies to focus on products that can be used to satisfy people’s transportation needs. Also, the company’s goals in support of this corporate vision statement represent the business strengths and competitive advantages defined in the SWOT analysis of Toyota . For example, the innovative capabilities of the automotive business support the specifications of the required mobility output. Furthermore, the market trends discussed in the PESTEL analysis (PESTLE analysis) of Toyota influence the kinds and qualities of the mobility products that the company develops based on its vision statement.

An Assessment of Toyota’s Mission and Vision

Toyota’s mission statement is brief and reflects the business purpose of satisfying target customers. However, this brevity renders the statement broad and generalized, without specifics of what the company does. Ideally, mission statements provide information about what the business organization does. In this case, Toyota’s mission statement does not specify the nature of the company’s business operations, its products, self-concept and self-image, markets, and technology. Even when considering the automotive industry, this corporate mission statement just represents a business organization that can or will do anything to make all customers happy. Thus, a solution to improve Toyota’s mission statement is to add information and details to make it more specific to the company and its current and planned operations. Having additional details can make this mission more effective in guiding strategic planning and decisions for the automaker’s business development.

Toyota’s vision statement is also brief and similar to the mission statement. However, this vision statement differs because of the specification of mobility, which makes the company focus on products for mobility. In this way, this vision statement provides a clear path for Toyota’s business development toward becoming a producer or manufacturer of mobility solutions for everyone. The inspirational aspect of this corporate vision statement relates to the broadness of the target market, which poses challenges that the company’s employees can strive to overcome. However, this vision still does not satisfy conventions because it lacks details about the specific future condition that Toyota wants to achieve. For example, in its vision statement, the company can aim for leadership as a provider of all kinds of mobility products for everyone in the global market. Thus, one way of improving Toyota’s vision statement is to add some details or specifics about the long-term targets and goals that represent the company’s desired future situation or position.

• Jaworski, B., & Cheung, V. (2023). Getting Started on the Journey: Mission, Vision, and Purpose. In Creating the Organization of the Future (pp. 55-64). Emerald Publishing Limited.
• Muzzio, M. (2023). Imagined futures of the automotive industry stemming from uncertainty. Joule, 7 (6), 1099-1100.
• Toyota Motor Corporation – Form 20-F .
• Toyota Philosophy .
• Toyota Times – Two Weeks After Presenting His Vision, Akio Talks Group Revitalization .
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Feb. 13, 2023

TMC Announces Changes to Executive Structure, Senior Professional/Senior Management Employees

Toyota City, Japan, February 13, 2023―Toyota Motor Corporation (TMC) announced today that it intends to implement changes to its executive structure and senior professional/senior management employees effective March 1 and April 1, 2023, and changes to its Board of Directors effective the date of its 119th Ordinary General Shareholders' Meeting as described below.

Please click here for the speech by Sato

TMC announced on January 26, 2023 that Chairman Takeshi Uchiyamada will resign his post, President Akio Toyoda will be appointed chairman, and Operating Officer Koji Sato will be appointed president, effective April 1, 2023.

At the time of the announcement in January, Operating Officer Sato expressed his resolve in assuming the post of president, saying, "Our new team's theme is 'inheritance and evolution'. We will implement product-centered and region-centered management while valuing the philosophy of our company's founding and will endeavor to fully redesign Toyota into a mobility company. Making ever-better cars and being the best car company in town are exactly the values that Toyota must hold. With these values so deeply instilled in the company by President Toyoda over the past 13 years, what the new team must do is push implementation at greater speed."

The new structure that is to implement product-centered and region-centered management led by incoming President Sato is as follows.

Operating Officer structure effective April 1

TMC's three current executive vice presidents―Kenta Kon, Masahiko Maeda, and Masanori Kuwata―are to be frontline leaders to speedily implement the following three key business themes set forth by the new structure.

The details of other executive and senior professionals/senior management changes and the structure of the Board of Directors as of the date of the 119th Ordinary General Shareholders' Meeting are as follows.

Executive changes effective March 1

Changes in areas of responsibility for executives, senior professionals/senior management (senior general manager level and above), effective march 1, new senior professionals/senior management (senior general manager level and above), resigning senior professionals/senior management (senior general manager level and above), changes in areas of responsibility for senior professionals/senior management (senior general manager level and above), executive changes effective april 1, new operating officers, senior professionals/senior management (senior general manager level and above) , effective april 1, changes to the board of directors effective the date of the 119th ordinary general shareholders' meeting.

The formal appointment of members of the Board of Directors will be formalized after approval at the 119th Ordinary General Shareholders' Meeting. The formal assignment of board members with specific titles, and the appointment of board members with the legal status to represent TMC (representative directors), will be made at the board of directors meeting following the 119th Ordinary General Shareholders' Meeting. The resignation of board members leaving their current posts will become official on the day of the 119th Ordinary General Shareholders' Meeting.

New Members of the Board of Directors

Members of the board of directors resigning posts, bio of the new management team's operating officers.

• Hiroki Nakajima
• Yoichi Miyazaki
• Tetsuo Ogawa
• Tatsuro Ueda
• Simon Humphries
• Kazuaki Shingo

Remarks by incoming President Koji Sato for the press conference on the new management team structure from April 1, 2023

Thoughts on the 13 years of president toyoda's management.

Hello, I am Koji Sato. Thank you very much for joining us today on such short notice.

First, I would like to express my deepest sympathies to the victims of the earthquake in Turkey and Syria and offer my prayers for the souls of those who lost their lives.

Today, I would like to explain our new management team structure from April.

The theme of this new structure is "inheritance and evolution."

What we should inherit is the product-centered and region-centered management that President Toyoda has built over the past 13 years.

Over this period, our introduction of the Toyota New Global Architecture and an in-house company system has enabled us to make better cars and improve development efficiency.

Leveraging this car-making foundation and promoting efforts to become a best-in-town carmaker has brought global balance to our business structure.

Our break-even volume has improved by more than 30% since the global financial crisis, thanks to the manufacturing reforms and structural strengthening that we have been working on with suppliers.

And our greatest asset of all is the value of "Let's make ever-better cars" that pervades Toyota.

Being vehicle-based, not function based... Going into action at the genba, not sitting and debating... Working hard to put smiles on our customers' faces...

I believe that Toyota has changed into a company that values the origins of car-making and can be called a true carmaker.

Starting in April, our new management team will put this "Akio Toyoda Management" into practice.

Three car-making themes

The evolution for which our new management team aims is to transform Toyota into a mobility company. We will do so under three car-making themes. They are: Electrification, Intelligence, Diversification.

Electrification

First is electrification. Energy is what sustains our lives.

Toyota must create cars with energy security in mind and contribute to achieving a carbon-neutral society.

The energy situation varies around the world. We want to stay in tune with customers around the world and provide diverse options.

That is why we will continue an omni-directional approach without wavering from our multi-pathway.

In that multi-pathway, battery electric vehicles, or BEVs, are also an important option.

Under Master Driver Toyoda, we have been preparing to create BEVs unique to Toyota and Lexus. Through these efforts, we have come to see the kind of BEVs we are aiming for.

Now that the time is right, we will accelerate BEV development with a new approach.

Specifically, we will develop next-generation BEVs for Lexus brand by 2026, with everything from the battery and platform to how a car is built optimized for BEVs, while expanding our current BEV lineup.

Intelligence

Second is intelligence. With more interactive cars, we will make them safer, more comfortable, and more enjoyable.

I believe that there is vehicle intelligence that only a carmaker can achieve.

A vast amount of information flows through a car, including driver operation and tire condition. With such, there is a wealth of information that only a carmaker can put to use.

By listening to what cars have to say, and by controlling information to a higher, more integrated degree, we can increase the value of cars in a way that is tailored to each customer, such as by improving fuel efficiency, optimizing ride quality, and supporting safe driving.

The software platform Arene will help us to achieve that world. Arene will also lead to new services through collaboration with dealers and apps.

We will continue to work on making cars intelligent through both hardware and software.

Diversification

Third is diversification. Toyota operates all over the world. Customers' diverse needs and values vary by region and generation. That is why we need diverse options in terms of both products and services.

Take for example the IMV 0 concept vehicle that we unveiled in Thailand last year. By prioritizing ease of customization, we are directly addressing the needs of customers who use pickup trucks in their work.

As a global company with full lineups, we will advance car-making that is in tune with regions and meets diverse needs.

Three priority business themes

To realize these three themes, our new management team will prioritize three business pillars.

The first is business reform starting with next-generation BEVs.

To deliver attractive BEVs to more customers, we must streamline the structure of the car, and―with a BEV-first mindset―we must drastically change the way we do business, from manufacturing to sales and service. Lexus will lead this transformation.

The second is strengthening our Woven initiatives.

Woven's mission is to consider, together with Toyota, the shape that mobility, including social infrastructure, should take to create a new mobility society.

It also plays an important role in promoting our concept of vehicle intelligence.

That is why, more than ever, Toyota and Woven will unite to accelerate the development of Arene and strongly pursue demonstration tests in the mobility test course city of Woven City.

And the third is achieving carbon neutrality in Asia.

We will promote demonstrations of electrification and mobility through cross-industry and cross-border collaboration based on a cornerstone partnership with the Charoen Pokphand Group, which is Thailand's largest private-sector company.

Our new management team will develop specific initiatives for these three pillars.

New management team

The hallmark of our management as a team, like a soccer team, will be flexibility in changing formation. Underlying this are the concepts of having the right person in the right place and emphasizing roles over titles.

First, the three executive vice presidents, who have studied management close to the president, will take the lead on the front lines of our three priority businesses.

Executive Vice President Kon, serving as Woven by Toyota's dedicated CFO, will work with CEO Kuffner to advance Woven's breakthrough transformation.

Executive Vice President Maeda, serving as chief executive officer of our Asia Region, will explore carbon-neutral paths for emerging countries and lead our new Asia strategy under the theme of social implementation of CASE technologies.

Executive Vice President Kuwata, as executive vice president of Toyota Motor Kyushu, will promote Lexus' BEV business strategy and the restructuring of the production system in Kyushu, where we have a dedicated Lexus plant.

Our operating officers, centered on in-house company presidents and regional chief officers, will be in charge of implementing product-centered and region-centered management.

New executive vice presidents Hiroki Nakajima and Yoichi Miyazaki will each oversee work on the two axes of products and regions.

Tetsuo Ogawa, North American Region CEO, and Tatsuro Ueda, China Region CEO, will lead region-centered management as new operating officers, and Simon Humphries will lead brand creation as the new chief branding officer.

Kazuaki Shingo, the president of the in-house Toyota Compact Car Company, will promote the creation of a competitive production system.

Operating Officer Jun Nagata will continue to lead communication with stakeholders, which is the foundation for all efforts.

And I believe that my role, as president, will be to maximize the strength of our team as captain.

I will listen carefully to the opinions of those on the front lines and unite our team while making the most of the diverse personalities of its leaders.

Many of our new management team members, including myself, were still at the manager or assistant manager level when President Toyoda took office.

Over the past 13 years, by taking on many challenges and experiencing many failures on the front lines, we have continued to learn from various perspectives the values of making ever-better cars and being the best carmaker in town.

Thanks to that, at Toyota, we now have many people capable of managing the company. That is why, as we apply one-team management, we will go full strength in engaging in "inheritance and evolution".

We would like to ask for everyone's warm guidance and support.

Thank you very much.

Toyota Motor Corporation works to develop and manufacture innovative, safe and high-quality products and services that create happiness by providing mobility for all. We believe that true achievement comes from supporting our customers, partners, employees, and the communities in which we operate. Since our founding over 80 years ago in 1937, we have applied our Guiding Principles in pursuit of a safer, greener and more inclusive society. Today, as we transform into a mobility company developing connected, automated, shared and electrified technologies, we also remain true to our Guiding Principles and many of the United Nations' Sustainable Development Goals to help realize an ever-better world, where everyone is free to move.

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Toyota will oversee model certification at subsidiary Daihatsu after safety testing scandal

Daihatsu President Masahiro Inoue speaks during a press conference in Tokyo Monday, April 8, 2024. Daihatsu, the Japanese automaker mired in a scandal over fraudulent vehicle tests, will hand over its model certification duties to parent company Toyota, to regain trust among dealers, customers and workers, its new president said Monday. (Kyodo News via AP)

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TOKYO (AP) — Japanese automaker Toyota will oversee model certification at its subsidiary Daihatsu to regain trust among dealers, customers and workers after a safety testing scandal, Daihatsu’s new president said Monday.

Toyota Motor Corp. will take a leadership role in various areas, including product development and procurement, said Masahiro Inoue , who took the helm of Daihatsu in March.

“I have been spending each and every day, vowing to revive Daihatsu,” said Inoue, who previously oversaw Toyota’s business in South America.

His predecessor at Daihatsu resigned after the allegations of widespread cheating on safety testing surfaced last year. A third-party review found violations, such as testing just one side of a car instead of both, had persisted for decades.

Production at Daihatsu Motor Co was halted by a government order until proper tests can be done and a system set up to prevent a recurrence. Only some production has since resumed. Daihatsu is known for smaller “kei” cars and off-road vehicles.

No major accidents have been reported in connection with the cheating, but the news has raised questions about oversight at Daihatsu, which is wholly owned by Toyota.

Inoue apologized and said he has visited plants, dealers and suppliers, trying to encourage better communication among the ranks. Dealers have complained customers are waiting, but safety comes first before chasing market share, he added.

He acknowledged trying to deliver products quickly to keep up with demand was one reason for the misconduct.

“All of Daihatsu, as one team, will work hard so people can feel our vehicles are safe. We are about to make a big change,” Inoue said.

Executive Vice President Masanori Kuwata, also from Toyota, said the basic way people work at Daihatsu must change.

“There is no one quick fix,” he told reporters, “but we hope to restore positive energy among the ranks.”

Yuri Kageyama is on X: https://twitter.com/yurikageyama

Toyota plans to allow drivers to easily change their car color, following in BMW's footsteps

Ditching vinyl wraps and painting jobs, the motor company plans to use the technology that can change colors when in heat or exposed to light.

Correction: An earlier version of this story included a manufacturer whose car-color changing technology does not match that of Toyota and BMW 's.

Toyota is hoping to allow its customers to easily change the color of their cars.

The automobile company started creating the technology to make that happen in 2022, but officially published it in the United States Patent and Trademark Office on March 19. The patent allows drivers to freely change the color of their car, Toyota recently told USA TODAY.

Ditching vinyl wraps and painting jobs, the motor company plans to use the technology that can change colors when in heat or exposed to light. To achieve a desired look, vehicles will have to go through a tunnel-like garage where the paint is heated and a color-modulator device sprays them.

When the patent is available to the public, drivers can request the treatment either when they buy a new car or if they already have a car that they want to change colors., the company said.

Here is a picture of Toyota's patent:

BMW released its color-changing technology last year

BMW released its own color-changing technology at the Consumer Electronics Show in May 2022. The show, held in Las Vegas, unveiled the BMW iX Flow featuring E Ink. The BMW iX Flow is of capable of changing color at the click of a button, according to a news release by BMW .

“This gives the driver the freedom to express different facets of their personality or even their enjoyment of change outwardly, and to redefine this each time they sit in their car,” Stella Clarke, head of project for the BMW iX Flow, said in a statement. “Similar to fashion or the status ads on social media channels, the vehicle then becomes an expression of different moods and circumstances in daily life.”

In an Instagram post, Alexandra Mary Hirsch, better known as Supercar.Blondie, demonstrated how the color technology in the BMW iX Flow works. In the settings mode of the app, the all-electric SUV can be changed from white to black with the click of a button.

In addition, the BMW iX Flow can display two colors at once circling around the vehicle with its wave mode. 

“This is not a light reflection. This is actually changing paint,” Hirsch said in the post. “So cool.” 

Ahjané Forbes is a reporter on the National Trending Team at USA TODAY. Ahjané covers breaking news, car recalls, crime, health, lottery and public policy stories. Email her at  [email protected] . Follow her on  Instagram ,  Threads  and  X @forbesfineest.

Jenna Hecker is a Video Producer at USA TODAY.

Best used SUVs in 2024: Subaru, Toyota among reliable picks across the price spectrum

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• Company Moscow City Telephone Network

RU0009036461

Integrated telecommunications services, business summary.

Sales per Business

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Moscow City Telephone Network PJSC

25/1, Bolshaya Ordynka Street

119017, Moscow

Sector Wired Telecommunications Carriers

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