It's a Toyota, but not as we know it, Jim: Toyota overturns its traditional strategies to succeed in China

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Toyota was a late entrant into the Chinese automotive industry, however by a policy of proactive marketing and adaptive manufacturing processes, Toyota hopes to capture a significant market share from the leaders, VW and GM. One of the most interesting things about Toyota's Chinese strategy is the willingness to adapt its well known manufacturing system to local needs and conditions. This indicates a major shift from Toyota's previous overseas production strategy.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2006), "It's a Toyota, but not as we know it, Jim: Toyota overturns its traditional strategies to succeed in China", Strategic Direction, Vol. 22 No. 9, pp. 24-26. https://doi.org/10.1108/02580540610686522