Research Korner: Industry Environment Analysis

Application Essay Sample

While I was sitting comfortably in a couch, eating my favourite popcorn snack, and reading the paper, I came across with this article entitled --- “Whose afraid of human enhancement?” (Reason, 2006). Certainly, not me.              Come to think of it why will we have to fear for a better future ahead of us? What is so scary about things that are yet to occur? Is it the unknown?             Our day to day acquaintances with the living and the lifeless actually makes me wonder. The couch on the floor can hold someone as thin as a bamboo and someone as a heavy as an elephant. The packaging of the snack I am holding says it was fortified with vitamins and minerals and so on. The paper I’m reading is full of stories and arguments. I don’t even know how they have been able to pack something tightly and yet it is so informative and educational.             The hurricane Katrina and its impact are all over the news. The damage of the 9/11 attacks are still felt by many. Many lives are lost. Properties, crops, cars, parks, malls, families and etc. are ruined enormously. Such occurrences smother me and make me wonder even more.             Going to school, you’ll mingle with a lot of people from different race and status. There are Blacks, Asians, Europeans and Hispanics. Those people will trigger the youthfulness in you. Some will make you think twice. Others can put a chip on your shoulder; make you the biggest loser of high school life and the loudest joke in your classroom.             In some instances, you will realize the differences in everyone in one way or another -- differences that provoked us to be mean and unguarded.  When a black girl says “Hi!” with a wide, friendly smile on her face, others just would stare and then turn their backs on her. An Asian asking for a hand to carry his heavy books, often than not, his simple wish would likely to fall on deaf ears. Why is this so? We do have the same components in our body --- genes, right?             Do we really have to be different? Does being different mean stepping on other people’s feelings in such a way that you are already hurting the ego and pride of others? When I was a kid, I was made to believe that I have no limitations. I think of ways on how I can make life easy for others and how can I lessen the burden of people around me.             I want to dig in to my natural curiosity and discover where it will lead me. I want to answer the questions nagging at the back of my mind like how does people deal with poverty or in a much narrow sense, why some people have food on their plate and others don’t. Is food that expensive that some people cannot afford to buy? Do they have choices on what to eat and not?             Experts say that the United States is expecting an approximately 8.7 billion persons in 2050 (Keener, Hoban & Balasubramanian, 2007). How will the government deal with feeding this people? Where will they put them? I hope not in the farm lands because if they are going to do that more people get hungry. I expect not in rain forests for it will damage the natural ecological diversity and the environment in general. I wish to explore and subsequently discover solutions to these future problems through educating myself.             The people must be conscious enough to know that the reduction of biodiversity due to forests destructions, over fishing, conversion of agricultural lands to residential areas and other practices to feed a growing population is a significant loss (Keener, Hoban & Balasubramanian, 2007). Thus, biotechnology and its application will surely help eliminating constraints of people.             When I learned that Vitamin A deficiency is very common among poor countries and that malnutrition is very rampant in Asia and Africa, I know studying biotechnology can further help the status of their heath and improve their nutrition. I have also read that biotechnology increases the iron content of rice which fights anaemia. It was called the “golden rice”. My being humane was aroused even more.              I want to provide the hungry mouths and the illiterates the power to choose. This is one of the many reasons why I want to pursue my studies in College of Environmental Science and Forestry (ESF). I am one with the goal of the whole university system in improving the world and continuously discovering the environment (SUNY-ESF).             I always wanted to be a bigger influence. Many a reasons why but it is because I want to touch lives of many. How I can do it? One thing to consider is education. Knowledge combats the unknown and the dangerous. It can even provide a better understanding of changes and differences.             “Biotechnology is at a crossroad in terms of public acceptance but it holds a significant promise to the future”. It deals with industries, environment and humans. I am aware about the benefits and risks of using the technology (Keener, Hoban & Balasubramanian, 2007). I know, the knowledge and capabilities that I am going to acquire in ESF will equipped me to lessen the risks and broaden the benefits and applications of biotechnology. I want to take advantage of the massive intellectual resources in ESF.             While studying in ESF, the realization of my inner leadership potentials will never be neglected. The university is widely-known for researches and programs that reach across the globe. The search for new knowledge and ideas excite me and making me eager to contribute what I know and I can. My objective- and constructive-thinking will be enhanced which will eventually be of good use when I am already working in the real, complex world.             It was said that an ESF experience is not just about books and lectures. It is extended to the community in a living-learning environment. The university is also encouraging students to be actively involved in student organization and diversity awareness programs. The service learning approach excites me. I want to know the feeling of becoming one with your surrounding and go beyond creating bonds between students, faculty and the community (SUNY-ESF).             I want to establish my own identity on a campus context, explore the culture of ESF and identify myself with the traditions such as walking across the quad, annual fall barbeque, December soirees, spring awards banquet, friends and family weekend, campus lectures, ice cream socials, TGIFs and spotlight on student research. It sounds so fun and academic (SUNY-ESF).             I wonder what it feels like walking in the quad and be shouted to “Get off the Quad!”. Being with my family is my comfort zone and security blanket, introducing my “home” family to my would-be “ESF family” really excites me.  I want to indulge in fine foods, music and dancing in Decembers when the people are all very high-spirited and doing it in a university setting would be great. I want to attend a “TG” gathering so I can learn more about the university, my classmates and colleagues and the faculty and employers. Did I already mention I love ice creams? In any kind of weather, I always find myself slurping sherbets, sundaes and anything frozen.             The continuous student recognition, for me, is a very nice approach in acknowledging the efforts of the students and to encourage them to strive even harder academically. I find the campus lectures and the student researches very providential.             I want all my concerns and interests to have solutions and be applied to a bigger community through my learnings in ESF. I believe that the curriculum and schema of activities inside the classrooms and the immediate community will widen my perspective regarding the environment and its existing restraints. So that, I would understand why there is a need for a relaxation, a snack time and a need and access for information.             I have researched that the ESF was founded on 1911. If I will be accepted, then most probably, I will be a centennial graduate.  A bachelor’s degree is something that I always dreamt of. In ESF, I know this will materialized because, from the very start, I dare to dream and because of the fact that ESF is one of America’s best colleges, I know your experience will really push the effort and will see me through. Reference List Keener, K., Hoban, T. & Balasubramanian, R. 2007, Biotechnology and its Applications, North Carolina State University: The North Carolina Cooperative Extension Office, Department of Food Science. State University of New York- College of Environmental Science and Forestry. Retrieved from <www. esf.edu> on 30 August 2007. ‘Who’s afraid of human enhancement? A reason debate about ‘the premise, perils and ethics of human biotechnology’, 2006, Reason.

Application Essay Sample

While I was sitting comfortably in a couch, eating my favourite popcorn snack, and reading the paper, I came ...

External and Industry Environments' Analysis Report for Toyota

A Report for Toyota Motor Corporation TABLE OF CONTENTS             1 Executive Summary                                                        2             2 Introduction                                                                       2             3 Overview                                                                            3             4 Environmental Analysis and Commentary                 4             5 Organisational Analysis and Commentary                 5             6 Gap Analysis and Strategic Alternatives                      7             7 Strategic Options and Choice of Strategies                 8             8 Implementation Plan                                                       10             9 Evaluation Plan                                                                11             10 Recommendations                                                        12             12 Conclusions                                                                    13             13 Reference List                                                                14             Executive Summary             Toyota has become the leader in hybrid cars manufacturing. The Toyota Prius has long been credited as the car which started it all.             Toyota believed in hybrids because of the superiority of the technology to the internal combustion engine. Such technology allows all powertrain improvements in diesel, gas, electric or hydrogen to incorporate into car production. Thus, hybrid powertrain has the most ability to continuously improve (2005).             As an emerged technology, software bugs are not surprising the automotive sector and even in conventional vehicles, system glitches are becoming more common.             In lieu with this, this report aims at providing the Toyota Motor Corporation the strategic alternatives and options available in the market, the environmental and organisational analysis and proposed sample implementation and evaluation plans. Introduction             A typical passenger car has 70 or more tiny but powerful computers on board that control audio systems, air conditioning, brakes, air bags and scores of other tasks. The software for an average car can have more than 35 million lines of code. Hybrid cars need to control separate gas and electric power sources and doses require a 100 times or more the code needed (2005).             Hybrid cars use multiple computers significantly compared to conventional automobiles. The Toyota hybrid cars, which have been in the global automotive industry since 1997 in Japan and 2000 in the US, are using MULTI IDE and C/C++ compiler to develop engine and transmission control software (2005).             However, many analysts and auto executives are continuously questioning the hybrid technology. Yet, still, why does Toyota continue?             Toyota believed in hybrid cars as well as continuous improvement or the kaizen. Things have changed because of competition and Toyota must always seek to improve in order to get better and thus, compete (2005). Overview             Automakers spend $2 billion to $3 billion a year fixing software glitches (2005). In October 2005, Toyota recalled 75, 000 Priuses in the United States due to a number of reports that the cars were inexplicably stalling on the highway ( 2007). Thirty-two percent of auto warranty claims in the United States are because of software or electronic-related issues (2005).             The owners of the cars were asked to take their vehicles to their dealer in order to fix a potential software glitch. “If the gasoline engine stalls, the electric motor in the vehicles will have enough power to allow the driver to pull the vehicle over and away from the traffic”, according to Toyota.             A “programming error” was found in the computer systems of 23, 900 Prius cars sold. The Prius hybrid cars urge a software upgrade in order to fix a few lines of buggy code. Apparently, the computer system of the cars is needed to be reset. After the procedure, hybrid car drivers complained of the reduced mileage ( 2007).             The software update was provided free-of-charge. Such update is intended for 2004 and 2005 Prius models. The US National Highway Traffic safety Administration investigated the incident. There have been no injuries or accidents reported due to potential software problem. However, potential buyers for the Prius made leery of the car (2005).                Environmental Analysis and Commentary             The mission of Toyota is to attract customers for life. Their ambition – to become the most admired sales finance company for all stakeholders. The vision of the company is not to be no. 1 instead to become the most successful and respected car company in the world.             Externally, the Toyota belonged to the transportation equipment industry and its market is the public companies trading. There are a total of 26 competitors for Toyota. The top three are: Ford Motor, general Motors and Honda. These competitors are also offering a wide array of hybrid cars. By this, we can analyse the hybrid system and environment as below: Remote Environment (factors that originated beyond Toyota company’s operating situation) <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Hybrids have complicated technology that is difficult or expensive to fix</li> </ul>      Every car today has packed with complicated electronics and computer chips. Working on a hybrid cars requires a specialized training for the mechanics. Dealership may only have one or two mechanics trained on hybrids      Expenses-wise, hybrid-specific components have extremely long warranties. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Hybrids have technical problems like stalling and sputtering</li> </ul>      Such concern stems from the case of the recalled Priuses. The gasoline would sometimes shut-off at the most unexpected times. The problem was pointed as faulty program logic ( 2007). Industry Environment (factors that affect Toyota company’s prospect) <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Hybrids do not pay for themselves to justify their premium cost</li> </ul>      According to Consumer Reports, it would be difficult to justify the process of purchasing a hybrid car for economic reasons. As the report states, for a five-year ownership period, only the Honda Civic Hybrid and Toyota Prius could save the money.      The higher initial cost and fast depreciation were the reasons that hybrid cars don’t save owners money. However, some vehicles will save enough to pay for extra cost as indicated by the new tax incentives.      Through simply accelerating and braking more gently drivers can save more. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Hybrids do not offer the driving performance needed</li> </ul>      Compared to non-hybrid cars, hybrid powertrains are more fuel-efficient. Such efficiency could mean getting more power out of the same amount of fuel or using a same-sized engine more efficiently while also gaining extra power and quickness.      This can be provided by Honda Accord Hybrid and Toyota Highlander Hybrid only the latter offer more responsive acceleration.      In contrast, the Toyota Highlander Hybrid cannot save as much fuel as they could with smaller gasoline engines unlike Ford Escape Hybrid and Honda Civic Hybrid. These two models offer power that is more adequately for daily use. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Hybrids will not hold a resale value</li> </ul>      Toyota Priuses have high resale value but are not sold on near-new prices as stories claimed. The factors which affect the high value are the unique, hybrid-only vehicle with eye-catching design and Priuses are produced and sold in low volumes. As a used car, the Prius has more in common with the Mini Cooper than a Ford Escape Hybrid SUV in terms of holding such value ( 2007). Operating Environment (factors that influence Toyota company’s competitive situation) <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Hybrids have limited battery pack life</li> </ul>      Hybrid batteries function without ever being fully charged or discharged. A regular gasoline-powered engine assisted by an electric motor run the hybrid vehicles. During braking and idling, the battery is charged by the gas engine.      Toyota and Ford claim fleet use of hybrid vehicles lasting over 100, 000 miles --- Toyota claims over 200, 000 miles for a few vehicles.      Besides, hybrid components including batteries have extremely long warranties. Toyota guarantees 10 years or 100, 000 miles for all hybrid-specific components on their vehicles. Ford and Honda both guarantees hybrid user with 8 years with 800, 000 – 100, 000 miles. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Hybrids do not get the level of mileage promised</li> </ul>      All vehicles could have 15 % fewer miles per gallon than the EPA estimate. At any rate, calculating gas spending based on EPA estimates actually underestimating a wide margin ( 2007).   Organisational Analysis and Commentary             The Toyota company is a public company with $202, 864 million 2007 total sales and 299, 394 employees. Toyota is below industry average in both sales satisfaction and customer satisfaction.  There is a need to focus on plant quality and flexibility. This reflects the unusually high number of product recalls over the past couple of years.              Toyota Motor outsold General Motors in the first quarter of this year. Toyota sold almost eight million cars in the world. Toyota’s stock market value is roughly 30% of the value of all global carmakers combined (2007). The target of selling by 2010 is 10.3 million. The Japanese carmaker is currently expanding production throughout Asia, Europe and US (2006). The Toyota’s organisational ethos had helped in penetrating the #1 position:   Strengths <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> High level of research and development</li> <li class="MsoNormal" style="text-align: justify"> Firmly committed to hybrid powertrains</li> <li class="MsoNormal" style="text-align: justify"> Committed in launching new products and to lean manufacturing and quality</li> <li class="MsoNormal" style="text-align: justify"> Kaizen, jidoka, muda, munuzukuri and genchi genbutsu as key principles</li> <li class="MsoNormal" style="text-align: justify"> A culture of teamwork, respect, challenge and just-in-time</li> <li class="MsoNormal" style="text-align: justify"> Competitive service price-wise to dealers</li> <li class="MsoNormal" style="text-align: justify"> Very focused segmentation, targeting and positioning</li> <li class="MsoNormal" style="text-align: justify"> Diversified product range</li> <li class="MsoNormal" style="text-align: justify"> Consensus management style</li> <li class="MsoNormal" style="text-align: justify"> Constantly re-engineering and redesigning models (2006)</li> </ul>   Weaknesses <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Retail operations</li> </ul> Ø  Selling approach <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Dealerships ( 2006)</li> </ul> Ø  Poorly-designed showrooms ·         Expensive costs investments on car plants ·         High costs of training and retaining labour ·         Time to accommodate ·         Faulty front suspension systems ·         Software/programming glitches ·         Tend to not wanting to admit a problem publicly ·         Stretched management resources or training new hires to understand Toyota Production System (TSP) ·         Difficult defect-tracking procedures Opportunities <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Emphasis on the importance of quality over cost-cutting or pure design</li> <li class="MsoNormal" style="text-align: justify"> Improve customers’ buying experience</li> <li class="MsoNormal" style="text-align: justify"> Utilize the Internet in making attractive offers</li> <li class="MsoNormal" style="text-align: justify"> Explore to be a one-stop shop for customers’ financial requirements</li> <li class="MsoNormal" style="text-align: justify"> Investment in hybrid R&D ( 2006)</li> <li class="MsoNormal" style="text-align: justify"> Revisit quality measures</li> </ul> Threats <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify"> Cars can be replicated by competitors almost immediately</li> <li class="MsoNormal" style="text-align: justify"> Heavy competitions from traditional banks</li> <li class="MsoNormal" style="text-align: justify"> Fluctuating economic and political conditions</li> <li class="MsoNormal" style="text-align: justify"> Exchange rates movements narrow margins</li> <li class="MsoNormal" style="text-align: justify"> Exposure to any movement of raw materials</li> <li class="MsoNormal" style="text-align: justify"> Product recalls </li> <li class="MsoNormal" style="text-align: justify"> Economic disturbances</li> </ul>                 Gap Analysis and Strategic Alternatives             The global automotive sector has a deepened, growing concern regarding the inadequacy of developing and implementing software models. It is necessary for every automaker to produce efficient softwares for hybrid vehicles’ mission-critical systems.  However, the industry has no solid means of blending the disciplines of car manufacturing and software development (2005).             The repetitive process of recalling Toyota hybrid cars with software glitches is an indication that there might be something wrong with the quality control of the products company-wide. Toyota did their own software development in-house and thus, having control over upgrades as a clear advantage ( 2005). Further, the prevailing business operation can be described:                               In lieu with the consistent recalls, the Toyota must: a) focus on software quality, b) have an in-house software assessment task force/department, c) facilitate a specialized training for hybrid cars mechanics, d) maximize control over upgrades, e) if necessary, conduct routinely quarter or mid-year software assessment of newly-installed softwares and f) initiate an industry-wide higher-level software standards.             Toyota hybrid vehicles recalls set a basis for building software standards and elevating software quality through the use of off-the-shell requirements and standardized software implementations as a commodity (2005).   Strategic Options and Choice of Strategies             Since the recalls are identified as software glitches, then the solution must focus on developing software programs that are powertrain-specific. The systems affected are engine control and transmission, body chassis and safety systems and infotainments.  For hybrid cars, applications include: 1) engine management software – to coordinate fuel, spark and other subsystems, to meet the legislative exhaust emissions regulations and to provide greater fuel economy; 2) electronic transmission control software – to monitor engine and car speed and to change engine ratios for an easier and smoother driving experience and 3) diagnostics software – to enable carmakers and engineers to test and correct engine management and transmission systems (2005).             The Toyota Motor Corporation, in order to cope up with the costs of recalls, instead of doing all the researches regarding software development in-house, the company could: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> have an in-house automotive software developers, implementers and assessors,</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> came up with a driver-friendly do-it-yourself manual on automotive software upgrading, if possible,</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> outsource/hire a company specializing in embedding automotive software and/or even</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> divert in a partnership with an automotive software developing companies that can: overcome severe memory limits, ensure fastest execution and build bug-free applications:</li> </ul> A)   Processors in powertrain application experienced severe memory constraints. The automakers, including Toyota, must avoid buying bigger and more expensive memory parts. The software must add more features with less memory, thus, gaining a competitive advantage in complying with heavy emission requirements. Such software must have small code sizes to allow advanced compilers to shrink an application’s code size. B)   To ensure a faster execution, the software developers must increase complex software algorithms which require more processor speed. The requirements include stringent emissions regulations, advanced cruise control, better fuel-efficiency and anti-knock algorithms among others. C)   Bug-free applications include run-time error detection, mature compilers, MISRA support and automated module testing ( 2005) Implementation Plan             Most Japanese automakers, including Toyota, do their own software development. Japanese always tended to do things on their own. Other automakers like BMW, Mercedes Benz and General Motors do some in-house software development and portion-out the rest of the work (2005).             In effect, the Toyota must admit that the company faces difficulty in addressing recalls. Car manufacturing is the company’s specialty and not software development. So, it is best to have an IT company to do development task and focus on quality of the cars produced.             This could mean an extra cost for the Toyota company since they have to pay rights to use the software ( 2005). More practically, the company would benefit if highly-developed, high-performance automotive softwares will be available. The partnership will be of mutual benefit because softwares can be tested and retested on the hybrid cars. Thus, avoiding the reoccurrence of car recalls due to software breakdowns and the capability of embedded automotive softwares could be maximized since the development is accompanied by actual testing on reliable cars.             Practically, the plan must include the history of partnership, composition and linkages, legal framework and working processes and the process of limited partnership will begin by sourcing and choosing potential business partners, securing partnership requirements/documents, complying with partnership regulations and laying financial concerns including taxes. The key indicators are risk management, output, funding and workforce for both companies. The actual process of development will culminate after the partnership materializes, to illustrate: TOYOTA MOTOR CORPORATION PARTNERSHIP WITH XXX EMBEDDED AUTOMOTIVE SOFTWARE COMPANY What Who When Adopting industry-wide standards Toyota and Company XXX Week 1 Model-based Software development -do- Weeks 2-8 Code-generation Tools and Techniques -do- Weeks 9-16 Automotive Software Architecturing -do- Weeks 16-20 Automotive Software Designing -do- Weeks 21-24 Automotive Software Engineering -do- Weeks 25-28 Quality Assurance, test Strategies, Verification and Compatibility -do- Weeks 29-35 Provisions for Re-testing -do- Following weeks   Evaluation Plan             We can practically say that there will be two evaluation plans: for the partnership and automotive software development. The partnership can be evaluated through needs, outcomes, processes and frameworks: Evaluation Indicator How the Indicator is met Assessment Score Needs (the basis of entering a partnership) ü  Identified gaps ü  Workforce initiatives/demand ü  Specific outcomes that can be delivered ü  The partner is the best placed organisation to deliver the service ü  Service level Agreement           Framework (for working in partnership) ü  A signed SLA ü  Clarity in expectation/outcomes, length of contract/agreed review schedule, where responsibility lies and monitoring requirement ü  A clear work plan ü  Outcomes of the work plan ü  Development of partnerships           Partnership Process (effective maintenance of partnership) ü  Clear demonstration through regular reviews ü  Clear guidance in place ü  Meeting the agreed outcomes and performance ü  Adequate financial management systems in place ü  Meeting the agreed requirements as expressed in code of practice on funding and procurement           Assessing the Internal and External Impact & Outcomes ü  The original partnership objectives are being met ü  Quality of service being delivered as evidence of effective partnership ü  Meeting the wider corporate priorities and community aspirations ü  The cost and resource does not outweigh the benefits ü  Outcomes are promoted and demonstrated to the local community           (Based on: The Partnership Evaluation Tool)               The program should be assessed based on the objectives of adopting industry-wide standards, coding techniques and tools, software architecture, design and engineer and quality control, testing and verifications. The automotive software development program can be evaluated through:                               Recommendations             The abovementioned alternatives, solutions and options are automotive software-specific. Company-wide, the Toyota must also develop clear customer service standards, sustainability strategies and policies-targeted at core products or services. In addition, the preparation of a target-based timeline where performance can be judged and held accountable must be a priority (.).             There should be a progress on external reporting. The company leadership must be vocal and committed. The Toyota can also purport on stakeholder consultations and publication of results. Stakeholders must participate to meet environmental and societal needs related to core business (rady, n.d.). Conclusions             As automobiles become more technologically-advanced, an issue of interest would be the tolerance for the new technology. The hybrid cars performance has been remarkable and predicted by analysts as ‘here to stay’. Currently, the hybrid system was dubbed as the technology of the millennium.             First, the Toyota has to admit that something went really wrong along the process. Software glitches are not a problem solely for the company. It is an industry-wide dilemma that is needed to address immediately. Somehow, it had open opportunities of exploiting the hybrid technology. , Chairman of Embedded Software Standards, believes glitches are of similar features and software quality must be ensured industry-wide (2005).             Second, the Toyota hybrid cars have a pre-existing reputation.  Its presence on the global automotive sector is building intangible brand value. The company has strategized in a long term focus and the Prius is making money for Toyota.             Third, the Toyota has an image that can be easily maintained. Technology can be replicated quickly. General Motors or DaimlerChrysler cal always attempt at counter launching a competing product. The Toyota knows have a counter-relaunch of a more advanced versions and sell more (2005).             Finally, the Toyota company acknowledges shortcomings and work on it privately as much as possible. Such shortcomings are identified and analysed quickly and then communicated with the customers on the basis of time quality.             Quite simply, the Toyota company fosters responsibility and accountability or sustainability aspects in a holistic and principled-approaches ( 2006).

External and Industry Environments' Analysis Report for Toyota

A Report for Toyota Motor Corporation TABLE OF CONTENTS 1 Executive Summary ...

Marketing research of a telecommunication industry

Introduction             The accuracy to market is concern of telecommunication firms as part of the technology driven industries. Designing products that meet customer needs, while still aiming to be first to market, is often dilemma for firms in such industries. It has been argued for some time that primary means for achieving competitive advantage is by accelerating the new product development process (Karagozoglu and Brown, 1993; Lynn et al., 1999; Page, 1993). The purpose of this research is to explore how marketing research affects market strategy and opportunity in UK telecom industry as the study will examine relationship between dissemination and use of marketing research in the telecommunications industry.   Overview of Literature Study               Langerak et al. (1999) and Millson et al. (1992) argue that creating customer value should be the focus of new product development efforts. There focus on the customer involves doing marketing research to confirm market acceptance and identify product requirements and design. Karagozoglu and Brown (1993) indicate that majority of firms involve customers in the development phases of market process as it permits the greatest leverage of customer information. The undertaking marketing research with or about customers is critical to reducing new product development marketing ways.   Why the telecommunications industry?             There is faster new product development is important to many firms, particularly those in dynamic and hostile environments (Calantone et al., 1997; Kessler and Chakrabarti, 1996). One industry, which is currently operating in such an environment, is the telecommunications industry. The signing of the Telecommunications Act which prevented local phone companies, long-distance companies, cable TV and wireless service companies from entering each other’s business, the companies are able to bundle variety of services and, more importantly, make significant progress toward building high-speed information highway, which can transmit voice and video communications by entering markets previously closed to them. How has deregulation changed the telecommunications industry? It has increased competition, as companies from different industries and different parts of the world vie for position in this diverse industry. Deregulation has led to the development of competing products and technologies in an attempt to be at the forefront when standards are established.               Telecom firms that face such highly competitive and dynamic environments are predicted to face greater pressure to bring products to market faster than those that operate in more stable and static environments (Calantone et al., 1997; Kessler and Chakrabarti, 1996). Moreover, in recent study, Ittner and Larcker (1997) suggest that more research is needed on the relationship between various marketing practices and strategic cycle in diverse technological and competitive settings. Thus, focus on UK telecommunications industry as dynamic paced industry that has seen ever-shorter product life cycles in recent years. Given these characteristics, the usage of marketing research in developing marketing strategy may prevent or reduce the need for multiple and lengthy tests of individual marketing strategy elements such as packaging, pricing, advertising, brand name. The below illustration is an example of marketing stance of EU telecommunication industry in which UK is a part respectively.     Figure One: Marketing orientation evaluation in the EU mobile telecommunication enterprises Figure Two: Average evaluation of marketing orientation of EU mobile telecommunication Operators       Source of the above, adopted from: Kurtinaitienė, J. (2005), Marketing orientation in the European Union mobile telecommunication market. Marketing Intelligence & Planning Volume 23 Number 1 pp. 104-113 Emerald Group Publishing Limited               The specific market segmentation does consist of detecting, evaluating and selecting groups of individuals whether they are consumers or not as with the purpose of designing and directing competitive strategies towards them. A review of academic research reveals the scant attention paid to the evaluation and selection of segments. Most of the studies merely evaluate the sales potential, the attractiveness, or the stability of each segment, with no reference to management needs. On the other hand, the creation, application and verification of quantitative methods which would build these groups have been the main target of academic efforts (Wind, 1978) as detecting better segments is of such great importance that it has very frequently been considered as a goal in itself.   Methodology             The companies which perform segmentation studies in their marketing and research departments, the principal companies working in this field are market research through telecoms as there covers survey questionnaire/interviews and from the interviews there is qualitative information about segmentation research design. There are two main objectives first, to assess the level of evaluation and selection of segments tasks of UK telecom market segmentation process. Second, to discover frequency with which the industry assess and select segments and the research methods used. The interviews were required to indicate the degree of difficulty they found in the performance of the different stages of the process. The possible answers were structured following a five-point Likert scale (1 = very low level of difficulty; 5 = very high level of difficulty). Aside, it is very important to make use of management support systems, which allow the identification and evaluation of alternative segments (Reeder et al., 1987). The full co-operation of all the company departments involved in segmentation study and strategy is fundamental. The evaluations must be able to detect deviations and discordances between the detected segment characteristics and the objectives of the market segmentation strategy.             The telecommunication industry has undergone considerable restructuring for many years now thus, involving mobile telecoms success in UK telecoms have become opportunistic seekers within the mobile business and its market stance. The marketing environment is becoming competitive, international market is expanding and telecoms are returning to profit valuation wherein costs are considered and market segments are applied within ideal grounds (Betts, 1994; Skapinker, 1995). Then, market opportunity implies better market context wherein access to customers and market chain solutions are adopted as well as executed with emphasis on strategy formulation such as providing ample market base for market mix and segmentation (Driver, 1999).             Moreover, competitive advantage is outcome of strategy capable of helping UK telecom business to maintain and sustain favorable market position and translated into higher profits compared to those obtained by competitors operating in the same industry. The implementation of telecom strategy develops consistent system of strategic objectives, adopting complex of coherent functional policies. Then, the system of objectives and policies must be kept consistent with the external conditions of the market in deciding strategies and policies. Nevertheless, UK telecom adaptation to industrial environment requirements has to be seen in dynamic form, in which there constantly adapts its action to external and internal changes in changing pattern. Furthermore, there intends to replicate past strategies in a sort of cycle whereby inertia and lag mechanisms operate to maintain the same conduct, beyond and sometimes in opposition to pay-off evaluation results. In this sense, firms can be locked-in or locked-out of some strategy choices, losing the opportunity of being more flexible in their decision process. In this way, telecom industry should recognize when it would be better to change strategy and when to continue the strategic process (Toh and Hu, 1990). Furthermore, the need for segmentation understanding of market resources and competencies into a useful approach does improve service quality image by communicating market attributes done efficiently.               Furthermore, formulating effective market approaches for achieving segment in such market survey application wherein certain marketing objectives are deemed possible. (Doganis 2001) Aside, market approach in line to Porter's theory that there can be ideal strategies; UK telecom can adopt to achieve marketing advantage over others such as the following: -       Cost leadership wherein UK telecom seeks to be the lowest cost producer by selling standard, mass products -       Differentiation where telecom industry introduce unique dimension that is considered to be important to the market -       Focus that involves targeting certain segment of the market and to be adopted by the UK telecom The UK telecom should have detailed plan for their strategic moves in the market and be able to provide good customer services to the customers like by having discounted flights and value promotion to keep the competitive advantage at stable mode within its competitors and will need to focus more on the core competencies that allow business to practically and wisely design suitable airline operations within the bracket of their marketing network services in a market standard-based perspective.             The need to be goal oriented and must not stop to rejuvenate and change their marketing plan strategies from time to time in order to re-invent the performance process upon the upgrading of rules and regulations for segmentation of the market leading to stable market sales and profit (Doganis 2001). UK telecom need to segment customers using value-based and needs-based approaches and must be proactive in pursuing initiatives that respond to the needs of their customers and also provide high rate of return also, the need to pursue an organizational design allowing value-based segmentation to satisfy every customer (Cited from, Elliot, 1990 p. 28).  The dynamism of telecom industry makes it a challenge for any one player to respond to various market innovations as possible. UK telecom will have to continue their efforts to build complete and integrated market strategy planning and decision support software solution combining the major revenue and cost drivers and the proficiency coupled with a strong knowledge based service offering as it can be essential to any idea of expansion of services.             The need for UK telecom to strengthen whatever opportunity that can be found in airline industry through engaging into established process of valuing its marketing strategies and a detailed planning structure helping promote better strategic moves and be able to provide good customer services to the customers like by having discount promotion to keep the competitive advantage at stable mode within competitors and will need to focus more on the core competencies that allow sustainable market operations through online market and communication, UK telecom long-term strategy is to improve its profitability to create substantial shareholder value and to maintain its position and to continue to grow and diversify the business into new markets and maintain flexible, diversified market network for investing better customer service initiatives within the business. Furthermore, in marketing instance there can be the adaptation of useful segments like the feature mobile segmentation, the involvement of mobile packages through the presence of internet media as a form of customer segmentation, the developing of strategy in UK telecom, there is critical need for business leaders to assess market structures available within the industry. (Prahalad, 1990) Figure Three:  Sources of quantitative techniques Source, adopted from: Hussey, M. and Hooley, G. (1995), The diffusion of quantitative methods into marketing management  Journal of Marketing Practice: Applied Marketing Science Volume 1 Number 4 pp: 13-31 MCB UP Ltd                 The research methodology and design process would involve such primary as well as secondary sources for bringing about substantial studies that are literature based and theoretically inclined for which such research methods utilized may truly serve its first hand purpose for this study. The primary sources will have to represent original thinking as the core data for the research will have to be in case studies as well as survey questionnaires equipped with suitable statistical data and its measures as it can have direct observation to the research process as undergoing research should be handed in with empirical facets and crucial points gathered by the researcher. The secondary data will then analyze and evaluate information as being found in the primary sources and creates information more accessible to the readers and the parties involved supported by journals, articles and other publication types.        Survey Questionnaire                   The researcher is conducting a study on marketing opportunities and strategies useful for telecom industry upon making necessary recommendations for this study; a questionnaire is designed to gain respondents’ feedback.  The information given will be treated in strictest confidence.         Thank you.     Part 1:  Personal Data   Direction: Please fill up in all the necessary information about yourself.  Don’t leave any item unanswered.   a.    Age  ______   b.    Gender Male ( )                 Female ( )   c.    Civil Status Single ()               Married ( )      Separated (  )            Widow/Widower ( )   d.    Educational Attainment   Elementary ( )     High School ( )         College ( )      Graduate ()     e.    Occupation:_____________   f.     Religion:____________________________   g.    Number of years in the company:_____     Part 2: Determining better market segments by using appropriate market process in the UK, on a scale of 1 to 5, rate the following statements within certain perception on marketing research as the scales can be: (1=strongly disagree, 2 disagree, 3 uncertain, 4 agree, and 5 strongly agree).  Please tick only 1 column.         A. Market Segmentation Issues     1. With regards to market segments, the telecom business in UK is utilising strategic protocol for securing their customers. 5          4          3          2          1                                     2. Segmentation channels within UK telecom ensure that lack of market segment success can be due to weak management and service of market communication. 5          4          3          2          1                                     3. Improving the value of telecom industry is vital to the development of information technology within its strategic core for strategic driven mechanism. 5          4          3          2          1                                           4. In accordance to market research and management, the realization of promotions and other business offers is utilized to ensure better market cycles. 5          4          3          2          1                                     5.  The UK telecom industry marketing sectors created strategies that ensure sales assets and online planning for the success of market segments. 5          4          3          2          1                                         B. Marketing Opportunity Integration   1. Most of mobile telecom in the UK has qualified and competent personnel to implement effective strategies of marketing                                                                                                                                                        5   4          3          2            1                         2. The UK telecom provides effective online marketing promotions planning as related segmentation execution  5         4          3          2          1                         3. Sectors of UK telecom industry have ample knowledge in market strategy and how it works effectively. 5          4          3          2          1                         4. Marketing reality makes sure that UK telecom understand the importance of segments and market value for growth and success. 5          4          3          2          1                         5. The market opportunities are considered ideal in terms of technology usage for customers to appreciate marketing drivers being used.   5          4          3          2          1                           C. Market Effectiveness of Telecom industry     1. Marketing networks in the UK telecom design effectiveness of marketing program. 5          4          3          2          1   2. The different industries involved adopt a customer focused marketing model with respect to the implementation of strategy networks design for good customer service. 5          4          3          2          1   3. The telecom industry is handling well consumers’ complaints effectively through effective retention programs like freebies and promotional activities. 5          4          3          2          1   4.  The current information on marketing approaches within UK telecom offers good market service to the customers. 5          4          3          2          1   5. Effectiveness into the market approaches do enhance the capabilities of mobile users to completely be in serve in a specific time. 5          4          3          2          1                               Interview Questions   1.        How long have your organization implemented the market segment process? 2.         In your opinion, what made the company decide to adopt marketing strategies on a more comprehensive manner, why? 3.        What are the possible factors UK telecoms will consider before planning such marketing pattern for satisfying mobile users?  4.        As an employee, what were the problems you encountered while on the process of serving quality market stance to customers? 5.        How did you deal with the marketing problems if there is any? 6.        Now that the company has applied market segments and certain market models, is the outcome successful? Explain 7.        Based on the current status of marketing value in telecom organization, what are the benefits of implementing better market segments? 8.        Do you prefer market segmentation method that is traditional market communication in the telecom industry? Why? 9.        Are you satisfied with marketing quality as well as services provided by the company? 10.     What do you think are the areas for market improvement for telecom companies to incur enough marketing service channels?   Resource   The resources deemed for the realization of the study can come from related books and certain publications mostly underlying to the support resource materials ideally as basis for the literature studies of the study. The knowledge and information to be integrated and evaluated for validity and reliability can be resources directed to emerald insight journals and articles as well as from the Questia Library.     REFERENCE     Atuahene-Gima, K. 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Marketing research of a telecommunication industry

Introduction The accuracy to market is concern of telecommunication firms as part of the techn...