著者

垣谷 幸介

出版者

アジア経営学会

雑誌

アジア経営研究 (ISSN:24242284)

巻号頁・発行日

vol.23, pp.139-152, 2017 (Released:2018-01-01)

参考文献数

30

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Toyota Motor Corporation is a big company, and Toyota produces and sells large volume vehicles over the world. But in the BRICs market, especially China market, Toyota’s market share is very low. In China market, Toyota share is only 4.6% (2015). In the 2000s, volume zone was Small-Low Segment. But Toyota introduced only two models, such as Vios and Yaris. Afterwards, volume zone has shifted to SUV Segment, But Toyota does not have enough model to introduce SUV segment. This is aim to analyze why Toyota failed business in China Automobile volume zone, against china motorization from the beginning of 2000s up to today. I focus on the Leadership and Organization Structure, compared with companies, which have excellent result and good industrial paradigm shift (Professor Mishina calls “TENCHI”) in Japan. As my analysis, the two key points to succeed in new developing countries, as BRICs, are, firstly to assign young leader to top management in BRIC`s volume zone market for more than ten years, and secondly to establish new organizational structure and national staffs, in order to produce much fit products and service. I found that Toyota did not do it, therefore Toyota failed in the past time. Top management from Toyota headquarter worked for average 2.8 years in joint-venture. They were all over 50 years old, when they were assigned. Toyota China Regional Headquarter (RHQ) and their Production, Sales and R&D companies are very complicated order and capital relationship. There are not enough functions in RHQ. The general managers are occupied by both mother companies, which have capital to joint venture. Sometimes order and decision were confused inside joint venture. National staffs have very small chance to promote their career. This is reason to do bad performance in China automobile volume zone, in leadership and organizational structure, by Toyota.