1|Page

PRESENTED TO
Dr. FATIMA
ASHRAF

ANAM JAVAID 12985

WAQAS AZIZ 12973
IQRA RUKHSAR 12974
YASMIN FAIZ 13306

Topic: Which factors affectEntrepreneurial intention of young graduates

in Pakistan
Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

CONTENTS
INTRODUCTION...............................................................................................................................................................3
KNOWLEDGE MANAGEMENT PROCESS.......................................................................................................................3
4 Key Steps for Discovering the Best Knowledge Management Process.................................................................3
Toyota eLearning........................................................................................................................................................6
Improve your skills with online paint training............................................................................................................6
Extremely flexible...........................................................................................................................................................6
Certification.................................................................................................................................................................... 6
Axalta refinish brands.....................................................................................................................................................6
Toyota’s Strengths (Internal Strategic Factors)...........................................................................................................9
Opportunities for Toyota (External Strategic Factors)...............................................................................................10
Threats Facing Toyota (External Strategic Factors)..................................................................................................10
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

INTRODUCTION
Knowledge management (KM) is the process of creating, sharing, using and
managing the knowledge and information of an organization. It refers to a multidisciplinary approach to
achieving organizational objectives by making the best use of knowledge.
Knowledge management efforts typically focus on organisational objectives such as improved
performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous
improvement of the organisation. These efforts overlap with organisational learning and may be
distinguished from that by a greater focus on the management of knowledge as a strategic asset and on
encouraging the sharing of knowledge. KM is an enabler of organisational learning.
It has been extensively identified that knowledge is an important aspect for an economy to develop. We are
seeing a lot of transformation rapidly happening in our society. Every day we are seeing that we are
becoming more and more dependent on knowledge. If this is the case with our societies, the scenario is not
much different for organizations. Nowadays, if top management is asked to underline a single resource
which is most critical for their organization to achieve and sustain competitive advantage, most of them will
be selecting - “Knowledge”. With such an importance to knowledge, managing it has become a serious
concern for organizations. An organization which can built excellent process to manage knowledge,
certainly will have a competitive edge over its competitors.

KNOWLEDGE MANAGEMENT PROCESS

Knowledge management refers to the process of collecting, analyzing, managing, and sharing relevant
business information throughout an organization. As the amount of data that businesses encounter daily
continues to grow to tremendous levels, an organization’s knowledge management strategy is becoming
increasingly important. The goal of the knowledge management process is to capture and utilize knowledge
resources and best practices, which are great assets for an organization, to gain a competitive advantage.
While the best strategy will be specific to each company, managing the flow of knowledge among
individuals within an organization can result in increased productivity, manufacturing efficiency, and
innovative thinking that can improve organizational practices and lead to a higher level of performance.

4 Key Steps for Discovering the Best Knowledge Management Process

Discovery
The first step in the process is to determine how knowledge in an organization will be discovered. There are
multiple sources of relevant data that businesses have access to, so this step requires an in-depth
understanding of the flow of knowledge within the organization. This involves discovering where the most
critical knowledge lies within the organization, what the most important business practices from which data
can be gathered are, and how information can get trapped or lost within these processes. A company can
undergo the discovery step of the process by identifying knowledge present in current organizational
processes, interviewing individuals or groups within the organization, hiring new talent or consultants
offering critical knowledge outside of the current realm of the company, and utilizing intelligence-gathering
and data-mining techniques culled from manufacturing, customer-related information, and other business-
based practices.
Capture
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

Capturing refers to the ways in which both established and new organizational knowledge will be stored.
This step benefits organizations by increasing the organizational structure of the knowledge management
process. The vast amount of important business information needs to be categorize  Digital storage is a
useful aid for complex organizations. Written documents can be scanned to digital databases for easier
access and data management. Classifying valuable information through the use of metadata, which involves
identifying repeated names, keywords, and dates, along with indexing, can assist in capturing, searching, and
retrieving the most relevant knowledge stored.
Process
Once knowledge has been discovered and captured, it will need to be processed to increase its utility. At this
point, organizations have acquired the information and data making up the most relevant company
knowledge. Additional analysis, reorganization, and assessment are now required. The synthesis of
knowledge during this step will assist in determining how knowledge can be incorporated into the
procedures and rules of an organization. It will also aid in establishing a culture of knowledge and
developing individuals and teams who will make the greatest improvements and innovations to the
organization as a whole.
Share and Benefit
Sharing knowledge with individuals within an organization is the main reason businesses adopt knowledge
management strategies. First, it is important to determine who would benefit most from the organizational
knowledge available and then find ways for those individuals to access it quickly and easily. Managers may
require that individuals participate in training to learn how to apply knowledge to business practices and to
understand what benefits the organization hopes to achieve as a result of its knowledge management efforts.

TOYOTA MOTOR CORPORATION

WHAT IS THE ORIGIN OF THE TOYOTA NAME?
Toyota Motor Corporation was founded by the Toyoda family. The word "Toyoda" uses ten Japanese
strokes to write while "Toyota" uses only eight. Eight is considered a lucky number in Japanese culture. For
these reasons "Toyota" was chosen as the company's name.

HISTORY
Toyota Motor Corporation : Toyota is a Japanese multinational automotive manufacturer headquartered
in Toyota, Aichi, Japan. In 2017, Toyota's corporate structure consisted of 364,445 employees worldwide
and, as of September 2018, was the sixth-largest company in the world by revenue. As of 2017, Toyota is
the world's second-largest automotive manufacturer. Toyota was the world's first automobile manufacturer
to produce more than 10 million vehicles per year which it has done since 2012, when it also reported the
production of its 200-millionth vehicle. As of July 2014, Toyota was the largest listed company in Japan
by market capitalization (worth more than twice as much as #2-ranked SoftBank) and by revenue.

Introduction The Toyota Motor Corporation is a leading global enterprise, generating the eleventh largest
revenues in the globe, and representing the third largest automobile manufacturer in the world, after General
Motors and the German group Volkswagen (Crown Motors). Toyota is nowadays a leading retailer
throughout the world, especially within the United States, and this leading position has been attained due to
the company's increased ability to understand the needs of the market and adapt to them. Throughout this
project then, the emphasis would be placed on the identification of the various opportunities and threats, as
these emerge from the external environment and impact Toyota.
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

Toyota Motor Corporation’s mission statement and vision statement guide the company’s success trajectory.
Founded in 1937, Toyota is now one of the most popular global firms. This popularity reflects the
company’s mission statement and vision statement, which emphasize a comprehensive approach that
considers innovation and customers’ needs. Toyota’s mission statement reflects the company’s strategies
and strategic objectives.

MISSION
Toyota Motor Corporation uses various mission statements for its businesses in different markets. However,
with regard to the business of automobile manufacturing and sales, the company’s mission statement
pertains to its strategic actions in technology. Thus, Toyota’s mission statement is as follows: “Create
vehicles that are popular with consumers.” In expanded form, Toyota’s mission statement includes the
following strategic actions:
 Provide world-class safety to protect the lives of customers.
 Provide optimization of energy/infrastructure to local communities.
 Put high priority on safety and promote product development with the ultimate goal of “completely
eliminating traffic casualties”.
 Deliver cars that stimulate and even inspire, and earn smiles from our customers

VISION
“Toyota will lead the way to the future of mobility, enriching lives around the world with the safest and
most responsible ways of moving people. Through our commitment to quality, constant innovation and
respect for the planet, we aim to exceed expectations and be rewarded with a smile. We will meet our
challenging goals by engaging the talent and passion of people, who believe there is always a better way.”

OBJECTIVES

 To enhance customer satisfaction by providing high quality service and value for money.
 An aggressive customer satisfaction programme from showroom to parts and to workshop to foster
customer relationships.
 To maintain the market share of Toyota in Yemeni market.
 To service the Nation and the upliftment of society.
 Ethical approach towards customers and foster the need of the customers.

KNOWLEDGE MANAGEMENT AT TOYOTA

According to analysts, Toyota's success in both the local and global markets was based on its gaining a
competitive advantage through implementation of innovative and path-breaking ideas on its production
floors.
Toyota Production System (TPS) worked on the basic idea of maintaining a continuous flow of products in
factories in order to adapt flexibly to changes in demand.
TPS linked all production activities to real dealer demand through implementation of Kanban, JIT (Just-In-
Time) and other quality measures...

o TOYOTA WANTS TO TRANSFER KNOWLEDGE OF ITS PRODUCTION

SYSTEM TO NEW EMPLOYEES
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

Toyota typically selects a core group of two to three hundred new employees and sends them for
several months training and work on the assembly line in one of Toyota’s existing factories.
After several months of studying the production system and working alongside experienced
Toyota assembly line workers, the new workers are sent back to the new factory site.
These repatriated workers are accompanied by one or two hundred long-term, highly experienced
Toyota workers, who will then work alongside all the new employees in the new factory to assure that
knowledge of Toyota’s finely tuned production process is fully implanted in the new factory.

o TOYOTA PRODUCTION SYSTEM (TPS)

The TPS organizes manufacturing and logistics for the automobile manufacturer, including
interaction with suppliers and customers..

The Toyota Production System (TPS) was established based on two concepts:
1. The first is called "jidoka" (which can be loosely translated as "automation with a human touch") which
means that when a problem occurs, the equipment stops immediately, preventing defective products
from being produced.
2. The second is the concept of "Just-in-Time," in which each process produces only what is needed by the
next process in a continuous flow

o TACIT KNOWLEDGE APPROACH-QUALITY CIRCLES

At the end of each work week, groups of Toyota production workers spend one to two hours
analyzing the performance and problems in quality or productivity.
Each group proposes “countermeasures” to correct identified problems, and discusses the results.
Through personal interactions in such Quality Circle group settings, Toyota employees share their
ideas for improvement, devise steps to test new ideas for improvement, and assess the results of their
tests.
o EXPLICIT KNOWLEDGE APPROACH

Documenting the tasks that each team of workers and each individual worker is asked to perform
on its assembly lines.
These documents provide a detailed description of how each task is to be performed, how long each
task should take , the sequence of steps to be followed in performing each task, and the steps to be
taken by each worker in checking his or her own work.

o EXISTING KNOWLEDGE MANAGEMENT PLAN OF TOYOTA MOTOR CORPORATION

Toyota Motor Corporation has attained immense growth from the time of its initiation and with this
the company have also confronted several troubles related to expansion and its management. In
starting the company use to develop and produce cars only in Japan and export in some abroad
countries but with increasing demand and globalization it started operating in several different
foreign markets. With this increase in its operations base, the company confronted troubles related to
management of its resources. For resolving this trouble the company made use of knowledge
management as it become aware with its significance and need .
The company operations started growing significantly and in this concern it also made use of several
advanced approaches like lean production, total quality management etc. All these approaches
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

assisted the company in attaining a significant place in emerging markets. In addition to these
approaches, the company also understood the significance of knowledge and its use for company and
its employee’s management . The company understood that managing knowledge among its
organization is essential and for this it adopted several knowledge management approaches like
development of knowledge sharing networks and use of tactic knowledge.

KM TOOLS IN TOYOTA MOTOR CORPORATION

o KNOWLEDGE MANAGEMENT AS A MANAGEMENT TOOL:
Usually, KM is depicted as a management tool but it is made up of two aspects in which first is KM as an
informational handling tool or operational tool and second is as a strategically focused management tool. By
managing KM as operational and strategically focussed management tool, Toyota can easily increase
knowledge sharing and organizational learning among its business processes . If company and its
management handle both the aspects of KM, it can significantly attain all essential benefits of KM for its
business and its assured growth.

o KNOWLEDGE MANAGEMENT AS AN INFORMATION HANDLING TOOL

In the field of knowledge management, knowledge is usually considered as an information handling trouble.
It basically includes the formation, organization and utilization of knowledge . Toyota Motor Corporation
also need to use KM as an information handling tool that can be done by managing different but associated
stages. In the first stage, the company should acquire information and in the second stage the collected
information should be entered into storage system and then need to be structured rationally .
KM is all about the attainment and reposition of employees’ knowledge and making this information
available to others so that they can also use it. This can be done by making use of several advanced
technologies like Internet and databases. In this way, the company can transform tactic knowledge to
explicit knowledge that can be used by everyone for increasing their efficiency and productivity . By storing
information in several company databases the company need to initiate third stage that is related to make
stored information accessible to maximum employees of the firm .
o BRAINSTORMING AT TOYOTA
Pakistan innovation foundation held an innovation “Brainstorming Session” with senior leadership of
Toyota Pakistan limites. This was the part of Toyota’s commitment to fund the manufacturing innovation
prize at the national innovation grand challenge(NIGC) to be launched later this year.
. The Session was attended by senior technical leadership of Indus Motor Company and chaired by Mr.
Pervaiz Ghias, the Chief Executive Officer of Toyota Pakistan – itself a sign of Toyota’s commitment to
being a corporate innovative leader in Pakistan.
The session was moderated by Dr. Athar Osama, Founder – Pakistan Innovation Foundation, and deliberated
on potential ideas for the IMC – Manufacturing Innovation Prize at the National Innovation Grand
Challenge (NIGC). This session formally kicks of the process of setting up a prize that will culminate in the
announcement of the IMC – Manufacutring Innovation Prize in July 2013. The second session of the Prize
Specification Committee shall be held in mid-April, 2013.
o TOYOTA ELEARNING
Improve your skills with online paint training
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan
By participating in this programme you will become part of the valued and recognised Toyota certified and accredited network of master
technicians.
Extremely flexible
Your unique learning journey will be performed online and you can visit any time and from anywhere with your unique password and
user name. Each of the 7 skill based modules takes less than 1 hour to complete and has a test at the end.
Certification
After this successful step you will be invited to a practical assessment in a local training centre to show your knowledge and skills in the
key aspects of paint refinishing. A practical assessment of your know-how will follow the online learning and upon reaching a further
80% minimum assessment score you will become a Toyota Certified Master Technician.
Axalta refinish brands
Our preferred paint partners have developed this tool for your use and is approved by Toyota Europe for its repair network. 

Please complete the section below and select one of the paint brands to link to the self-enrolment page. After registration and access
approval you will receive an email containing your account details and joining instructions.

o TOYOTA OWNERS TO GET A PRIVATE SOCIAL NETWORK

Toyota has teamed up with Salesforce.com to create Toyota Friend, a private social network for owners of Toyota cars.
The network will be accessible through PCs, tablets and smartphones, giving Toyota customers the ability to connect with their dealerships, cars
and Toyota itself. For example, your car could send you an alert when its battery needs recharging, and you would be able to connect to your
dealership to get maintenance tips and service information.
Toyota Friend will primarily be a private network for Toyota car owners, but customers will be able to connect and expand the experience
through public social networks such as Facebook and Twitter.
The network will be powered by enterprise social network Salesforce.com's Chatter and Toyota's telematics platform. The first cars to be
shipped with social networking capabilities will be Toyota's first battery electric vehicles and plug-in hybrid cars, which are coming next year.
On the financial side, Salesforce.com will invest 223 million yen ($2.7 million) and Toyota Motor Company will invest 442 million yen ($5.4
million) in Toyota Media Service, which oversees Toyota's global cloud platform development. Microsoft, which entered a strategic partnership
with TMC in April, aiming to bring internet services to Toyota vehicles, will invest 350 million yen ($4.3 million) in the platform.

KM STRATEGIES IN TOYOTA MOTOR CORPORATION

 INTERROGATIVE QUESTIONS AND ASSESSMENTS:
First substantial element that should be included by Toyota at the time of creating and implementing its KM
strategy is interrogative questions and assessments. The company management should associate its KM
strategy with what it wants to attain as well as with it aim and objectives. This can be done with the help of
interrogation and assessments of different aspects like what company want to attain and in which aspect it
wants improvement . How its KM strategy will render it towards benefits and increase in employees’
performance etc. By identifying the answers of all these questions, the company can develop an effective
KM strategy.
 EFFECTIVE COMMUNICATION:
In most of the companies’ effort to implement KM strategy, a significant problem that has occurred is about
ineffective communication. For successful implementation, effective communication is essential and similar
is the case with Toyota . For its successful KM strategy implementation, the company should develop an
effective communication plan that should be flexible enough to adopt changes in communication pattern at
the time of critical business decisions. Well developed communication plan will also help the company in
increasing its knowledge sharing and becoming a learning organization.
 TOP MANAGEMENT SUPPORT:
For successful implementation of KM strategy, it is essential that the company management have significant
support from its top management. The company management should try to convince top management for
promoting procedures that will prop up learning and sharing. Top management should be convinced in a
way that it helps in setting-up fund knowledge networks and promotes further improvements . If, Toyota
become able to receive full support from its top management it will substantially become able in developing
and implementing a successful KM strategy
 SIGNIFICANCE OF PEOPLE AND CULTURE:
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

The next substantial element in concern to the development and implementation of an effective KM strategy
is people and culture. Successful execution of KM is significantly associated with a firm’s people and
culture. The management of Toyota also needs to develop an effective  association between its KM strategy
implementation & its people and culture. By focussing on its employees and their significant role, the
company can have a distinctive KM strategy implementation .
The company that concentrates on its people and culture are much more able to attain its goals in
comparison to the firm that concentrates more on technology. This should also be understood by Toyota and
then only it will become proficient in the thriving implementation of its KM strategy . By understanding that
the people and culture plays a central role in the creation of thriving knowledge based firm the company
management can easily resolve all its people and cultural related issues. These issues are vital to be handled
in a timely manner as otherwise it may direct company towards several disadvantages

.
 ADOPTION OF CREATIVITY:
The next substantial element that should be considered by Toyota for improving its existing KM practices is
the inclusion of creativity as it is vitally linked with strategy. By establishing a link between strategy and
creativity, the company will become able in maintaining its position in the long run . By associating KM and
creativity, the company management can attain business creativity so it is essential to consider creativity at
the time of developing a KM strategy.
 CREATION OF LEARNING NETWORKS:
One more critical element of KM is the creation of learning networks so that employees can learn from each
other and maximize their knowledge. By creating learning networks, Toyota can also resolve its existing
troubles of knowledge sharing and becoming a learning organization . In present employees of the company
are not so focussed but by evidencing them KM benefits, they can be encouraged for the development of
learning networks.
 SIGNIFICANCE OF SHARING KNOWLEDGE:
Another important element that needs to be included by Toyota at the time of developing and implementing
its KM strategy is sharing knowledge. The company strategy is lacking in concern to this element and
should work hard for improving it and including it in its KM strategy. Nowadays, it is seen that employees
does not prefer to share their knowledge with other due to increasing competitio. Management of the
company should try to build a positive environment in which everyone like to share knowledge with others
so that they can increase their knowledge .
In this concern, the company management should try to share existing knowledge with its new and present
employees through groups’ discussions and regular seminars. They should try to develop an open and
flexible environment in which everyone has intensity to increase its existing knowledge base. By adopting
these approaches employees’ habit of sharing knowledge can be intensified in a significant way.
 APPROPRIATE INCENTIVES TO EMPLOYEES:
The next critical element in regard to KM strategy is the creation of appropriate incentives for employees to
share and implement knowledge. In present, Toyota’s reward system does not support its sharing knowledge
culture so by making changes in it, the company can improve its troubles related to sharing knowledge. The
company management should try to develop a reward system that encourages its employees to use their
expertise and understand the importance of KM . All aspects related to employees and their knowledge
sharing should be involved in company reward system as it may come from any level of organizational
structure .
 EFFECTIVE EVALUATION SYSTEM:
The last substantial element that is vital to consider is the employment of effective evaluation system
for evaluating the efforts made in the direction of making use of KM. The creation of system can
range from informal to formal system. Toyota should also develop effective evaluation system so
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

that all its knowledge practices and strategies can be evaluated in a timely manner and deliver
effective use of KM .
By following all these elements, the company can develop an effective KM strategy that in turn will
assist Toyota in sharing knowledge and creating a learning organization. KM as a management tool
will direct Toyota towards the development of successful KM strategy and implementation.
.

o (INNOVATIVE MULTI-PURPOSE VEHICLE) PROJECT

In the summer of 2004 Toyota crossed the threshold to a new age of global production with the launch
in Thailand of the Hilux Vigo pickup truck, available in standard cab, extra cab and double cab models.
Toyota initiated the IMV project to create an optimized global manufacturing and supply system for
pickup trucks and multipurpose vehicles to satisfy market demand in more than 140 countries
worldwide.

SWOT ANALYSIS OF TOYOTA MOTOR

Toyota Motor Corporation addresses the internal and external strategic factors in the business, as
identified in this SWOT analysis. The SWOT framework pinpoints the most significant
opportunities, threats, and organizational weaknesses that Toyota must address using its strengths.
As a global leader in the automotive industry, Toyota effectively addresses such factors. This SWOT
analysis provides insights about the possible influences on the company’s business. Toyota’s high
performance serves as an indicator of its ability to address the issues enumerated in this SWOT
analysis.

 TOYOTA’S STRENGTHS (INTERNAL STRATEGIC FACTORS)

Toyota’s strengths indicate that the firm is capable of keeping its position as one of the top auto
manufacturers in the world. This element of the SWOT analysis model identifies the internal strategic
factors that serve as capabilities of the firm. Toyota’s main strengths are as follows:
1. Strong brand image
2. Global supply chain
3. Rapid innovation capabilities
4. Toyota has one of the strongest brands in the global automotive industry. The company’s global supply
chain is also a strength that enables resilience and market-based risk minimization. Furthermore, Toyota has
an organizational culture that facilitates rapid innovation, which is crucial for long-term competitive
advantage. This part of the SWOT analysis shows that Toyota’s strengths support its position as one of the
biggest automobile manufacturers in the world

 TOYOTA’S WEAKNESSES (INTERNAL STRATEGIC FACTORS)

Toyota’s weaknesses point to possible inefficiencies in the organization. This element of the SWOT analysis
model determines the internal strategic factors that serve as obstacles to business growth. Toyota’s main
weaknesses are as follows:
1. Hierarchical organizational structure
2. Secrecy in organizational culture
3. Effects of product recalls in recent years
Toyota’s global hierarchical organizational structure prevents maximum flexibility of regional operations.
Also, the company’s culture of secrecy is a weakness that reduces response times in addressing emerging
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

problems. In addition, Toyota implemented massive product recalls starting in 2009. These recalls weaken
the firm because the recall processes consume business capacity that could be used for product distribution
instead. This part of the SWOT analysis shows that Toyota could improve its performance through
adjustments to reduce the weaknesses based on its organizational structure and culture.
 OPPORTUNITIES FOR TOYOTA (EXTERNAL STRATEGIC FACTORS)
Toyota’s opportunities are mainly based on technological and economic trends. This element of the SWOT
analysis model identifies the external strategic factors that the firm could use to improve its business.
Toyota’s most significant opportunities are as follows:
1. Growing markets in developing countries
2. Rising demand for fuel-efficient automobiles
3. Growing interest in advanced electronics in vehicles
4. Weak Japanese Yen vs. U.S. Dollar
Developing markets present the opportunity for Toyota to increase revenues by further penetrating these
markets. Also, the current trends of increasing demand and interest for higher fuel efficiency and advanced
electronics present the opportunity for Toyota to focus its innovation on these directions. In addition, the
weaker Japanese Yen versus the U.S. Dollar means higher competitiveness of products and components
exported from Japan to the U.S. This part of the SWOT analysis shows that Toyota must emphasize market
penetration and innovation to exploit its opportunities.

 THREATS FACING TOYOTA (EXTERNAL STRATEGIC FACTORS)

The threats to Toyota’s business are based mainly on the competitive landscape. This element of the SWOT
analysis model determines the external strategic factors that could reduce the firm’s performance. In
Toyota’s case, the main threats are as follows:
1. Growing market presence of low-cost competitors
2. Rapid innovation of competitors
Toyota faces the threat of competition with low-cost automobiles from Korean, Chinese and Indian
manufacturers, which have been increasing their presence in foreign markets. Toyota also experiences the
threat of rapid innovation of competitors like GM, Honda, and Ford. This part of the SWOT analysis shows
that Toyota must ensure competitive advantage, such as through innovation.

RECOMMENDATIONS BASED ON TOYOTA’S SWOT ANALYSIS

Toyota’s SWOT analysis identifies key issues, such as the effects of competition and the company’s
weaknesses based on its organizational structure and culture. To address the threats based on competition,
Toyota needs to maximize its competitive advantage based on its innovative capabilities. The company can
also further adjust its culture and structure to optimize its flexibility in decision-making and problem
solving.
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

FUTURE PLAN
In recent months, Toyota has discussed the development of solid-state batteries to power future electric cars. But
previous reports and statements by the company indicated Toyota would launch just one model by the early 2020s, not
10. Recent development issues cast even that less-ambitious plan into doubt.

Toyota isn't done with fuel cells, though. In a press release, it said it would continue to expand its fuel-cell vehicle
lineup "for both passenger and commercial vehicles" over the next decade. By 2030, Toyota expects to have sold 5.5
million electrified vehicles worldwide, including a million battery-electric and hydrogen fuel-cell cars.
The majority of Toyota's electrified-vehicle sales will likely continue to come from hybrids. That shouldn't be too much
of a stretch, considering that Toyota already has hybrid models peppered throughout its lineup. As with other
automakers attempting wholesale electrification, the challenge will be electrifying specialized models like pickup
trucks and sports cars, as well as getting enough batteries. Toyota is investigating a battery partnership with Panasonic,
but it may need an other supplier to meet the demand.

CONCLUSION
With the help of above discussion, it becomes evident that the Toyota Motor Corporation needs to improve
its existing KM practices and strategies. For this, the company should adopt suggested interventions that are
related to use KM as a management tool. By making use of KM as a management tool the company will
become able in resolving its difficulties related to operation and strategy . KM as a management tool will
serve the company with an ability to handle its information handling issues and becoming strategically
focussed .
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

In this way, it can be said that Toyota should adopt the above discussed strategies and should try to develop
a new and effective KM strategy. For the development of effective KM strategy the company should
consider all the above discussed elements as it will render it with specific and distinctive approach to KM
and its utilization. By adopting recommended strategies the company can develop a new and more effective
KM strategy that will help it in resolving all existing KM related issues like knowledge sharing and
becoming a learning organization . The proposed interventions will direct Toyota Motor Corporation
towards the development of effective and distinctive KM strategy.

R E F E R E NC E S :

http://www.toyota.com.au/toyota/company/operations/toyota-production-system
http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/
https://www.google.co.in/#hl=en&sugexp=les %3B&gs_rn=1&gs_ri=hp&tok=qUo-
i120hCn5uycMCxflPw&cp=9&gs_id=17&xhr=t&q=toyota+production+s
ystem&pf=p&output=search&sclient=psy-ab&oq=toyota+pr&gs_l=&pbx=1&bav=on.2,or.r_gc.r_pw.r_c
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

 
 Topic: Which factors affectEntrepreneurial intention of young graduates in
Pakistan

5.
4.