This report critically evaluates the performance of Toyota in the Malaysian SUV market, including its history, strategies, and market share. It also includes a PESTEL analysis of the external factors affecting the industry.
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Running head: CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Critical Evaluation of Toyota in Malaysia Name of the Student Name of the University Author Notes:
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1CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Table of Contents Purpose of the Report......................................................................................................................3 The Malaysian automobile market statistics 2018...........................................................................3 Size of the Malaysian automobile market...................................................................................3 Key Players in the market............................................................................................................4 SUV market segment market share.............................................................................................5 Toyota in Malaysia..........................................................................................................................5 History of operations.......................................................................................................................6 Strategies employed by Toyota in the last 10 years....................................................................6 Performance of Toyota in Last 5 years in Malaysia....................................................................7 Toyota’s Performance in the SUV segment................................................................................8 PESTEL Analysis............................................................................................................................9 SUV segment in Malaysia.............................................................................................................11 KSF in the SUV market.................................................................................................................13 Competitive analysis......................................................................................................................14 Proposed Market Research............................................................................................................15 Summary........................................................................................................................................16 Objective of Fortuner in 2019 and 2020....................................................................................16 Target market.............................................................................................................................16 Profile of the Target market.......................................................................................................16
2CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Positioning the Fortuner............................................................................................................16 Service factor.............................................................................................................................17 People........................................................................................................................................17 Plan B.............................................................................................................................................17 Summary........................................................................................................................................17 REFERENCES..............................................................................................................................19 Appendices....................................................................................................................................22 Appendix 1.................................................................................................................................22 Appendix 2.................................................................................................................................22 Appendix 3.................................................................................................................................23
3CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Purpose of the Report The Malaysian SUV market is prominent and is on the verge of rise. The nature of income of the people of the country give the latter the ability to contribute a portion of the income to purchase the vehicle through which they derive utility (Shamiet al. 2014). The aim of the paper is to critically adjudge the effectiveness of the Malaysian SUV market. Furthermore, the paper will reflect on the history of the SUV market in the country and adjudge the performance of Toyota along with the critical appreciation of the external environment that determine the nature of performance of the SUV sector in the country and with the justification of the Key Success Factor for the selected sector in the market and identification of the target market who will be subject to the product in the market. The Malaysian automobile market statistics 2018 Size of the Malaysian automobile market The year 2018 saw the Malaysian automotive industry contributing to nearly 4.2 of the GDP of the country (Fernandoet al. 2018). The Malaysian automotive industry was able to sell approximately 603,664 units of vehicles in 2017 (Habidinet al. 2017). The numbers grew for the year of 2018. The sale of units in the country rose to around 609,700 in the Malaysian market. The 1.4 percent growth cannot be considered petty as the sector was the automotive sector. It can be said that the high degree of competition that exists in the market was responsible for the rapid growth of the sales figures of the said industry. The number of passenger vehicles that were sold in the year were approximately 536,371 in the year 2018. The numbers are likely to go up in the 2019 with much more innovative launches in the corner. Perodua is still positioned in the market as the leader of the automotive sector of the country (Yunus et al. 2013). Honda is the company
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4CRITICAL EVALUATION OF TOYOTA IN MALAYSIA who have been recognised as the runners up in the SUV segment and they are place, just after the former. This, it can be said that the automotive sectors in the country is considerably big however, success in the determined by looking at sales figures only. The car segmentations that have been made in the market are hatchbacks, family cars, SUVs, A segment, B segment, C segment,Commerciallevelvehicles,Compactexecutivevehicles,Dsegmentvehicles, Executive vehicles, Luxury vehicles, Sports utility vehicles and Supercars (Ibrahimet al. 2014). RVs are not popular in the country; however, the latter can be found being employed in the small-scale commercial usage. Key Players in the market Indigenous production of automobiles in the country was carried out by companies such as Proton, Perodua, Tan Chong Motor, Inokom and few other companies (Baharudin and Jusoh 2015). Perodua has been recognised as another leading companiesin the chosen sector. Furthermore, it can be said that the industry is subject to high degree of competition as a result of which companies have to incorporate great deal of innovation as a result of which they can gain appreciation form the consumer community. The performance of Proton has been considerable in spite of the fall that the automobile sectors in 2019. The company gas supposedly grown their sales figures by 2.2 percent in the tear when the automobile sectors was subject to depreciation (Hadadi and Almsafir 2014). Right behind the leading brand in the country is Honda, followed by Proton and Toyota. Toyota has been able to establish themselves in the market as a result of theirstrongglobalpresenceandtheirefficientand world-renownedsupplychain.Other competitors in the market are Nissa, Isizu, Mazda, Mercedes, Mitsubishi, BMW, Ford and much more. The market leader excels in production of the family cars. The second most popular variant of cars in the country are SUVs.
5CRITICAL EVALUATION OF TOYOTA IN MALAYSIA SUV market segment market share The dominant companies in the automotive sector of the country are Audi, BMW, Honda, Hyundai, Kia, Land Rover, Lexus, Mazda, Toyota, Subaru, Volvo and Chevrolet (Sharifet al. 2016). It can be said that the market is dominated by Toyota as a result of the Toyota Fortner, that has been recognised as one of the most economic sports utility vehicles in the country. The latter have been supplying the Malaysian market with vehicle that are deemed to be fit in the luxury car segment. The Toyota Fortuner is available in the market for a price that is considered low to the standards of vehicles that are offered in the market with similar features (Tanaka 2013). Furthermore, it can be said that the success of the company in the market has been as a result of the high degree of innovation that the country has made in the market. the aim of the company is to cater to the needs of the customer community of Malaysia that is filled with people belonging to various income groups and economic backgrounds. SUVs such as the Mercedes Benz AMG C-class costs over 1.4 million RM that cater to the dynamic needs of the niches sector of the market. The aim of the companies who offer the sports utility vehicles in the country is to provide quality vehicles to the Malaysian population. As a result of which there is high degrees of competition regarding the price at which the vehicles are offered to the consumers of the community. Toyota in Malaysia Toyota have been recognised as global leaders in the market (Laureani and Antony 2018). The company have applied in their operations. The company has been recognised as a company who have been incorporating a great deal of sustainable initiatives in operations on a global scale. The aim of the company is to provide sustainability in all aspects of their operations (Hsu, Tan and Zailani 2016). They cater to the dynamic needs of the changing climatic condition
6CRITICAL EVALUATION OF TOYOTA IN MALAYSIA by incorporating vehicles that can be power by electricity and use lesser amount of fuel, that they provide more distance for the fuel that is consumed by the vehicles. Furthermore, it can be said that the supply chain of the company is one off the most reliable supply chains that an automotive country has. This is due to the global existence of the company. The company provides value to the consumers of the products that are offered by the company. History of operations Toyota started their operations in the Malaysia with a collaborative organisation with a local company of the country known as a United Motors Works or UMW. The collaborative organisation came to be known as UMW Toyota Motors (Rashid, Rahman and Khalid 2014). The venture or the collaborative organisation was formed in 1987.In the early stages of existence in Malaysia, Toyota were assemblers. The vehicles that were produced by UMW were assembled by Toyota and were offered for sale in the Malaysian market in the name UMW Toyota motors. Since then, the company are one of the highest positions in the market. Strategies employed by Toyota in the last 10 years The company was established in 1937. Since then, they employed intensive techniques of production. They have been able to employ a technique of production that was characterised by increasing the production of the company by employing a technique of penetration marketing. Even though the prices for which the products are offered in the country are not that low, the quality of the vehicles and the utility that can be derived from the same is uncompilable. The price at which the vehicles and collaboration of the same with the quality of the automobiles produced by the company has been subject to appreciation from the consumers all over the world and in Malaysia. The company has been perceived as stagnant in terms in term of production of vehicles. Thus, the company has incorporated a great deal of innovation in their operations. The
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7CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Supply chain of the company is one of the most recognised and well-functioning. They have incorporated the use of lean supply chains. It was identified by the company that supply chains incur a great deal of wastage when they are operating in the market and in the chain. Thus, the company has paid special importance to the incorporation of strategies towards the strategic elimination of wastage from the supply chain. Furthermore, it can be said that innovation is the key to sustainability of a company in the long run. Thus, they have incorporated activities that are full of innovation (Toivonen 2015). The company has located the emission that are emitted by the vehicles and the adverse effects to the environment that are caused by the same. Hence, the company applied innovative thinking and followed the footsteps of Tesla in developing a vehicle that can be powered by electricity. The electrically powered vehicles developed by the company are as powerful as the vehicles that are powered by fuel. Furthermore, the company has been successful in creating vehicles that minimise the usage of fuel such as petrol and diesel. As a result of the sustainable initiatives from the part of the company, they have been recognised as a company who have are aligned to the mitigation to the sustainability needs of the society. The implementation of the strategic objectives that were laid down by the company has been identified as the reason behind the success of the company in Malaysia. Same is applicable for the operations of the company throughout the world. Performance of Toyota in Last 5 years in Malaysia The company has been performing while segregating their efforts. The company has incorporated activities such as Partnership, Corporate venturing, Capital raising and acquisition. Partnerships are the most predominant activities that are being carried out by the company. They have been successful in gaining collaborative partnerships as a result of which they have been able to expand their market. The products that is the vehicles that are offered by the company are
8CRITICAL EVALUATION OF TOYOTA IN MALAYSIA segregated into three categories. It has been segmented to cars, pickup trucks, SUVs and Vans (Limet al. 2015). Further segregations have been made into categories such as cars for household use and that for commercial purpose. The Toyota Corolla has been one of the most successful vehicles that were launched by the company in Malaysia. Malaysia is a country where the market share of the company has been placed between 10 to 20 percent with moderate variations in the percentage. Toyota’s Performance in the SUV segment Toyota have been one of the few international companies who have been able to establish themselves in the automotive industry of Malaysia. Without any doubt it can be said that the gateway to the performance of the company has been the SUV segment. The Toyota Fortuner is the vehicle that has been leading the performance of Toyota in the said market. The main selling point of the Fortuner is the price point at which it is offered to in the market and the compact power, performance and the comfort quotient that the company has ben recognised in the market for. Toyota sold approximately 25,996 Fortuner and the month of August saw the maximum number of sales at 6680 units (refer to appendix). The market share of Toyota in the Malaysia is 10.9% at present.
9CRITICAL EVALUATION OF TOYOTA IN MALAYSIA PESTEL Analysis The external environment for operations of the Toyota can obtained by analysing the external environment in which the company is operating. The political, economic, social, environmental and legal factors can determine the effectiveness of the operations of the company in Malaysia. The analysis has been carried out in the following section. SituationImpact on IndustryThreatorOpportunityto firm or Product Political and Legal 1.13 state governments and independentjudicial systems. 2.Highdegreeofmedia Intervention Thecompaniesinthe automotive industry are subject to adaptation with the different laws. Leadstohighlevelof competition in the market. Mightturnouttobe problematic for the operations of Toyota. Innovativedriveofthe companiesresultinginhigh levels of competition. Economic 1.Aimtoboostthe exportofthe automobile industry 2.Emerging steel sector of the country The production of the vehicles is rising at alarming rates. Mass production of vehicles as aresultoftheabundant availability of raw materials. Opportunitytoproduce vehicles in mass. Exploitation of steel ores of the country. Sociocultural 1.The population is full ofworkerswhoare consideredtobe skilled. 2.Full of various income groups in the country. Availabilityofemployable people who can be employed in theautomotivesectorofthe country. Variouspricesegmentations available for the companies to target and select. Opportunity located as the gaps in the working capital of the companies can be filled. Opportunitytotargetthe varioussegmentsinthe country. Technology 1.Thediversityof technological innovationinthe country is rising. 2.Energyefficientand Theincreasingamountof diversityintheindustryis leading to increased amount of technological innovation from the companies in the sector. Developmentthatcontribute Opportunitydetectedasthe companycancreatevehicles thatsatiatetheneedsofthe consumers. Contributiontothe environmentintheformof
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10CRITICAL EVALUATION OF TOYOTA IN MALAYSIA sustainableformof technology. significant economically to the adverseeffectsofthe environment. sustainable initiatives that they company are adept in. Environmental 1.Exploitationofthe natural resource base ofthecountryasa result of the needs of the industries. 2.Environmental protectionandsafety regulations. Threat to sustainability of the industries in the company as the resources could be depleted making the demand unsatiated. Reductioninpracticesthat affect the environment. Threattothelong-term sustainability of the company as the same would imply that the company would go out of business. Opportunityofgaining acceptancefromthe government and the regulatory bodiesasaresultofthe activities that are performed by thecompanyintermsof environmental sustainability. Legal 1.Therearevarious regulationsand directivesthatthe industry is subject to. 2.Therearenumerous laws for the protection ofintellectual properties, competition protection,consumer protection and others. Beingestablishedinthe industryissubjecttothe regulationthusmakingentry andexistenceinthemarket challenging. The existent companies in the industry can ensure that their intellectualpropertywillbe protected by the laws and it assures the well-being of the employees and consumers, and the stakeholder of the company as a whole. This can help in smoothening thepathofthecompany towardsachievementof corporate goals. It reduces the potentialamountof competition that the company wouldbesubjectifthe regulationswerenotpresent. Also, protects the intellectual propertyofthecompanyin terms of gaining appreciation from the consumers. Table 1: PESTEL Analysis (Source: As created by the author) SUV segment in Malaysia The aim of the paper is to critically adjudge the SUV segment of the Malaysian automotive market. In order to analyse the market competency of the SUV segment of Toyota, Porter’s Five Forces analysis has been carried out. The rarity of the five factors in the analysis will be included in order to determine the intensity of the factor or factors that have been rated.
11CRITICAL EVALUATION OF TOYOTA IN MALAYSIA ForceFactsFinding (Rating) F1: Internal rivalryExistence of multiple brands offering high in class SUVs to the market. 5 F2:Threatformnew Entrants The industry is full of regulations, and requires high amount of investments. 2 F3: Power of BuyersThe automotive industry is sustained with the help of the buyer, the latter choose the best. 5 F4: Power of SuppliersNumerouslocalandinternationalvendors, possibility of cheaper supply from China. 1 F5: Threat from substitutesPublic transportation is much cheaper along with the availability of cheaper car segments. 5 TOTAL (out of 25)18 Legend: 0 = Totally no threat 1 = Very Small threat 2 = Small threat 3 = Medium threat 4 = Big threat 5 = Huge threat Table 1: Porter’s 5 Forces Analysis (Source: As created by the author) From the Table it is evident that the internal rivalry among the segment among the industry, the bargaining power of the buyers and threat from possible substitutes are the biggest threats as they have been the highest. Internal Rivalry (HIGH): Internal rivalry among the automotive sectors of the country is huge, especially when it comes to the SUV segment. Companies such as Perodua, Proton and Honda Rivalry Entry Threat Buyer ThreatAggregate supplier threat Substitute threat 0 5 5 2 5 1 5
12CRITICAL EVALUATION OF TOYOTA IN MALAYSIA are the market leaders followed by Toyota. Furthermore, there is existence of other international players such as Nissan, Mercedes, BMW, Ford, Chevrolet, Jeep and others who supply the market of Malaysia with highly graded SUVs. Threats from new entrants (LOW): The SUV segment in Malaysia is subject to high degrees of investment. Furthermore, there are high number of regulations that the companies have to go through before establishing themselves in the market. The initial investment required of for operation in the industry is high. The regulations and the capital requirement make the threat from new entrants in the market low. Power of Buyers (HIGH): The buyers in the Malaysian look for vehicles that provide the best value for money. Safety, quality, comfort and performance are the most crucial factors when it comes to performance in the SUV segment. The buyers in the market show affiliation to the brands that provide the best SUVs at lowest prices. Thus, the companies offering the same are likely to get attention from the consumer or the buyers. Power of Suppliers (LOW): There are over 5,000 suppliers of the part of Toyota SUVs that are present in Malaysia along with numerous international suppliers (Hin, Kadir and Bohari 2013). The suppliers of the company are subject to reducing the prices of the parts they supply to Toyota and they are threated as the latter can source cheaper parts from Chinese supply partners. Threats from substitutes (HIGH): The SUVs are considered pricy for majority of the people of the country even though the country has been subject to economic growth in the last decade. Cheaper car variants such as hatchbacks are available for purchase. Furthermore, the people of the country can choose to stick to public forms of transport such as buses, pool cars, trains and bikes.
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13CRITICAL EVALUATION OF TOYOTA IN MALAYSIA KSF in the SUV market The Key success factors are the criterion that result in the success of the of company in a particular industry or a particular segment of the industry. In the key success factors of Toyota in the SUV segment of the Malaysian Automotive sector will be determined. External forcesIndustry ResponsesKSFs AffordabilityProduction efficiencyHigh cost efficiency due to efficacy in production AdvancementResearch and development in technical competency Innovativepracticesand achievements AvailabilityFastandeffectivesupply chains Lean Supply chains ReachCommunicationtoevery corner of the market. Efficientmarketingand distribution channel. Table 1: KSF Matrix (Source: As created by the author) The key success factors of Toyota in the SUV segment are their High cost and production efficiency, the high degree of innovative practices that are carried out, the lean wastage free supply chains of the company, and the efficient marketing and distribution channel of the company. The company has been successful in proving the buyers of the SUV segment of the automotive industry with services such as affordability, advancement, availability and reach. Furthermore, they have been subject to favourable industry responses as a result of the same. Thus, the key success factors are likely to propel the SUV segment of the company to higher levels in the future.
14CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Competitive analysis As mentioned above, a high degree of competition is faced by Toyota in the SUV segment. The biggest competitors of Toyota in the said segment are Perodua, Proton and Honda. Other than Toyota, these are the companies that have been able to be on the receiving end of favourable responses from the customer community of the Malaysian Automotive industry. Perodua and Proton are the major competitors of Toyota as they are local Malaysian companies and are subject to the favourable responses of the people of the country. The following table presents a detailed analysis of the competitive landscape of the SUV segment in the Malaysian automotive industry. AttributesWeightageToyota Fortuner Perodua Aruz Proton X70Honda CR-V Price0.45542 Brand Reputation 0.25553 Quality0.34335 No of outlets0.13443 Score1.04.254.254.003.25 Table 1: Competitive Analysis (Source: As created by the author)
15CRITICAL EVALUATION OF TOYOTA IN MALAYSIA From the above analysis, it can be said that all the top performers in the SUV segment of Malaysia are aligned perfectly towards the diverse needs of the consumers of the community. The four SUVs that have been mentioned in the analysis are the companies with the highest market share in the country. The most economical vehicle that is offered in the market is offered by Toyota and Perodua while the price of the Proton is slightly higher that the latter. The most expensive SUVs among the competitors are offered by Toyota in the form of the Hinda CR-V. While the first three companies have favourable brand reputation in the country, Honda lags behind. However, Honda have been recognised as the company who have been supplying the consumers with the highest quality in their SUVs. It can be said the quality of the SUVs by Honda is the reason behind the high prices. The maximum number of outlets are provided by Perodua and Proton. As a whole, it can be said that the Toyota Fortuner is the clear winner in the SUV segment of the Malaysian market. The strengths of the company lie in the high degree of quality, the affordable prices and the favourable brand reputation. However, the company do not have as many outlets in the market as the other companies and the same has been identified as their weakness which is the reason behind the fourth position that they hold in terms of market share in the Malaysian market. Proposed Market Research The research involving the present condition of Toyota in the SUV segment and especially the performance of Fortuner in the Malaysian market has been carried out using secondary data available on the internet.
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16CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Summary The findings suggest that the company is recognised as one of the most successful international companies in the country. The company has been recognised and appreciated in the market as a result of the quality of the vehicle that is offered by the company at the price segment. Objective of Fortuner in 2019 and 2020 Following are the objectives: 1.To increase market share by 5%. 2.To increase the sales by 5,000 units minimum. 3.To increase the reach by establishing more outlets. Target market The segment of the market that has been targeted for the sale of the new Fortuner are the middle-incomegroupindividuals,middleagedindividualswithfamiliesofmorethan3 members. Profile of the Target market Middle aged Income Between RM 15,000 to RM 20,000 More than 3 members in family Loves to go on road and off-road trips. Positioning the Fortuner The Fortuner has already been recognised as a car who have been supplying aggressively SUVs in the market. Furthermore, the car provides high levels of comfort and performance at the
17CRITICAL EVALUATION OF TOYOTA IN MALAYSIA same time. Thus, the SUVs can be positioned in the market with the tagline “Comfort of a Sedan with performance of a supercar”. Service factor The company has been also appreciated in the market for the effective after sales services. The vehicles can be purchased from around 16 outlets in the country. People The company is aligned to the needs of the customers and thus provide the best possible services. There are on floor sales executives present to guide the customers and after sales chat support services are available 24/7. Plan B The current plan of the company is to target the middle aged and middle-income group of the Malaysian population. In case the plan fails, the company can retaliate by making increasing the amount of investment in marketing activities through which they are likely to gain the deserved attention. Summary In conclusion it can be said that the company is perfectly positioned in the market to support the launch of the new Toyota Fortuner for 2019 and 2020. The aim of the company is to increase their market share and generate increased amount of revenue from increased amount of sales. The innovative practices of the company and their international presence gives them an upper hand over their competitor and same is the reason behind the proposal of the marketing plan that has been carried out.
18CRITICAL EVALUATION OF TOYOTA IN MALAYSIA
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19CRITICAL EVALUATION OF TOYOTA IN MALAYSIA REFERENCES Al-Shami, S.S.A., Majid, I.B.A., Rashid, N.A. and Hamid, M.S.R.B.A., 2014. Conceptual framework: The role of microfinance on the wellbeing of poor people cases studies from Malaysia and Yemen.Asian Social Science,10(1), p.230. Autoportal.com,2019.ToyotaFortunerSalesFigures/StatisticsinIndia2019-20| AutoPortal.com.[online]autoportal.com.Availableat: https://autoportal.com/newcars/toyota/fortuner/sales-statistics/ [Accessed 1 May 2019]. Baharudin, N. and Jusoh, R., 2015. Target Cost Management (TCM): a case study of an automotive company.Procedia-Social and Behavioral Sciences,172, pp.525-532. Fernando, Y., Walters, T., Ismail, M.N., Seo, Y.W. and Kaimasu, M., 2018. Managing project success using project risk and green supply chain management: A survey of automotive industry.International Journal of Managing Projects in Business,11(2), pp.332-365. Habidin, N.F., Hashim, S., Zainol, Z., Mustaffa, W.S.W., Ong, S.Y.Y. and Hudin, N.S., 2017. Measuring the innovation performance of Malaysian automotive industry.Geografia-Malaysian Journal of Society and Space,11(11). Hadadi, K. and Almsafir, M.K., 2014. The Impact of online Advertising on Proton Sales among expatriates in Malaysia.Procedia-Social and Behavioral Sciences,129, pp.274-281. Hin, C.W., Kadir, K.A. and Bohari, A.M., 2013. The strategic planning of SMEs in Malaysia: types of strategies in the aftermath of economic downturn.Asian Journal of Business and Management Sciences,2(8), pp.51-59.
20CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Hsu, C.C., Tan, K.C. and Mohamad Zailani, S.H., 2016. Strategic orientations, sustainable supplychaininitiatives,andreverselogistics:Empiricalevidencefromanemerging market.International Journal of Operations & Production Management,36(1), pp.86-110. Ibrahim, N.K., Kasmuri, E., Jalil, N.A., Norasikin, M.A., Salam, S. and Nawawi, M.R.M., 2014. License plate recognition (LPR): a review with experiments for Malaysia case study.arXiv preprint arXiv:1401.5559. Laureani, A. and Antony, J., 2018. Leadership–a critical success factor for the effective implementation of Lean Six Sigma.Total Quality Management & Business Excellence,29(5-6), pp.502-523. Lim, D.J., Jahromi, S.R., Anderson, T.R. and Tudorie, A.A., 2015. Comparing technological advancement of hybrid electric vehicles (HEV) in different market segments.Technological Forecasting and Social Change,97, pp.140-153. Paultan.org, 2019.Vehicle sales performance in Malaysia, 2018 vs 2017 – a look at last year’s biggestwinnersandlosers.[online]PaulTan'sAutomotiveNews.Availableat: https://paultan.org/2019/01/23/vehicle-sales-performance-in-malaysia-2018-vs-2017/[Accessed 1 May 2019]. Rashid, N.R.N.A., Rahman, N.I.A. and Khalid, S.A., 2014. Environmental corporate social responsibility (ECSR) as a strategic marketing initiatives.Procedia-Social and Behavioral Sciences,130, pp.499-508. Sharif, S., Ismail, S., Omar, Z. and Theng, L.H., 2016. Validation of Global Financial Crisis on Bursa Malaysia Stocks Market Companies via Covariance Structure.American Journal of Applied Sciences,13(11), pp.1091-1095.
21CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Tanaka,T.,2013.TOYOTAProductionSysteminThailand.TNIJournalofBusiness Administration and Languages,1(2), pp.12-15. Toivonen, T., 2015. Continuous innovation–combining Toyota Kata and TRIZ for sustained innovation.Procedia engineering,131, pp.963-974. Yunus, S., Rashid, A.A., Latip, S.A., Abdullah, N.R., Ahmad, M.A. and Abdullah, A.H., 2013. Comparative study of used and unused engine oil (perodua genuine and castrol magnatec oil) based on property analysis basis.Procedia Engineering,68, pp.326-330.
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22CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Appendices Appendix 1 Source: Autoportal.com (2019) Appendix 2 Source: Paultan.org (2019)
23CRITICAL EVALUATION OF TOYOTA IN MALAYSIA Appendix 3 Source: Paultan.org (2019)