TOYOTA(某汽车的财务发展分析)

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1、一、一、BackgroundBackground二、二、Financial Financial Analysis Analysis andand Company StatusCompany Status三、三、Toyota Production SystemToyota Production System四、四、Business StrategyBusiness StrategyCompany History and OverviewLook back at the history of Toyota Motor Company(TMC),it was set up in 1937 by Ki

2、ichiro which was as a sector from Toyota Industries.In 1936,the first product AA sedan is completed.After about two decades,the company launched their main product Crown and Crown Deluxe and first export to the United States in 1957.In 1984,Toyota joint venture with General Motors and begin produce

3、their cars in the USA.In 2009,it became the worlds largest car-maker,based on sales and number of automobiles produced,for the very first time.1.the start of internationalization of Toyota （19331956年）vlearn,imitate and create 学习模仿、自主创新vadjust measures to local conditions 因地制宜、因时而动vseparation of prod

4、uction and sales 产销分离、全新经营 2.the second step of internationalization of Toyota（19561981年）vmarketing and advertising 市场重拓、广告营销vToyotas global distribution network 海外布局、经销网络vToyota crown retreat,corolla attack 皇冠退守、花冠进攻vR&D and quality management 研发创新、质量管理 3.The development of Internationalization of

5、Toyota（19822001年）vmarketing strategy 全球布局、海外生产vorganization strategy 产销合并、控股同行vproduct strategy 研制新品、高端突破4.Toyotas global operations（2002现在）vToyota mend strategy in China 中国设厂、本地生产vglobal R&D,production and sales 全球研发、生产和销售venvironmental and security 环保与安全 2007.147万日本脉冲与油管系统存有缺陷2007.1121.5万日本燃油管泄露隐患

6、2007.1215.6万美国后驱动轴的接头不当热处理2008.454万美国电动车窗螺丝可能松动2008.59万美国安全带问题2008.947万日本燃油系统和转向系统存在问题2008.98万中国手动变速器存在问题2008.1212.2万一汽丰田电动转向机处理不当2009.426广汽丰田刹车缺陷the beginning of recallingThe reason of recalling Since 1995,the new president put foeaward the target that to occupy 10%of the global auto market,and by

7、2010,to got 15%market share,the same as General motors co.To achieve this incredible target，the speed was their only focus at that time.As a result,from 2005 to 2009,when Toyota expand rapidly,it is also the time that Toyota fluently recalled their cars,which give all the customers worldwide a bad e

8、ffet and also make its reliability drop from the first to the third according to the Ameiican Consumer Reports.Toyota Motor Company(TMC)has been access to more than 180 different countries and regions in the world and it mainly pay attention on Europe,North America and Asia markets.The headquarters

9、is located in Toyota city in Japan and has about 340 thousands employees in the world.In 2008,Toyota motor Company has became the worlds top car-maker.Toyota Supply Chain Management Toyota are not strive to squeeze suppliers profit margins,but with all partners to find opportunities to reduce cost,t

10、ake reduction measures in the whole production process.It also allows suppliers at least to retain some of the remaining profits within a certain time.In this way,the suppliers incentive goal maintains the same with Toyotas.All companies in supply chain have the opportunity to profit from the collab

11、oration.Firstly,increase forecasters efficiency.高预报的效率 Secondly,improve communication among supply chain divisions.提高供应链部门之间的沟通 Thirdly,reduce inventory shortages and overages.减少库存短缺和过剩 Toyota spent a lot of time in the assessment of many potential suppliers to consider many other factors besides th

12、e price.After assessment,Toyota establish long-term supply agreement with key components suppliers.This does not mean that suppliers can sit back and relax.On the contrary,Toyota continue to evaluate each suppliers performance in many dimensions,including quality,reliability,creative proposal,collab

13、oration with other suppliers,of course,but also costs.Also set up a 30%reduction requirement at the cost of the whole supply chain.Toyotas production experts and manufacturers cooperate to find ways to achieve objectives.Once reached,they begin to profit sharing;suppliers reserve half of the profits

14、,while sets up a new level of cost reduction as the the goal of next stage.If performance can not be achieved,Toyota will allocate larger purchase amount to the competitive suppliers at the end of the contract.Ultimately,achieve the goal of rewarding the good and punishing the bad.一、一、BackgroundBack

15、ground二、二、Financial Financial Analysis Analysis andand Company StatusCompany Status三、三、Toyota Production SystemToyota Production System四、四、Business StrategyBusiness StrategyThe Analysis of TOYOTAs Financial ReportandCompany StatusThe Overall Review for fiscal 2012On a consolidated basis for the fisc

16、al year ended March 31,2012,year-on-year vehicle sales improved 44 thousand units to 7.352 million units.However,net revenues decreased 2.2%to 18,583.6 billion,operating income decreased112.6 billion to 355.6 billion,and net income decreased 124.6 billion to 283.5 billion.The Overall Review(contin)F

17、actors to decrease in operating income:exchange rate fluctuations expenses increasing other factorsFactors to increase in operating income:marketing efforts continuous cost-reduction effortsThe Overall Review(contin)The business environment in fiscal 2012 was extremely challenging due to losses in p

18、roduction following the Japan earthquake and the Thailand floods,in addition to yen appreciation.Nevertheless,achieving operating income of 355.6 billion thanks to the concerted efforts of employees,suppliers and dealers to recover production and sales.Contents of the AnalysisSolvency（企业的偿债能力）Operat

19、ional Capacity of Corporate Assets（企业资产的营运能力）Corporate Profitability（企业的盈利能力）Solvency(short term)20112012Current assets11,829,75512,321,189Current liabilities10,790,99011,781,574Working capital1,038,765539,615Working Capital（营运资本）From the chart,we can see the working capital has been decreased.It is

20、 to say that Solvency largely declined.Current ratio（流动比率）20112012Variation Current assets11,829,75512,321,189491,434Current liabilities10,790,99011,781,574990,584Current ratio1.101.05-0.05Although the ratio decreased,it has exceeded the standard 1%.Solvency(long term)20112012Variation Total assets2

21、9,818,16630,650,965832,799Total liabilities18,898,14219,584,487686,336Debt Asset Ratio 1.581.57-0.01Debt to Total Asset Ratio（资产负债比率）The chart tells us that the ratio decreased 0.01 over the previous year,and the companys long term solvency was slightly increasing.In the whole,it shows a steady tren

22、d.Operational Capacity of Corporate Assets0.6120112012VariationNet revenue18,993,68818,583,653-410,035Total assets29,818,16630,650,965832,799Ratio0.640.61-0.03Asset Turnover（总资产周转率）The ratio decreasing shows that the sales abilities of TOYOTA became a little weak.Corporate Profitability20112012Varia

23、tionNet income465,485348,302-117,183Net sales17,820,52017,511,916-308,604Ratio0.030.050.02Profit margin on salesAlthough there is little variation about the profit margin on sales,the chart tells us the advantage of making profits for TOYOTA.Company StatusIn Sales In recent years,car sales of Toyota

24、 ranked second in the world,net profits have been more than 100 hundred million dollars for 5 years,and higher than competitors.Company StatusIn Sales The following table for TOYOTA had been established about the global production performance from 1936.Company Status The table 2 for TOYOTAs sales pe

25、rformance for years.As the data in the table shows,TOYOTAs production and sales continue to grow each year.Company StatusIn Finance Because of its huge cash TOYOTA is called“TOYOTA Banks”.Though it is a car manufacturing industry,but its capital operation ability and financial management skills can

26、be comparable with the financial enterprises,the ability for TOYOTA to build the stable cash flow and abundant capital support.Company StatusIn Finance TOYOTAs“Out of Debt Management Approach 1.increase internal retained 2.increasing the utilization rate of funds 3.control of bank loans 4.government

27、 supportCompany StatusFrom below capital formation of the Toyota company can clearly see that is the most important part of the assets of the company has its own capital,loans and corporate bonds has been zero.From 2007 to 2010 by the Toyota company balance sheet,we can see that the companys total a

28、ssets have obvious increasing trend,the owners equity is gradually increasing.一、一、BackgroundBackground二、二、Financial Financial Analysis Analysis andand Company StatusCompany Status三、三、Toyota Production SystemToyota Production System四、四、Business StrategyBusiness StrategyTPS is always regarded as the s

29、ource of the core competitive power and high efficiency of Toyota motor corporation.The headquarter of Toyota in Japan is visited by thousands of companies supervisors everyday.The representative is the motor production plant in Kentucky,USA.The production activities began from July,1988,the annual

30、production capacity is 200000,equal to the amount of the same type of cars being imported from Japan every year.The origins of TPS The inspiration of TPS comes from the United States,rather than from their own cars production process.Actually,they got the inspiration from a supermarket called Piggly

31、 Wiggly in America,that is to lower the inventory.Toyota Production System was established based on two concepts Coal:highest quality,lowest cost and shortest lead time Waste of over production Waste of time on hand(waiting)Waste of transportation Waste of processing itself Waste of stock at hand Wa

32、ste of movement Waste of making defective productsThe underlying principle is called the Toyota Way Continuous Improvement Respect for People Long-term philosophy The right process will produce the right results Add value to the organization by developing your people and partners Continuously solvin

33、g root problems drives organizational learning Continuous Improvement Form a long-term vision to meet challenges with courage and creativity Improve business operations continuously,always driving for innovation and evolution Go to the source to find the facts to make correct decisionsRight process

34、produce right results Create continuous process flow to bring problems to the surface.Use the pull system to avoid overproduction.Level out the workload Stop to fix problems,to get quality right from the first.Standardized tasks are the foundation.Use visual control.Use only reliable,thoroughly test

35、ed technologyContinuously solving root problems Go and see for yourself to thoroughly understand the situation Make decisions slowly by consensus,thoroughly considering all options Become a learning organization through relentless and continuous improvement一、一、BackgroundBackground二、二、Financial Finan

36、cial Analysis Analysis andand Company StatusCompany Status三、三、Toyota Production SystemToyota Production System四、四、Business StrategyBusiness StrategyCompeting products of Toyota Theres FAW Toyato Vios,Corolla,Prius,Crown and other products.Through its analysis of compititive products,can be identifie

37、d in the market.FAW Toyotas main copetitions are:Guangzhou Honda/Dongfeng Nissan/.ect.The target cost system Manufacturing capability developmentSatisfying new requirements with new network capabilities and configurations TPS Global competitive advantagesTPS(Toyota Production System)In order to redu

38、ce costs:-focusing on the pursuit of cost reduction and through completely excluded from the process in the course of the production,uniform,recovery processes to reduce unnecessary costs.Thereby the profit can be increased.The target cost system Through value engineering analysis it can ensure that

39、 product attractive enough from price performance ratio.Cut down all the useless costs through the cost table.Global competitive advantagesBrand effect TOYOTA is committed to developing their own competitive advantage.Unique advantage slogan Where there is a road,there is a Toyota car 车到山前必有路，有路必有丰田

40、车Manufacturing capability developmentTOYOTA has a number of technology patents.Continuous research and development of low fuel consumption,green environmentally friendly automotive systems.Cooperation in a number of international sporting events.Work center of gravity customerToyota drove the automo

41、bile to drive the school,and the matching facilities consummated(shower dressing room,nursery,coffeeroom,and has constructed automobile play-ground for children),at that time Toyotas registered capital only then 1,000,000,000 Japanese Yen,they for this reason invested 400,000,000.Stepping in soccer

42、domain,expanded influence.The Toyota cup,is the set various continents most outstanding club holds a competition in Japan,the player of the year can also obtain Toyota luxury car one.Therefore,Toyota has left behind profound impression for world soccer fan Sets up the good brand Opens the Toyota edu

43、cation prize to help the fund.Sets up the environmental protection image,the research and development environmental protection product.Participation solves each public welfare problem,particularly in transportation question.Stepping in finance serviceHas established the Toyota financial service comp

44、any Establishes the Toyota financial service negotiable securities company Establishment joint insurance company Biological enterpriseThe construction“the Toyota forest”,the research attracts the exhaust trees Establishment“biology and affroestation department”Toyota in order to realize the automobi

45、le manufacture and the diversified management perfect combinations,this has made the great contribution for its bearing capacity and business capacity.Develops the first-level equation automobile Purchase“Fuji high speed velodrome(FISCO)Cooperates with Yamaha Development high performance engine Trai

46、ns the race driverParticipates in the world first-level equation automobile The macro-scientific policy-making needs to determine the science the goal.The scientific method is the macro-scientific policy-making method.The investigation and study,has the real information is the macro-scientific polic

47、y-making foundation.According to the decision-making procedure management is the macro-scientific policy-making need.The prompt feedback and the audit trail are the macro-scientific policy-making guarantees.The macro-scientific policy-making should insist“does not lean to one side the decision-makin

48、g”criterion.“Management is the decision-making”Toyotas supply chain strategyToyota is not the efforts of the squeeze profit margins of suppliers.And all their partners to find opportunities for cost reduction.Throughout the production process in the implementation of initiatives to reduce.It will al

49、so allow suppliers a certain period of time,at least in part to retain the remaining profits.Reduces facing the sales volume,reduces output For the reduced stock,implements the reduction For the reduced disbursement,massive reducing staff,the deletion plansCounter measuresGTMC(Guangzhou Toyota Motor

50、 Co Ltd)is founded in 04 years on September 1,invests by the broad steam group and the Japanese Toyota Car company 50%to set up respectively,cooperation deadline 30 years,registered capital 1,692,000,000 Yuan.GTMCe-CRB is realizes Personal&Premium channel concept advantageous weapone-CRB is construc

51、ts Trinity quality systems tenacious linkthrough the e-CRB advanced technology and the advanced operation system,built the surmounting anticipation for the customer to experience to have the global leading quality honored,we also unceasingly devoted in transform it as customers own experience.E-CRBSuccessful reason Rigorous exquisite fabrication technology“Trinity”quality safeguard system“三位一体”的质量保障体系Leans strength making the marketing channelQuality and service strength