Choose one multinational company per group Look at its inter

Choose one multinational company per group Look at its international development, and produce one PowerPoint slide for each of the following topics:

choose one Company: Samsung or Toyota

1. General international development

2. International sales

3. International sourcing

4. International production

5. International research

6. International tax

7. Conclusion

Solution

Toyota

Slide 1- general international development

Actively exporting to overseas countries

The first-generation Corolla was conceived as a rival for compact vehicles on the European market even in the design phase and as a high compact vehicle that also would be accepted overseas. The Corolla featured a strong, compact engine with a five-bearing crankshaft, which was cutting edge at the time, even amongst compact vehicles on the European market; and the engine was modified to 1100cc to accommodate export to the United States. These and other features show how, from the very beginning, Toyota continually had a view towards active international development.

Slide 2- international sales

Unit=one vehicle; Market share %

Year

Sales overseas

Passenger cars

Trucks & buses

Passenger cars

Trucks & buses

1975

900,808

652,643

248,165

72

38

1976

1,071,980

775,921

296,059

72

45

1977

1,399,581

974,404

425,177

70

52

1978

1,375,054

909,220

465,834

66

48

1979

1,449,313

964,691

484,622

67

47

1980

1,845,955

1,229,877

616,078

67

55

1981

1,848,778

1,197,086

651,692

65

55

1982

1,823,241

1,164,432

658,809

64

54

1983

1,822,852

1,154,559

668,293

63

53

1984

1,925,893

1,125,645

800,248

58

54

1985

2,139,361

1,234,391

904,970

58

56

1986

2,045,943

1,243,946

801,997

61

54

1987

1,958,650

1,242,945

715,705

63

51

1988

2,067,572

1,343,199

724,373

65

49

1989

2,106,517

1,384,355

722,162

66

48

1990

2,370,451

1,575,602

794,849

66

49

1991

2,354,129

1,540,930

813,199

65

50

1992

2,411,977

1,588,385

823,592

66

52

1993

2,440,429

1,585,078

855,351

65

54

1994

2,481,640

1,553,348

928,292

63

55

1995

2,496,206

1,572,619

923,587

63

55

1996

2,621,768

1,615,605

1,006,163

62

55

1997

2,837,614

1,746,277

1,091,337

62

59

1998

2,929,952

1,812,619

1,117,333

62

63

1999

3,058,060

1,864,258

1,193,802

61

65

2000

3,382,642

2,054,170

1,328,472

61

66

2001

3,546,701

2,014,919

1,531,782

57

67

2002

3,838,296

2,222,094

1,616,202

58

70

2003

4,354,506

2,510,625

1,843,881

58

72

2004

4,948,754

2,860,167

2,088,587

58

74

2005

5,554,128

3,257,929

2,296,199

59

76

2006

6,229,327

3,721,520

2,507,807

60

79

2007

6,841,933

4,105,413

2,736,520

60

81

2008

6,526,059

3,984,433

2,541,626

61

82

2009

5,604,043

3,434,343

2,169,700

61

80

2010

5,961,581

3,274,663

2,686,918

55

79

2011

5,895,877

3,231,476

2,664,401

55

83

Slide 3- international sourcing

Toyota established a joint venture with General Motors so that the Japanese car maker could learn to work with UAW union members while General Motors could learn just-in-time inventory management from Toyota.

Slide 4- international production

The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The Toyota Production System (TPS), which is steeped in the philosophy of \"the complete elimination of all waste”, imbues all aspects of production in pursuit of the most efficient methods, tracing back its roots to Sakichi Toyoda\'s automatic loom. The TPS has evolved through many years of trial and error to improve efficiency based on the Just-in-Time concept developed by Kiichiro Toyoda, the founder (and second president) of Toyota Motor Corporation.

Slide5- international research

Toyota Research Institute (TRI) is demonstrating its progress in the development of automated driving technology and other project work to the investor community this week. International Business Strategy Four international business strategies have been worked out by Toyota:

• Global standardization strategy

• Localization strategy

• Transnational strategy

• International strategy

Slide 6- international tax

Toyota doesn\'t directly manufacture automobiles in the US, but does so through Toyota USA, a US subsidiary. Therefore, the taxation of Toyota\'s US operations is the same as the taxation of any other US corporation.

Slide7- conclusion

Toyota is making a product that is both good for the society/environment and practical at the same time. It is practical in that there is a demand for it and that Toyota presumably is making money or will make money on the product. Toyota is also looking towards further development of the engine, possibly combining an alternate fuel source other that gasoline with the electric component. I believe that Toyota is acting as a social entrepreneur with these lines of cars. They are providing a service to humanity and the environment while also presumably sustaining a business.

sorry unable to post ppt. so put all the content in word.

Year	Sales overseas	Passenger cars	Trucks & buses
	Passenger cars	Trucks & buses
1975	900,808	652,643	248,165	72	38
1976	1,071,980	775,921	296,059	72	45
1977	1,399,581	974,404	425,177	70	52
1978	1,375,054	909,220	465,834	66	48
1979	1,449,313	964,691	484,622	67	47
1980	1,845,955	1,229,877	616,078	67	55
1981	1,848,778	1,197,086	651,692	65	55
1982	1,823,241	1,164,432	658,809	64	54
1983	1,822,852	1,154,559	668,293	63	53
1984	1,925,893	1,125,645	800,248	58	54
1985	2,139,361	1,234,391	904,970	58	56
1986	2,045,943	1,243,946	801,997	61	54
1987	1,958,650	1,242,945	715,705	63	51
1988	2,067,572	1,343,199	724,373	65	49
1989	2,106,517	1,384,355	722,162	66	48
1990	2,370,451	1,575,602	794,849	66	49
1991	2,354,129	1,540,930	813,199	65	50
1992	2,411,977	1,588,385	823,592	66	52
1993	2,440,429	1,585,078	855,351	65	54
1994	2,481,640	1,553,348	928,292	63	55
1995	2,496,206	1,572,619	923,587	63	55
1996	2,621,768	1,615,605	1,006,163	62	55
1997	2,837,614	1,746,277	1,091,337	62	59
1998	2,929,952	1,812,619	1,117,333	62	63
1999	3,058,060	1,864,258	1,193,802	61	65
2000	3,382,642	2,054,170	1,328,472	61	66
2001	3,546,701	2,014,919	1,531,782	57	67
2002	3,838,296	2,222,094	1,616,202	58	70
2003	4,354,506	2,510,625	1,843,881	58	72
2004	4,948,754	2,860,167	2,088,587	58	74
2005	5,554,128	3,257,929	2,296,199	59	76
2006	6,229,327	3,721,520	2,507,807	60	79
2007	6,841,933	4,105,413	2,736,520	60	81
2008	6,526,059	3,984,433	2,541,626	61	82
2009	5,604,043	3,434,343	2,169,700	61	80
2010	5,961,581	3,274,663	2,686,918	55	79
2011	5,895,877	3,231,476	2,664,401	55	83