“We need a lot of high caliber talent coming into our space in order to meet the future food needs of the world. The unique role IFAMA plays is by bringing young, smart and very capable individuals from many disciplines together and showing them how valuable their contributions to agriculture can be.”
Ismael Roig, President
ADM, Asia Pacific
Judges, William Nelson (CHS), Carl Moyo (Dupont) and Aart Jan Verschoor (ARC South Africa) ask teams follow up questions during the 2014 Student Case Competition in Cape Town.
“The Student Case Competition was a brief, yet real and challenging glance at what is expected of me to know now, and in the future. I was able to get an inside look at the agriculture industry for the first time since beginning my graduate studies. It gave me a new perspective and interest in agriculture.“
University of Illinois, USA
“I encourage students to participate in the Student Case Competition if they have the opportunity as it stimulates the mind to think strategically. It is the kind of management problems that graduates are likely to face in the real world of work and having a feel of it through these competitions enables the individual to better prepare themselves to face the challenges of the future. Participating in the competition has given me confidence to formulate business proposals and justify it in opportunities that will surface in the workforce.”
South Dakota State University, USA
|Case Code||:||BSTR443||For delivery in electronic format: Rs.400;|
For delivery through courier (within India): Rs. 400 + Rs. 25 for Shipping & Handling Charges
ThemesGlobalization/ Emerging Markets StrategyStrategy Implementation
|Case Length||:||15 pages|
|Teaching Note||:||Yes (7 Pages)|
|Organization||:||Toyota Motor Corporation|
The case discusses the challenges before Yasumori Ihara (Ihara), Executive Vice President of Toyota Motor Corporation (Toyota), who was in charge of the company’s emerging markets. In 2011, world’s largest automaker,
The case goes on to discuss the strategies adopted by Toyota to increase its presence in emerging markets. As part of its efforts to strengthen the supply chain in the growing emerging market, Toyota expanded its production capacity in these markets from 540,000 vehicles in 2000 to 2.38 million vehicles by 2010. In 2013, it invested heavily in the emerging markets. However, the company had to contend with intense competition in emerging markets as well. Moreover, as of 2013, while developed economies seemed to be growing stronger, the emerging markets were underperforming. The sluggish growth and high volatility in emerging markets raised concerns among some analysts that these markets were no longer attractive enough. In addition to getting Toyota’s emerging markets strategy right, Ihara’s main responsibility was to reverse the disastrous sales decline in China.
» Understand issues and challenges in developing and implementing an emerging markets strategy.
» Study and analyze the automobile industry in emerging markets and discuss and debate whether automakers should focus on these markets;
» Evaluate the strategies adopted by Toyota to increase its presence in emerging markets;
» Discuss ways in which Toyota could get its emerging markets strategy right and bolster its position further in emerging markets.
Corporate-level and International strategy: The International value network; International strategies: The global-local dilemma, Multi-domestic strategy vs. Global strategy; Business-level strategy: Competitive strategy; ‘strategy clock’; Emerging markets strategy
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