Blog: Scores on the doors
Dave Leggett | 22 December 2006
The two best indicators of company performance in the vehicle making business are market share and net profit. The numbers don't lie, they cannot. On that basis, Toyota's business strategy looks pretty effective. The company has the right global manufacturing footprint, approach to product development and manufacturing processes to deliver high quality. It makes products that people want and it apparently continues to do that better than its main rivals.
It doesn't win in every market and every market segment and likewise, its weaker rivals don't lose everywhere either. But it just has to keep doing better, relatively, in more markets - especially those with bigger volumes and margins - and more market segments than its rivals to pull ahead overall. The challenge for companies competing with Toyota is actually simple to describe, less easy to execute: make products at least as good as Toyota's and do it with as much efficiency.
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