The paper "Toyota Internal Environment" is an outstanding example of a management case study. Organizational resources are defined as the assets both tangible and intangible that allow for increased organizational performance and market success. In this case, the organizational resources can be classified as either tangible or intangible. On one hand, tangible resources are physical resources such as infrastructure and production equipment. On the other hand, intangible resources are the organizational key resource services such as human resource. The Toyota Company has a range of resources both tangible and intangible.
On one hand, the organization has strength in its increased sustainable production and distribution system that allows for the production of ‘ green cars’ . These brands such as the hybrid brand are environmentally friendly as they have reduced carbon emission and are efficient in fuel consumption. Consequently, this has allowed the organisation to develop its current intangible asset on a strong brand reputation (Karjalainen, 2007). Moreover, the company has established and developed a strong human resource base that provides customer care services and the competitive after-sales services in the selected Toyota dealership outlets across the globe.
In addition, the organisation despite the argument developed by Schermerhorn (2010) that evidenced that in the financial years 2009-2010, the company recalled 9 million vehicles, experiences an increased financial performance as evidenced by its increasing profitability rates as well as growth rates expansion over the last five years as evidenced in the graphs below. ck Fig1.0 Toyota Stocks Performance graph Fig 2.0 Toyota Income Statement between March 2011 and March 2013 Fig 3.0 Toyota Company Gross Profit Scale Core Competency An organizational core competency represents an organizations market advantage over its competitors.
Liker and Hoseus (2008) stated that the organization has established itself as highly innovative in its products designs as well as the production process. In this regard, the organization is registered as among the first organizations in the automotive industry to have implemented total quality management systems and the Kaizen production techniques. The adoption of these approaches enabled the organization to increase operational efficiency as well as product quality. Consequently, it supplied the market with quality products at reduced prices allowing for its increased expansion. Thus, this has enabled Toyota to retain its tag and market competitiveness as a manufacturer of innovative and quality products. Toyota Capabilities Organisational capabilities are defined by the presence of expansion potential both in the present and in the future.
A market changes evaluation reveals an increased opportunity for the exploitation of the organizations potential and capabilities as well as presenting new avenues through which the organization can increase its market core competencies as well as financial gains. Currently, as already established, the company has a brand reputation valued at $30 billion and has overall sales in excess of 1 million hybrid vehicles in 2012 (Ireland, Hoskisson & Hitt, 2008).
Moreover, the increasing fuel prices would enhance increasing such sales volumes and revenues. This forms its first capability potential in the future. This is presented by the presence of increased fuel rates changes in the market. Increased fuel prices in the market imply that the market will seek out for cars with fuel consumption efficiency. Therefore, this implies that Toyota will increase its Hybrid model's sales considerably increasing its financial gains.