Automotive Industry And Company Backgrounds

By: Eli Tuttle Adam Saranko Patrick Salyer Mary Lacy Kelsey Tissue

AUTOMOTIVE INDUSTRY AND COMPANY BACKGROUNDS

Overview       

Industry History Industry Structure Sales and Profits Micro Forces Macro Forces Industry Prognosis Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

 

History

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



Industry History

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Industry Structure



Sales and Profits





Micro Forces





Macro Forces





Industry Prognosis





Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















NAICS/SIC codes 1769 – First Self-propelled, steam car 1886 – First gasoline-powered car 1900’s – Henry Ford’s assembly line 1930’s and 40’s – World War II’s affect 1970’s – Japan becomes a world competitor

  

Industry Structure

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces





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

Concentrated  Vast majority of world market share

is controlled by less than 10 companies  Toyota, the global leader with 13.3% GlobalMarketShare





Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

h S t e k r a M



18% 16% 14% 12% 10% 8% 6% 4% 2% 0%

GM Toyota Ford DaimlerChrysler/Daimler AG*

2004

2005

2006

2007

2008

Year

Source: Datamonitor

  

Industry Structure

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Major Markets  North America



 Europe

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 Asia





GlobalMarketSharebyGeography





Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

h S t e k r a M



45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

United States Europe Asia-Pacific 2003

2004

2005

2006

2007

2008

Year

Source: Datamonitor

  

Industry Structure

     



Economic downturn brings spinoffs and M&A’s



Industry History



Industry Structure



Sales and Profits



Micro Forces

 GM ditching Hummer, SAAB, etc.



Macro Forces





Industry Prognosis

 Volkswagen & Porsche



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

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Sales and Profits

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Industry History

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Industry Structure

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Sales and Profits



Micro Forces

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Macro Forces

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Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

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Source: Ward's Auto

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Sales and Profits

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

Industry History

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Industry Structure



2001

2003

2004

2005

25

12

8

5

Sales and Profits

Daimler Chrysler Fiat

23

27

31

Micro Forces

Ford

27

14

GM

10

Honda

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 

 

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Macro Forces



Industry Prognosis







Automobile Manufacturers Ranked by Profit

Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

2006

2007

9

10

9

6

8

27

26

3

5

24

26

27

4

4

4

3

2

5

Nissan

2

2

3

2

3

7

Renault

7

5

2

4

5

6

Volkswagen 3

9

11

11

7

2

4

3

Daimler Chrysler

Plunkett’s Research Online “Automobile Industry Almanac” 2003-2009

11

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Micro Forces

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Industry History

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Industry Structure

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Sales and Profits

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Micro Forces

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Macro Forces

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Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

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Datamonitor Company Report: Toyota Motor Company, 2009

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Macro Forces

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

Industry History

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

Industry Structure

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Sales and Profits

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Micro Forces

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Macro Forces

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Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

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

Economic/Political Technological

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Demographic

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Macro Forces

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

Industry History



Industry Structure

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Sales and Profits

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

Economic/Political  1975 CAFÉ (Corporate Average Fuel

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



Micro Forces



Macro Forces







Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda



    

Economy) Since 1983 automakers have paid over $500 million in penalties High Price Oil 1980s 1980s Economical recession 2009 Government bailouts (Global recession) Regulations on Green House Gas Emissions penalties increasing in years 2004-2012

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Macro Forces

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

Technology



Industry History



Industry Structure



Sales and Profits



Micro Forces

 Electric/Battery powered cars  BMW developed 5.4 L Triton



Macro Forces

 2020 Fuel cell technology



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

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

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 Hybrids

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Macro Forces

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

Industry History

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Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda













Demographics  China ○ 4th largest producer of automobiles ○ 1990 German manufacturing plants

increased by 440% ○ 1988 3% of international locations ○ 2004 10% international locations  India ○ 2006 Exports increased by 12.9% ○ ○ ○ ○ ○ ○

passenger vehicles Exports commercial vehicles increase 26% Today 10-20% cheaper for USA companies 50% cheaper for European firms Today Exports $4.1 billion Estimated Exports 2016 $35 billion

  

Industry Prognosis

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda







Production in 5 years to increase 19%  Immerging manufacturers:



China/India  North American production may decrease









 

The World demands high efficiency and low carbon emission

General Motors

 

Overview

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Industry History

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Industry Structure

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Sales and Profits

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

Micro Forces

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Macro Forces





Industry Prognosis





Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

History



SWOT Analysis

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

Strategies

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Performance

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 

Prognosis

 

History

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 



Industry History

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

Industry Structure

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

Sales and Profits

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Micro Forces



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Macro Forces





Industry Prognosis





Individual Companies  General Motors  Ford  Toyota  Honda  Mazda







Founded September 16, 1908 By William C. Durant





In Flint, Michigan









Started with only Buick brand Later that year acquired Oldsmobile

 

In 1909 acquired Cadillac, Reliance Motor Truck Co. (GMC Truck) and others

Berg, William "The History of GM - General Motors." The History of GM - General Motors. 10 Dec. 2005 EzineArticles.com. 5 Dec. 2009 .

 

History

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 

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Industry History

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Industry Structure

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Sales and Profits

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

Micro Forces

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Macro Forces





Industry Prognosis





Individual Companies  General Motors  Ford  Toyota  Honda  Mazda













1910 – Durant lost control to bankers’ trust Durant formed Chevrolet Motor car company 1915 – Bought controlling interest of GM 1920 – lost control of GM for good

 

Berg, William "The History of GM - General Motors." The History of GM - General Motors. 10 Dec. 2005 EzineArticles.com. 5 Dec. 2009 .

 

History

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

 



Industry History

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

Industry Structure

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

Sales and Profits

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Micro Forces

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Macro Forces

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

Industry Prognosis

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

Individual Companies  General Motors  Ford  Toyota  Honda  Mazda











Alfred P. Sloan took control of GM Later known to be a marketing genius



Gave consumers the option to customize





Appealed to those who did not want Ford’s “little black box”



 

Berg, William "The History of GM - General Motors." The History of GM - General Motors. 10 Dec. 2005 EzineArticles.com. 5 Dec. 2009 .

 

History

    



 



Industry History



Industry Structure

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Sales and Profits





Micro Forces





Macro Forces





Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda





December 31, 1955 GM became the first company to make more than 1 billion dollars in a year











GM led global sales 77 years (1931-2007) At its peak employed 349,000 and operated 150 assembly plants

 

Berg, William "The History of GM - General Motors." The History of GM - General Motors. 10 Dec. 2005 EzineArticles.com. 5 Dec. 2009 .

 

SWOT Analysis

    



 

Strengths  Strong brand portfolio (norm)  Strong dealer network (norm)



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces





Industry Prognosis





Individual Companies  General Motors  Ford  Toyota  Honda  Mazda





 Global presence (above norm)  Large scale operations (norm)









Weaknesses  Inadequate liquidity (above norm)  Declining financial performance (above norm)  Declining market share (above norm)

  General Motors SWOT Analysis. Datamonitor. Feb 16, 2009. Business source premier

 

SWOT Analysis

    



 

Opportunities  Growth potential outside of US (3.6)  Growing global truck market (1.8)



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces





Industry Prognosis





Individual Companies  General Motors  Ford  Toyota  Honda  Mazda





 Increasing demand of Hybrid (4.5)  New models (4)











Threats  Global economy in recession (5)  Weakening of industry (4)  Intensity of competition (3.6)  Rise raw material prices (3.6)



 General Motors SWOT Analysis. Datamonitor. Feb 16, 2009. Business source premier

 

Sales

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

Industry History

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Industry Structure

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

Sales and Profits

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

Micro Forces

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



Macro Forces

 



Industry Prognosis

 





Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

      

Year 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989

Sales 2,933,451 3,789,900 4,028,992 4,416,042 4,617,300 4,666,868 4,782,212 4,824,337 4,875,404 4,947,359 4,548,016 4,713,247 4,743,557 4,841,581 5,015,926 4,666,988 4,397,537 4,319,730 4,934,308 5,106,224

% Change -22.6% -5.9% -8.8% -4.4% -1.1% -2.4% -0.9% -1.0% -1.5% 8.8% -3.5% -0.6% -2.0% -3.5% 7.5% 6.1% 1.8% -12.5% -3.4% -7.4%



 

General Motors’ U.S. sales history, domestic brands, 1908-2008. Automotive News. June 1, 2009. < http://www.autonews.com/article/20090601/ANA01/905279962>.

  

SWOT Analysis

   



 



Industry History





Industry Structure





Sales and Profits





Micro Forces





Macro Forces





Industry Prognosis





Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

















   

Steady decline over the years Foreign competitors gaining Loosing competitive advantage What made GM big was not hard to duplicate

 

 

SWOT Analysis

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

Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

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









 

          

Steady increase over the years Drops during wars and recessions Practically worthless as of now Original GM (Motors Liquidation Corp.) will likely never recover http://finance.yahoo.com/q/bc?s=MTLQQ.PK&t=my&l=on&z=m&q=l&c

   



The New General Motors 

      

On July 10, 2009 NGMCO bought operations and trademarks of General Motors





Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

 Now known as Motors Liquidation

















United States now owns 61% of New GM





New General Motors consist of:



Buick, Cadillac, Chevrolet, GMDaewoo, GMC, Holden, Opel, and Vauxhall



 



Old General Motors also had: Hummer, Oldsmobile, Pontiac, Saab, and Saturn







http://en.wikipedia.org/wiki/General_Motors

 

Prognosis

    



 



Industry History



Industry Structure



Sales and Profits



Micro Forces





 They both bailed GM out this time, will probably do it



again if need be







Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda









 

The United States and Canada will likely never let General Motors go completely under

GM now has the opportunity to start fresh and attempt to regain competitive advantage





I believe GM will continue to survive and gain some advantage but never again be the powerhouse it once was

  http://en.wikipedia.org/wiki/General_Motors

Ford

  

History

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

Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Source: http ://www.edmunds.com/ford/history.html



Organizational Definition 

       



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

 Mission:

One Team, One Plan, One Goal













  Vision:

Greater global sales

  Values:

Ford Motor Company Funds & Community Service, Environment, Diversity, Education

http://manonamission.blogspot.com/2005/04/fords-f-mission-statement.html http://www.ford.com/about-ford/company-information/one-ford http://www.ford.com/our-values/ford-fund-community-service#

  

Strengths and Weaknesses





    



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda









Strengths

Weaknesses

Extensive dealer network

Poor financial performance

Strong engineering capability

Sluggish performance in geographic region

High employee productivity

Poor Cash Flow





Achievements



Source: Datamonitor: Ford Motor Company

 

Opportunities and Threats

      



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda



Opportunities

Threats

Growth potential in China and India

Recession in North America and Europe









Increasing demand for Weakening of global hybrids automotives industry



Growing global truck market

Intense competition



Source: Datamonitor: Ford Motor Company

  

Strategies

     





Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda



 Focus sales in America and Europe  Focus manufacturing in India and



China













Corporate

Business  Beginning cost leadership: producing

affordable cars for American  Moved towards differentiation with the purchase of Volvo (cars)  Continuous Research and Development  Innovation

http://www.ford.com/about-ford/investor-relations/company-reports/annual-reports



Annual Profitability

       



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



FordMotor Company



5,000,000



0 -5,000,000





Industry Prognosis





S U r la o D s ) d a s u o h t in (



-10,000,000 -15,000,000 -20,000,000

Year

Individual Companies  General Motors  Ford  Toyota  Honda  Mazda



http://www.ford.com/about-ford/investor-relations/company-reports/annual-reports

  

Sales

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda



Auto Sales over 10 years





Years

http://www.ford.com/about-ford/investor-relations/company-reports/annual-reports

2008

2007

2006

2005

2004

2003

2002

2001



Sales

2000



$160.000 $155.000 $150.000 $145.000 $140.000 $135.000 $130.000 $125.000 $120.000 $115.000 1999



Sales in $ billions



  

Stock

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

$8.90/share















http://www.ford.com/about-ford/investor-relations/company-reports/annual-reports

  

Stock

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















http://quote.morningstar.com/stock/s.aspx?t=F

  

Return on Equity

     

Industry History Years



Stockholders' Equity

Industry Structure 2007





2005

(3,465.00)

$

13,442.00

Macro Forces



2004

$

17,437.00

2003

$

13,459.00

Industry Prognosis





$

Micro Forces





5,628.00

$20,000.00 2006



$

Sales and Profits





Stockholders' Equity

Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

$ Stockholders' Equity

 

$15,000.00 $10,000.00

Stockholde Equity

$5,000.00 $2007 2006 2005 2004 2003 $(5,000.00) Year



http://www.ford.com/about-ford/investor-relations/company-reports/annual-reports



Competitive Advantages

       



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Global Power-Train Strategy

Cleveland

Engine Plant #1 Flexible techniques Manufacturing equipment (same) Cross shipping



http://media.ford.com/print_doc.cfm?article_id=13633

  

Market Share

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda











Europe 2009 – 10.1%

 

USA 1998 25%







USA 2009 15.2%





http://web.ebscohost.com/bsi/detail?vid=3&hid=7&sid=cc8cfcc9-8b66-4b87-a52c-455629f6835c%40sessionmgr11 &bdata=JnNpdGU9YnNpLWxpdmU%3d#db=buh&AN=44925516#db=buh&AN=44925516

  

Future

    







Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda









2009 input navigation system in 5 cars  2010 EcoBoost Engine in F150 and Taururs  Parking assistant technology  Producing more fuel efficient automobiles





 http://www.ford.com/innovation/automotive-technology http://www.ford.com/about-ford/news-announcements/press-releases/press-releases-detail/pr-ford-vehicles-equipped-with-31551 http://www.ford.com/about-ford/news-announcements/press-releases/press-releases-detail/pr-ecoboost-engine-attracts-younger-31419

Toyota

  

History

     



Industry History Toyota Motor Co., Ltd. established

Toyota Motor Sales U.S.A., Inc. established

1937

1957





Industry Structure





Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies Toyota Motor Sales Co., Ltd.  General Motors established  Ford  Toyota  Honda  Mazda



Toyota Motor Corporation is formed

Lexus launched in US

1989

Prius is launched

1997

1982

Lexus introduced in Japan

2005







1950

1965 Awarded Deming 1988 Application Begin Prize for quality control manufacturing in the US

1992

Begin productio n in the UK



Source: http://www2.toyota.co.jp/en/history/index.html

2000-2002

Begin production in China, France, and Poland

2007

Begin production in Russia

  

Mission

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















“to manufacture automobiles that meet the needs of society and enrich people's lives."  “to take root in the communities we serve by creating jobs, earning profits and paying taxes, thereby enriching the local economies where we operate." - Akio Toyoda President, Toyota Motor Corp June 2, 2009 

  

Vision

    







Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors   Ford  Toyota   Honda  Mazda























Honor the language and spirit of the law of every nation and undertake open and fair corporate activities to be a good corporate citizen of the world. Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in the communities. Dedicate ourselves to providing clean and safe products and to enhancing the quality of life everywhere through all our activities. Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide. Foster a corporate culture that enhances individual creativity and teamwork value, while honoring mutual trust and respect between labor and management. Pursue growth in harmony with the global community through innovative management. Work with business partners in research and creation to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships.



 Source: http ://www2.toyota.co.jp/en/vision/philosophy/index.html

  

Values

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Source: http ://www2.toyota.co.jp/en/vision/philosophy/index.html



Company Structure

       



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Datamonitor Company Report: Toyota Motor Corporation, 2009

  

Sales

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Plunkett's Automotive Industry Almanac 2003 & 2009

 

Corporate-Level Strategies

      



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















 

Business-Level Strategies

      



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















  

Profits

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Plunkett's Automotive Industry Almanac 2003 & 2009

  

Market Share

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Datamonitor Company Report: Toyota Motor Corporation, 2009



Stock Performance

       



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















  

Strengths

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Datamonitor Company Report: Toyota Motor Corporation, 2009

  

Weaknesses

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Datamonitor Company Report: Toyota Motor Corporation, 2009

  

Opportunities

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Datamonitor Company Report: Toyota Motor Corporation, 2009

  

Threats

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Datamonitor Company Report: Toyota Motor Corporation, 2009

  

Prognosis

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Focus R&D on hybrid/electric technology; introduce hybrid technology to all models by 2020  Will remain an industry leader and continue to increase global market share by entering emerging markets (China & India)  Increased market share for individual regions due to “regional vision” 

 Fujio Cho, Toyota Chairman, July 2009 Annual Report

Honda

  

History

     



Industry History



Honda sells first Soichiro Honda Automobile releases first in U.S. product



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda





1947

Begins manufacturing Honda EPA ranks Civic cars in U.S. introduces the most fuelfirst hybrid efficient 1982

1969

1999

1977







1959 Honda opens first store in America

1973 Civic is a hero in the U.S. energy crisis

1984

1979

Begins manufacturing motorcycles in the U.S.



http://corporate.honda.com/america/timeline.aspx

Introduc e first car to make 50 mpg

2008

Clarity first line with hydrogen fuel cells

 

Organizational Definition

      



Industry History



Mission  “Maintaining a global viewpoint, we are





Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

dedicated to supplying products of the highest quality, yet at a reasonable price for worldwide customer satisfaction.”









 “Dreams inspire us…to meet the particular







Vision needs customers…around the world…”



Values  “Respect for the individual. The Three Joys

(buying, selling and creating)”

  

Sales

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Honda Motor Co Ltd





s rd la o D S U ) d a s u o th (in



6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0







Year

Individual Companies  General Motors  Ford  Toyota  Honda  Mazda



Source: Plunkett's Research Online

  

Market Share

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Source: Ward's Auto

  

SWOTs

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda















Source: Datamonitor

  

Strategies

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda





 How to become the best in



China/India











Corporate-Level



Business-Level  How to compete in current markets

  

Prognosis

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda





 Already diversified











If people “stay green”  Set to stay in U.S.





If economy gets worse



If successful in India/China  Will be hard to compete with

Mazda

  

History

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda









 







Toyo Cork Kogyo Corporation Becoming an International Company

 

Relationship with Ford



Source: mazda.com

 

Organizational Definition

      



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda



Mission  “With passion, pride and speed, we actively



communicate with our customers to deliver insightful automotive products and services that exceed their expectations.”







Vision  “To create new value, excite and delight our



customers through the best automotive products and services.”







Values  “We value integrity, customer focus, creativity,

and efficient and nimble actions and respect highly motivated people and team spirit. We positively support environmental matters, safety and society. Guided by these values, we provide superior rewards to all people associated with Mazda.”



Source: mazda.com

  

SWOTs

     



Industry History





Industry Structure





Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda









Relationship with Ford International Competition









Source: mazda.com & Plunkett's Research Online

 

Corporate-Level Strategies

      



Industry History





Industry Structure





Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda













“World Wide Brand Positioning” What is WWBP?

 

Target Market





Source: mazda.com

 

Business-Level Strategies

      



Industry History





Industry Structure





Sales and Profits



Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda









Customer Focus Differentiation









Source: mazda.com

  

Market Share

     



Industry History



Industry Structure



Sales and Profits



Micro Forces



Macro Forces

 



US Market Share 2000 1.5% 2001

1.6%

2002

1.6%

2003

1.6%

2004

1.6%

Industry Prognosis

2005

1.5%

Individual Companies  General Motors  Ford  Toyota  Honda  Mazda

2006

1.7%

2007

1.9%

2008

2.0%













Source: Mazda.com & Plunkett's Online Research

  

Sales

     



Industry History



Industry Structure



Sales and Profits



Micro Forces

Mazda Sales Worldwide









Macro Forces





Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda



Sales (billions of $)



40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 2000

2001

2002

2003

2004 Year



Source: mazda.com & Plunkett's Online Research

2005

2006

2007

2008

  

Profitability

     



Industry History

Mazda Corp. Profitability





Industry Structure



Sales and Profits

1,500,000





Micro Forces



Macro Forces



Industry Prognosis



Individual Companies  General Motors  Ford  Toyota  Honda  Mazda







Profit (billions of $)



1,000,000 500,000 0 2000

2001

2002

2003

2004

(500,000) (1,000,000) (1,500,000) Year



Source: mazda.com & Plunkett's Online Research

2005

2006

2007

2008

By: Eli Tuttle Adam Saranko Patrick Salyer Mary Lacy Kelsey Tissue

AUTOMOTIVE INDUSTRY AND COMPANY BACKGROUNDS