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Business and
Performance Review
Special FeatureMessage/Vision
Management and
Corporate Information
Financial Section and
Investor Information
Building a strong revenue base and altering the management structure Strategies and important efforts by region
Ensuring the realization of Our Vision
For the steady execution of a business strategy
based on our regional entities, we will strengthen
the three core functions of quality maximization,
cost minimization and human resources
development, while establishing a solid business
foundation that balances quality and cost. The
management structure has been altered so as to
achieve early realization of these goals. Our
efforts to transfer authority from the head office to
regional entities and achieve efficient business
management at the local level include reducing
the number of directors, cutting away some layers
of decision making, stationing Regional Chief
Officers for localized decision making by overseas
Japan
In Japan, we are engaged in the highly
technologically advanced and improved
manufacturing that Japanese customers expect.
This includes offering vehicles such as high-
value-added hybrids and Lexus models, as well
as three-row minivans and mini-vehicles, so as to
provide products that will satisfy our customers.
North America
We are promoting further autonomy on the part of
our North American entities by making that region
our global center for models such as the Camry,
as well as by aiming to build a consolidated
structure in North America that covers everything
from development through production and supply
to other countries. Furthermore, we linked up in
May of last year with Tesla Motors in an effort to
create the future mobility society through joint
efforts in advanced IT technologies and IT
industry.
Europe
We are sharpening our technological abilities for
success in this fiercely competitive market with its
mature automotive culture. At the same time, we
are focusing our global product planning efforts
in the region. Our goal is to establish a powerful
brand in Europe by building attractive cars and
developing products optimized to satisfy the
European customer.
affiliates, using external experts to gain feedback
from outside the company and establishing the
Executive General Manager position to promote
local management.
As a result, even in a tough business
environment in which we are contending with an
exchange rate in the range of US$1/¥85 and
vehicle sales of 7.5 million units, we are building a
firm management structure through which we can
soon achieve a consolidated operating margin of
5%, operating income of around ¥1 trillion and a
return to profitability in non-consolidated operating
income.
China, emerging markets, Others
Our efforts in China and other emerging markets
include improving our brand image and working
to introduce environment-friendly vehicles and
otherwise diversify mobility in these countries,
especially China. In Asia and Oceania, we will
continuously release products that meet the
needs of emerging markets, such as international
multipurpose vehicles (IMVs) and newly
developed compact cars, moving forward with a
supply strategy that is responsive to expanding
markets within and outside the region. We will
cultivate this region as a global base for efficient
development and production through greater
localization and improved productivity.
Furthermore, in the Middle East, Africa and Latin
America we will seek to provide the cars that
customers in each region demand, that is, those
that customers in each country will call “my car.”
2015
Sales profit rate:
5%
(approx. ¥1 trillion)
Achieve as soon
as possible
FY Ended
March 31, 2011
7.56 million units
¥468.2 billion
FY Ended
March 31, 2010
7.29 million units
¥147.5 billion
$1=¥93
1€=¥131 $1=¥86
1€=¥113
$1=¥85
1€=¥110
Toyota and Lexus unit sales
Consolidated operating income
Establish Stable Business Base Pursue Growth Strategy
Sustainable
growth
7.5 million units
(precondition)
Promoting management led by regional entities
Role to play and issues to address in
support of fulfilling Global Vision
Regional missions
Regional goals /
Management strategy
Global Vision
ExpectationsExpectations
Toyota Global Vision
0819
Chairman’s Message
President’s Message
Toyota Global Vision
10TOYOTA ANNUAL REPORT 2011