Toyota is under increasing pressure to accelerate its shift toward full electrification amid regulatory mandates, shifting consumer preferences, and competitive advances from EV-first companies like Tesla, BYD, and Rivian.

LO1 Analyse the impact and influence that the macro environment has on an
organisation and its business strategies
LO2 Assess an organisation’s internal environment and capabilities
LO3 Apply the outcomes of an analysis, using an appropriate strategic management
tool, in a given market sector

• Enhanced managerial skills required for roles in competitive market sectors with enhanced strategic planning insight for improved organisational business performances 
• Sufficient strategic knowledge and understanding required to develop business plans and operational direction positively, efficiently and effectively
• Awareness of different types of strategic approaches with tactful operational direction

A thorough knowledge and understanding of the theories, models and concepts that could significantly support an organisation’s strategic choice and direction and an organisation’s decision making and planning

Toyota is under increasing pressure to accelerate its shift toward full electrification amid regulatory mandates, shifting consumer preferences, and competitive advances from EV-first companies like Tesla, BYD, and Rivian. Despite its hybrid legacy, critics argue Toyota is lagging in its battery EV roadmap.

You are tasked with evaluating the viability of Toyota’s electrification strategy within major markets (e.g., EU, US, China). Develop an action plan focused on improving agility, forming strategic alliances, investing in battery innovation, and navigating supply chain constraints. How can Toyota position itself as a key player in the global energy transition while retaining cost-effectiveness? The student may choose any other MNC from the same sector.

Manager Corporate Strategy in Multi National Company (MNC)

You have recently joined Toyota Motors (you may choose any other MNC in the same sector) as a “Corporate Strategy Manager”. The Director has asked you to prepare a formal report on the existing strategic direction of the organisation and create a strategic growth management plan that covers the following aspects in your work. 

Part A – Internal and External Analysis (To cover LO1; LO2; LO3):

You need to do comprehensive research of the chosen organisation and complete an Internal and External Analysis that provides a basis for strategic planning by using suitable analytical frameworks like SWOT, PESTEL, VRIO, McKenzie 7s model, etc. (Use minimum 2 tools for internal analysis and 2 tools for external analysis). With the help of data and information collected through research and the outcome of your applied models, make a justified assessment of the strengths and weaknesses of the organisations capabilities and critically evaluate their internal and external capabilities for setting future strategic direction. You need to determine appropriate models (like Porter five forces) for analysing the market sector of your chosen organisation and justify the reason for choosing this model. 

You also need to devise the strategic objective for your organisation and create valid strategic directions for successfully achieving the set objectives based on critical interpretation of internal and external data and collected information. At the end, give recommendations to the chosen organisation and critically evaluate those recommendations.

You should assess the strengths and weaknesses of the organisation’s internal capabilities, structure and skills-sets by interpreting information and data through SWOT analysis informed by PESTLE and applying other relevant analytical models, tools and frameworks such as McKinsey’s 7S model as a management tool and VRIO/VRIN as a framework. You should also be able to develop strategic plan by utilising appropriate strategic approaches such Ansoff’s growth vector matrix, organisational audit and benchmarking indicators where applicable.

LO1 Analyse the impact and influence that the macro
environment has on an organisation and its business
strategies

LO1, LO2, LO3 and LO4

D1 Create a set of valid
strategic directions,
objectives and tactical
actions for successfully
achieving strategic
alignment, based on
critical interpretation of
internal and external
data, and information

P3 Determine appropriate
management tools to
analyse a given market
sector for an organisation
and inform strategy.

P4 Devise appropriate
strategic objectives, based
on the outcomes of
analysis for an
organisation to inform
strategy.