TOYOTA and KFC (KANCHUKI FRIED CHICKEN)

Presented by

Submitted to

Nirav Agotariya Dhara Bhalala

Mr.Nilesh Movalia Miss Ripal Madhani

K.K.PAREKH INSTITUTE OF MANAGEMENT STUDY AMRELI

Strategic planning is a disciplined process for making key decisions and agreeing on actions that will shape and guide what an organization is, what it does, and why it does it.

Strategic planning is a tool for organizing the present on the basis of the projections of the desired future. That is, a strategic plan is a road map to lead an organization from where it is now to where it would like to be in five or ten years.

Leadership is a choice we make every day at Toyota. Over the last four decades, we have redefined leadership within our industry by constantly moving the benchmark of quality, corporate responsibility and best practices. The KFC Yum! Centre is set to make its debut in less than three months with a sold-out Oct. 16 concert by The Eagles. The looming deadline is never far from Bill Hedges mind.

Toyota business strategies include the development of hybrid cars. Part of Toyota strategic planning is developing a premium position in hybrids in tune with present consumer values.Seisei Kato of Toyota summed up a further example of the Toyota leadership model by saying: "Never fail to reward merit, but never let a fault go unremarked."

Toyota follows: 1.Understand the customer's needs and wants. 2.Deliver values. 3. Develop a strategy that drives our vision 4.Execute to that strategy.

Chris Hostetter is group vice president of strategic planning for Toyota Motor Sales (TMS), U.S.A., Inc. He oversees strategic research, advanced product strategy, environmental vehicle strategy, Toyotas global knowledge center, North America business strategy, export, and new business incubator. Previously he was group vice president, advanced product strategy and product planning responsible for overseeing all product planning and pricing for future Toyota, Scion and Lexus vehicles and telematics.

Internal stakeholders Owners/Shareholders of the organisation Employees Senior management team unions External stakeholders Customers Business partners/suppliers Local communities Government Debt holders Environmentalist

Deliveries scheduled three weeks in advance Up to 10 tractor-trailers a day

Most of the deliveries to the arena site are made between 9 a.m. and 3 p.m. to avoid interfering with rush-hour traffic.

Workers have bought into plan

just-in-time approach to construction, have made that possible.

Mortenson praised for attention to detail

a process of generating and managing building data using three-dimensional modeling software.