The article “You Probably Didn’t Know Toyota Builds Houses, Too” in the Jalopnik Magazine, November 2013 tells us about building services in Toyota. Toyota is one of the largest automobile companies in the USA. The company is located in Aichi, Japan, and it annually delivers millions of vehicles worldwide. Therefore, it is evident that building services, in this case, do not represent the principal focus of the company’s activity, but serve to be a support service that the company provides.
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There are two particular aspects that should be analyzed in the framework of the Toyota case. First of all, initially, the company did not have a separate department that could be responsible for providing such a support service. Therefore, the company got engaged in this activity due to the moral implications. At first, housing service was developed in order to provide temporary shelters for the victims of a disastrous earthquake that took place in Turkey. After that, the company decided to expand its service to large-scale production. It was only in the late 1990s that Toyota changed the focus of the service, trying to make it more environmentally friendly (You Probably Didn’t Know Toyota Builds Houses, Too, 2013).
The article does not provide any information on whether the company has an FM-like department that is supposed to be in charge of providing support services. Thus, it is problematic to indicate whether miscellaneous support services are an integral part of the corporate strategy. Nevertheless, it is evident that building services are not a core function of the company; therefore, the case fits the subject of the assignment.
Another curious aspect concerning the case under analysis is that the provision of a support service has assisted the company in improving its general image. The development of the new service branch has helped to advance the brand and draw the customers’ attention to the core service of the company. The relevant phenomenon might be explained by the fact that the management employed a wise approach – they began naming the houses after the names of the most popular automobiles that the company produces.
As a result, those customers that used the support service of the company were, likewise, sure to get informed on its core service as well. Moreover, the company has always had a powerful public appeal for being “green” and environmentally friendly (You Probably Didn’t Know Toyota Builds Houses, Too, 2013). The implementation of the support service has helped Toyota to strengthen its positions in the relevant field. Providing a “green” housing service was supposed to make the clients think positively about all the other services that Toyota offers.
Therefore, the relevant example shows that miscellaneous support services have a positive impact on a company’s performance in general. Managers might use this measure in order to create consistent support for the core activity of the company. The example also shows that the service might be carried out by any department; therefore, it is not necessary that support service is provided by FM-like departments only. In Toyota’s case, the support service it provides has no direct connotations for its core activity. Nevertheless, it is critical that support services perform a considerable contribution to the improvement of the company’s image. As a result, the company is more likely to enlarge its client’s base and increase its profits rates.
You Probably Didn’t Know Toyota Builds Houses, Too. (2013). Web.