Electronic Health Record Essay Example for Free

Electronic Health Record Essay In the proposed scenario, a Clinical Nurse Specialist (CNS) with a Post-Masters Nursing Informatics Certificate has decided that the 100 bed hospital that she works in would benefit from transitioning from paper charting to using an electronic health record (EHR) system. She has done initial clinical research and has a solid foundation of best-patient-practice reasons that support this change. She has also researched and studied the information on the government’s websites HealthIT.gov, and CMS.gov pertaining to the American Recovery and Reinvestment Act and the Health Information Technology for Economic and Clinical Health (HITECH) Act of 2009. HITECH is a stimulus package approved by the US government allowing $19 billion dollars to be divided between hospitals and doctors â€Å" who demonstrate â€Å"meaningful use† of electronic medical records†(ARRA HITECH Solutions, 2015). She knows that the best way to select and institute an EHR is to assemble a team of members with various specialties pertaining to the goals outlined in the stages of HITECH. Stage 1- Data capture and sharing, Stage 2- Advance clinical processes and Stage 3- Improved outcomes. Each of these stages has it’s own meaningful use criteria. As seen in the diagram to the  left. The CNS begins by choosing the members of her team from various disciplines in the hospital. Because this will mean corporate wide changes and adoption. Her list includes the following, from the IT department, a Clinical Nursing Informatacist- chosen for a specialty in how nurses interact with software and what is required for nurses to effectively care for patients, and the Director of Clinical Informatics- chosen for an overall knowledge base of the hospitals informatics resources and requirements including what software and hardware is currently available, what has worked or failed in the past and what changes will need to happen to keep the hospital compliant with patient privacy and safety regulations. She will also need a Corporate Project Manager to organize and disseminate information to the various off-site entities related to the facilities that will need to be on board with this change across the corporation. A Chief Medical Information Officer will be key in providing the perspective of the physicians and their particular needs and goals, and to be a liaison for the staff physicians when the EHR rollout occurs. A Chief Information Officer will bring knowledge about the hospital’s day to day functions that will need to integrate into the new EHR along with how those systems currently function. A Chief Nursing Information Officer will have their finger on the pulse of each nursing unit and be aware of the different user interface requirements that will be needed by different departments for the the specific type of flow and care given. Lastly, a Chief Financial Officer will be able to guide the team on topics concerning governmental funding and current assets along with helping to create and maintain a budget as required with the acquisition of new software and hardware, he will also be able to work with each department’s budget makers when the time comes for allocating training hours and equipment purchases. Along the way the team will need to bring in sub-specialists to give information and feedback as they hone the new system, but for now the assembled team will be responsible for researching, choosing and implementing the best EHR for their hospital. A.2 a-e) Choose 2 real-life computerized management systems and analyze them by comparing their advantages and disadvantages, recommend the best choice to meet the ‘MU’ requirements, describe how the features of the recommended system meet the guidelines outlined in the three stages of meaningful use, describe the impact on quality of patient care, documentation and outcomes. The team is aware that currently they have a computerized system that they use for reporting and tracking labs, radiology and scheduling, but all documentation is paper based. They consider the price point involved with adding modules to the existing McKesson software vs purchasing and implementing an entirely new EHR called EPIC. EPIC appears to be user friendly and able to seamlessly connect all of the facilities under the umbrella of their corporation. They make a list of some of the pros and cons associated with each system. McKesson has the upside of being a system they have already worked with and it has different programs that can be pieced together to meet some of the meaningful use (MU) criteria for compliance. They already have a working relationship with this vendor and some experience with the product. Once the discussion gets going, the team realizes that there are many more bad points than good with McKesson. In their experience, the software modules are connected in a piecemeal fashion that makes it difficult for programs to interface. Quite frequently data is just lost and not retrievable. There are different data entry systems for the different types of departments i.e. OR, ER, labor   delivery, Med/Surge, radiology, and pharmacy. The different systems do not allow for across the board data harvesting and that makes it difficult and time consuming to track reportable nursing and CMS indicators. The aesthetics of McKesson are something that is frequently complained about by the staff, due t o lack of distinctive color transition and eye fatigue. Lastly, the group is very reluctant to continue on building their EHR base with McKesson because the PCPs in the area will not be able to access hospital records, and office visit information will not be available to the hospital based staff. Due to the need for increased man hours in servicing McKesson, lack of discrete data sampling, and the poor continuity of care related to PCPs not having access to hospital data and vice versa, the team decides to choose Epic instead. Epic has the down side of being a system that will require a large initial outlay of funds. The hospital will have to purchase software, and related hardware. They will have to expand the IT and biomedical engineering departments to support and maintain the new system and equipment (something that would have been necessary to a smaller degree with McKesson). They will have to address some retrofitting needs related to wiring and computer instillation and lastly training will be a very big issue. Despite the potential down sides, the team comes up with a long list of reasons that EPIC is the right system to choose. To begin with EPIC is all one system. It allows for seamless interdepartmental interfacing. The PCPs in the area already use a version of EPIC and this will allow for easy data exchange and a patient’s information will follow them easily. The EPIC system has a medication reconciliation form that is easily viewable to all care givers and pharmacies in the area, keeping track of each patients reported medication dose and frequency. EPIC has a ‘my chart’ feature that allows patients see labs, after visit summaries , and to interact with physicians about scheduling, medications and lab results. EPIC has  many built in safe guards, including password protection, continuous backup and recovery programs so no dat a is lost, and the vendor provides continuing support as needed. EPIC comes in 3 pre-bundled, customizable templates, each already set up to meet the Meaningful Use (MU) criteria without having to alter the program. The team can look at the three available options and determine if one fits them perfectly, or find the closest one and alter it to fit their specific needs. Some examples of how EPIC will meet the Stage 1 MU criteria are computerized physician order entry, checking for drug interactions and allergies automatically, tracking demographics, keeping current diagnosis, medication and allergy lists, allowing patients to have electronic access to discharge summaries, and it gives patients electronic access to physicians. Once the hospital has used EPIC for at least two years, some examples of how EPIC will help meet the Stage 2 MU criteria are ongoing patient data entry and discreet sampling for report generation. The team will continue to develop the software that demonstrates interoperability in sharing of lab results with other providers and systems. Security risk assessment will be ongoing and built into the system. Smoking status will be tracked on all patients 13 and older and the EPIC software is designed to guide the facility from meeting the Stage 1 criteria to meeting the Stage 2 criteria. Stage 3 MU objectives are projected to improve outcomes. The team is waiting on the final ruling for what the Stage 3 guidelines will be and in the mean time they have a projected goal of focusing on primary prevention measures and improving overall population health. This will include recommended vaccination reminders, smoking cessation assistance, healthy lifestyle and meal planning recommendations, and yearly checkup reminders generated by primary physicians that will crossover to hospital patient charts. Some of the better benefits of EPIC include point and click tabs in the assessment fields, this allows for discrete sampling of information. EPIC utilizes a reporting workbench that will harvest requested, reportable data  and assemble it into a user friendly template. This will benefit the hospita l by reducing former man-hours required to find and collect data for clinical quality measures, public health reporting, and CMS indicators. Discrete data sampling from EPIC will make the hospital a benefit to the community as well by allowing it to track trends and provide information to community health nurses. EPIC comes with the ability to establish hard stops and reminders that allow real-time users to be aware of needs for care coordination and patient specific follow-ups or recommended testing related to treating chronic conditions. It will also allow for symptom driven order entry fields to be immediately available in emergent situations where time taken to look for those things could mean a worse outcome. This is especially important when people present with symptoms of stroke or heart attack. Another EPIC benefit is the different levels of bedside specific PHI protection related to sensitive care. EPIC has a ‘break the glass’ functionality pertaining to all sexual assault and psychiatric admits. This function only allows relevant staff to open and view these patients charts, any others are shown a pop-up warning and a notice is sent to start an investigation of any other person who logs in to theses charts. The team is impressed with the information provided by EPIC concerning scanning patients and medications at the bedside and the reduction in medication errors this causes. The scanners will integrate with the medication dispensing machines already in use at the hospital. One of the major benefits of EPIC is the order entry build. Each physician, with a minimal amount of training, can customize the order entry process to reflect their needs. Medication orders are instantly linked to a pharmacist to double check for allergies, and correct dosing information, and then the medication becomes available, via PYXIS machines on the unit for the RN to administer at the bedside. The bedside dosing requires the patient and medication to be scanned, further eliminating potential erro rs, and provides a pop-up warning if an emergency override is required during any of these steps. While the team acknowledges that training and time to become familiar with the new charting and bedside routine changes will initially impact patient care in a negative way, they have a plan in mind to keep the patients educated on the new system changes and the anticipated better care available to the patients across the board from instituting an EHR system. Having the patients ask questions and give real time feedback will help the team tweek their training and bedside routines to give better, more organized care that results in trackable outcomes. This is just an overview of some of the many functions EPIC has that persuaded the team to choose it as the new EHR system for the hospital. (EPIC and McKesson related information was culled from the authors own experience with the systems and personal interviews with multiple members of the informatics department at St Francis Hospital, Indianapolis campus). A.3 a) Use of Quality Improvement Data EPIC has point and click assessment tabs and a standardized documentation format that links related data. This allows for discrete data sampling related to things like CMS indicators. The hospital will be able to track compliance with things like ‘door to EKG’ times in the emergency department, Foley catheter use and resultant CAUTIs, and the time from when a patient presents with stroke symptoms until a cat scan is done and/or whether the patient receives antithrombolytics as a result. The hospital will also be able to generate reports on errors that occur the via the Risk Monitor Pro incident tracking software. This will allow them to continue researching and improving processes. A. 3 b) Security Standards and Methods EPIC has 24 hour monitoring of staff use while logged in, and the records they access. This is important because hundreds of staff members will be using the system and there has to be accountability if employees were to look up their own records, or the records of friends or family. This  information can be tracked and the employee interviewed and disciplined if needed. EPIC also comes equipped with incident reporting software called Risk Monitor Pro. All staff members are encouraged to use this format to report any incident that might warrant further investigation. It covers every location, type of employee, type of equipment, patient, visitor or vendor. Risk Monitor Pro forms are used to report potential or perceived injuries, faulty equipment, sentinel events and things that have the potential to cause harm or damage. This information can be followed up on by the risk management team, so that process improvement is an ongoing process. The team works with members from the IT department and plans for primary data storage with a redundant back up storage unit that simultaneously updates so if the primary server fails there is no loss of information. They have also planned for a second, off site data storage center that can be used in case of emergency to ensure continuity of services, and keep things up and running while the primary system is off line for upgrades. Lastly back up tapes will be kept at a third site in case both of these areas are compromised, and the system can be rebooted and running again within 72 hours. A. 3 c) Explain how the system will protect patient privacy and meet HIPAA requirements EPIC will protect patient privacy in a number of ways. End User access is limited to only being able to access the information needed to do their jobs. Making the accessible information different for nurses, physicians, registration clerks, radiology technicians, committee members etc. Personnel will only be granted access once they have completed security training and have signed documentation stating that they understand the legal risks and responsibilities when accessing protected health information (PHI). Individuals outside the hospital will have access to EPIC as well, for example nursing home physicians. They will have a read only access granted, but will require multiple patient identifiers to access the information. Also, as mentioned earlier, EPIC will employ security related  chart hard stops like ‘Break the Glass’. A. 3 d) Explain how the recommended system meets HIPAA requirements EPIC helps to meet HIPAA requirements with automated enforcing of access policies, and pro-active alerting that links directly to the risk management department, requiring strong password policies, and automatic logout at end user work stations. EPIC allows providers to protect the integrity of data and recover original data in the case of it being altered or damaged. EPIC users are required to have appropriate training to be able to access the system, and can be locked out in the case of termination. Portable devices carry encryption software that does not allow for third party data extraction or access. EPIC can also quickly generate reports with discrete sampling related to various forms of access. The majority of compliance will be the responsibility of the staff with written policies, documented sanction programs and investigation that is on-going, consistent and documented. A. 3 e) Describe how adopting the system will reduce costs to the organization Instituting this new system will initially generate more costs, but in the long run will save the hospital money in many ways. Meeting the ARRA/HITECH Act requirements will help to offset those cost with financial incentives and avoiding fines and penalties. Having readily available test results will decrease the costs and labor associated with repeating lost or illegible results. With superior organization and data summary tools, the cost for labor associated with studying charts individually and generating reports will be exponentially lower. The need for transcriptionists will be greatly reduced by utilizing dictation software. Facilities for storage of paper charting cost money for upkeep and staffing. An electronic database should make billing and insurance claims easier to process and thereby generate revenue faster. The time it takes for physicians to spend going over complicated medical histories with patients is greatly reduced by  having that information readily available in a database. â€Å"According to a recent study, when hospitals rely on advanced electronic health records they can save up to 10 percent per patient admission† (Advanced EHR Cuts Hospital Costs By 10% Per Admission, 2014). 4. A) Explain why active nursing involvement in the planning, selection, and implementation of the systems is important to the success of the implementation process and meeting meaningful use requirements Active nursing involvement is important to the success of implementing any process that affects care given at the bedside. For the system to be optimized for use, nursing suggestions and feedback are critical. EPIC knows this and has a team of nurses on staff to work with the facility  in developing end-user interface. ‘Nurses’ from the hospital include the advocates, CNS’s, NP’s, LPN’s, managers, and bedside care givers, each with a specific focus and experiences that are valuable when helping to decide how charting should work. Any thing that pulls a nurses attention away from the patient, or is distracting or difficult to work with decreases the perceived level of care and increases the potential for errors. The health care goals of meaningful use include improving efficiency, safety and quality while decreasing discrepancies, involving patients and their families in their care, improving public health outcomes, improving care coordination, and advancing security and privacy of PHI (Gregory Klepfer, 2010). All of these things are the foundation of every interaction a nurse has with a patient. This is why nursing is one of the most trusted professions, according to the Gallup pole website, nurses come out on top at 80% when people were asked to rate â€Å"the honesty and ethical standards of people† in different given fields (Honesty/Ethics in Professions | Gallup Historical Trends, n.d.). Because standard nursing care already meets the goals outlined for meaningful use, the most important thing the average  nurse can do is to work hard to be competent utilizing the selected EHR software. Advanced users and nurse leaders are important to help guide the EHR selection process in the direction that will improve the bedside interactions and user interface. Clinical nurse specialists have advanced educations and bring the nursing philosophy to the selection and implementation process. All of these roles are vital to the success of any EHR implementation.

Mark Twain: Tom Sawyer and The Adventures of Huckleberry Finn :: English Literature

Mark Twain: Tom Sawyer and The Adventures of Huckleberry Finn There are many wonderful books written by great authors. However the writer who inspired me the most is the one and only Mark Twain. I was impressed by his books since I was a child. The two novels which I enjoyed were two of his most famous works, Tom Sawyer and The Adventures of Huckleberry Finn. These books are considered to be masterpieces by a lot of people. Samuel Clemens, better known by his pseudonym Mark Twain, was born in Florida, Missouri, in 1835. When Samuel Clemens was twelve years old, his father died. After his father’s death Clemens went to become a printer’s apprentice. His childhood dream was to become a steamboat salesman, and ride along the river down the stream. He had this goal achieved early in life until the Civil War came along putting him out of business. The Civil War forced Clemens out west in search of gold but ended up becoming a reporter for the Virginia City newspaper. While Twain was traveling the nation with his lectures he met his future wife Olivia. While trying to earn Olivia’s love, Twain wrote over two-hundred love letters, trying to earn her fathers respect and have permission to marry her. He then after this wrote his very first best seller which was called â€Å" Innocence Abroad†. Through many writers Twain was slowly becoming the United States first celebrity. He was selling his name, Twain became spokespersons for all different types of products, putting his face on to anything which companies thought would help sell there products. While Twain was away from the public life, he was able to create two very well known classics: Tom Sawyer and The Adventures of Huckleberry Finn. However at one point in time, Twain experience financial problems and had to declare bankruptcy. His next money making idea was to travel the world and make money by giving lectures. He became very famous from this. During this trip however his wife became very sick and died along with one of his daughters. When he returned home he was very lonely, and his life changed a lot. At the time Mark Twain was the most influential person in the country. This man who started out as a printers apprentice and a steamboat salesman was able to become the most well known person. Twain died in 1910 and still until now he is very respected and a well known writer. When I was a little girl I loved to read Tom Sawyer and The Adventures of Huckleberry Finn. I remember reading it at my grandmother’s garden

Analysis of Toyota’s Marketing Strategy Essay

Surendra Bhandari1 [available at: http://papers. ssrn. com/sol3/papers. cfm? abstract_id=1624068 ] Abstract Toyota was established in 1937 in Japan. First time it introduced its product Corona in the US in 1965. By the 70’s, Toyota was the best-selling import brand in the US. During the 80’s, it started manufacturing vehicles in the US. In 2006, it had globally become the second largest car seller and third largest car sellers in the US having more than fifteen percent market share. It is estimated that by 2008 it is going to be the number one car producer and seller both in the US and across the world. This profound success of Toyota is associated with its most proficient market strategy. The case of Toyota notably proves that how important is market strategy in the life of a company to be a market leader. 1. Mission Toyota’s mission statement is as follows: â€Å"To sustain sustainable growth by providing the best customer experience and dealer support. † (Toyota, 2007) Customer satisfaction is the driving force for Toyota, which inspires it to provide the highest quality products and services. â€Å"Kaizen† is a word that Toyota upholds, which means â€Å"continuous improvement† of its technology, products, and services. In short, Kaizen for customer satisfaction is Toyota’s mission. Toyota further explains its mission as follows: 1 Dr. Bhandari can be contacted at: bhandarisurendra@gmail. com â€Å"Around here our values are just like yours. We are hard working. We are active in community. We are creating jobs. We celebrate our diversity. We are building cleaner greener cars. And this is just the beginning. † (Toyota, 2007) 2. Distinctive Competencies Among others, three distinctive competencies of Toyota are remarkable. These distinctive competencies appeal the consumers, build trust with them, and make them satisfied. These competencies are as follows: i. Popular Economy Car: Toyota is best known for ‘popular economy car’. It has successfully branded the concept of ‘popular economy car’, by producing cars matching to the concept. It has garnered its success by selling the concept to the consumer. It has also become profoundly successful in segmenting, targeting, and positioning. As a result, based on the pricing reports generated by over ten million visitors, out of top ten cars, three are Toyotas – Toyota Camry (No. 2), Toyota Corolla (No. 4), and Toyota Avalon (No. 8). (Kelly Blue Book, 2007) It produces eight varieties of cars. Among them, the prices for the four varieties cars range 10,000. 00 US $, three varieties range 15,000. 00 US $, and one variety ranges slightly over 20,000. 00 US $. ii. Cutting-edge Technology: Toyota simply did not stop to the concept of ‘popular economy car’. This concept could have easily turned into product maturity and decline. But Toyota continuously engaged in improving technology – design, looks, comfort, fuel efficiency, environmental friendliness, and other technical improvements. For example, Toyota Corolla was first introduced in Japan in 1966 and in the US in 1968 as a first generation Toyota Corolla. Since then roughly in every three years it is being developed and marketed in a new model. By 2006, tenth generation of Toyota Corolla was already launched with significant technological improvements. Toyota’s hybrid cars can be taken as another example. It started producing hybrid cars in 1995 however till 1999 Japan was 1 the only market for its hybrid cars. Coming to 2005, it became successful to capture a large chunk of US market. Today, it is selling almost seventy five percent of its hybrid cars alone in the US market. iii. Low Operating Cost: Why consumers purchase Toyota? The simple answer is that Toyota’s cars are distinctive with the properties of low operating cost. For example, a survey carried out by Toplin Strategy Group in 2007 has revealed that 73% of Prius owners had bought Toyota Prius because of financial incentive to purchase the vehicle such as lower sticker price or lower operating cost than other choices. (Marketing Green, 2007) Similarly, based on 45% highway driving and 55% city driving with annual 15,000 miles Toyota Prius has been proved to be the most fuel efficient car than any of its competitors such as Honda Civic Hybrid, Ford Escape Hybrid, and Lexus GS 450. (Fuel Economy, 2008). 3. Trends / Conditions Among many other factors, demand for energy efficient and greener cars, demand for low operating cost, and demand for high level of safety and comfort are the most significant factors that are influencing the trends and conditions of automobile marketplace. Today’s automobile sector can be best described as one of the sectors that are trying utmost to respond these important marketplace demands. Based on these demands, there is both good and bad news for the auto industry, including for Toyota. Good news is that there is surprisingly robust vehicle sale in the market. The bad news is that some of the leading automakers are shedding thousands more jobs. Some of the automakers are also projecting downward market trends. These trends are important because, automobiles are responsible for 13. 3 million US jobs, and US $ 675 billion revenue in the US economy. 2 On a year-on-year basis, Toyota sales has surged 10. 5%, General Motors Corp. has showed a year-on-year improvement posting 12. 1% sales gain, and Chrysler has taken a 15% year-on-year sales dive, whereas Ford Motor Co. has stayed mostly flat, down 0. 5%. In terms of global sales, Toyota is in second position following GM. In terms of sales in the US market, Toyota is in third position having 14. 9% of market shares in 2006. Union of concerned scientists in their 2007 report state that Toyota has regained second place overall in the environmental rankings as well and is the only automaker to make consistent improvements on its global warming score since 2001. Toyota has the best global warming performance in six out of ten classes and better than average performance in the rest. If past trends continue, Toyota may overtake Honda’s global warming score within two years. Doing so will require continued investment in hybrids. Globally, 53 millions new cars are sold in 2007. Out of them, 15. 9 millions are sold alone in the US. In 2007, around the world, it is estimated that there will be 806 million cars and light trucks on the road, out of them 244 million will be in operation in the US alone. Currently, these vehicles burn nearly 260 billion gallons of fuel yearly and by 2020, the number of cars and light trucks is estimated to reach above 1 billion. The years of 2004 through 2007 will long be remembered as a pivotal period in the automobile industry as during this period gasoline prices started a sea change among US consumers that is finally creating a significant demand for fuel efficient vehicles. As a result, this has lead to the phenomenal demand for Toyota’s Prius hybrid car. Responding to the demands of consumers Toyota has expanded its investments in Georgetown, Kentucky plant to enable to manufacture 48,000 hybrid cars yearly. Ford launched its first hybrids, and other carmakers, including GM, were greatly encouraged in their own efforts to bring more hybrids to the market. However, response to hybrids from U. S. makers has been lukewarm at best. Consumers 3 generally aren’t as impressed with U. S. hybrid technology as they are with that of Toyota models. In short, while the US based Big Three struggle, Toyota is being more strategic. It has increased its capacity to manufacture over 1. 5 million vehicles yearly in North America. On a global scale, the company plans to sell 10. 4 million vehicles by 2009, up from 8. 8 million in 2006. The big news is that Toyota is most likely surpassing GM in global sales by 2008, making Toyota the world’s largest carmaker. 4. Organizational Objectives Toyota has set seven fundamental objectives. Among them, to dedicate in providing clean and safe products and enhance the quality of life everywhere through better production and services is the main objective of Toyota. Similarly, its other objectives are: to honor the law, language and culture of every nation with fair corporate activities; contribute to economic and social development of communities around the world through corporate activities; create and develop advanced technologies and provide outstanding products and services to customers; foster individual’s creativity and teamwork value; pursue growth through innovative management; and work with business partners for mutual benefits. To achieve these objectives and their effective implementation, it has clearly set fourteen principles that are widely considered as Toyota’s Ways. Based on these principles, Toyota takes management decisions on a long-term philosophy, even at the expenses of a short-term financial goal. It believes in a continuous process flow to bring problems to the surface, uses visual control so that no problems are hidden, uses pull system to avoid overproduction, and works like tortoise and not the hare. It standardizes the tasks and processes as the foundation for continuous improvement and empowers employees by which it further enhances its ability to use only reliable and thoroughly tested technology that serves the customers. 4. Similarly, its organizational objectives are further substantiated by its idea of developing exceptional people and teams who follow the philosophy of Toyota, respect the network of partners and suppliers, and learn from the practices. It believes in making decisions slowly by consensus thoroughly considering all options and once the decisions are taken, it implements the decisions rapidly. On top of that, by becoming a learning organization through relentless reflection and continuous improvement of its products and services, Toyota can be exemplified as a case that has achieved its organizational objectives successfully. 5. Strategic Business Unit Toyota offers energy efficient, green, and popular economy cars, SUVs/Vans, hybrids, and light trucks with safety and comfort measures in place. It produces more than two dozen varieties of products. All of its products are globally very popular. Its products are sold in over 200 countries across the globe. On top of that, the US is the biggest market for Toyota. For example, till 2006 it had sold more than 7 million Toyota Corollas alone in the US. In the financial year 2006-07, in consolidated terms, it sold its products of 226. 06 billion US $ (23,948. 00 billion yen) and earned net income of 15. 17 billion US $ (1,644. 0 billion yen). (Toyota, 2006) In 2006, Toyota was engaged in a variety of projects designed to solidify its foundations while continuing to grow. On the product front besides its two dozen already launched products, Lexus has launched its new flagship model, the LS, and the new global Camry went on sale. In manufacturing, several new projects were started around the world. In May 2006, manufacturing of the Camry began in Guangzhou, China, while in the United States, the Kentucky plant, which in October 2006 celebrated 20 years of production, has started manufacturing the first Toyota hybrid vehicle to be made in North America, the Camry Hybrid. In November 2006, the Texas plant began producing the new Tundra truck, a key vehicle in Toyota’s North American lineup. 5 In Japan, Toyota Motor Kyushu, Inc. has begun full-scale operations at its engine factory, and Toyota Motor Tohoku Co. , Ltd. has increased its manufacturing capacity. In human resources development sector, following the establishment of the Asia Pacific Global Production Center in Thailand in August 2005, Toyota has established the North American Production Center in the U. S. in February 2006, and the European Global Production Center in the United Kingdom in March 2006. Established as branches of the Global Production Center in Japan, these were created to spread Toyota’s manufacturing knowledge and skills throughout the world in pace with the rapid growth of Toyota’s overseas manufacturing. In R&D side, Toyota has focused its efforts on three key areas: environment, safety, and energy. It has made a special effort in the area of the environment by expanding its lineup of hybrid vehicles, and has worked on R&D relating to plug-in hybrid. In addition, as part of Toyota’s efforts to respond to the diversification of energy, in 2007 Toyota has introduced a flex fuel vehicle in the Brazilian market that will run on 100% bio-ethanol fuel. From this point on, based on the philosophy of providing â€Å"the right car, in the right place, at the right time,† and in accordance with the infrastructure and customer needs of each region, Toyota is striving for promoting efforts to develop environmentally friendly technology and vehicles. 6. Boston Consulting Group Matrix Based on the Boston Matrix, the market situation of Toyota is Healthy. To support this statement, three products are chosen here – Camry, Prius, & Corolla. These all fall into the category of Star as they are holding high market share and high market growth. All these three products are well established and the growth is exciting. These are creating fantastic opportunities. The only challenge is Toyota needs to maintain its Stars. And, it seems that for at least a couple of years Toyota will maintain its Stars. 6 Toyota Corolla: It is a compact car, very popular throughout the world since it was first introduced in 1966. In 1997 it became the bestselling car in the world; in 2004 it was the number one selling car in the US in its segment with over 30 million sold as of 2007. In the US alone, more than 7 million Toyota Corolla cars have been sold. Over the past 40 years, one Toyota Corolla car has been sold on average every 40 seconds. Today, it is manufactured in 16 countries in the world. It has been almost steadfast in face-lifting each generation after two years, and replacing it with an all-new model every four year. As a result, it has brought in market its 10th generation model in 2006 in Japan and has been introduced to the US market since October 2007. This product strategy of Toyota Corolla has helped it to be continuously in the Star quadruple. Toyota Camry: It is a mid-size car manufactured in the US, Australia, China, and Japan. In some markets, the top range Camry models are seen as executive cars. The Camry has been the bestselling car in the US, its largest consumer market, for nine of the last ten years starting in 1997, with the only exception in 2001. The first generation Camry was introduced in 1983 and in 2007 the sixth generation Camry has been introduced. The sixth-generation Toyota Camry is the first generation in which it has been available as a gasoline/electric hybrid. EPA fuel economy estimates for the 2007 Toyota Camry Hybrid 38 MPG in city and 40 MPG on highway. Toyota Prius: It is a hybrid electric vehicle and one of the first such vehicles to be massproduced and marketed. The Prius first went on sale in Japan in 1997, and worldwide in 2001. By the end of 2003, nearly 160,000 units had been produced for sale in Japan, Europe, and North America. The Prius has won several awards, including the Car of the Year Japan in 1997/98, the North American Car of the Year 2004, and the European Car of the Year 2005. EPA has recently revised environmental standards and the Prius 2007 has been acknowledged as the most fuel efficient car sold in the US. Its market share in the US is growing each year. In 7 2000, Prius market share in the US was very negligible but by 2005 out of its total sale the US alone had consumed about seventy percent. 7. Organizational Strategy for Growth Toyota has already got market over 200 countries across the globe. Only in 2006, it sold 8. 52 million of its products and has planned to be a number one car producing and selling company by 2008. This ambitious strategy of market penetration is associated with its proficient demographic and psychographic segmentation and targeting. It has successfully got high level of positioning in the mind of the consumers with its brand and distinctive competencies as discussed above disseminating through integrated market communication (IMC) techniques. Toyota has diversified its product with a brand of right car in the right place. For example, it has introduced a flex fuel vehicle in the Brazilian market that will run on 100% bio-ethanol fuel. It has introduced hybrid electric car (Prius) mostly for the market in the US, Japan, and EU. On top of that in each two year it improves looking of its product and in each four year transforms model into new one. By upholding this strategy of product development, Toyota has become successful in managing product life cycle, more specifically it introduces product and keeps the product growing without letting them to be matured and decline. Its exceptional organizational strategy for growth is importantly nurtured by its strategy working with around 522 subsidiaries around the world and successfully creating a wider market chain around the globe. Another way of Toyota’s organizational strategy for growth is that it reads the public mind through its research department that monitors the industry and keeps tabs on demographic and economic developments. Its mission: to predict consumer trends and create a lineup of cars and trucks to capitalize on them. Each professional is expected to spend time out in the field talking 8 to car buyers. The Japanese have a name for it: genchi genbutsu – go to the scene and confirm the actual happenings. 8. Market Share While looking at the market share of Toyota in the US market since 1980 to 2006, it is realized that its market share is continuously growing. For example, in the 80s Toyota’s market share in the US was about 5% and that has risen to above 15% by 2006. So in a twenty-five years time Toyota has outstandingly tripled its market share in the US. On the other hand, market share of its three major competitors GM, Ford, and Chrysler is gradually declining. In the 80s GM’s market share in the US was above forty-five percent. But by 2006 GM’s market share has shrunk to 24%. Similarly, in the 80s Ford had more than twenty-three percent market share but by 2006 its market share has come down to sixteen percent. By being successful in increasing market share, Toyota has become the world’s most profitable automaker. In 2006, it sold 2. 5 million cars and trucks in the US market alone. Because, Toyota is already bigger than Chrysler in the US and is about to pass Ford by 2008, Toyota’s presence in the US is now so prominent that the 3,322 business leaders surveyed by Fortune have named Toyota as one of America’s most admired companies. On the financial side, Toyota’s net revenue for the fiscal year 2007 is 23. 94 trillion yen, which is an increase of 13. 8 percent compared to the fiscal year of 2006. In 2007, its operating income has increased by 19. 2 percent to 2. 23 trillion yen. Its net income has increased by 19. 8 percent to 1. 64 trillion yen. All of these figures marked record high. It is estimated that the consolidated vehicle sales for the fiscal year 2008 will be 8. 89 million units. The revenue for the fiscal year 2008 is estimated to be 25. 00 trillion yen. While we compare its net income from 2004 to 2006, it is clearly shown that its net income is increasing each year. For example its net 9 income for the year 2004 was 1,162,998 million yen that increased to 1,171,260 million yen in 2005, and in 2006 that further increased to 1,372,180 million yen. 9. Elements of Marketing Strategy Toyota’s segmentation and target market is guided by its philosophy of ‘right car in the right place’. Toyota has employed both demographic and psychographic form of multiple segmentations and targeted its market on that basis. For example, it has segmented all the countries across the globe as its market. But has also identified its focused market such as the US, Canada, EU, Australia, China, India, and Indonesia. On top of that US is its first priority being the biggest market. It is because, US consumes almost 30% of its products. Its products range with different prices from US $ 10,000. 00 to 30,000. 00 plus. The economy class cars are targeted to lower and middle level income people and the luxury cars are targeted to higher middle and higher income group people. With a variety of product attributes it targets different age group and professional groups of people. For example, for sport people it has sport cars. For environmentally sensitive people it has Prius – environmentally green car. Likewise, it has offered 100% bio-ethanol fuel car in Brazil, where is bio-ethanol potential. Likewise, those who are truck lovers or professional who need trucks, it offers them different variety of trucks. In fact, its marketing strategy – segmentation, targeting, and positioning is nurtured by its variety of offers and product attributes. Further, it has designed its market strategy at different levels – global level, regional level, and national level based on the assessment of customer needs and choices. Toyota focuses its products in market with comfort, kindness, and excitement. Toyota claims that its products harmonize ecology and emotions. One of the key factors for designing segmentation and targeting, Toyota’s analysis is always based on the condition of market, economy, purchasing 10 capacity, and consumers’ choices. Based on these factors Toyota is launching its global motorization strategy with leading-edge technology. Likewise, Toyota has upheld a very strong promotional strategy using integrated market communication (IMC) tool. On top of that, Toyota blog (http://blog. toyota. com) is another very successful mechanism of advertising and promotion. On its blog, Toyota closely pays attention to the voices of its customers and provides responses to a large amount of inquiry. 10. Elements of Market Planning Toyota has adopted three important elements in its market planning – green, safety, and low operating cost. Being based on these three important factors, Toyota has become successful to garner the market opportunity. On the whole, there seem more opportunities for Toyota than threats. However, there are some threats that cannot be denied. Opportunities: Toyota’s market share is growing each year. From about 5 percent market share in 1986, it has acquired more than 15 percent market share in the US in 2006. Its competitors’ market share is declining each year, which is the biggest opportunity for Toyota. Toyota and its competitors have similar segmentation and targeting but in creating positioning Toyota has come off much ahead than its competitors because of its products’ attributes. Further, it is also ahead of its competitors in technology front. For example, it is the first automobile producer that introduced hybrid in the market. Today, the market share for its hybrid is growing exponentially. At the same time, hybrid products of its competitors are not successful. Threats: Besides opportunities in the marketplace, Toyota’s most illustrated product – Prius has not got much success in Europe and its market share is declining in Japan itself. Further, its competitors – GM, Ford, and Chrysler have become more strategic and are being focused on 11 from cutting-edge technology to leading-edge technology. Toyota is growing with ambition to pass the GM but still GM is the number one automobile in the US and the globe. 11. Conclusion From the perspective of marketing strategy, Toyota can be taken as a company that has successfully achieved its mission statement, successfully branded its distinctive competencies, and profoundly achieved its organizational objectives. This success is based on its successful market strategy. This is corroborated by the fact that all of its products studied in this paper (Toyota Corolla, Camry, and Prius) do fall into Star quadruple under the Boston Matrix. In quintessence, it can be said that Toyota is an outstanding case for learning how to build and implement market strategy, get penetration in the market, manage product life cycle, uphold market positioning, best use of integrated market communication (IMC), and branding its product in the mindset of the customer. In short, Toyota is a notable example that proves how important is marketing strategy in the life of a company and managers. References CNNMoney, (2007), America’s Best Car Companies, Mrach 7, 2007 available on http://money. cnn.com/magazines/fortune/fortune_archive/2007/03/19/8402324/index. htm visited on Nov. 20, 2007. Fuel Economy, (2008), 2008 Hybrid Vehicles, available on , http://www. fueleconomy. gov/feg/hybrid_sbs. shtml , visited on Nov. 22, 2007. Kelly Blue Book, (2007), The Most Researched Sedans, available on http://www. kbb. com/kbb/ReviewsAndRatings/default. aspx? trid=3&gclid=CKrS8rHMgI8CFTa oGgodgyqT2w#ManufacturerId=49&ModelId=286 visited on Nov. 27, 2007. Kotler, Phlipe & Keller,Kevin Lane (2006), Marketing Management, Prentice Hall, 12th ed. 12 Marketing Green, (2007), Hybrids Shift into the Mass Market, available on http://marketinggreen. wordpress. com/2007/04/29/hybrids-shift-into-the-mass-market/ visited on Nov. 20, 2007. Plunket Research, (2007), Automotive Industry Overview, available on http://www. plunkettresearch. com/Industries/AutomobilesTrucks/AutomobilesandTrucksStatis tics/tabid/90/Default. aspx , visited on Nov. 19, 2007. Spirou, Patricia (2007), Three Step Process in Determining the Market/Position Initiatives in Strategic Planning, available on BB.

Tata Nano Business Plan - 4532 Words

*EXECUTIVE S*UMMARY What makes Tata Nano so cheap? Basically, by making things smaller, lighter, do away with superficial parts and change the materials wherever possible without compromising the safety and environmental compliance. It is said that Tata Nano has better millage than Toyota Prius and same gas emission as a scooter. Tata Nano will be imported to Malaysia by Tata Industries in parts. It will be assembled in its two factories i.e in Shah Alam, Selangor and Pasir Gudang, Johor Bahru. There are four distribution centres in Peninsular Malaysia i.e. in Kuala Lumpur, Penang, Johor Bahru and Kuantan. All Tata Nano cars will be distributed through these distribution centres only. Order can be made vide these distribution†¦show more content†¦Opportunities The weak performance by the ruling Barisan Nasional in the general elections held on March 8 2008, has paved the way for the stalled reformist agenda –promised by Prime Minister Abdullah Ahmad Badawi back i n 2004 – to gather pace. This would help to open up the country’s closed political system and improve transparency and accountability within key institutions. Threats Malaysia Economic SWOTaysia Economic SWOT Strengths During the past four decades, Malaysia has transformed itself from a commodities-dependent backwater into a major world source for electronics andcomputer parts. Malaysia is the world’s largest producer of rubber, palm oil, pepper and tropical hardwoods, and is also a net exporter of crude oil. All this provides a solid platform for economic growth Weaknesses Opportunities The opportunity for private-sector-led growth will improve as the government continues divestment of state shareholdings in order to raise funds to narrow the budget deficit. Threats Malaysia Business Environment SWOT Strengths Weaknesses Opportunities Threats The following will be key strengths and weakness within the *company and describes the *opportunities and thr eats facingShow MoreRelatedTata Motors : A Company1460 Words   |  6 Pagescame to a closure, Tata Motors Limited. found themselves spotlighted as a company, that’s expectations were higher than their results. During the year, the company struggled with maintaining responsible business practices, delivering a unique service and creating a brand representation of innovation, while struggling to against all odds, that threatened their value proposition. 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