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Essay / Research Paper Abstract
This 5-page paper discusses the role of Toyota and its stakeholders. The paper discusses the definition of stakeholders and their relationships to one another. Bibliography lists 4 sources.
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5 pages (~225 words per page)
File: D0_MTtoysta.rtf
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Unformatted sample text from the term paper:
two types of fuel (natural gas and regular gasoline) for better environmental control. In this paper, well be discussing not Toyota, but
its stakeholders. As there is not much literature about Toyotas specific stakeholders, well define the concept of stakeholders and see how it fits with TMC.
Before we begin, however, it would first be helpful to define what, exactly, stakeholders are and what they do. Perhaps the best definition of a stakeholder is
one that has a vested interest in the outcome of a particular project from a particular company (Wideman Comparative Glossary of Project Management Terms, 2004). Stakeholders are also defined as
specific people and groups who might have a stake in a projects outcome (Wideman Comparative Glossary of Project Management Terms, 2004). These can include, but arent limited to customers, management,
employees, administrators, shareholders, suppliers, investors, government organizations and even community groups (Wideman Comparative Glossary of Project Management Terms, 2004). For examining Toyota,
Suzanne Hogan (1999) divides general global stakeholders into three categories, which are useful for this paper. The first are those who invest money in the business (Hogan, 1999). In Toyotas
case, this would likely be the shareholder and even banks. For investors, according to Hogan, brand equity becomes a value-add and a financial issue (Hogan, 1999). For the most part,
potential shareholders in this category tend to be swayed in their decisions to invest by a sense of value and growth potential of a companys brand name and brand equity
(Hogan, 1999). Toyota has strong brand recognition and brand equity - and a solid reputation. The next category Hogan presents is that
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