Internationalization strategy of Toyota changed during the first half of the 1980s from export-centered one to the localization strategy of production, excepting for early KD assembly in several countries and localized small production in Brazil, forced by local governments' protectionist policy. This change was imposed to Toyota, though it preferred the exports to the overseas production for the sake of its TPS, considered untransferable. The trade conflicts from the end of the 1970s, the voluntary restraint of exports toward the USA were the main reasons for Toyota’s decision to produce in the USA. The rapid appreciation of yen from 1985, but also the self-conviction of transferability of the TPS led Toyota to expand overseas production operations for substituting its exports with products of its transplants. This tendency was reinforced when Toyota established its “New Global Business Plan” in order to alleviate the trade conflicts with the USA in 1995. From then, “produce where demand exists” became Toyota’s globalization strategy. Remark that this globalization of production has been deployed on the basis of its international sales network created during the 1960s and 1970s. Then, Toyota does not carry out its overseas productions where the demand has to be searched yet. Also, it is out of question for Toyota to merge with any foreign carmaker, because its industrial model is too specific to do it. Moreover, Toyota has financial assets enough to conduct this strategy and invest in the R&D of ecological vehicles, as it was shown by the launch of the Prius. Toyota seems capable to compete on the world automobile market where the zero sum game is played.However, this does not mean that its industrial model remains unchanged. Reinforcement of the ties of its group companies, move toward the foundation of its holding company, “delocalisation” of production, increasing parts procurement from abroad suggest a reorganization on going of its industrial organization in Japan. Is Toyota aiming to become a global company? On the other hand, Toyota changed its product policy. Now, Toyota gives its priority to product innovation in order to take the initiative in developing future vehicles like as the Prius or in giving a new concept to cars like as Vitz (Yaris), as if the development of such cars prior to the others constituted the best card to compete on the zero sum game market. In any way, Toyota's industrial model seems moving from “continuous reduction of costs at constant volume”
