Velvet Ant Facts

Velvet ants are part of class Insecta and are found worldwide. They get their name from the bright, fuzzy fur on their bodies. For example, Dasymutilla occidentalis (red velvet ant) is derived from the Greek root word meaning shaggy (dasy). Fast Facts: Velvet Ants Scientific Name: MutillidaeCommon Names: Velvet AntOrder: HymenopteraBasic Animal Group: InvertebrateDistinguishing Characteristics: Black or brown bodies with bright red or orange velvety hairSize: 0.25-0.8 inchesDiet: Bumblebee larvae, nectarHabitat: Desert, meadows, fields, forest edgesConservation Status: Not assessedFun Fact: Red velvet ants are often called cow killers because their stings were said to be powerful enough to kill a cow. Description Velvet ants are wasps that get their name from the velvety fur on their bodies and are not very aggressive. Females do not have wings and walk along the ground for food, while the males have transparent wings and look more like wasps. Females possess curved stingers that extend from the abdomen and can sting multiple times. In some species, such as cow killer ants, their stingers have venom. Although the venom is not particularly toxic, the sting will hurt. Males do not have stingers, but they do have pointed pseudo stingers. Additionally, velvet ants have hard exoskeletons, and their bodies consist of a thorax and abdomen, both of which have short hairs. These ants are between 0.25 and 0.8 inches in size, and they have six legs and antenna. Habitat and Distribution Velvet ants are found worldwide. Some, like the red velvet ant, are mainly found throughout the U.S., but especially in dry regions. They gravitate towards open areas like fields, meadows, and even lawns. However, because velvet ants are parasitic, they will appear wherever their host species, such as bumblebees and wasps, live. Diet and Behavior Velvet Ant searching for prey. Â  rkhphoto/iStock/Getty Images Adult velvet ants consume nectar and water from flowers like milkweed. They may also consume larvae and adult insects, such as flies and beetles. Young velvet ants eat the body of their host as well as its larvae or cocoons. Females are most often found scurrying along the ground looking for nests of host species, while males are found on flowers. Velvet ants are relatively solitary creatures and are most active at dusk/night. These wasps are not normally aggressive and will not sting unless aggravated. Males and females can make squeaking sounds by rubbing abdominal segments against each other as a warning sign or when trapped. As parasites, they attack bumblebee nests, other kinds of wasp nests, and even fly and beetle nests to implant their eggs into them. While females spend most of their time searching for any sign of nests, males are usually spotted flying above the ground in search of a mate. Reproduction and Offspring Males fly close to the ground in search of potential mates and try to detect pheromones the females secrete. After mating, and to ensure the survival of her offspring, females search for and infiltrate ground nests of bumblebees and wasps to lay their eggs. Once a suitable host is located, the female lays her one to two eggs in the hosts larvae. She chooses larvae that have completed feeding and are ready for pupation by cutting through the cocoon and laying her eggs inside. The young will then grow and emerge from the host. The young eat their host, spend the winter in cocoons they spin within the case of the host, and emerge as adults in late spring. From the time they hatch, these young are on their own. One generation of velvet ants per female is likely produced each year. Species Velvet Ant. Â  fitopardo.com/Moment/Getty Images Insects in the family Mutillidae are considered velvet ants due to the similar salient features of the females—wingless and with velvety fur. About 8,000 species have been reported worldwide in the family Mutillidae, with 435 species located in the southern and western parts of North America. The most common species in this family is Dasymutilla occidentalis, which is known as the cow killer. Depending on the location, different species will have different sizes of males and females. In most species, the males are typically larger than the females, but six species found in Florida have similar sizes between males and females. Conservation Status Velvet ants have not been assessed by the International Union for Conservation of Nature (IUCN) and are not considered pests because they rarely invade homes. Sources Cow Killer (Dasymutilla Occidentalis). Insect Identification, 2019, https://www.insectidentification.org/insect-description.asp?identificationCow-Killer.Cowkiller Velvet Ant. Aquarium Of The Pacific, 2019, http://www.aquariumofpacific.org/onlinelearningcenter/species/cowkiller_velvet_ant.Mutillidae - Velvet Ants. Featured Creatures, 2019, https://entnemdept.ifas.ufl.edu/creatures/misc/wasps/mutillidae.htm. Velvet Ant | Insect. Encyclopedia Britannica, 2019, https://www.britannica.com/animal/velvet-ant.Velvet Ants. Insects In The City, 2019, https://citybugs.tamu.edu/factsheets/biting-stinging/wasps/ent-3004/.Velvet Ants, A.K.A Cow Killers Ants. Pestworld.Org, 2019, https://www.pestworld.org/pest-guide/stinging-insects/velvet-ants-cow-killers/.

Tragic Deaths During Witch Trials - Free Essay Example

Sample details Pages: 2 Words: 676 Downloads: 10 Date added: 2019/05/21 Category History Essay Level High school Tags: Salem Witch Trials Essay Did you like this example? Although many accused were hanged some faced something worse. during the time of the witch trials, if someone was accused and didnt confess or take the attention off of them they were hanged on gallows hill where everyone watched. Those who faced other ways of death werent so lucky as to have an almost sudden death like appeal. One of the most rememberable tragic deaths was a 71-year-old named Giles Corey, but there were many others who didnt see the best death possible. Giles Corey, Lydia Dustin, Ann Foster, Sarah Osborne, and Roger Toothaker, along with other unnamed people, died but the ways were nowhere near as humane as they could have been. Giles Corey born in England about 1611 was one of the six men to be executed during the Salem witch trials of 1692. When asked to say names and accuse others of witchcraft 71-year-old Giles Corey refused to plead innocent or guilty in a court appearance. This lead to his brutal punishment. The elderly Giles Corey was crushed to death by stacks of thick stone slabs, not scared of facing his death. He was sentenced to peine forte et dure even though it was an illegal punishment and ended up being torturously crushed to death on or before September 18, 1692. His famous last words were remembered by most of them being more weight. These words were uttered as a final attempt to expedite his death while also showing that not even imminent death could convince him to go to trial. Don’t waste time! Our writers will create an original "Tragic Deaths During Witch Trials" essay for you Create order Although Giles suffered quite a bit others did as well. Four more of the convicted, Lydia Dustin, Ann Foster, Sarah Osborne, and Roger Toothaker, died in the unbearable conditions in the witch jails awaiting their execution dates. These people were the accused that either mainly got forgotten about or put on hold because of other trials. Not only were they just left in holding cells they were left in poor conditions with hardly any food or water. All of the jails intended to hold prisoners only temporarily were hot in summer and cold in winter. They often stank of dung and tobacco and were infested with lice. The dungeon was cold and foul smelling and kept in total darkness. Located near the north river it often flooded during high tide with water rising to the prisoners ankles. They were also victims of insulting unending examinations and excommunication from the churches. the small cells had no bedding and no bars on the cells as most prisoners accepted their punishment. For those who tried to escape if they were caught they would be immediately executed. For those who stayed and died after they were found dead they were thrown into shallow graves to live their afterlife in peace. In addition, seven others died in jail and faced the same fate. when people died inside the jail they were put into shallow graves while those who were hanged got proper burials. The society found that those who pled guilty and where hanged were still seen as children of God. They were seen as making up for their wrongdoings as a type of offering to god for peace. While those in jail were dying they went out and dug very shallow graves just big enough for them to squeeze the body into. Those who saw this fate were still seen as ungodly and were not worthy of a proper Christian burial like the rest. Even though being hanged isnt exactly a walk in the park others still face worse things. And though people dont see it as wrong because they were the accused their fate could have been changed if people around them werent so naive. Whether their death was out of dignities like Giles Corey or it was just someones unlucky day like those who died in jail the witch trials didnt have a good end ing for some. People should remember and acknowledge those who suffered and didnt have a proper Christian burial because yes they may have been witches, but they deserved a better end to their life.

Australian Paper Mfg Free Essays

string(336) " market in Australia is fairly strong because the cost for consumers to switch products is low, the products are weakly differentiated, the competitors are roughly equal in size, many import competitors exist, and there are high exit barriers due to the high fixed costs and capital investments required to enter the fine paper market\." The fourth option Is one that focuses on diminishing the environmental impact of Amp’s operations. While the fourth option has merit in alleviating environmental concerns, it does not have a costive financial impact on Amp’s operations. AMP created four distinct products that serve the specific needs of four consumer segments. We will write a custom essay sample on Australian Paper Mfg or any similar topic only for you Order Now These segments include offset printing, copy paper, taprooms, and recycled paper. The respective segments all offer different contribution margins to Amp’s operations and vary greatly in their respective growth in demand over the next six years. The key operational decision is one that affords AMP the flexibility to use additional capacity to meet the growing demands of the most profitable sub-segments of the uncoated fine paper market. Conclusion AMP should choose the option outlined by the group general manager that affords the most flexibility to meet the growing demand in the uncoated fine paper market. That being considered, AMP must also meet the predetermined returns required by its parent corporation, Amoco. These targets are required for the release of capital to AMP, and while Amoco has set minimum return thresholds, AMP should strive to create the largest return on investment to its parent company. Option 1, described in the Appendix, satisfies this obligation to Amoco and allows AMP the most flexibility In using Increased capacity. This option also allows AMP to return considerable cash flow over the five year period without overextending Its operations beyond the market demand. Identification Key operations generalness They key operations challenge for AMP is the need to adapt its operations strategy in order to expand its capacity and meet the growing demand in the uncoated fine paper market. AMP is currently at its maximum throughput capacity and must invest considerable capital to expand its operations. The company is contemplating several different courses, each with valid business context, and must ecocide which option allows AMP to best meet the growing demand while maintaining and developing further competitive advantages. Operations Strategy Amp’s operations strategy focuses on superior customer service and quality compared to its competitors in the fine paper industry. AMP made the decision to enter the uncoated fine paper market in 1987 and used its experience in paperboard manufacturing to Jump start this expansion. As the success of Amp’s fine paper production ramped up, the company deemphasized its dependence on the paperboard market. This business decision influenced Amp’s operational decision o invest in efficient technology that allowed it better quality and cost advantaged compared to its competitors. Furthermore, AMP opted to vertically integrate its operations to include pulping for non-recycled paper and the collection of used office paper in order to gather raw materials to compete in the recycled paper market. Customer Needs AMP competes to satisfy its customers’ needs of quality and environmental performance. The company invested considerable resources in state of the art equipment that provides superior fine paper via four distinct offerings: Printing, Darting, CopyRight, and Right. Printing was designed to satisfy the offset printing needs of businesses, Darting was designed to suit form creation, CopyRight was created for everyday copying, and Right was a recycled office paper offering targeted at the environmentally conscious customer. Each of these products met the specific quality standards of its target customers. AMP utilized superior technology that created a higher quality paper than any of its competitors. Amp’s investment in more efficient technology also paid off in satisfying the environmental considerations of its customers. The processes and equipment that AMP used rated fewer organogenesis than the old machines and processes of Paper Company of Australia (PICA), Amp’s chief competitor. Furthermore, Amp’s investment in Right scored the endorsement of the World Wildlife Fund for its respect for and positive impact on the environment. This coupled with Amp’s initiative of the â€Å"AMP Office Paper Chase† (Upton, 1993, p. 13) placed the company well ahead of its competition in terms of satisfying the environmental performance needs of its customers. Business context Tort Immediate Decision The market for uncoated fine paper was projected to grow at a rate of 6. 5% annually for the next ten years. The market for copier paper alone, a sub-segment of uncoated fine paper, was projected to grow at a rate of 10% per year for the next decade. The CEO of AMP stated â€Å"If we sit still, we’ll get hurt sometime before the year 2000. Whoever takes the next big step will have it made in Australia†¦ If PICA decides to expand†¦ What will their net increase be† (Upton, 1993, up. 15-16)? In addition to these financial considerations, AMP and the Australian paper market at large continue to face mounting pressure from environmental groups that are opposed to any further expansion of the paper industry. Environmentalists have urged paper manufacturers to â€Å"think globally, act locally’ (Upton, 1993, p. 16) and to â€Å"reduce first, reuse second, and recycle third† (p. 16). In order to either satisfy the requests of the environmentalists or to contradict their wishes, AMP must make an operational decision sooner rather than later to avoid these mounting pressures. Analysis and Evaluation of Critical Decision Factors Competitive Analysis AMP has quickly established itself as the growing force in the domestic uncoated fine paper market in Australia. Its chief competitor is Paper Company of Australia PICA). PICA dominated the Australian uncoated and coated fine paper market for many years with virtually no domestic competition. Pica’s processes and equipment are out-of-date and still rely on machinery that was manufactured in the sass. PICA also forced its customers to purchase its products through merchants, while AMP developed a direct sales approach with customers. The secondary source of competition exists among the imported paper products in the Australian market. Low tariffs allowed for international competitors to enter the market and compete with domestic paper supply. Until AMP opted to enter the uncoated fine paper market, each domestic paper manufacturer in Australia kept to its own markets. Five Forces The rivalry among competing sellers in the fine paper market in Australia is fairly strong because the cost for consumers to switch products is low, the products are weakly differentiated, the competitors are roughly equal in size, many import competitors exist, and there are high exit barriers due to the high fixed costs and capital investments required to enter the fine paper market. You read "Australian Paper Mfg" in category "Papers" The advantages that AMP and PICA benefit from include the rising demand for fine paper in the market ND domestic competition is limited to these two competitors. The threat of potential new competitors is fairly weak in the fine paper market. This is because high barriers to entry exist in the fine paper market, including high economies of scale, experienced-based cost advantages for existing firms, high capital requirements to enter the market, and restrictive environmental policies on paper contest new entrants and the existing members generally stay in their own lanes. The potential risks associated with new entrants to the market include the rapidly growing demand for fine paper and that existing industry members could make operational changes to concentrate on the growing recycled paper segment of the fine paper market. The threat from other firms offering substitute products in the Australian fine paper market is very low. Virtually no substitutes exist for paper, and at this time, the business and personal computer market is Just beginning to take shape. Supplier bargaining power in the Australian fine paper market is also very weak. This is because both AMP and PICA have vertically integrated their operations. AMP controls its own foresting, pulp mills, and paper manufacturing plants. While he foresting areas are limited, AMP has utilized a replanting strategy which creates more trees than it presently uses in its operations. Therefore, there is no need to use outside suppliers for its operations. The bargaining power of buyers is only a moderate risk to AMP and the Australian paper market. Buyers have limited power because the cost of switching products is low and the products are generally undifferentiated. However, the buyers are small and numerous relative to the sellers in the market, buyer’s information regarding sellers is limited in quantity and quality, ND buyers are generally not price sensitive in this market because paper purchases are a small part of the total purchases and cost structure of most organizations. STOW Analysts The STOW Analysis for AMP reveals the following: Strengths ; Highest quality domestic paper products ; Most efficient domestic paper-making technology with customers ; Direct relationships ; Focused products on four distinct customer segments ; Satisfy customer needs of quality and environmental performance ; Part of a larger company (Amoco) with ability to invest capital in growth ; One of only two domestic fine paper manufacturers in country strength in fine paper processes Right paper product Weaknesses ; Expertise in paperboard has translated to ; Endorsement of World Wildlife Fund for ; Relatively new to the fine paper market ; Brands/products not as well-known as heritage market brands Insufficient capacity to meet growing demand ; High expansion costs/capital required ; High fixed costs Opportunities ; AMP Office Paper Chase initiative to gather more recycled paper ; Ability to expand Ana capture greater snare AT growing Tine paper market ; Recycled paper market growing with support of environmentalists Non-chlorine bleaching process technologies available ; PICA is in the corsairs of environmental groups Threats ; Mounting pressure against expansion from environmental groups Possible legislation/litigation against manufacturing processes ; PICA may invest in new technology/opt to expand its operations ; Import competitors may create newer, higher quality, and/or low cost products to gain market share ; New competitors, domestic or international, may enter the market ; Disease that affects trees/replanting efforts Financial Analysis AMP had no presence in the uncoated fine paper market in 1986. I Long-term Uncoated Fine Paper Market in Australia (000 tones) 11986 1 I Category I Forecast I Demand I I Continuous Forms I PICA I Make Share I Imports I I Category I Demand I I Offset Printing 144 178 16 17. 7% I Copier 10 1150 166 144. 0% 1302 195 I I Recycled 131. 5% I 130 123 176. 7% I Total Amp’s contribution margin per product is drive n first by its recycled paper, then its copier paper, followed by offset printing paper and continuous forms. Copier paper comprises the largest percentage of Amp’s manufacturing, followed by offset printing, continuous forms, and recycled paper, respectively. Contribution Margin for AMP in I 11989 I Tones I Produced 117,000 | 28,000 125,000 | 7,000 I Contribution I per tone | $460 1260 1490 1610 I Total Contribution I Share 7820,oho 124. 7% 123. 0% 138. 7% 113. 5% I I Copier I I Total The group general manager of AMP outlined four potential capital projects in the case study. Each of these options and their respective costs relative to the capacity they provide are outlined in the table below. Option 1 provides the best cost per tone AAA t 01 IANAL capacity galena AMP. Upton 3 proposes no allotment capacity Tort I Evaluation of capital expenditures and options I Lipton 1 I I Machine 3 at Marble expanded from 70,000 to 100,000 tones for $MOM I Capacity may be used for expansion of any fine paper product production (installation time) 30,000 additional capacity I I Unknown: Time from i nvestment to I Additional capacity Capital required 1,166. 67 I Price per tone of I Lipton 2 I Fairfield expansion from 7,000 tones to 1 5,000 tones for $MOM I Capacity may be used for expansion of recycled paper 8,000 2,250. 00 I Lipton 3 Investment in technology to reduce organogenesis has no impact on Amp’s capacity or throughput respectively, with no return on investment I Requires $MOM and $MM I | $MOM investment would reduce throughput by 5% I Lipton 4 I I Investment to purchase/ install new paper machine with 150,000 tones capacity for $MOM I I Capacity may be used for expansion of any fine paper product I lunation: cost of new pulp mill associated with this project, return garnered from selling excess pulp capacity, I Demand for coated paper market 1 50,000 I Capital required 2,333. 33 Price per tone AT allotment capacity Alternative Recommendations Option 3 from the financial analysis has been eliminated, as it offers no additional capacity. Because additional capacity represents the largest opportunity for AMP, only capital projects that yield greater capacity should be considered at this time. The remaining three options and a combination option are presented in the table in the Appendix. Recommendation and Plan of Action It is recommended that AMP utilizes Option 1 immediately. Option 1 is the only option that provides a near-immediate increase in capacity while satisfying Amos’s requirement (Amp’s parent company) off 20% rate of return. The first option provides over $32 million in positive net present value and a 36. 1% internal rate of return over the course of the next five years. Option 1 also yields the most flexibility in satisfying the growing demand in the uncoated fine paper market. Option 2 does turn a positive net present value of $1. 8 million for AMP, but only provides a 10. 67% internal rate of return. Because the project only yields an additional 8,000 tones of capacity, it cannot satisfy the rate of return requirements of Amoco. The third option requires the largest outflow of capital and produces the highest level of capacity. However, market demand is insufficient to Justify this capital expense at this time. This is further supported by the negative net present value and negative rate of return calculations. Option 4 combines the first two options, in which case the combined capacity and capital outlay collectively satisfies the required return for Amoco. However, the net present value and the internal rate of return are lower with the combined option than the first option. Competitive Advantage If AMP acts on the recommendation to move forward with Option 1, it will gain the competitive advantage of capacity. However, even with the added capacity granted y Option 1, AMP can only expect to reach parity with the capacity of PICA. This is supported by Pica’s current output of 108,000 tones of uncoated fine paper and Amp’s current output of 77,000 tones. With neither domestic competitor in position to take full advantage of the market’s growing demand for uncoated fine paper, which will reach 305,000 tones by 1995, import competitors may gain the largest competitive advantage. ‘s principle competitive advantage In ten market Is ten quality AT Its products Because AMP has invested considerable capital into newer technology than PICA, it is n a better position to continue this domestic lead over its rival. Similarly, Amp’s investment in more efficient technology has placed it in a better position to deal with the environmental concerns associated with paper manufacturing. Conversely, Pica’s outdated technology and processes create more pollution and have caused it to become the target of environmentalist groups. Impact to Business, Customers, and Competitors If AMP is able to enact Option 1, it stands to gain over $15 million in additional cash flow per year, in addition to $32 million in positive net present value over the course of five years, and a 36. % return on its investment. This increase in capacity will also allow AMP to match the output of the market leader, PICA. The customers of the Australian paper market stand to benefit from Amp’s additional capacity in terms of quality, availability, and environmental performance. AMP uses more efficient technology to create higher quality products. The increase in capacity from AMP will allow these products to be available to more consumers. Amp’s emphasis on recycled paper manufacturing will also help to satisfy the growing demand in this segment and assuage environmental concerns about increased domestic paper manufacturing PICA will be impacted, at least short term, by the increased capacity created by AMP through the utilization of Option 1. This increased capacity will allow AMP to continue its momentum in gaining market share. However, the uncoated fine paper market is growing quickly. By 1995, even with the utilization of Option 1 by AMP, neither PICA nor AMP will have sufficient capacity to meet the market demand for uncoated fine paper. Therefore, import competition will also have a strong advantage in gaining market share. The only way to prevent the market demand increases from benefiting international competitors is for AMP, PICA, or another domestic competitor to considerably expand capacity and/or enter the uncoated fine paper market. AMP must act quickly to continue its growth in the uncoated fine paper market. The market is expanding rapidly, and with both AMP and PICA operating at full capacity the market is ripe for the company that can create it. Option 1 is the most logical operational choice for AMP that also makes good business sense. Option 1 quickly expands its current capacity by 30,000 tones per year in the most versatile ill that can use the capacity to meet any demand that arises in the market. Adding any additional options presented brings down NAP and AIR for the company. However, AMP should closely monitor the uncoated fine paper market for the next several years Ana reevaluate ten expected level AT mean IT . ten mean accelerates at a faster-than-expected pace, or once demand has reached a level in which it becomes possible for AMP to Justify the significant capital investment of a new pulp mill and large capacity machine, it should consider expanding its capacity to take advantage of this growing demand. References Upton, David. (December 13, 1993). Australian Paper Manufacturers (A). Harvard Business School. 9-691-041. How to cite Australian Paper Mfg, Papers

Toyota Facing Problems About Damaged Reputation Due To Boring Car

Question: Discuss about the An Investigation In Toyota Facing Problems About Damaged Reputation Due To Boring Car Designs. Answer: Project title The project title is An Investigation in Toyota Facing Problems about Damaged Reputation Due To Boring Car Designs. It manifests the evaluation of the issues faced by Toyota regarding car production (Seo Min-Kyo, 2011). Introduction And Company Background Toyota in last 50 years has become the largest automotive company in Australia (Toyota About The Company, 2017). In 2014 Toyota was the highest selling brand with 18.2 market shares. But recent studies have detected issues regarding boring car designs, which contribute in falling sales rate. The creative societys demands are ever changing and Toyota fails to cope with that (Dutta, 2011). This study would be investigating in relation to the issues and deliver clear understanding regarding the reasons behind it. Problem statement Toyota is renowned for luxurious cars but recently Toyota is facing issues regarding recalls of boring cars. Toyota did not feel the need to incorporate innovation as their reputation was enough to sale cars. But the present competitive market has new demands unattended by Toyota. The sales rate of Corolla, Camry are falling down and the issue is that very few researches have been conducted in this field (Haley et al. 2011). Thus, the research intends to investigate the core reason behind the problems and decreasing sales rate of Toyota. Research aim and objectives The aim of this research is to investigate and find out the main reasons behind the occurrence of such issues. On the other hand, another aim is to deliver potential and effective solutions (Liker Hoseus, 2008). Along with this, it also aims at providing a brief description about how Toyota could prevent the issue in future. Research objectives are also significant for delivering relevant information such as, To assess the contemporary market trends and demands in the automobile industry. To discuss the past success records of Toyota. To evaluate the current issues faced by Toyota and their impact upon the business. To present a current market situation of Toyota in the automobile industry in a comparative manner. To depict protective measures that could have been saved Toyota from loss (Manna et al. 2011). Methodology The methodology is the significant chapter that will includes philosophies, designs, data collection and methods of data accumulation. Here, the mix methods will be used for collecting data. Both primary and secondary data would be included in the course of research accomplishment (Mackey Gass, 2016). Here, the descriptive study would be used to deliver an in depth analysis of the data. In the case of qualitative data collection 10 managers from different designations would be asked 5 questions in a face to face interview. The quantitative questionnaire would be served and collected from the respondents (Babbie, 2016). The data gained from face to face interview would be recorded through tape recorder. In the case of qualitative data collection 10 managers from different designations would be asked 5 questions in a face to face interview. The quantitative questionnaire would be served and collected from the respondents (Babbie, 2016). The data gained from face to face interview woul d be recorded through tape recorder. For analyzing the quantitative data numerical and mathematical tools are used that includes tables, graphs, and pie charts and so on. For qualitative data the recorded responses will be transcribed into documented format (Chandra Sharma, 2014). Apart from this, the secondary data includes evaluation of five scholarly empirical sources including annual reports of Toyota. The secondary data would help in understanding the past and present situation of the company. Conclusion In conclusion, it is realized that the research would be exploring the issues and its solution for succeeding course of business. References Babbie, E. (2016).The practice of social research. Belmont, CA: Wadsworth Cengage Learning. Chandra, S., Sharma, M. (2014).Research methodology. Dutta, P. (2011). Corporate Sustainability: A Case Study on Toyota Motor Corporation.Indian Journal Of Applied Research,4(8), 105-108. https://dx.doi.org/10.15373/2249555x/august2014/28 Haley, G., Tan, C., Haley, U. (2011).New Asia emperors. Abingdon, Oxon: Routledge. Liker, J., Hoseus, M. (2008).Toyota culture. New York: McGraw-Hill. Mackey, A., Gass, S. (2016).Second language research. London [u.a.]: Routledge. Manna, D., Marco, G., Khalil, B., Meier, S. (2011). Sustainable Markets: Case Study Of Toyota Motor Sales, U.S.A., Inc.Journal Of Business Case Studies (JBCS),7(3), 63. https://dx.doi.org/10.19030/jbcs.v7i3.4265 Phiri, A. (2012).The impact of customer relationship management on customer satsisfaction and customer retention in the automobile industry of Zimbabwe. Seo Min-Kyo. (2011). A Comparative Case Study on the CSR Strategies of Toyota and Hyundai Motors in Chin.International Commerce And Information Review,13(4), 149-174. https://dx.doi.org/10.15798/kaici.13.4.201112.149 Toyota About The Company. (2017).Toyota Australia. Retrieved 6 August 2017, from https://www.toyota.com.au/toyota/company