Toyota's net sales for the half year to September increased 15.3% to .9 trillion.
From the options available, Toyota GB must create the range which is most likely to succeed in the UK market.
Toyota GB provides a full range of service options, including customisation, which must be supported by a production-like workflow, and the supply of spare parts across the full lifecycle of each model.
The firm saw operating profits rise by 44% during the quarter, to reach $4.9 billion as sales continued to increase.
The results beat expectations and now Toyota expects operating profit for the year to reach $1.9 trillion.
This supported the need for a sound business change strategy, but had significant ramifications for the implementation of the systems themselves as each new or replaced business application had to be absorbed by the user community whilst its predecessor and supporting legacy applications remained operational behind the scenes.
It is vitally important that such an approach is driven by the business architecture so that dependencies between components are recognised by the sequence of implementation.
In addition, Toyota announced plans to acquire a 5.9% share in Japanese truck firm Isuzu, in a bid to develop engine technology together.
Both firms plan to collaborate to develop small diesel engines, and look at how to mitigate emissions and develop alternative fuel technologies.
At the core of the Toyota business architecture is the product lifecycle, around which all business critical systems revolve.
The development of a product model and support for Product Lifecycle Management (PLM) was therefore the first priority.