Business Management 3d Assignment

8/11/2019 Business Management 3d Assignment

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APPENDIX A: ASSIGNMENT COVER SHEET

ASSIGNMENT COVER SHEET

SurnamePremlal

First Name/sAshwin

Student Number114316

SubjectBusiness Management 3d

AssignmentNumber

6

Tutors Name

Examination

Venue

Durban Beach Campus

Date Submitted28/8/12 Pages38

Submission () First Submission

.resubmission

Postal Address

P O Box 561483

Chatsworth

Durban

4030

E-Mail

[email protected]

Contact Numbers

(Work) 0317659653

(Home)0314019404

(Cell) 0722350165

Course/Intake January 2012

Declaration: I hereby declare that the assignment submitted is an original piece of work produced bymyself.

Signature: Date: 27/8/12


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Table of Contents Page

Question 1 3

Based on the information from the extract as well as from your own research, explore South

Africas automobile industry by utilising Michael Porters five forces models and the generic

strategies and comment on Toyotas competitiveness throughout Africa.

Question 2 12

Using information from the extract as the basis for argument; prepare a mission statement for

Toyota and then discuss in detail the strategic management plan that will enable Toyota to

realize its goals.

Question 3 25

Toyotas key projects in the environmental arena include the gradual, but constant, decrease it

the energy consumption of its world class plant in Prospecton, as well as the environmental

education of all its employees, albeit in Sandton, Durban or at the more than 220 dealerships in

Southern Africa. Projects in this arena include the greening of all facilities and recycling, including

the opportunity afforded to all employees to bring waste from home for recycling. All efforts are

evaluated and monitored by dedicated environmental management committees.

In view of the above developments at Toyota, discuss the strategic implications of a decision by

Toyotas top management to invest in projects that focus on promoting sustainable environmental

management practices. How strategic is such a move for Toyota South Africa?

Question 4

Indentify an organisation that you are familiar with and attend to the following:

4.1 Provide a strategic overview of the organisation under study. 29

4.2 Conduct a PEST analysis of the organisation cited above and; 29

4.3 Provide strategic recommendations on the way forward. 31

References 35


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Question 1

In order to understand the model application to the industry, it is important to define the word

industry. An industry is defined as a collection of organisations that offer a product or service

that, are similar and are close substitutes for one another (Kotler, 2003:245). It can be argued

that an industry is formed by organisations that compete for the same customer, income and

preferences.The presence of one organisation can be a threat to other organisations in the

industry since they both look to offer product or service that can fulfil similar customer needs.

Since in an industry organisations offer substitutable products or services, it is important that the

organisation have an understanding of the industry. Industry analysis refers to the organisations

process of understanding the nature of the relationship within its industry in order to allow the

organisation to develop strategies to gain advantage of the current relationships. A useful

framework that can be utilised when undertaking this analysis is PortersFive Forces model of

establishing industry attractiveness (Kotler, 2005:35).

Figure 1.1

Competitive Rivalry


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Porters Five Forces model as presented in Figure 1.1 shows factors that the organisation

considers when analysing its potential to make and sustain profits and when formulating

strategies in order to succeed in the industry. The Five forces can be defined as follows:

Potential entrants: Refers to the threat of potential entrants as determined by a number of

barriers to entry into the industry such as capital investment, well-entrenched competitors,

government legislations and gaining access to appropriate place channels

Bargaining power of suppliers: The power that suppliers can exert on participants in the

industry where control over suppliers is concentrated into the hands of few players, cost of

switching to a new source is higher and where the supplier has a strong brand

Bargaining power of buyers: The ability of buyers to play competitors off against each other

and their power to force prices down and demand for higher quality

Substitute Products: Availability of other products that can fulfil similar needs.

Competitive rivalry: The intensity of rivalry in the industry, this is determined by the number

and size of competitors, fixed costs requirements and barriers to withdraw from the industry

(Drummond and Ensor, 2005:37).

Porters Five Forces model in the South African motor vehicle industry

Potential entrants

The arena in which the vehicle manufacturer in (SA) competes has changed. In the past the

industry was dominated by seven manufacturers and about a dozen brands. Today there are

more than thirty brands and over one thousand model variations (Furlonger, 2006:9). This

reflects that there are potential entrants into the industry. The Japanese and Chinese

manufactured models, which were not in SA in the past, are entering the industry in large

quantity (Cokayne, 2006:4).

Despite the fact that there were seven strong manufacturers in the vehicle industry of SA in the

past and the production and logistics costs are still high as a result of most parts being imported,

it is not difficult to enter the market (Robertson, 2006:3). The ease of entry into the South African

vehicle industry is due to the following factors:


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Easy access to distribution channels, for instance, the Imperial Holdings Vehicle import division

offers place or place element for fully built imported cars such as Kia, Tata and Proton

(Furlonger,2006:52)

High production and logistics costs are a concern for local manufacturers; since most parts are

imported and labour costs in SA are high (Cokayne, 2006:3)

The industry is not strict on quality of product and service. As a result, foreign manufacturers

take advantage of this and bring in low quality product into the market (Droppa, 2006:7).

The above factors show that it is not difficult to enter the industry especially for foreign

manufacturers. High logistics and production costs are a major concern as they result in high

prices of locally manufactured cars. This results in importers of fully built passenger cars taking

advantage of the situation on prices and pricing their vehicle higher despite lower manufacturing

and logistics costs in the countries where they manufacture (Robertson, 2006:3).

Local manufacturers are not able to bargain for better prices on parts because they are controlled

by their parent organisations abroad. Local manufacturers in SA are not originally from SA and

are still controlled in the country of origin when it comes to parts purchases; they work on

contracts as agreed by parent organisations (Cokayne, 2006:3).

Bargaining power of suppliers

In terms of the bargaining power of suppliers, the focus will be on genuine new parts supply and

the place element for the final passenger car to the final customer. Focusing on suppliers of

components has an impact of the logistics performance at the place/ customer service levels

element; it determines the ability to meet customer needs at the right price and time.

Genuine new parts are parts that are sourced from a component supplier who supplies

specialised parts, for example, BMW supplier (Pretorius, 2006:8). The reason for focusing on

genuine new parts and not substitute availability is that substitutes effect will be covered as a

separate force. As already mentioned above, parts supply in SA has a negative influence on the

price of finished locally produced passenger cars. Manufacturers in SA are locked in agreements

that parent organisation abroad have concluded. For instance, BMW (SA) finds most of its parts

from subsidiaries of multinational organisations serving BMW internationally (Furlonger,

2006:33). Toyota (SA) also provides an example of the bargaining power of suppliers since it can

only import its components from Hino Motors Tokyo as per an agreement with Toyota Motor


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Corporation in Japan (Holton, 2006:31).This shows that when it comes to acquiring new parts

suppliers have more powers because of contractual agreements and local manufacturers find it

hard to work around price reduction of the finished product. There is an argument that local

manufacturers are in a position of reducing logistics costs despite the above issues, based on the

availability of support received through the Motor Industry Development Programme (MIDP).

Components importers enjoy rebates and that should translate into lower prices of components,

which can benefit the final consumer (Furlonger, 2006:6).

In SA, manufacturers are found to have more power over dealerships. Dealers are directly

controlled by manufacturers, this result in less reciprocal relationships (Watson, 2006:40). As

suppliers of the final product, manufacturers determine issues such as the show room

appearance, signage, training and aftersale service arrangements. Dealers are expected to

spend on all these aspects with no say regarding how their businesses should operate (Watson,

2006:40). It can be argued that dealers are being coerced into spending but have no control over

their businesses. In order to deal with the issue of less reciprocal relationship, National

Automotive Dealers Association (NADA) conducted a survey on dealer-manufacturer

relationships in order to identify organisations in the vehicle industry that have improved on the

dealer/manufacturer relationship. It was found that, BMW and Hyundai, are the top two

organisations with good and favourable dealer/manufacturer relationship. The survey focuses on

the impact that the relationship between the dealer and manufacturer have on customer

satisfaction and brand value. Improved relationship between dealers and manufactures has a

major impact on the brand and customer satisfaction and is important to the brand profitability

(Pretorius, 2006:5). It is important to have a relationship that is based on win/win situation. This

means that manufacturers should negotiate and reach agreements with the dealers in terms of

how dealers run their businesses. If this result in high levels of customer satisfaction then it is

necessary to have a new approach on how dealers and manufacturers work together.

Bargaining power of buyers

For the purpose of this research, buyers refer to final customers when considering and acquiring

a new passenger car. The two main aspects that will be covered when discussing the bargaining

power of customers in the SA passenger car market are, pricing and customer service. Vehicles

in SA are regarded as being expensive and that improved affordability is the key to unlocking


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sales and profits potential. Compared to twenty-six weeks that it takes an average US citizens to

acquire a passenger car, an average SA citizen takes one hundred and sixty four weeks

earnings to have enough money to buy and finance an average priced new car, (Cokayne,

2006:6). Despite imports coming into the market, prices are still not allowing people to possess

vehicles easily, possession utility is still not easily realised. Buyers are not able to put pressure

on vehicle prices due to the fact that SAs regulatory bodies are notstrict on issues of prices

however the competition board is looking into this matter (Pretorius, 2006:14).

Although prices are higher the quality of passenger cars available on the South African market

has declined.Locally produced passenger cars with one hundred and sixty nine problems per

hundred passenger cars,fared worse than imported cars, which had one hundred and forty

problems per hundred vehicles (Cokayne,2006:3). In order to increase customer satisfaction with

the product, it is important to address product quality issues. Quality of service, price of

passenger cars and the price paid for maintenance of passenger cars, are major

issues to customers and manufacturers. Service refers to customer experience while purchasing

the passenger car and the after-sale service when bringing the car in for interval checks and

maintenance (Pretorius, 2006:14). According to the Synovate survey, there has been an

improvement in the overall aspect of service among local and foreign manufacturers, however

local manufacturers are leaders while foreign manufacturers are lacking behind (Droppa,

2006:1).

It can be argued that imported vehicles are lacking on the service aspect due to:

Difficulties in acquiring replacement parts when a car comes in for interval service

Distribution is through contractual agreements with local organisations such as Imperial Motors

(Pretorius, 2006:8).

It can be concluded that buyers do not have bargaining power in the vehicle industry as a result

of non-competitive prices and not much strict regulations on the issue of prices and quality.

Availability of substitutes

In terms of availability of substitute, the focus will be on customer substituting one manufacturer

brand for the other and substituting same manufacturers individual products. Substitution can

also be considered from the point of customers choosing to purchase second hand passenger


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cars instead of a new passenger car or customer substituting the use of public transport for a

new passenger car or vice versa. For the purpose of this research, the focus is on substituting

between new passenger car brands.Substituting between brands and individual products is as a

result of factors such as interest rates,availability of discounts and exchange rate, which have an

impact on the price. For the past three years vehicle prices have barely moved up resulting in

customers ability to upgrade. For instance, switching fromeconomy passenger car to the

expensive sports car, however with interest rates movements towards the end of 2006 and the

weak Rand/Dollar exchange this seem to be something of the past (Robertson,2006:3).

It shows that price has a major influence when it comes to model and brand switching. Other

factors that influence the switching between brands and individual products are, the level of

income growth, economic growth and employment. As the level of income grows, customers

move from other manufacturers believed to offer economy passenger cars to those focusing on

luxurious cars such as Mercedes Benz.Some manufacturers enjoy high levels of loyalty than

others in the passenger car industry. Toyota customers appear to be most loyal to the brand and

as a result switch between Toyota models (Naudi,2006:5). Toyota continues to enjoy best sales

in all categories as a result of repeat buying of Toyota brand by customers. On the other hand

Volkswagen (VW) finds that someone who drove VW Chicco upgrades to other manufacturers

model than to purchase another VW brand (Naudi, 2006:5). Although customers switch between

manufacturers, they seem to later go back to the previous manufacturers brand, socustomers

do not permanently move away from the manufacturer brand (Mokopanele, 2006:2).

Competitive Rivalry

As already stated, the nature of competition in the vehicle industry has changed. In the past only

seven local manufacturers dominated the industry, today there is an increase in the imported

vehicles whose manufacturers do not have any assembling plants in SA. To counter the

competition, manufacturers such as Toyota are importing models that are not manufactured in

SA. For instance Toyota manufactures only Corolla models such as Run X and Corolla sedan in

SA while models such as Avanza and Prius are imported from the parent organisation in Japan

(Cokayne, 2006:4). The number of rivals has increased and local manufacturers are also

increasing their models in order to continue to have a higher market share.


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Local manufacturers are taking advantage of the MIDP and are also importing as much of their

fully built vehicles. The MIDP offers rebates on imports and such rebates are converted into

points and used for the exporting of vehicles manufactured in SA. These points allow reduction in

export duties that assist local manufacturers to afford to export (Furlonger, 2006:10). The export

market is important if local manufacturers want to maintain increased sales and maximise profits.

As a result of this intensifying competition, customers have a wider variety to choose from,

however passenger car prices are an issue and turns to limit those choices. It is not easy to gain

market share in the industry as competition intensify, as a result, manufacturers and dealers are

utilising aggressive marketing strategies which focus on price reduction through lower in-house

financing costs, cash-back options, road side assistance, free service plans, additional extras

and reduced instalments (Robertson, 2007:3). Both local and foreign manufacturers as well as

dealers are competing around the price, however they do not necessarily reduce prices directly

but add benefits that will make customers realise that there is value for money.

Other factors that should be considered in terms of competitive rivalry in the industry:

High logistics costs that local manufacturers arefaced with. Transportation and security in SA

especially while goods are in transit result in high logistics costs. Although MIDP benefits local

manufacturers when shipping their fully-build models abroad, inland transportation costs are

fuelled by security issues (Robertson, 2006:3)

Quality of some models such as VW City Golf and Mercedes -Benz SLK 360, which are

produced in SA fall behind in product quality as compared to imported passenger cars (Cokayne,

2006:3)

In terms of fixed costs, SA is still lagging behind its foreign counterparts, for instance (SA) has

high labour costs. The emergence of new, low-cost manufacturing bases like China and India are

a long-term threat to SA (Furlonger, 2006:10).

The passenger car industry in SA is continuing to change; competition is rife while prices are

high.Aggressive marketing communication is used to attract customers who appear price

conscious, however there is still a need to improve the product quality and service offered with

the product.


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Customer service levels

Customer service is a major debate in the SA passenger car industry. Various surveys such as

Synovate and NADA show that customer service levels are still an issue. Customers measure

the service based on the number of problems they experience after purchasing a new vehicle

and how after-sale service support as promised in the marketing communication is delivered

(Cokayne, 2006:3). These experiences determine the customer service levels and customer

satisfaction.Toyota has realised the importance of maintaining good relationships with dealers

since customer service levels are measured based on customer experience during the encounter

with the dealer. The organisation now allows their dealership to make decisions on issues such

as product modification and price provided the product changes are in line with the quality

standards of Toyota (Campling, 2006:7). As the relationship between the manufacturer and

dealers improves, customer experience during the purchase and after-sale service improves.

Factors that should be considered by manufacturers and dealers when improving customer

service levels in the industry include:

Improved manufacturer/dealership relationship since this has a major impact on customer first

time experience of acquiring a passenger car (Campling, 2006:17)

Availability of parts through expansion in warehouse and stock since this can lower

transportation costs and lot size quantity costs resulting in better response to received orders

(Robertson, 2007:3)

Improving product qualityduring the production process and during interval services of the

passenger car (Cokayne, 2006:3).

Improved customer service through the marketing-logistics interface is important to the industry

since it can result in brand loyalty and continuous increase in long-term profitability.

As already discussed there are various factors that local manufacturers should consider in order

to remain competitive especially with the current level of competition by importers. Individual local

manufacturers initiatives will be assessed in order to identify how sustainable competitive

advantage can be created in the industry. Toyota was chosen based on the information

presented in the literature regarding their capabilities to deliver high level of customer service

through marketing and logistics cooperation.


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Toyota

High product quality of both imported and local manufactured Toyota passenger car models.

Customer experiences with Toyota models show that customers are satisfied with Toyota product

quality (Cokayne, 2006:3).

Dealer/manufacturer relationship is key to Toyotas service quality. Dealerships are left to

independently make decisions while maintaining basic guidelines and best practices. This allows

dealers and customers to negotiate prices and upgrades to the interior and exterior features at

prices profitable to the dealer while meeting customer requests (Campling, 2006:17).

The organisation logistics planning result in transportation and stock carrying costs saving, this

has resulted in on-time delivery of passenger car and parts orders to the dealers (Holton,

2006:32)

The organisation prides itself on good manufacturer/dealer relationship, which result in

dealerships providing high levels of customer service. Communication and support throughout

the place element between the manufacturer and the dealer result in dealers being able to keep

to their promises with customers (Pretorius, 2006:4)

Conclusion

This question focused on exploring the vehicle industry through the application of Porters Five

Forces model. It also outlined the impact that the five forces have on the marketing-logistics

interface and customer service. Through the application of the Porters model, it was clear how

organisations in the industry create a sustainable competitive advantage through the interface.

.


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Question 2

The Toyota Company is a leader in the car manufacture, assembly and distribution the world

over. A very efficient management style that the company uses has been one of the reasons for

the firms good performance. There are many other salient factors that have made the company

achieve the niche of market leader. The market structure the company operates in can not be

definitely stated. Some may consider it to be a monopoly. This is due to the fact that the

company is a dominant market player in car exportation. In fact, its differentiation strategy has

made it enjoy an almost monopolistic presence especially in the developing nations of the world.

On the other hand, the market structure can be seen as an oligopoly. This is due to the fact that

there are other key players like GM who are peer competitors. Toyota is keen to see what these

competitors are doing and make sure it reacts to their actions in a way that will guarantee its

market leadership.

Strategic Focus and Plan

There are three aspects of the existing corporate strategy that are developed in relation to their

overall impacts caused to the marketing plan of Toyota Company. These are;

Mission Statement of the Comp any.

Toyota seeks to create a more prosperous society through automotive manufacturing (Hiroshu,

2003). Therefore, the Company is aimed at achieving a stable and long-term growth in future,

and this is supposed to be in synchronization with a number of factors: the significant

environment, global economy, local communities served, and the Internal Environment of

stakeholders I would suggest the company mission statement to be:

To create exceptional automotive value for our customers by harmoniously merging safety,

outstanding quality, innovative technology and efficiency whilst maintaining after sales support

and service excellence in customer care. With our skilled, diverse team, we will provide

responsible stewardship to our community and environment while achieving stability and security

and growth now and for future generations


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The Companys Goals

The company has committed itself to offering of hybrid alternatives for every model that is sold in

the market. This is aimed at enabling the Company to make a total sale of 1 million hybrid

vehicles within a year, and this goal has been set to have been achieved by the year 2012.

Toyota Company has improved its 2011 Environmental Action Plan and it is committed in six

different key areas, which are: the Environmental Management; changes in Energy and Climate;

the Quality of Air; concerned Substances; the aspects of Recycling and Improved Resource

utilization; and Societal Cooperation. The Company is committed to reduce carbon dioxide

emission and it is believed to take combined actions of ensuring that the environment is kept

clean all the time by observing the stated fuel economy values.

Core Competency and Sus tainable Compet i t ive Advantage

Toyota Company is working towards the achievement of a better and more sustainable economy

by having a stable global market. With advancement in new technology and other related

matters, the Company is investing in various strategies that will enable it to realize its set goals

and objectives over a period of time. The Company has a well-developed and equipped network

of expertise that are into research and development over aspects that are to keep the Company

on top in product and service delivery to its global market. Also it has a wide range of distribution

network allover the world and this has enabled it to reach a portion of the market that is seeing it

through to greater levels.

Situation Analysis

Toyotas capacity to stay on top of productivity efficiency and quality rankings can be credited to

its internal environment. This entails the way production process is managed by the top

management who are famous for their competency. The production team has an insatiable

obsession to improve the efficiency and effectiveness of its manufacturing operations. Therefore,

to fully understand the situation analysis of Toyota Company, a SWOT analysis is determined

and it mainly consists of the Companys strength, weaknesses, available opportunities, and

finally the threats that the Company is experiencing or projected to go through.


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SWOT Analysis

Strength and weaknesses are referred to as internal factors of the Company as their impact

starts from within the Company, while opportunities and threats normally originates from outside

of the Company, hence referred to as external factors.

Figure 1: SWOT Analysis of Toyota Company (Internal Factors)

I nternal Factors Strengths Weaknesses

Management Having competent and

experienced management team

and board members

Large size of management

team reduces chances of

moving fast into the targeted

market, because of slow ratein decision making

Offering Hybrid products that are

customer friendly

Expensive in proofing the

market that are right products

for them

Marketing Distribution of products into

the market through wide range

of identified branches

Expensive in establishing this

distribution network

Personnel Have good skilled workforce

who are relied upon

The gap will be big if the

employees left the Company

Finance Improved revenues from sales

made in the global market

Limited workforce and

material may slow down the

growth of the Company in

relation to competitors

Manufacturing Main supplier of material

ensure fast and quality

material

Different supply interests

among the Company suppliers

and other competitors.

R&D Quality of products delivered

is enhanced through out the

period of doing business


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Figure 2: SWOT Analysis of Toyota Company (External Factors)

External Factors Opportuniti es Threats

Consumer/social Stability of the upcomingmarket is highly projected

Low priced products mayproof that the quality of the

products is quite low

Competitive Differentiated products and

prices make the Company to

be quite distinctive in the

market

Products of high technology

are being introduced into the

market by other competitive

companies

Technological Break-through in

technological standings is a

better course for the Company

to improve on the quality of its

products

Economic Improved consumer income

has made it convenient for the

Company to get deep into the

market

Individuals opting for other

products since they have

enough disposable income

Legal/Regulatory Regulatory measures ensuring

fairness in the market and

avoid over-exploitation by

other competitors


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Figure 3: The SWOT Analysis Matr ix

Strengths:

investment in new factoriesdiverse range of products

improved marketing techniques

Opportunities:

hybrid carsselling technology

rising urbanyouth population

Weaknesses:

Maintaining client base

Maintaining production

Threats:

Faulty products

Upcoming manufacturers

Industry Analysis

Toyota Company is able to apply its strengths and opportunities it has to create a competitive

edge in the industry. For instance, the widely differentiated product line is helping the company to

have more global presence. This can also be achieved through entering new markets like China

and Europe. Toyota has previously concentrated on the Japan and American markets and it

needs to setup strategies to penetrate the other markets as well.

Toyota has taken a good position as far as sustainable development is concerned. With the fear

of depletion of the fossil fears coupled with the global warming effects, there is a ready market for

the Toyotas hybrid car. The company can also use this opportunity t sell its technology to other

firms

Company analysis

Toyota Company is one of the worlds leaders in car export and it appears to literally be living its

mission, which is to be the world leader in the creation of automotives that are best in terms of

value. The company is working towards the end of creating a society that is prosperous by

providing their clientele with the best value for their money. They believe in giving the best prices

for the client yet still deliver a vehicle that is at per with those being offered by their other major

competitors. This could be the reason why their products are having a very good market in the


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developing nations. The Company is also conscious about sustainable development, and this

can be clearly seen in its different corporate social responsibilities as well its sustainable

development initiatives aimed at reducing the pollution of the environment.

Customer Analysis

Toyotas customers are very diverse and they range from the low income earners to the very rich.

They are widespread around the world. Toyota has catered for all car needs that may arise for

any individual with their wide range of motor vehicles. They range from small sports cars to big

family vehicles and trucks as well as vans. The customers comprise a varied group of people,

with differing ages, incomes, geographical locations, and social and cultural statuses. Customers

go for Toyota products to satisfy different wants and needs. Low income earners are provided

with a basic mode of transportation that is both within their price range and efficient. Clients going

for class and elegance are also catered for.

Customers purchase Toyota products on individual basis according to their specific needs. In

some cases we have organizations purchasing cars for their firms usage or for their employees.

In such a case, the product buyer and purchaser is not actually the product user. Once

individuals purchase the companys product, there is an increased exposure to its other products.

Product awareness is enhanced through advertisements, newsletters, website information, and

other informational sources. The opportunity for Toyota to generate income from complimentary

products such as books and seminars by members is very big.

Where do they Purchase?

Most of Toyotas products are sold through retail distributors located all over the world. Purchase

can also be made directly from the factories, as is the case with limited edition models. The

increase in the use of electronic commerce,Toyota as well, that is, purchasing products on-line.

Majority of the advertising materials can be obtained in full, on-line view over the Internet. On-line

publications diminish paper waste while giving existing and direct availability of the product to

clients. Customers are able to order a product in stores and with a toll-free number directly from

the company as well (Booz, 2007). This grants customers around the world access to the

companys products.


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When do th ey Purchase?

Individuals can purchase the companys products anytime that they like, at any time of the year.

This is because Toyota sells its cars all year round, except for the limited editions which are

purchased directly from the factories. New users often purchase cars after acquiring a drivers

licence in the case of some countries when going to high school or to college in others. Other

users usually purchase a new car when the old one breaks or gets too old or when they want to

trade in for a newer car or a different model.

Why do th ey Purchase?

Customers select Toyota products over other manufacturers primarily because of their

comprehensive, yet specialized, nature. Toyota offers a diverse range of cars that encompass all

needs of the clients. They are focussed on building and maintaining high standards when it

comes to the products. They offer cheaper alternatives to the clients for the same products from

other manufacturers that are quite expensive. Toyota has also invested heavily on safety in their

cars. As the globe goes green and clients call for an appropriate response from their car

manufacturers, Toyota have responded by investing in hybrid cars, the Prius. This may be the

future of the motor industry. The high quality products make it all that easy for a customer to go

back to the shop and purchase another Toyota product (Flanagan, 2007).

Why Potential Customers Dont Purchase

As is the case for many large organizations, Toyotas target market defines a much wider

population than their customer base actually reflects. There are many car manufacturers who

have come up and the motor industry is currently flooded with many products. Many of these

products are similar, often differing due to one or two features that may or may not be significant.

In this case, it comes down to personal like and dislike. The other reason is the issue of class

and social status. Toyota products do not always give the implication of a high social standing. A

customer may choose to buy a car from a competitor and not from Toyota simply because of

that, and yet the car is the same.

Product-Market Focus

In this section, the Company three year development projections is clearly explained in various

categories, which are developing of a strategic focus; marketing goals and objectives; target

market; and the Company position in the market.


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Developing a Strategic Focus

Toyota has already embraced product differentiation as a major strategy in market penetration

and the strategy is working well. It is determined to use a pricing mechanism that will give it a

competitive edge over its main competitors. The cost of production of a unit for Toyota is

projected to be large but due to possible mass production plants, the overall cost will not be a

huge issue in this case. This means the company will be able to sell its products at an even lower

price yet still remain profitable. The company is taking an advantage of this and using it to

penetrate the markets of emerging economies with affordable products.

Marketing Goals and Objectives

Toyotas enormous size and capacity is a great advantage in meeting industry growth. The

number of clients in need of cars is constantly increasing, thus creating a bigger market for

Toyota and requiring more of their products. The perceived importance of owning a car due to

increased travelling needs in todays largely corporate world is constantly increasing as well.

Toyotas great size will enable them to successfully meet the needs of this growing population of

customers in need of cars (Dobni, 2002, p.41).

The company keeps making quality product and make it a rule not compromise on this, and not

to give in to the competitors pressure and rise their prices then clients will remain loyal to the

company (Armstrong & Kotler, 2002). Then, everyone has a chance to know the real values

behind Toyotas past, current, and hopefully future existence (Armstrong & Kotler, 2003).

Toyota is in the process of engineering lesser platforms to be used in the assembly of its different

models. This is as a cost cutting measure; they intended to compress their platforms from 20 to

ten in the ambitious exercise. This is especially important since their chief rivals; GM and Ford

have made notable improvements in their production process. Toyota is also thinking twice about

its bloated assembly points. It is thinking of best ways to reduce them without hindering its

efficiency (Mullins, Walker & Boyd, 2010).

Target Market

Each of Toyotas products is designed to target a specific market. The design criteria range from

top speed, capacity and exterior appearance like color and shape. There is a high speed, small,

two-seat model cars for the relatively younger and single people who are adventurous to the big


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five-seat models for the family set up. Demographically, they also target situations on the smooth

tarmac road as well as the rough and rugged off road terrain (Thomas, 2001).

Toyota has been previously blamed by the American Markets that their products are lacking in

flair and design unlike those of GM and Ford. This has led the company to be more attentive to

its American designers to make sure this needs are met. The V8 pickup which was launched

recently was as a result of this ambitious. The hybrid model, Primus, has also been transformed

since at its inception, it didnt hit the American market. When they made it look more futuristic, it

resulted in big volumes of sales.

Overly, the Toyota Company is giving its competitors a hard time. Even though it has

experienced challenges like the recent recalls, it is still notable in market leadership position. If

the current impressive results and global positioning of the company is anything to go by, then

this is a position Toyota is not likely to lose any time soon.

Company Posi t ion in the Market

Toyota Company has been producing vehicles and significant products that are not expensive

and readily available. This has been a significant factor that has enabled the Company to have a

major cut in the market , and it is projecting to have most of the market by the end of 2013, as it

has put a cross a number of strategies to enable it reach the set target.

Market Program

This consists of the four marketing mix elements that are designed to fit the market in terms of

their needs and ability to access such products and services.

Product Strategy

The Company is believed to be moving with a strategy of mass production of which it has

enabled it to sell widely in the global market. It has also included the strategy of hybrid product,

where it can double the amount of production for the arising needs in the market.

Price Strategy

The reputation of the Company has been developed by producing high quality vehicles that can

be bought at a reasonable price. The Company has also been using tactful pricing strategies

through price differentiation so that they are different from other automobile producers.


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Locat ion Strategy

Being a global producer and supplier of Toyota automobiles and their components, Toyota

Company has positioned itself all over the world giving it a clear cut within the market. Within

three years to come, it is working towards the achievement of about 35 percent of the market

share, and this will make it to be best and top supplier of automobile products.

Promotion Strategy

The Company is determined to use a pricing mechanism that will give it a competitive edge over

its main competitors. This is a mechanism that it is using to market itself so that it can get hold of

market share that will see it better in achieving the highest level in the market.

Marketing Implementation Analysis

Toyotas main focus will be in reaching the new markets of China and Europe. It will also be

concerned about the competition from other firms like Ford and GM. An advantage the company

has is the widely differentiated product range. Establishing new factories in these new markets as

well as opening up new franchises will help the company in getting an ease of penetrating the

new markets

Human resource is one of the most important aspects in this plan. The company should always

make sure they have highly motivated staff as this is directly proportional to good production both

in the qualitative and quantitative aspects. Toyota can do this by coming up with schemes of

rewarding their employees like helping them own cars subsidized rates. The company should

also make sure the personnel are the best in terms of technical know-how. The company needs

to carry out frequent training towards this end.

Financial data and Projections

The previous years have seen Toyotas profit grows each year with an exception of 2009 due to

the economic downturn as well as the recalls. The figures below illustrate this

Figure1: Toyotas impressive performance in the last four years(Johnson, 2009)


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With the advent of more efficient production technologies coupled with the entrance into the new

markets, it is expected that the increase in profits will continue for the next five years. Below are

the projections for the next five year period

Figure2: Projected Financial returns for the next five years (Johnson, 2009)

Sales Forecast Millions of Yen

year 2009 2010 2011 2012 2013

Net SalesOperating income

Ordinary Income

Net Income

ResearchDivindends/yen

1,243,445

54,12070,912

46,123

30,051

32

1,455,650

65,02380.636

47,999

32,051

44

1,900,340

89,954108,484

60,231

30,051

50

1,957,879

98,0530125,444

81,234

20,051

60

2,000,534

99,76014,343

57,576

30,051

78


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7.1 Tactical Marketing Activities

Toyota has taken a bold step in being a leader in sustainable development. This position will

need some innovations which translate to expenditure. They are however necessary as a way of

staying ahead of competition. The activities the company will embark on are given in figure 3

Figure 3: Tactical Marketing activities

Specific Tactical Activities

Person/Department

Responsible

Required

Budget millions

of yen

Completion

Date

Product Activities

1.Car air conditioning compressor

2.DC-DC converters for fuel efficiency

3.Low Exhaust Emission Engine

Production

engineers and

Product

management

30.45 2011

Pricing Activities

1.New Technologies

2.Compression of Production platforms

3.Merger of Assembly points

Operations

management

15.25 2012

Distribution Activities

1. Opening up of new factory in America and

china

2. Machine handling

3.Logistical operations

Logistics

management

21.40 2010

IMC (Promotion) Activities1.Concerts

2.Volunteer

3Youth Invention club

Marketing manager 9.20 2012

8.0 Implementation Plan

There are a number of activities that have been projected within a life span of three years andthe following representation shows the aspects that have been targeted and within what strategic

period of time.


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Year To be Achieved New Targeted

Markets (millions)

Cumulative Targeted

Markets (millions)

Today (2010) Working towards

hybrid products

250 250

1stYear (2011) Introduction of pricing

mechanism and price

differentiation

strategies.

320 600

2nd

Year (2012) Enhancing hybrid

products by use of new

technologies

370 970

3rd

Year (2013) Product differentiation

to meet the needs of

the market

420 1320

9.0 Evaluation and Control

There is a monitoring and evaluation team that will be set to watch over the progress of the

company in realizing the strategic goals. The short term goals will be clearly watched and

corrections put in place where targets are missed for they are the keys to fulfilling the long term

goals. Currently, the Company has made a clear step forward in ensuring that hybrid vehicles are

being produced, and so far the market has started improving in terms of overall reception ofthese brands of vehicles. Another aspect that is supposed to be considered here is the speed of

the roll-out program of pricing mechanism introduced. Currently, it has taken the market by

surprise as most of Toyota products are found to be customer friendly. The Company has been

able to come up with a differentiation program for its products and this has helped it to have a

huge market share. It is projects to improve and reach the target within three years and this will

be determined by the rate of growth and the total number of market reached.


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Question 3

Toyota's past through founder Sakichi Toyoda's ideals and its near term future through the Yaris

Hybrid Concept.

The English language version of the Environmental Report 2011 published by Toyota Corporate

in Japan is now available online. The latest report marks the first time, since 1998 when the

Sustainability Report was first published, that TMC has decided to issue an independent report

featuring a focused and more in-depth reporting on environmental activities undertaken by TMC

as well as its overseas subsidiaries between April 2010 and March 2011.

The Environmental Report 2011 is designed to be accessible to as many readers as possible by

being simply divided into two distinct sections: Reading Section and Facts & Figures Section.

The Reading Section presents an outline of Toyotas environmental activities in a narrative while

for more in-depth understanding of environmental activities taken by TMC and its subsidiaries

can be found in the Facts & Figures Sections.

Commenting on the importance of the environment for Toyota, President of TMC and Chairman

of the Toyota Environment Committee, Akio Toyoda ash the following to say:

Quote:

Humankind faces urgent issues concerning both the global environment and energy. In short, if

automobiles are to remain a vital mode of transportation for people and society over the next

century, developing the next generation of environmental vehicles is the most important thing we

can do.

In Europe, Toyota Motor Europe published its own annual Toyota and the Environment brochure

in June 2011 highlighting Toyotas current and future environmental vehicle technologies as well

as outlining case studies of environmental activities undertaken by Toyotas manufacturing and

retailer operations in Europe. This years edition of the TME Sustainability Report was published

in September, providing a more in-depth analysis of Toyotas environmental, social and

economic performances in Europe between April 2010 and March 2011.

Toyota Motor Europe Sustainability Report Highlights:


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Toyota is striving to reduce all types of emissions from its vehicles as we work towards the

ultimate goal of sustainable mobility.

Carbon dioxide (CO2) is one of the principal emissions from internal combustion engines.

Although the transport industry is only partly responsible (see chart below), urgent action is

needed to reduce CO2 emissions and halt global warming.

CO2 is not the only harmful emission from fossil fuelled transport however. Particulate matter

(PM) and nitrogen oxides (NOx) are also reducing the quality of the air we breathe.

Hybrid is the key

Faced with these challenges, Toyota has been investing for many years in the development of

powertrains that use different energy types including electricity, petrol, diesel and alternative

fuels. Hybrid technology is at the heart of the solution because it can be applied to raise the

efficiency of each of these powertrains.


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With this multi-source approach underpinned by hybrid technology, Toyota aims to provide

customers with the right vehicle at the right time as low-carbon technology solutions are

developed.

Short TermBy increasing the performance and availability of hybrid (gasoline/electric) vehicles,

and continually making gasoline engines more fuel efficient and diesel engines cleaner for

todays cars. Plug-in Hybrid Electric Vehicle (PHEV) will be launched in 2012 and represents the

best of both worlds, combining the benefits of hybrid and electric technology.

Longer TermBy developing alternative fuels, such as hydrogen and bio-fuels, and more

efficient battery-powered electric systems.

These are Toyotas real solutions for today and tomorrow.

Three Major Challenges

In the journey towards sustainable mobility, there are three major challenges that have to be

resolved:

Diversify energy sources and reduce dependence on fossil fuels.

Help stop global warming by reducing CO2 emissions.

Improve air quality, reducing PM and NOx emissions in particular. The current generation Prius,

Auris hybrid and CT200h are already > 10 times cleaner than Diesel Euro VI, the next generation

of diesel power train emissions requirements to be instituted in 2014.

PRIUS PHEV

Quote:

During the week I use my Prius Plug-in Hybrid as an electric car, recharging at home in the

evening. On weekends for longer trips, I drive it as a hybrid. Its the best of both worlds!

The next major step in Toyotas efforts to create the eco -car is the PHEV, currently a limited

production derivative of Prius that combines hybrid driving with electric from the grid driving.


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This car can drive 62 miles on 2.6L of fuel (NEDC figures), generating less than 60 g of CO2 in

the process.The PHEV can be charged either during driving like a regular hybrid or by connection

to a normal household plug.

The latest Toyota trial shows that this Prius PHEV uses up to 49% less gasoline than a

conventional gasoline vehicle of similar size.

The new arrival can travel 15 miles on electricity alone, up to a speed of around 62 mph with no

local emissions.

Driving the PHEV

Road trials have unsurprisingly exceeded driver expectations:

The Prius PHEV could have running costs up to 20% lower than those of the standard Prius

hybrid.

The 15-mile EV range is sufficient for the majority of city-user trips.

The Prius PHEV is easy to use and easy to charge.

The Prius PHEV is fun to drive. Well, its fun to drive on EV but it isnt completely fun to drive.

In a further step towards commercialization, around 200 Prius PHEVs are currently being tested

with selected public and private customers in Europe.

Toyota plans to introduce more than 50,000 Prius PHEVs worldwide in 2012. An optimistic

projection given the upcharge for the additional 3.1 kWh pack


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Question 4.1

Strategic Overview of Apple Inc

Apple Inc. is a technology company, which designs, produces and sells goods of the Computer,

Music and Mobile-phone Industries. It is differentiated by its brand-perception and identification.

Over the last couple of years, Apple has become a cult-brand, thanking its iLife, iTunes,

QuickTime and iMachines. Apple Inc.s short-term goals is currently increasing the sales of the

just launched iPad (the most innovative web=browser in market). In the long-run, Apple aims for

the top of the market, becoming the number one leader..Apple Inc has incorporated numerous

features that are unique and well known in the market today. Highly advanced technology,

simplicity and design, and the sense of luxury are the main features integrated in these

products. More over the comfort and convenience that these products provide are very crucial.

One of the main reasons which inspired our team to choose Apple Inc. is its unique, simple and

luxurious image that Apple has created in the market over the years. Think differently which is

an inspiring motto, made us believe that simplicity and creativity combined with luxury can lead to

a successful and profitable company, such as Apple. Another component that we found to be

challenging was to understand Apples goals, objectives and their secretof being successful. A

very important fact about Apple products today is that these products are globally spread.

Single most important issue facing the corporation today

As mentioned above, 2010 came with the launching of the iPad, which is a totally differentiated

product in the market. It is a web-browser, which also can be used as laptop, and can be useful

in every aspect of educational and professional areas. Its price, compared to regular Apple

prices, is pretty affordable, which is an incentive for more buyers to purchase. This is the main

goal of Apple in the current day.

Question 4.2

The PEST analysis helps determine the current situation of Apple Inc., identifying potential

influences of the political, economic, social and technological sectors; and have a glimpse into

the future of Apple inc.


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Political Influences:

It is reported that in 2007 52% of sales of Apple were from outside America. Bad international

relations, wars and terrorism might influence Apple in a huge manner; moreover these are all

factors Apple has no ability to control. Apple Inc. produces many of its parts and products outside

the U.S., like Ireland, Czech Republic, Korea, China, and Cork. Political Conflicts between the

U.S. and any of these states may have awful outcomes for Apple Inc.

Economic Influences:

The global economic depression might have immense impact on Apple Inc. The inflation rate is

high, while consumers incomes didnt have significant changes, moreover the unemployment

rate has increased, leading consumers to spend less, especially on luxury products, as Apple

products might be viewed. Even though the U.S. dollar has lost value, Apple Inc. is not as

endangered economically. The corporation has purchased itself foreign currency, to minimize the

economic effects of inflation on Apple Inc. It needs to be said that the U.S. dollars depreciation

has in fact increased Apples revenue in theinternational market.

Social Influences:

Globalization includes the interaction of people worldwide, for which technology plays the main

role. Todays World cannot be imagined without technological devices as Computers, mobile

phones etc. Apple is the globally seen as the King of technology, not because of most usage, but

quality and design .Another big social influence is the music industry, which over the last decade

has become virtual and set its market to the cyberspace. Apple having developed the biggest

virtual media store, iTunes, is well ahead any other competition of this direction. Web piracy

might be a threat, but most governments punish those behaviours.

All in all, Apples image also portrays the modern individuals lifestyle, combining functionality

with design, leading to brand identification and loyalty. Therefore social influences have positive

effects on Apple Inc.

Technological Influences:

The technology market for computers and mobile phones has become huge, adding more

competition in the market. Also technology innovations and changes are almost as fast as light,

therefore the products lifecycle is very short. Investing largely in Research and Product

Development, Apple is on top of the market, regarding innovative products. This includes making


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the work for the competition to follow, but its stillbetter because innovation is a big part of the

brand and has shown to pay out.

Question 4.3

In the past decade Apple, Inc. has gone from being a minor player in the pc industry to a major

player in the consumer electronics industry. Through fearless innovation they have developed

products that have revolutionized the consumer electronics industry. As a result their brand

recognition has increased exponentially and they have added significantly to their legion of

devoted followers. Apple is about design, their electronic products are stylish, their advertising is

stylish, their hardware and software are stylish, and like all things stylish there is a significant

price tag. However also like all things stylish, consumers are fickle and their tastes frequently

change with the next big technology improvement. Additionally, Apple still maintains control over

every aspect of their product lines, this in the past proved to be a mistake that relegated them to

a niche market in the pc industry.

Recommendation 1 Collaboration

Brief Description: In order to avoid Apples mistake of partnering with only one company, that

might in fact be providing an inferior service, partner with several companies for product

distribution and support.

Implementation: Identify companies where partnership opportunities are available by

investigating current product partnerships and companies that might be suitable for our

products distribution and support. Search initially for start-up companies that have strong

financial backing and lack significant partnerships at present or that are maintaining multiple

partnerships. Perform competitive analysis of and competitive intelligence research on

selected company or companies. Approach companies and set up meetings to propose

partnering for new product launch.

Ramification:

Pros:


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Startups may be eager to partner

Can assist with networking

Better ability to bargain our position

Can assist with training on our product

Increased loyalty from a young company

Defray risk and expense of product launch

Potential for tax advantages

Cons:

Startups may lack fiscal stability

Startups may experience high staff turnover

Lack of experience in distribution and support

Lack of network

Increased expenses for our company

Increased competition if relationship isnt exclusive

Increased legal expenses

Increased liabilities

Evaluation: Gather available secondary research data on prospective companies utilizing

newspapers, trade journals, filings, the Internet, etc. Gather primary research by interviewing

suppliers, distributors, current and past customers, etc. Evaluate gathered company data and

narrow selection to several best options that have significant product launch experience.

Approach these selected companies letting them know you are interested and request

references, marketing materials, ask specifically for description of successes. Approach

companies to set up preliminary discussions and make further evaluations based upon these

meetings. Select best candidates for product launch partnering and have contracts

negotiated. Periodically review success of product partnership by reviewing sales figures,

customer service, marketing strategies, and other pertinent factors.

Recommendation 2 Markets

Brief Description: Concentrate on opening brick and mortar retail stores in foreign markets


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that Apple has so far neglected by surveying which countries Apple has not entered that are

technologically conducive to our product adapting Apples retail customer service standards.

Entry into these markets can provide eventual access to neighboring markets and direct

competition with Apples products.

Implementation: Compare preliminary country demographics to determine suitability for

marketing our product by researching the World Bank, UN trade and development

documents, the State Department, and other sources in emerging markets that Apple has not

yet entered. Select emerging markets with high-tech capabilities and a culture predisposed to

utilizing our product. Investigate the trade and legal environments in the selected countries.

Determine the advantages of a Greenfield initiative vs. an acquisition in each of the selected

countries. Investigate financing alternatives and secure financing. Retain legal representation

in selected countries. Contact realty agency in selected countries to assist in searching for

retail space in high density population centers. Coordinate minor adaptations of product to

suit market. Tailor marketing and advertising strategies based upon cultural influences.

Lease property, begin marketing, develop retail space, hire and train workforce, schedule

opening, and ship inventory.

Ramification:

Pros:

New product introduction in an emerging market

Limited competition initially

Currency exchanges

Increased global brand awareness

Cons:

Competition in a foreign market

Tax disadvantages

Legislative problems

Trade regulations


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Evaluation: Periodically review sales figures for product lines. Implement customer service

and product surveys.

Athough Apple is a relative newcomer in the consumer electronics market through innovation

and fearless experimentation they have completely revolutionized the field. They still appear

to be somewhat entrenched in their older strategy as a pc hardware and software

manufacturer and also appear to be somewhat reluctant to change their business practices,

this could be a potential disadvantage. This strategy has so far been successful in the last

decade as their consumer electronics have developed, but as technology continues changing

they could easily be left behind by the next newest thing. Additionally they appear to be

repeating the same mistakes with compatibility in that they are trying to be one company that

does everything and they are reluctant to relinquish control.

Competitors should avoid their mistakes by being open to collaboration and by partnering

with other high tech companies.


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