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An Assignment On Generation “Y”Communication Tools
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An

Assignment

On

Generation “Y”Communication Tools

Submitted By: M2 (01, 11, 21, 31, 41, 51)

(PGDM-Marketing)

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Introduction

Generation Y (sometimes referred to as "the Millennials") refers to a specific cohort of individuals born, roughly, between 1980-83 and 1994 (first half) and 1995-2001 (second half). "Generation Y" alludes to a succession from Generation X, a term which was made popular by the Canadian fiction writer Douglas Coupland in 1991. Generation Y are primarily children of the Baby boomers and Generation Jones (US only), though some are children of older Gen X adults.

Generation Y defined demographically

United States of America

The term “Echo Boom” (used in reference to Gen Y) refers to a five year span between 1989 and 1994 when, for the first time since 1964, the number of live births in the US reached over four million. Previously, even the number of 1965 (3.76 million) was not reached until 1985. Also, the number of births in 1971 (3.56 million) has yet to be reached according to the 2000 US census. If the years 1981–2000 are used, as is common in market research, then the size of Millennials in the United States is approximately 76 million.

Millennials defined sociographically

Millennials have a reputation for being peer oriented and seeking instant gratification. Millennials, like other generations, are shaped by the events, leaders, developments and trends of its time.

Trends among members

As with previous generations, many trends (and problems) began to surface as members of Millennials came of age.

Members of this generation are facing higher costs for higher education than previous generations.

The Boomers have been labeled the "sandwich generation" because so many of their Gen Y offspring remain home well into their 20s right at the time that their own parents need more care.

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As members of Millennials in the United States begin to enter colleges and universities in large numbers, some of their Baby Boomer parents are becoming helicopter parents. Many college advisors and administrators worry that this could have a negative effect on Millennials's social progress, ego, and developing maturity.

Gen Y represents more than 70 million consumers in the United States. They earn a total annual income of about $211 billion spend approximately $172 billion per year and considerably influence many adult consumer buying choices. They also face a greater degree of direct corporate predation than any other generation in history.

A 2008 survey by UK recruitment consultancy Fresh Minds Talent in partnership with Management Today suggested that Millennials are generally more ambitious, brand conscious and tend to move jobs more often than ever before. The survey of over 1,000 people, entitled Work 2.0, also revealed several misconceptions about Millennials, including that they are as loyal as their predecessors and believe that their job says something about them as individuals.

Millennials have experienced family breakdown (one in two marriages now end in divorce in the US). The rates of two parents working are seen at higher levels than seen during the formative years of older generations. This has greatly changed their relationships at home when compared to their parents and grandparents. This may have led them to be more peer-oriented and may be a contributing factor to the premium that Gen Y workers place on workplace culture (see above under Millennials at work).

A 2007 episode of the American news magazine 60 Minutes entitled The Age Of The Millennials proposed that members of the Millennial Generation are exceptionally tech-savvy, are especially tuned to their own value in the job market, have limited loyalty to any particular employer, and insist on working in a stimulating job environment. However, these are simply characteristics and attitudes that were previously attributed to Generation X in works such as in the 1999 article "The Hunter-Gatherers of the Knowledge Economy: The Anthropology of Today's Cyberforagers" by David Berreby, so these behaviors may be consequences of modern culture or of the modern economy rather than qualities of a particular generation.

Millennials are commonly referred to as the Internet generation, Generation Z and digital natives because they have lived their entire lives immersed in digital technologies. Generation Y/Millennials (1980-1996) have enjoyed the luxuries of digital technology their entire lives including the massive and lucrative video game industry.

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Generation Y & technology

In a survey held in US it was found that mostly individuals of Gen Y uses technology in the following terms;

97% own a computer. 94% own a cell phone. 76% use Instant Messaging. 15% of IM users are logged on 24 hours a day/7 days a week. 34% use websites as their primary source of news. 28% author a blog and 44% read blogs. 49% download music using peer-to-peer file sharing. 75% of college students have a Face book account. 60% own some type of portable music and/or video device such as an iPod.

Before studying communication tools for Gen Y individuals it is necessary to have a look of consumer behavior.

Consumer behavior

It is the study of how people buy, what they buy, when they buy and why they buy. It blends elements from psychology, sociology, sociopsychology, anthropology and economics. It attempts to understand the buyer decision making process, both individually and in groups. It studies characteristics of individual consumers such as demographics, psychographics, and behavioural variables in an attempt to understand people's wants. It also tries to assess influences on the consumer from groups such as family, friends, reference groups, and society in general. Belch and Belch define consumer behavior as 'the process and activities people engage in when searching for, selecting, purchasing, using, evaluating, and disposing of products and services so as to satisfy their needs and desires'.

Integrated marketing communication tools

IMC is a strategic business process used to plan, develop, execute and evaluate coordinated, measurable, persuasive brand communication programs with consumers, customers, prospects employees and other relevant external and internal audiences. The goal of IMC is to generate short-term financial returns and build long-term brand value.

“A concept of marketing communications planning that recognizes the added value of a comprehensive plan that evaluates the strategic roles of a variety of communication disciplines - for example, general advertising, direct response, sales promotion, and public relations- and combines these disciplines to provide clarity, consistency, and maximum communications impact”.

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Scope Of The study: This study is confined to find out the customer’s preference for different Gen Y communication tools. The samples have been taken from Siva Sivani Institute of Management Kompally, Secunderabad.

Research Objectives: The objective of the study is to find out the customer’s preference for different Gen Y communication tools.

Hypothesis:

Keeping in mind the above objectives following hypothesis were framed:

H0: Personal factors such as gender and educational qualification of users influence the preference of customers regarding to Gen Y communication tools.

H1: Personal factors such as gender and educational qualification of users do not influence the preference of customers regarding to Gen Y communication tools.

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Review of Literature

For understanding the communication tools for Gen Y we are taking some of the sectors such as FMCG, Automobile, Cosmetics and Retail. Gen Y generally take the assistance of these tools which are given below;

Changing scenario of marketing communication

Mass markets have fragmented, causing marketers to shift away from mass marketing to target marketing.

Improvements in information technology are facilitating segmentation.

Media fragmentation has occurred with companies doing less broadcasting and more narrowcasting.

Need for Integrated Marketing Communications

Conflicting messages from different sources or promotional approaches can confuse company or brand images.

Target Audience

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The problem is particularly prevalent when functional specialists handle individual forms of marketing communications independently.

The Internet must be integrated into the broader IMC mix

Best bet is to wed traditional branding efforts with the interactivity and service capabilities of online communications

The concept under which a company carefully integrates and coordinates its many communications channels to deliver a clear, consistent, and compelling message about the organization and its products.

Communication Process

Communications efforts should be viewed from the perspective of managing customer relationships over time. The communication process begins with an audit of all potential contacts a customer might have with the brand. Effective communication requires knowledge of how communication works.

Elements in the Communication Process

Developing Effective Communication

Step 1: Identifying the Target Audience

Affects decisions related to what, how, when, and where message will be said, as well as who will say it

Step 2: Determining Communication Objectives

Six buyer readiness stages

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Step 3: Designing a Message

AIDA framework guides message design.

Message content contains appeals or themes designed to produce desired results• Rational appeals• Emotional appeals-Love, pride, joy, humor, fear, guilt, shame• Moral appeals

Message Structure: Key decisions are required with respect to three message structure issues:

• Whether or not to draw a conclusion• One-sided vs. two-sided argument• Order of argument presentation

Message Format: Design, layout, copy, color, shape, movement, words, sounds, voice, body language, dress, etc.

• Step 4: Choosing Media

• Personal communication channels• Includes face-to-face, phone, mail, and Internet chat

communications• Word-of-mouth influence is often critical• Buzz marketing cultivates opinion leaders• Nonpersonal communication channels• Includes media, atmosphere, and events

• Step 5: Selecting the Message Source

• Highly credible sources are more persuasive• A poor spokesperson can tarnish a brand

• Step 6: Collecting Feedback

• Recognition, recall, and behavioral measures are assessed• May suggest changes in product/promotion

Setting the Total Promotional Budget

• Specific objectives are defined• Tasks required to achieve objectives are

determined•

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• Costs of performing tasks are estimated, then summed to create the promotional budget

Setting the Overall Promotion Mix

• Determined by the nature of each promotion tool and the selected promotion mix strategy.

Promotion tools under IMC

Advertising

• Reaches large, geographically dispersed audiences, often with high frequency• Low cost per exposure, though overall costs are high• Consumers perceive advertised goods as more legitimate• Dramatizes company/brand• Builds brand image; may stimulate short-term sales• Impersonal; one-way communication

Advertising include print & broad cast ads, packaging, motion pictures, brouchers and booklets, posters and leaflets, directories, reprints of ads, billboards, display signs, point of purchase displays, audio visual material, symbols and logos and video tapes.

Personal Selling

• Most effective tool for building buyers’ preferences, convictions, and actions• Personal interaction allows for feedback and adjustments• Relationship oriented• Buyers are more attentive• Sales force represents a long-term commitment• Most expensive of the promotional tools

Personal selling includes sales presentations, sales meetings, incentive programs, samples, fairs and trade shows.

Sales Promotion

• Makes use of a variety of formats: premiums, coupons, contests, etc.• Attracts attention, offers strong purchase incentives, dramatizes offers, boosts

sagging sales• Stimulates quick response• Short lived• Not effective at building long-term brand preferences

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Sales promotion includes contests, games, sweepstakes, lotteries, premium and gifts, sampling, fair and trade shows, exhibits, demonstrations, coupons, rebates, low-interest financing, entertainment, trade-in allowances, continuity programs and tie-ins.

Public Relations

• Highly credible• Many forms: news stories, news features, events and sponsorships, etc.• Reaches many prospects missed via other forms of promotion• Dramatizes company or benefits• Often the most underused element in the promotional mix

Public relations include press kits, speeches, seminars, annual reports, charitable donations, publications, community relations, lobbying, identity media and company magazine.

Direct Marketing

• Many forms: Telephone marketing, direct mail, online marketing, etc.• Four distinctive characteristics:

Nonpublic Immediate Customized Interactive

• Well-suited to highly targeted marketing efforts

Direct marketing includes catalogs, mailings, telemarketing, electronic shopping, TV shopping, Fax mail, E-mail and voice mail.

Implication of IMC tools for Gen Y

It takes more than selective targeting to market effectively to Generation Y. Members of Generation Y seeks products that create an ambiance and community experience, rather than just provide a function. They like brands to express a reality in which they are involved, interconnected, and interactive. To be successful, build a brand with them, not for them. “Computers have made knowledge cool through a fusion of fun and learning. Merchandise concepts that make exploring the unknown fun, bring information to life, or challenge consumers to design their own products will be a sure-fire hit. Also, look for cause-related tie-ins, lifestyle sponsorships, interactive promotions, etc. to become more means by which brands can provide memorable experiences and build community. Some very large brands are struggling to learn these lessons. Therefore, they are having difficulty earning the loyalty of today’s youth. Labels that defined popular tastes when Baby Boomers were young are no longer fashionable. Names such as Nike and Levi-Strauss are battling falling sales and eroding market share.

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Organization Profile

Revlon

Revlon was founded in the midst of the Great Depression, 1932, by Charles Revson and his brother Joseph, along with a chemist, Charles Lachman, who contributed the "L" in the REVLON name. Starting with a single product — a new type of nail enamel — the three founders pooled their resources and developed a unique manufacturing process. Using pigments instead of dyes, Revlon developed a variety of new shades of opaque nail enamel. Successful in salons from the start, in 1937 Revlon started selling the polishes in department stores and drug stores. In six years the company became a multimillion dollar organization. By 1940, Revlon offered an entire manicure line, and added lipstick to the collection. During World War II Revlon created makeup and related products for the U.S. Army, which was honored in 1944 with an Army-Navy Award for Excellence.

By the end of the war, Revlon listed itself as one of America's top five cosmetic houses. Expanding its capabilities, the company bought Graef & Schmidt, a cutlery manufacturer seized by the government in 1943 because of German business ties. This acquisition made it possible for Revlon to produce its own manicure and pedicure instruments, instead of buying them from outside supply sources. In 1952 Revlon launched a fragrance called "Fire and Ice", which was heavily publicized over the radio with ads featuring Bob Hope and Red Skelton. By 1955, Revlon sponsored the CBS television show The $64,000 Question. The same year rival Hazel Bishop brought formal allegations of wiretapping. Revlon argued they monitored their employees' telephone calls for "training" purposes, but agreed to stop the practice. The same year Revlon reorganized as Revlon, Inc.

In November 1955, Revlon went public. The IPO price was $12 per share, but it reached $30 per share within 8 weeks. In the 1960's, Charles Revson segmented Revlon Inc into different divisions, each focusing on a different market. He borrowed this strategy from General Motors. Each division had its own target customer: Princess Marcella Borghese was an upscale, international line; Ultima II was the premium line; Revlon was the largest, and popular-priced brand; Natural Wonder was aimed at the junior customer; Moon Drops was aimed at dry skins; and Etherea was a hypo-allergenic brand. There is an unsettled debate as to whether Estee Lauder stole Revson's idea and created Clinique, or the other way around. However, there is no debate which hypo-allergenic line became successful. Revlon's non-beauty ventures were not so successful, either.

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In 1957, Revlon acquired Knomark, a shoe-polish company, and sold its shoe-polish line Esquire Shoe Polish in 1969. Other poorly chosen acquisitions, such as Ty-D-Bol, the maker of toiler cleansers, and a 27 percent interest in the Schick electric shaver company were also soon discarded. Evan Picone, a women's sportswear manufacturer which came with a price tag of $12 million in 1962, was sold back to one of the original partners four years later for $1 million. However, the 1967 acquisition of U.S. Vitamin and Pharmaceutical Corporation did make Revlon, for a while, a leader in diabetes drugs. The company had begun to market its products overseas at the end of the 1950s. By 1962, when Revlon debuted in Japan, there were subsidiaries in France, Italy, Argentina, Mexico, and Asia. Revlon's entrance into the Japanese market was typical of its international sales strategy. Instead of adapting its ads and using Japanese models, Revlon chose to use its basic U.S. advertising and models. Japanese women loved the American look, and the success of this bold approach was reflected in the 1962 sales figures, which were almost $164 million. In 1968, Revlon introduced Eterna27, the first cosmetic cream with an estrogen precursor called Progenitin (pregenolone acetate), as well as introducing the world's first American fashion designer fragrance, Norman Norell. Later, Revlon launched Braggi and Pub for men, and a line of wig maintenance products called Wig Wonder. In 1970 Revlon acquired the Mitchum line of deodorants.

In 1973, Revlon introduced Charlie, a fragrance designed for the working woman's budget. Geared to the under-30 market, Charlie model Shelley Hack in Ralph Lauren clothes personified the independent woman of the 1970s. This is the first perfume ad to feature a woman wearing pants. Charlie was an instant success, helping to raise Revlon's net sales figures to $506 million for 1973 and to almost $606 million the following year. Their follow-up fragrance, Jontue, quickly began the number 2 best seller. In 1975, Charles Revson died. Michel Bergerac, who Revson had hired as President of the company, continued to grow the organization. Revlon acquired Coburn Optical Industries, an Oklahoma-based manufacturer of ophthalmic and optical processing equipment and supplies. Barnes-Hind, the largest U.S. marketer of hard contact lens solutions, was bought in 1976 and strengthened Revlon's share of the eye-care market. Revlon purchased Armour Pharmaceutical Company, a division of Armour and Company, from the Greyhound Corporation in 1977. Other acquisitions included the Lewis-Howe Company, makers of Tums antacid in 1978. These health-care operations helped sales figures to pass the $1 billion mark in 1977, bringing total sales to $1.7 billion in 1979.

By the mid-1980s, Revlon's health-care companies, rather than Revlon's beauty concerns, were innovating and expanding. Reluctant to initiate beauty-product development or department store promotions, Revlon lost ground to Estée Lauder, a privately held company whose marketing strategy of high prices with accompanying gifts had earned it almost universal center-aisle department store space. This caused Revlon's share to drop from 20 percent to 10 percent of department store cosmetics sales. Sales at the drugstore also declined as Revlon lost share to Noxell's Cover Girl brand. Revlon compensated with more acquisitions; Max Factor, Ellen Betrix, Charles of the Ritz, Germaine Monteil,

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Almay, Fermodyl, Lancaster, Aziza, and Halston. The 1977 acquisition of Carlos Colomer, a Spanish professional beauty supply distributor, brought Fermodyl and Roux and helped introduce Revlon to the world of ethnic care: Creme of Nature, Realistic, Lovely Color and Milk and Honey became highly successful international. In 1983 the company attempted an unsuccessful hostile takeover of Gillette.

On November 5, 1985, at a price of $58 per share, totaling $2.7 billion, Revlon was sold to Pantry Pride (later renamed to Revlon Group, Inc.), a subsidiary of Ronald Perelman's MacAndrews & Forbes Holdings. The highly leveraged buyout--engineered with the help of junk bond king Michael P. Milken--saddled Revlon with a huge $2.9 billion debt load, which became an albatross around the company's neck for years to come. Pantry Pride Inc. offered to buy any or all of Revlon's 38.2 million outstanding shares for $47.5 a share when its street price stood at $45 a share. Initially rejected, he repeatedly raised his offer until it reached $53 a share while fighting Revlon's management every step of the way. Forstmann Little & Company swooped in at $56 a share, a brief public bidding war ensued, and Perelman triumphed with an offer of $58 a share. Perelman paid $1.8 billion to Revlon's shareholders, but he also paid $900 million of other costs associated with the purchase.[1] Perelman had Revlon sell 4 divisions: 2 for $1 billion, vision care division for $574 million and National Health Laboratories division became a publicly owned corporation in 1988. Additional makeup lines were purchased for Revlon: Max Factor in 1987 and Betrix in 1989 later selling them to Procter & Gamble in 1991.

In the late-1980's and early 1990's, fashion photographer Richard Avedon began shooting up and coming top fashion models for the advertising campaign "The Most Unforgettable Women in the World wear Revlon".As of June 2007, Revlon has reported 27 consistent quarterly losses, with only minor relief through selling off divisions and businesses. Today Revlon is but a fraction of the size it once was, only housing the Revlon, Almay, Mitchum, and Jeanne Gatineau lines. It still owns Ultima II, which is no longer sold in North America, and is rumored to be next on the chopping block.

Product Lines

Age defying Colorstay Colorstay mineral collection Limited edition collection Revlon beyond natural Super lustrous

Products

Age Defying Precise Wrinkle Eraser with Botafirm Age Defying Instant Firming Face Primers with Botafirm Age Defying Makeup with Botafirm for Normal/Combination Skin Age Defying Makeup with Botafirm for Dry Skin

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Super Lustrous Absolutely Fabulous ColorStay Moon Drops Flex New Complexion Outrageous Absolutely Fabulous Aquamarine Line & Shine Mitchum Skinlights Lady Mitchum

Toyota

In 1933, Toyoda Automatic Loom Works created a new division devoted to the production of automobiles under the direction of the founder's son, Kiichiro Toyoda. Kiichiro Toyoda had traveled to Europe and the United States in 1929 to investigate automobile production and had begun researching gasoline-powered engines in 1930. Toyoda Automatic Loom Works was encouraged to develop automobile production by the Japanese government, which needed domestic vehicle production partly due to the worldwide money shortage and partly due to the war with China. In 1934, the division produced its first Type A Engine, which was used in the first Model A1 passenger car in May 1935 and the G1 truck in August 1935. Production of the Model AA passenger car started in 1936. Early vehicles bear a striking resemblance to the Dodge Power Wagon and Chevrolet, with some parts actually interchanging with their American originals.

Although the Toyota Group is best known today for its cars, it is still in the textile business and still makes automatic looms, which are now computerized and electric sewing machines which are available worldwide. Toyota Motor Co. was established as an independent and separate company in 1937. Although the founding family's name is Toyoda, the company name was changed in order to signify the separation of the founders' work life from home life, to simplify the pronunciation, and to give the company a happy beginning. Toyota is considered luckier than Toyoda in Japan, where eight is regarded as a lucky number, and eight is the number of strokes it takes to write Toyota in katakana. In Chinese, the company and its vehicles are still referred to by the equivalent characters (traditional Chinese: 豐田; simplified Chinese: 丰田; pinyin: fēng tián), with Chinese reading. During the Pacific War (World War II) the company was dedicated to truck production for the Imperial Japanese Army. Because of severe shortages in Japan, military trucks were kept as simple as possible.

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For example, the trucks had only one headlight on the center of the hood. The war ended shortly before a scheduled Allied bombing run on the Toyota factories in Aichi. After the war, commercial passenger car production started in 1947 with the model SA. In 1950, a separate sales company, Toyota Motor Sales Co., was established (which lasted until July 1982). In April 1956, the Toyopet dealer chain was established. The following year, the Toyota Crown became the first Japanese car to be exported to the United States and Toyota's American and Brazilian divisions, Toyota Motor Sales Inc. and Toyota do Brasil S.A., were also established. Toyota began to expand in the 1960s with a new research and development facility, a presence in Thailand was established, the 10 millionth model was produced, a Deming Prize and partnerships with Hino Motors and Daihatsu were also established. The first Toyota built outside Japan was in April 1963, at Port Melbourne in Australia. By the end of the decade, Toyota had established a worldwide presence, as the company had exported its one-millionth unit.

With high gas prices and a weak US economy in the summer of 2008, Toyota reported a double-digit decline in sales for the month of June, similar to figures reported by the Detroit Big Three. For Toyota, these were attributed mainly to slow sales of its Tundra pickup, as well as shortages of its fuel-efficient vehicles such as the Prius, Corolla and Yaris. In response, the company has announced plans to idle its truck plants, while shifting production at other facilities to manufacture in-demand vehicles.

Overview

The Toyota Motor Company was awarded its first Japanese Quality Control Award at the start 1970s and began participating in a wide variety of Motorsports. Due to the 1973 oil crisis consumers in the lucrative U.S. market began turning to small cars with better fuel economy. American car manufacturers had considered small economy cars to be an "entry level" product, and their small vehicles were not made to a high level of quality in order to keep the price low. Japanese customers, however, had a long-standing tradition of demanding small fuel-efficient cars that were manufactured to a high level of quality. Because of this, companies like Toyota, Honda, and Nissan established a strong and growing presence in North America in the 1970s. In 1982, the Toyota Motor Company and Toyota Motor Sales merged into one company, the Toyota Motor Corporation. Two years later, Toyota entered into a joint venture with GM called NUMMI, the New United Motor Manufacturing, Inc, operating an automobile manufacturing plant in Fremont, California. The factory was an old General Motors plant that had been closed for several years. Toyota then started to establish new brands at the end of the 1980s, with the launch of their luxury division Lexus in 1989.In the 1990s Toyota began to branch out from producing mostly compact cars by adding many larger and more luxurious vehicles to its lineup, including a full sized pickup, the T100 (and later the Toyota Tundra), several lines of SUVs, a sport version of the Camry, known as the Camry Solara, and the Scion brand, a group of several affordable, yet sporty, automobiles targeted specifically to young adults. Toyota also began production of the world's best selling hybrid car, the Toyota Prius, in 1997.

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With a major presence with Europe, due to the success of Toyota Team Europe, the corporation decided to set up TMME, Toyota Motor Europe Marketing & Engineering, to help market vehicles in the continent. Two years later, Toyota set up a base in the United Kingdom, TMUK, as the company's cars had become very popular among British drivers. Bases in Indiana, Virginia and Tianjin were also set up. In 1999, the company decided to list itself on the New York and London Stock Exchange. With over 30 million sold, the Toyota Corolla is one of the best selling cars in the world. In 2001, Toyota's Toyo Trust and Banking merged to form the UFJ, United Financials of Japan, which was accused of corruption by the Japan's government for making bad loans to alleged Yakuza crime syndicates with executives accused of blocking Financial Service Agency inspections. The UFJ was listed among Fortune Magazine's largest money-losing corporations in the world, with Toyota's chairman serving as a director. At the time, the UFJ was one of the largest shareholders of Toyota. As a result of Japan's banking crisis, the UFJ was merged again to become Mitsubishi UFJ Financial Group.

In 2002, Toyota managed to enter a Formula One works team and establish joint ventures with French motoring companies Citroën and Peugeot, a year after Toyota started producing cars in France. On December 7, 2004, a U.S. press release was issued stating that Toyota would be offering Sirius Satellite Radios. However, as late as Jan. 27, 2007, Sirius Satellite Radio and XM Satellite radio kits were not available for Toyota factory radios. While the press release enumerated nine models, only limited availability existed at the dealer level in the U.S. As of 2008, all Toyota and Scion models have either standard or available XM radio kits. Major Lexus dealerships have been offering satellite radio kits for Lexus vehicles since 2005, in addition to factory-equipped satellite radio models.

In 2007, Toyota released an update of its full size truck, the Toyota Tundra, produced in two American factories, one in Texas and one in Indiana. "Motor Trend" named the Tundra "Truck of the Year," and the 2007 Toyota Camry "Car of the Year" for 2007. It also began the construction of two new factories, one to build the Toyota Rav4 in Woodstock, Ontario and the other to build the Toyota Highlander in Blue Springs, Mississippi. The company has also found recent success with its smaller models - the Corolla and Yaris - as gas prices have risen rapidly in the last few years.

Product Line

Cars Trucks SUVs Hybrids

Products

Avalon Camry Corolla

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Matrix Tacoma Land cruiser Yaris Tundra Prius 4 Runner Highlander Sienna Sequoia

Wal-Mart

Wal-Mart Stores, Inc. (NYSE: WMT) is an American public corporation that runs a chain of large, discount department stores. It is the world's largest public corporation by revenue, according to the 2008 Fortune Global 500.[4] Founded by Sam Walton in 1962, it was incorporated on October 31, 1969, and listed on the New York Stock Exchange in 1972. It is the largest private employer in the world and the fourth largest utility or commercial employer, trailing the British National Health Service, and the Indian Railways. Wal-Mart is the largest grocery retailer in the United States, with an estimated 20% of the retail grocery and consumables business, as well as the largest toy seller in the U.S. It also owns and operates the North American company of Sam's Club. It is also currently considered to be the most powerful company in the capitalist world. [5] It is currently in dispute if Wal-Mart is the world's largest company with ExxonMobil having US$404 Billion and US$372 Billion from two different sources.

It operates in Mexico as Walmex, in the UK as ASDA, and in Japan as Seiyu. It has wholly-owned operations in Argentina, Brazil, Canada, Puerto Rico, and the UK. Wal-Mart's investments outside North America have had mixed results: its operations in South America and China are highly successful, while it was forced to pull out of Germany when its venture there was unsuccessful. Wal-Mart has been criticized by some community groups, women's rights groups, grassroots organizations, and labor unions, specifically for its extensive foreign product sourcing, low rates of employee health insurance enrollment, resistance to union representation, and alleged sexism. Sam Walton, a businessman from Arkansas, began his retail career when he started work on June 3, 1940, at a J.C. Penney store in Des Moines, Iowa where he remained for 18 months. In 1945, he met Butler Brothers, a regional retailer that owned a chain of variety stores called Ben Franklin and that offered him one in Newport, Arkansas.

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Walton could neither come to agreement on the existing store's lease renewal nor find a new location in Newport. Instead, he opened a new Ben Franklin franchise in Bentonville, Arkansas, but called it "Walton's Five and Dime." There he achieved higher sales volume by marking up slightly less than most competitors. On July 2, 1962, Walton opened the first Wal-Mart Discount City store. Within five years, the company expanded to 24 stores across Arkansas and reached $12.6 million in sales. In 1968, it opened its first stores outside Arkansas, in Sikeston, Missouri and Claremore, Oklahoma.

Overview

The company was incorporated as Wal-Mart Stores, Inc. on October 31, 1969. In 1970, it opened its home office and first distribution center in Bentonville, Arkansas. It had 38 stores operating with 1,500 employees and sales of $44.2 million. It began trading stock as a publicly-held company on October 1, 1972, and was soon listed on the New York Stock Exchange. The first stock split occurred in May 1971 at a market price of $47. By this time, Wal-Mart was operating in five states: Arkansas, Kansas, Louisiana, Missouri, and Oklahoma; it entered Tennessee in 1973 and Kentucky and Mississippi in 1974. As it moved into Texas in 1975, there were 125 stores with 7,500 employees and total sales of $340.3 million. During the 1980s, Wal-Mart continued to grow rapidly, and by its 25th anniversary in 1987 there were 1,198 stores with sales of $15.9 billion and 200,000 associates.[9] This year also marked the completion of the company's satellite network, a $24 million investment linking all operating units of the company with its Bentonville office via two-way voice and data transmission and one-way video communication. At the time, it was the largest private satellite network, allowing the corporate office to track inventory and sales and to instantly communicate to stores.[10] In 1988, Sam Walton stepped down as CEO and was replaced by David Glass.[11] Walton remained as Chairman of the Board, and the company also rearranged other people in senior positions.

In 1988, the first Wal-Mart Supercenter opened in Washington, Missouri. Thanks to its superstores, it surpassed Toys "R" Us in toy sales in the late 1990s. The company also opened overseas stores, entering South America in 1995 with stores in Argentina and Brazil; and Europe in 1999, buying ASDA in the UK for $10 billion. In 1998, Wal-Mart introduced the "Neighborhood Market" concept with three stores in Arkansas. By 2005, estimates indicate that the company controlled about 20% of the retail grocery and consumables business. In 2000, H. Lee Scott became President and CEO, and Wal-Mart's sales increased to $165 billion. In 2002, it was listed for the first time as America's largest corporation on the Fortune 500 list, with revenues of $219.8 billion and profits of $6.7 billion. It has remained there every year, except for 2006. In 2005, Wal-Mart had $312.4 billion in sales, more than 6,200 facilities around the world—including 3,800 stores in the United States and 2,800 elsewhere, employing more than 1.6 million "associates" worldwide. Its U.S. presence grew so rapidly that only small pockets of the country remained further than 60 miles (100 km) from the nearest Wal-Mart.

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As Wal-Mart grew rapidly into the world's largest corporation, many critics worried about the effect of its stores on local communities, particularly small towns with many "mom and pop" stores. There have been several studies on the economic impact of Wal-Mart on small towns and local businesses, jobs, and taxpayers. In one, Kenneth Stone, a Professor of Economics at Iowa State University, found that some small towns can lose almost half of their retail trade within ten years of a Wal-Mart store opening. However, in another study, he compared the changes to what small town shops had faced in the past — including the development of the railroads, the advent of the Sears Roebuck catalog, as well as the arrival of shopping malls — and concluded that shop owners who adapt to changes in the retail market can thrive after Wal-Mart arrives. In October 2005, Wal-Mart announced it would implement several environmental measures to increase energy efficiency. The primary goals included spending $500 million a year to increase fuel efficiency in Wal-Mart’s truck fleet by 25% over three years and double it within ten, reduce greenhouse gas emissions by 20% in seven years, reduce energy use at stores by 30%, and cut solid waste from U.S. stores and Sam’s Clubs by 25% in three years.

CEO Lee Scott said that Wal-Mart's goal was to be a "good steward for the environment" and ultimately use only renewable energy sources and produce zero waste. The company also designed three new experimental stores in McKinney, Texas, Aurora, Colorado, and Las Vegas, Nevada. with wind turbines, photovoltaic solar panels, biofuel-capable boilers, water-cooled refrigerators, and xeriscape gardens. Despite much criticism of its environmental record, Wal-Mart took a few steps in what is viewed as a positive direction, which included becoming the biggest seller of organic milk and the biggest buyer of organic cotton in the world, as well as reducing packaging and energy costs. Wal-Mart also spent nearly a year working with outside consultants to discover the company's total environmental impact and find where they could improve. They discovered, for example, that by eliminating excess packaging on their toy line Kid Connection, they could save $2.4 million a year in shipping costs, 3,800 trees, and a million barrels of oil. Wal-Mart has also recently created its own electric company in Texas, Texas Retail Energy, and plans to supply its stores with cheap power purchased at wholesale prices. Through this new venture, the company expects to save $15 million annually and also lays the groundwork and infrastructure to sell electricity to Texas consumers in the future.

In March 2006, Wal-Mart sought to appeal to a more affluent demographic. The company launched a new Super center concept in Plano, Texas, intended to compete against stores seen as more upscale and appealing, such as Target. The new store has wood floors, wider aisles, a sushi bar, a coffee/sandwich shop with free Wi-Fi Internet access, and more expensive beers, wines, electronics, and other goods. The exterior has a hunter green background behind the Wal-Mart letters, similar to Wal-Mart Neighborhood Markets, instead of the blue previously used at its super centers. On September 12, 2007, Wal-Mart introduced new advertising with the slogan, "Save Money Live Better," replacing the "Always Low Prices, Always" slogan, which it had used for the previous 19 years.

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Global Insight, which conducted the research that supported the ads, found that Wal-Mart's price level reduction resulted in savings for consumers of $287 billion in 2006, which equated to $957 per person or $2,500 per household (up 7.3% from the 2004 savings estimate of $2,329). On June 30, 2008, Wal-Mart unveiled a new company logo, featuring the non-hyphenated name "Wal-Mart" followed by a stylized starburst. The new logo made its debut on the company's walmart.com website on July 1, 2008, although the old logo still appears on the corporate site, walmartstores.com. The new logo will eventually replace store logos at the company's US locations throughout the year.

Product Line

Apparel Baby products Electronics Entertainment Home appliance & Furniture goods Pharmacy Toys Sports Accessories & products

Products

Cell phones Computers Camcorders CTVs Remedies Nursery Toys Jewelry

Hindustan Unilever

Hindustan Unilever Limited (abbreviated to HUL), formerly Hindustan Lever Limited, is India's largest consumer products company and was formed in 1933 as Lever Brothers India Limited. It is currently headquartered in Mumbai, India and its 41,000 employees are headed by Harish Manwani, the non-executive chairman of the board. HUL is the market leader in Indian products such as tea, soaps, detergents, as its products have become daily household name in India. The Anglo-Dutch company Unilever owns a majority stake in Hindustan Unilever Limited.

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The company was renamed in late June 2007 to "Hindustan Unilever Limited" to provide the optimum balance between maintaining the heritage of the Company and the future benefits and synergies of global alignment with the corporate name of "Unilever". This decision will be put to the shareholders for approval in next "Annual General Meeting"

Overview

Mission

Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life.

Corporate purpose

Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition; hygiene and personal care with brands that help people feel good, look good and get more out of life. Our deep roots in local cultures and markets around the world give us our strong relationship with consumers and are the foundation for our future growth. Our long-term success requires a total commitment to exceptional standards of performance and productivity, to working together effectively, and to a willingness to embrace new ideas and learn continuously. To succeed also requires, we believe, the highest standards of corporate behavior towards everyone we work with, the communities we touch, and the environment on which we have an impact. This is our road to sustainable, profitable growth, creating long-term value for our shareholders, our people, and our business partners.

Product Line

Home & Personal care Foods

Water Purifier

Products

Kwality Walls Lifebuoy

Lux

Breeze

Liril

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Pepsodent

Dove

Sunsilk

Most Effective Communication tools for Gen “Y”

International giants such as Wal-Mart, Toyota, Revlon and HUL are using some of the most effective tools for Gen Y under Advertising, Personal selling, Sales promotion, Direct Marketing and Public relations which are given below;

Print &Broadcast ads Blogs

Trade shows

Mailing

Telemarketing

HUL, Toyota, Revlon and Wal-Mart are organizing trade shows using celebrities for promoting their products as they have brand image in mind of youth. As they are using Hritik Roshan, ShahRukh Khan, Priyanka Chopra and Jessica Alba for trade shows and advertisements which are persuading the youth in a most efficient manner. Some of the print ads and trade shows are given below;

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Research Methodology

Introduction: This study is confined to find out the customer’s preference for different Gen Y communication tools. This study is confined to Siva Sivani Institute of Management Kompally, Secunderabad.

Research Design: A descriptive research design is adopted for this study. Survey has been conducted with the help of questionnaire to collect primary data.

For fulfillment of objective some hypothesis has been designed. Hypothesis for this study is given below;

Keeping in mind the above objectives following hypothesis were framed:

H0: Personal factors such as gender and educational qualification of users influence the preference of customers regarding to Gen Y communication tools.

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H1: Personal factors such as gender and educational qualification of users do not influence the preference of customers regarding to Gen Communication tools.

Sample Design: The sample size of 100 respondents has been taken for this study. The sample size has been taken from Siva Sivani Institute of Management Secunderabad.

Data Collection: The primary data has been collected by conducting surveys with the help of questionnaire filled by respondents to get idea about their behavior towards different IMC tools.

Gender

Gen Y tools Male Female

Print & broadcast ads20 16

Mailing10 14

Trade shows10 10

Telemarketing5 8

Blogs5 2

Educational Qualification

Gen Y toolsB.Sc.

B.Com Others

Print & broadcast ads10

8 7

Mailing12

6 3

Trade shows3

5 2

Telemarketing5

5 10

Blogs2

10 12

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Data Analysis

For data analysis and hypothesis has been taken into considerations testing Chi-square test has been taken into consideration.

χ2 = ∑k (Oi - Ei) 2 i =1 Ei

χ2 = Chi-square, Oi = Observed Frequency, Ei = Expected Frequency, k = number of categories

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Gender

Gen Y tools Male Female

Print & broadcast ads20 16

Mailing10 14

Trade shows10 10

Telemarketing5 8

Blogs5 2

Chi-square test for gender of respondents

Gen Y tools

Male Female Chi Square Value

(O) (E) (O) (E) χ2

Print & broadcast ads20 18 16 18 .444

Mailing10 12 14 12 .666

Trade shows10 10 10 10 0

Telemarketing5 6.5 8 6.5 .692

Blogs5 3.5 2 3.5 1.284

Educational Qualification

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Gen Y toolsB.Sc.

B.Com Others

Print & broadcast ads10

8 7

Mailing12

6 3

Trade shows3

5 2

Telemarketing5

5 10

Blogs2

10 12

Chi-square test for educational qualification of respondents

Gen Y toolsB.Sc.

B.Com OthersChi Square Value

(O) (E) (O) (E) (O) (E) χ2

Print & broadcast ads10 8

88.5

78.5 .793

Mailing12 6.72

67.14

37.14 6.722

Trade shows3 3.2

53.4

23.4 1.34

Telemarketing5 6.4

56.8

106.8 2.282

Blogs2 7.68

108.16

128.16 6.421

Testing Of Hypothesis

Relationship between demographic factors of users and their preference towards communication tools;

S.No Personal Factor CalculatedValue

TableValue

Degree OfFreedom

Result at 5 %Level

1 Gender 3.086 9.488 4 Significant

2 EducationalQualification

17.558 15.507 8 Insignificant

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Interpretations & Findings

After data analysis and hypothesis testing of collected data of respondents for different characteristics it is evaluated that null hypothesis holds good for gender and not for educational qualification. As calculated chi-square value is less than the tabulated value in case of gender and more in case of educational qualification. Thus, personal factors such as gender influence customer’s preference towards genY communication tools while there educational qualification do not influence customer’s preference towards gen Y communication tools.

S.No Personal Factor CalculatedValue

TableValue

Degree OfFreedom

Result at 5 %Level

1 Gender 3.086 9.488 4 Significant

2 EducationalQualification

17.558 15.507 8 Insignificant