PREFACE ASPV is a professional course of management study and management is self is a art. art involves the practice.

Therefore, it is necessary for aspv student to know practically how the business runs. to fulfill the same purpose, a practical study has been entered in this course, which involve the study of any organization and making complete report on it, in this way out practical knowledge increases which is very essential now a days. The chief objective of practical training is to get an outlook of what we study theoretically inside study theoretically inside the classroom.; it also helps to develop the awareness about the business practices among the students. Here the research report on the toyota ca. the main concentration is on the topic of brand loyalty of toyota car. This report conations all the necessary details of the company . acknowledge its a duty of a student of aspv to prepare and submit research by them. this report being part of a part of practical study is prepared by reajib paul. the purpose of research is to provide as with valuable information regarding business management and working unit. i am very glad to present before you because by preparing this report. it has added a practical knowledge to my theoretical knowledge to call those whose work an idea have been o helpful to me in working on this report . i wish to express my sincere appreciation. first of all i experience my gratitude to my faculty for providing me this opportunity . i i express my gratitude to mr. who is our trustee and he has encourage the aspv programs. i am thank full to our lecturer mr. they were very co-operative in the

visit and provided us relevant and much needed information about the producer and about to prepare.

Introduction Toyota Motor Corporation ( Toyota Toyota abbreviated TMC, is a Japanese multinational in Toyota, Aichi, Japan. In 2010, Toyota employed 300,734 people worldwide and was the second largest automobile manufacturer in 2010 by production Toyota is the ninth largest company in the world by revenue. In July 2012 the company reported that it had manufactured its 200 millionth vehicle. The company was founded by Kiichiro Toyoda in 1937 as a spinoff from fathers company Toyota Industries to create automobiles. Three years earlier, in 1934, while still a department of Toyota Industries, it created its first product, the Type A engine, and, in 1936, its first passenger car, the Toyota AA. Toyota Motor Corporation group companies are Toyota (including the Scion brand), Lexus, Daihatsu and HinoMotors,alongwith several "nonautomotive" companies. TMC is part of the Toyota Group, one of the largest conglomerates in the world. The company owner Sakichi Toyoda was born in 1867. He invents Toyota Model G automatic loom in 1924, form then the company getting success and in 2010 within the economic crisis Its miracle that company keep up the identity among gather of competitor. Now the company extend their business all over the world. The history of Toyota Look back at the history of Toyota. It traces the company's development from 1937 to 2012. The history of Toyota started in 1933 with the company being a division of Toyoda Automatic Loom Works 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, 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. 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 because the name Toyota () is considered to be luckier than Toyoda () in Japan because 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 (simplified Chinese: ; traditional Chinese: ; pinyin: fng tin), with Chinese pronunciation.

Replica of the Toyota Model AA, the first production model of Toyota in 1936

1947 Toyopet Model SA After World War II, Japan experienced extreme economic difficulty. Commercial passenger car production started in 1947 with the model SA. The company was on the brink of bankruptcy by the end of 1949, but the company eventually obtained a loan from a consortium of banks which stipulated an independent sales operation and elimination of "excess manpower".[4] In June 1950, the company produced only 300 trucks and was on the verge of going out of business. The management announced layoffs and wage reductions, and in response the union went on a strike that lasted two months. The strike was resolved by an agreement that included layoffs and pay reductions 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. In 1957, the 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 Melbourne, Australia.[5] 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 mid 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. On Jan 26, 2010, Toyota suspended sales of eight recalled vehicle models to fix accelerator pedals with mechanical problems that could cause them to become stuck.[10

Logo and branding Employee at Toyota Museum explains development of Toyota name and brand In 1936, Toyota entered the passenger car market

with its Model AA and held a competition to establish

a new logo emphasizing speed for its new product line. After receiving 27,000 entries, one was selected that additionally resulted in a change of its moniker to "Toyota" from the family name "Toyoda." It was believed that the new name sounded better and its eight-stroke count in the Japanese language was associated with wealth and good fortune. The original logo no longer is found on its vehicles but remains the corporate emblem used in Japan.Still, there were no guidelines for the use of the brand name, "TOYOTA", which was used throughout most of the world, which led to inconsistencies in its worldwide marketing campaigns.To remedy this, Toyota introduced a new worldwide logo in October 1989 to commemorate the 50th year of the company, and to differentiate it from the newly released luxury Lexus brand. The logo made its debut on the 1989 Toyota Celsior and quickly gained worldwide recognition. There are three ovals in the new logo that combine to form the letter "T", which stands for Toyota. The overlapping of the two perpendicular ovals inside the larger oval represent the mutually beneficial relationship and trust that is placed between the customer and the company while the larger oval that surrounds both of these inner ovals represent the "global expansion of Toyota's technology and unlimited potential for the future."[33][34] The logo started appearing on all printed material, advertisements, dealer signage, and the vehicles themselves in 1990. Corporate governance Toyota is headquartered in Toyota City, Aichi. Its Tokyo office is located in Bunkyo, Tokyo. Its Nagoya office is located in Nakamura-ku, Nagoya.[7] In addition to manufacturing automobiles, Toyota provides financial services through its Toyota Financial Services division and also builds robots. In predominantly Chinese-speaking countries or regions using traditional Chinese characters, e.g. Hong Kong and Taiwan, Toyota is known as "".[8] In predominantly Chinese speaking countries using simplified Chinese characters (e.g. China), Toyota is known as ""[9] (pronounced as "Fngtin" in Mandarin Chinese ). These are the same characters as the founding family's name "Toyoda" in Japanese, which translate to "fertile rice paddies" in the Chinese language as well. Toyota is publicly traded on the Tokyo, Osaka, Nagoya, Fukuoka, and Sapporo exchanges under company code TYO: 7203. In addition, Toyota is foreign-listed on the New York Stock Exchange under NYSE: TM and on the London Stock Exchange under LSE: TYT. Toyota has been publicly traded in Japan since 1949 and internationally since 1999.[10]

President of Toyota Motor Industries:

Toyota headquarters in Toyota City, Japan

Rizaburo Toyoda (19371941) Kiichiro Toyoda (19411950) Taizo Ishida (19501961) Fukio Nakagawa (19611967) Eiji Toyoda (19671981)

President of Toyota Motor Corporation:

Eiji Toyoda (1981) Shoichiro Toyoda (19821992)

CEO of Toyota Motor Corporation:

Dr. Tatsuro Toyoda (19921995) Hiroshi Okuda (19951999) Fujio Cho (19992005) Katsuaki Watanabe (20052009) Akio Toyoda (2009present)

Chairman of Toyota Motor Corporation:

Shoichiro Toyoda (19921999) Hiroshi Okuda (19992006) Fujio Cho (2006present)

Toyota is publicly traded on the Tokyo, Osaka, Nagoya, Fukuoka, and Sapporo exchanges under company code TYO: 7203. In addition, Toyota is foreign-listed on the New York Stock Exchange under NYSE: TM and on the London Stock Exchange under LSE: TYT. Toyota has been publicly traded in Japan since 1949 and internationally since 1999.[10]

Typical breakdown of sales by region Calendar year 2008 Total Production 9,225,236 Sales Japan Production 4,911,461 sales toyota corolla2001 Theautochannel.com. Retrieved July 25, 2009.</ref> 1996174 22034449 Sales USA Sales

2009 2010

7234739 8,557,351 Production Total

8,418,000 Sales

3543199 4047343 Production Japan

1,770,147 1,763,595 Sales

In 2010, the Toyota ranked first in units produced globally, with 8.6 million units. (Market share based on OICA 2010 global total of 77,743,862) For the first half of 2011, Toyota had fallen to third place, with GM first and Volkswagen second. The OICA list is usually published in late July or early August of the following year. Toyota's financial unit has asked for an emergency loan from a state-backed lender on March 16, 2009, with reports putting the figure at more than US$3 billion. It says the international financial situation is squeezing its business, forcing it to ask for an emergency loan from the Japan Bank for International Cooperation. It is the first time the state-backed bank has been asked to lend to a Japanese car manufacturer. On May 8, 2009, Toyota reported a record annual net loss of US$4.2 billion, making it the latest automobile maker to be severely affected by the global financial crisis that started in 2007. Main article: 20092010 Toyota vehicle recalls From November 2009 through 2010, Toyota recalled more than 9 million cars and trucks worldwide in several recall campaigns, and briefly halted production and sales.[23] The US Sales

Chief, James Lentz, was questioned by the United States Congress committees on Oversight and Investigations on February 23, 2010, as a result of recent recalls.[24] On February 24, 2010, Toyota CEO Akio Toyoda testified before the House Committee on Oversight and Government Reform.[25] On April 6, 2010, the US government sought a record penalty of US$16.375 million from Toyota for its delayed response in notifying the National Highway Traffic Safety Administration regarding the defective accelerator pedals.[26] On May 18, 2010, Toyota paid the fine without an admission of wrongdoing.[27][28][29] The record fine and the high profile hearings caused accusations of conflict of interest. Senior managing director Takahiko Ijichi said that recall-related costs in the financial year that ended March 2010 totaled US$1.93 billion (180 billion).[30] the U.S. [[National Highway Traffic Safety Administration] NASA and Japanese Ministry of Transport have been involved in the investigations, driver error or pedal misapplication was found responsible for most of the incidents. This included sticking accelerator pedals, and pedals caught under floor mats. On March 31, 2011, the Toyota F actory in Onnaing, France, was hit by a strike of several hundred workers asking for more pay.

Marketing

United States advertising slogans

Toyota's marketing efforts in North America have focused on emphasizing the positive experiences of ownership and vehicle quality.[35] The ownership experience has been targeted in slogans such as "You asked for it! You got it!" (19751979), "Oh, what a feeling!" (1979 September 1985, in the US),[35] "Who could ask for anything more?" (September 1985 1989),[36] "I love what you do for me, Toyota!" (19891997), "Everyday" (19972001)", "Get the feeling!" (20012004), and "Moving Forward" (2004present). Toyota marketing strategy Marketing is the process of communicating the value of a product or service to customers. Marketing can sometimes be interpreted as the art of selling products, but selling is only a small fraction of marketing. From a societal point of view, marketing is the link between a societys material requirements and its economic patterns of response. Marketing satisfy these needs and wants through exchange processes and building long term relationships. The process of communicating the value of a product or service through positioning to customers. Marketing can be looked at as an organizational function and a set of processes for creating, delivering and communicating value to customers, and managing customer relationships in ways that benefit the organization and its shareholders. Marketing is the science of choosing target

markets through market analysis and market segmentation, as well as understanding consumer buying behavior and providing superior customer value Marketing approach Orientation Western Description Euro pean timef rame Production Production 190s A firm focusing on a production orientation prese specializes in producing as much as possible of methods nta given product or service. Thus, this signifies a day firm exploiting economies of scale until the Minimum efficient scale is reached. A production orientation may be deployed when a high demand for a product or service exists, coupled with a good certainty that consumer tastes will not rapidly alter (similar to the sales orientation). Product Quality of 1960s A firm employing a product orientation is chiefly the prese concerned with the quality of its own product. produ nt A firm would also assume that as long as its ct day product was of a high standard, people would buy and consume the product. Selling Selling 1980s A firm using a sales orientation focuses primarily on metho prese the selling/promotion of a particular product, d nt and not determining new consumer desires as days such. Consequently, this entails simply selling an already existing product, and using promotion techniques to attain the highest sales possible. Marketing Needs and 1990s use R&D (research and development) to develop a wants prese product attuned to the revealed information, and of nt then utilize promotion techniques to ensure custo days persons know the product exists. mer Holistic Everything 21t The holistic marketing concept looks at marketing as mark matte cent a complex activity and acknowledges that eting rs in ury everything matters in marketing - and that a broad mark and integrated perspective is necessary in eting developing, designing and implementing marketing programs and activities Contemporary approaches Profit driver

Recent approaches in marketing include relationship marketing with focus on the customer, business marketing or industrial marketing with focus on an organization or institution and social marketing with focus on benefits to society.[4] New forms of marketing also use the internet and are therefore called internet marketing or more generally e-marketing, online marketing, search engine marketing, or desktop advertising. It attempts to perfect the segmentation strategy used in traditional marketing. It targets its audience more precisely, and is sometimes called personalized marketing or one-to-one marketing. Internet marketing is sometimes considered to be broad in scope, because it not only refers to marketing on the Internet, but also includes marketing done via e-mail and wireless media Orientation Profit driver Western Eur ope an tim efra me Description

Relationship Building marke and ting keepin /relati g onship good manag custo ement mer relatio ns Business Building mark and eting / keepin Indus g trial relatio mark nships eting betwe en organ izatio n Social Benefit to marke societ ting y Branding Brand

Emphasis is placed on the whole relationship between suppliers and customers. The aim is to provide the best possible customer service and build customer loyalty

In this context, marketing takes place between businesses or organizations. The product focus lies on industrial goods or capital goods rather than consumer products or end products.

Similar characteristics to marketing orientation but with the added proviso that there will be a curtailment of any harmful activities to society, in either product, production, or selling methods. In this context, "branding" is the main company

value

philosophy and marketing is considered to be an instrument of branding philosophy.

Customer orientation A firm in the market economy survives by producing goods that persons are willing and able to buy. Consequently, ascertaining consumer demand is vital for a firm's future viability and even existence as a going concern. Many companies today have a customer focus (or market orientation). This implies that the company focuses its activities and products on consumer demands. Generally, there are three ways of doing this: the customer-driven approach, the market change identification approach and the product innovation approach In the consumer-driven approach, consumer wants are the drivers of all strategic marketing decisions. No strategy is pursued until it passes the test of consumer research. Every aspect of a market offering, including the nature of the product itself, is driven by the needs of potential consumers. The starting point is always the consumer. The rationale for this approach is that there is no reason to spend R&D funds developing products that people will not buy. History attests to many products that were commercial failures in spite of being technological breakthroughs

Constructive criticism helps marketers adapt offerings to meet changing customer needs. A formal approach to this customer-focused marketing is known as SIVA (Solution, Information, Value, Access). This system is basically the four Ps renamed and reworded to provide a

customer focus. The SIVA Model provides a demand/customer-centric alternative to the well-known 4Ps supply side model (product, price, placement, promotion) of marketing management. 4ps of Toyota marketing concept If any of the 4Ps were problematic or were not in the marketing factor of the business, the business could be in trouble and so other companies may appear in the surroundings of the company, so the consumer demand on its products will decrease

Product -solution Promotion -Information Price-value Place -Access In recent marketing concept Toyota using 7ps in their Marketing Concept These 7ps are :In marketing, the seven Ps refer to the product, price, promotion, place, process, physical evidence and people that make up the marketing mix. They are an extension of the more basic 'four Ps': product, place, price and promotion. 'Physical evidence' refers to elements within the store -- the store front, the uniforms employees wear, signboards, etc. 'People' refers to the employees of the organisation with whom customers come into contact with. 'Process' refers to the processes and systems within the organisation that affects its marketing process.[1]

Product is your core offering.This is the thing that will fulfill the needs of your customer. If your product is faulty, every thing else fails. The attributes of the product, vis-a-vis the attributes offered by competing products and substitutes, are important in estimating the competitive scenario for the marketing strategy formulation. Price has a lot of impact on the service buyers satisfaction level. Often, paying a higher price makes a customer more satisfied. Price is often considered a proxy for quality and vice-versa. What is important to note that services being all the more intangible, the price becomes an important factor for the actual service consumption to happen, after service awareness and service acknowledgement. Place often offers a different side of value (utility) to the customer. Who would want to travel 10 miles to have a regular dinner, even if that is priced very competitively and has a super quality? Services are often chosen for their place utility. Closer to the customer means higher probability of purchase. Place utility is important to evaluate, for strategizing on the other 6 Ps.

Promotion plays a role in the perception the possible target audience may have about your service. There has to be a fit between the promotion and the positioning. Promotion leads to service (brand) recognition and further establishes a proxy to evaluate quality of services based by potential customers. People are crucial in service delivery. The best food may not seem equally palatable if the waitress is in a sour mood. A smile always helps. Intensive training for your human resources on how to handle customers and how to deal with contingencies, is crucial for your success. Processes are important to deliver a quality service. Services being intangible, processes become all the more crucial to ensure standards are met with. Process mapping ensures that your service is perceived as being dependable by your target segment. Physical evidence affects the customers satisfaction. Often, services being intangible, customers depend on other cues to judge the offering. This is where physical evidence plays a part. Would you like eating at a joint where the table is greasy or the waitresses and cooks look untidy and wear a stained apron? Surely you would evaluate the quality of your experience through proxies such as these.

The work of Christensen and colleagueon disruptive technology has produced a theoretical framework that explains the failure of firms not because they were technologically inept (often quite the opposite), but because the value networks in which they profitably operated included customers who could not value a disruptive innovation at the time and capability state of its emergence and thus actively dissuaded the firms from developing it. The lessons drawn from this work include:

Taking customer focus with a grain of salt, treating it as only a subset of one's corporate strategy rather than the sole driving factor. This means looking beyond current-state customer focus to predict what customers will be demanding some years in the future, even if they themselves discount the prediction. Pursuing new markets (thus new value networks) when they are still in a commercially inferior or unattractive state, simply because their potential to grow and intersect with established markets and value networks looks like a likely bet. This may involve buying stakes in the stock of smaller firms, acquiring them outright, or incubating small, financially distinct units within one's organization to compete against them.

Other caveats of customer focus are:

The extent to which what customers say they want does not match their purchasing decisions. Thus surveys of customers might claim that 70% of a restaurant's customers want healthier choices on the menu, but only 10% of them actually buy the new items once they are offered. This might be acceptable except for the extent to which those items are money-losing propositions for the business, bleeding red ink. A lesson from this type

of situation is to be smarter about the true test validity of instruments like surveys. A corollary argument is that "truly understanding customers sometimes means understanding them better than they understand themselves." Thus one could argue that the principle of customer focus, or being close to the customers, is not violated herejust expanded upon. The extent to which customers are currently ignorant of what one might argue they should wantwhich is dicey because whether it can be acted upon affordably depends on whether or how soon the customers will learn, or be convinced, otherwise. IT hardware and software capabilities and automobile features are examples. Customers who in 1997 said that they would not place any value on internet browsing capability on a mobile phone, or 6% better fuel efficiency in their vehicle, might say something different today, because the value proposition of those opportunities has changed.

Organizational orientation In this sense, a firm's marketing department is often seen as of prime importance within the functional level of an organization. Information from an organization's marketing department would be used to guide the actions of other departments within the firm. As an example, a marketing department could ascertain (via marketing research) that consumers desired a new type of product, or a new usage for an existing product. With this in mind, the marketing department would inform the R&D department to create a prototype of a product/service based on consumers' new desires. The production department would then start to manufacture the product, while the marketing department would focus on the promotion, distribution, pricing, etc. of the product. Additionally, a firm's finance department would be consulted, with respect to securing appropriate funding for the development, production and promotion of the product. Inter-departmental conflicts may occur, should a firm adhere to the marketing orientation. Production may oppose the installation, support and servicing of new capital stock, which may be needed to manufacture a new product. Finance may oppose the required capital expenditure, since it could undermine a healthy cash flow for the organization. Herd behavior Herd behavior in marketing is used to explain the dependencies of customers' mutual behavior. The Economist reported a recent conference in Rome on the subject of the simulation of adaptive human behavior.[8] It shared mechanisms to increase impulse buying and get people "to buy more by playing on the herd instinct." The basic idea is that people will buy more of products that are seen to be popular, and several feedback mechanisms to get product popularity information to consumers are mentioned, including smart card technology and the use of Radio Frequency Identification Tag technology. A "swarm-moves" model was introduced by a Florida Institute of Technology researcher, which is appealing to supermarkets because it can "increase sales

without the need to give people discounts." Other recent studies on the "power of social influence" include an "artificial music market in which some 19,000 people downloaded previously unknown songs" (Columbia University, New York); a Japanese chain of convenience stores which orders its products based on "sales data from department stores and research companies;" a Massachusetts company exploiting knowledge of social networking to improve sales; and online retailers who are increasingly informing consumers about "which products are popular with like-minded consumers" (e.g., Amazon, eBay)

Further operation An emerging area o tudy and practice concerns international, or how employees are trained and managed to deliver the brand in a way that positively impacts the acquisition and retention of cutomer Diffusion of innovations research explores how and why people adopt new product, product, ideas. With customers eroding attention span and willingness to give time to adverting messages , marketers ate tuning to forms of permission such as branded content media and reality Marketing research Marketing research involves conducting research to support marketing activities, and the statistical interpretation of data into information. This information is then used by managers to plan marketing activities, gauge the nature of a firm's marketing environment and attain information from suppliers. Marketing researchers use statistical methods such as quantitative research, qualitative research, hypothesis tests, Chi-squared tests, linear regression, correlations, frequency distributions, poisson distributions, binomial distributions, etc. to interpret their findings and convert data into information. The marketing research process spans a number of stages, including the definition of a problem, development of a research plan, collection and interpretation of data and disseminating information formally in the form of a report. The task of marketing research is to provide management with relevant, accurate, reliable, valid, and current information. A distinction should be made between marketing research and market research. Market research pertains to research in a given market. As an example, a firm may conduct research in a

target market, after selecting a suitable market segment. In contrast, marketing research relates to all research conducted within marketing. Thus, market research is a subset of marketing research. Marketing environment The market environment is a marketing term and refers to factors and forces that affect a firms ability to build and maintain successful relationships with customers Three levels of the environment are: Micro (internal) environment - forces within the company that affect its ability to serve its customers. Meso environment the industry in which a company operates and the industrys market(s). Macro(national) environment - larger societal forces that affect the micro environment.

Market segmentation Market segmentation pertains to the division of a market of consumers into persons with similar needs and wants. For instance, Kellogg's cereals, Frosties are marketed to children. Crunchy Nut Cornflakes are marketed to adults. Both goods denote two products which are marketed to two distinct groups of persons, both with similar needs, traits, and wants. In another example, Sun Microsystems can use market segmentation to classify its clients according to their promptness to adopt new products. Market segmentation allows for a better allocation of a firm's finite resources. A firm only possesses a certain amount of resources. Accordingly, it must make choices (and incur the related costs) in servicing specific groups of consumers. In this way, the diversified tastes of contemporary Western consumers can be served better. With growing diversity in the tastes of modern consumers, firms are taking note of the benefit of servicing a multiplicity of new markets. Market segmentation can be defined in terms of the STP acronym, meaning Segment, Target and Position Marketing planning The marketing planning process involves forging a plan for a firm's marketing activities. A marketing plan can also pertain to a specific product, as well as to an organization's overall marketing strategy. Generally speaking, an organization's marketing planning process is derived from its overall business strategy. Thus, when top management are devising the firm's strategic direction or mission, the intended marketing activities are incorporated into this plan. There are several levels of marketing objectives within an organization. The senior management of a firm would formulate a general business strategy for a firm. However, this general business strategy would be interpreted and implemented in different contexts throughout the firm.

Marketing strategy The field of marketing strategy encompasses the strategy involved in the management of a given product. A given firm may hold numerous products in the marketplace, spanning numerous and sometimes wholly unrelated industries. Accordingly, a plan is required in order to effectively manage such products. Evidently, a company needs to weigh up and ascertain how to utilize its finite resources. For example, a start-up car manufacturing firm would face little success should it attempt to rival Toyota, Ford, Nissan, Chevrolet, or any other large global car maker. Moreover, a product may be reaching the end of its life-cycle. Thus, the issue of divest, or a ceasing of production, may be made. Each scenario requires a unique marketing strategy. Listed below are some prominent marketing strategy models. A marketing strategy differs from a marketing tactic in that a strategy looks at the longer term view of the products, goods, or services being marketed. A tactic refers to a shorter term view. Therefore, the mailing of a postcard or sales letter would be a tactic, but a campaign of several postcards, sales letters, or telephone calls would be a strategy. Marketing specializations With the rapidly emerging force of globalization, the distinction between marketing within a firm's home country and marketing within external markets is disappearing very quickly. With this in mind, firms need to reorient their marketing strategies to meet the challenges of the global marketplace, in addition to sustaining their competitiveness within home markets. Buying behavior A marketing firm must ascertain the nature of customers' buying behavior if it is to market its product properly. In order to entice and persuade a consumer to buy a product, marketers try to determine the behavioral process of how a given product is purchased. Buying behavior is usually split into two prime strands, whether selling to the consumer, known as business-toconsumer (B2C), or to another business, known as business-to-business (B2B). B2C buying behavior This mode of behavior concerns consumers and their purchase of a given product. For example, if one imagines a pair of sneakers, the desire for a pair of sneakers would be followed by an information search on available types/brands. This may include perusing media outlets, but most commonly consists of information gathered from family and friends. If the information search is insufficient, the consumer may search for alternative means to satisfy the need/want. In this case, this may mean buying leather shoes, sandals, etc. The purchase decision is then made, in which the consumer actually buys the product. Following this stage, a post-purchase evaluation is often conducted, comprising an appraisal of the value/utility brought by the purchase of the sneakers. If the value/utility is high, then a repeat purchase may be made. This could then develop into consumer loyalty to the firm producing the sneakers.

B2B buying behavior Relates to organizational/industrial buying behavior.[12] Business buy either wholesale from other businesses or directly from the manufacturer in contracts or agreements. B2B marketing involves one business marketing a product or service to another business. B2C and B2B behavior are not precise terms, as similarities and differences exist, with some key differences listed below: In a straight re-buy, the fourth, fifth and sixth stages are omitted. In a modified re-buy scenario, the fifth and sixth stages are precluded. In a new buy, all stages are conducted.

Use of technologies Marketing management can also rely on various technologies within the scope of its marketing efforts. Computer-based information systems can be employed, aiding in better processing and storage of data. Marketing researchers can use such systems to devise better methods of converting data into information, and for the creation of enhanced data gathering methods. Information technology can aid in enhancing an MKIS' software and hardware components, and improve a company's marketing decision-making process. In recent years, the notebook personal computer has gained significant market share among laptops, largely due to its more user-friendly size and portability. Information technology typically progresses at a fast rate, leading to marketing managers being cognizant of the latest technological developments. Moreover, the launch of smartphones into the cellphone market is commonly derived from a demand among consumers for more technologically advanced products. A firm can lose out to competitors should it ignore technological innovations in its industry. Technological advancements can lessen barriers between countries and regions. Using the World Wide Web, firms can quickly dispatch information from one country to another without much restriction. Prior to the mass usage of the Internet, such transfers of information would have taken longer to send, especially if done via snail mail, telex, etc. Recently, there has been a large emphasis on data analytics. Data can be mined from various sources such as online forms, mobile phone applications and more recently, social media. Services marketing Services marketing relates to the marketing of services, as opposed to tangible products. A service (as opposed to a good) is typically defined as follows:

The use of it is inseparable from its purchase (i.e., a service is used and consumed simultaneously)

It does not possess material form, and thus cannot be touched, seen, heard, tasted, or smelled. The use of a service is inherently subjective, meaning that several persons experiencing a service would each experience it uniquely.

For example, a train ride can be deemed a service. If one buys a train ticket, the use of the train is typically experienced concurrently with the purchase of the ticket. Although the train is a physical object, one is not paying for the permanent ownership of the tangible components of the train. Services (compared with goods) can also be viewed as a spectrum. Not all products are either pure goods or pure services. An example would be a restaurant, where a waiter's service is intangible, but the food is tangible. Business results / Production & Sales results <Consolidated basis (U.S. GAAP)> FY 2010 (April 2009 to March 2010) Sales*1 18,950.9 Operating income*1 147.5 Net income*1 209.4 Capital Expenditures*1*2 579.0 R&D*1 725.3 Number of consolidated subsidiaries 522 No. of Affil. Accounted for Under the Equity Method (unit = 1 billion yen or 1 company) *1 Monetary figures rounded down to the nearest 100 million yen *2 Figures for depreciation expenses and capital expenditures do not include vehicles in operating lease Production results FY 2010 FY 2011 FY 2012 (April 2009 to March (April 2010 to March (April 2011 to March 2010) 2011) 2012) Japan 3,956,000 3,721,000 3,940,000 Vehicles Overseas2,853,000 3,448,000 3,495,000 Total 6,809,000 7,169,000 7,435,000 FY 2011 (April 2010 to March 2011) 18,993.6 468.2 408.1 642.3 730.3 511 FY 2012 (April 2011 to March 2012) 18,583.6 355.6 283.5 706.7 779.8 507

Sales results FY 2010 (April 2009 to March 2010) Japan 2,163,000 Vehicles Overseas5,074,000 Total 7,237,000 Homes 5,281 (unit = 1) TOYOTA IN THE WORLD 2012 "Toyota in the World 2012" is intended to provide an overview of Toyota, including a look at its latest activities relating to R&D (Research & Development), manufacturing, sales and exports from January to December 2011. It is hoped that this handbook will be useful to those seeking to gain a better understanding of Toyota's corporate activities Toyota sale and production Vehicle Production, Sales and Exports by Region Region North America Latin America Europe Africa Asia Oceania Overseas total Japan Worldwide total Sales by region Region North America Latin America Europe Africa 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 1,908.9 2,031.3 2,230.3 2,436.1 2,738.3 2,822.2 2,441.8 1,975.4 1,935.5 1,806.9 128.8 162.1 214.9 270.5 339.4 379.4 370.2 293.6 342.1 333.5 764.8 851.5 946.9 995.2 1,124.1 1,238.6 1,119.5 886.0 785.8 801.9 139.8 160.6 206.7 227.2 265.7 313.5 288.1 201.4 197.6 211.9 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 1,205.3 1,278.4 1,444.0 1,535.1 1,519.3 1,636.9 1,404.8 1,189.1 1,404.0 1,206.1 27.8 58.1 80.4 138.5 177.9 183.1 194.8 181.5 204.3 195.1 383.6 466.1 582.5 638.1 808.8 806.5 688.3 507.3 461.7 460.3 75.5 93.3 108.8 121.1 143.8 145.7 179.2 102.8 123.4 150.8 371.8 548.4 717.0 1,029.2 1,137.7 1,387.3 1,590.0 1,501.4 2,027.4 2,062.8 86.6 113.6 109.9 109.2 111.6 148.9 141.4 96.8 119.4 93.7 2,150.5 2,558.0 3,042.7 3,571.2 3,899.0 4,308.6 4,198.4 3,579.0 4,340.4 4,168.8 3,485.2 3,520.3 3,680.9 3,789.6 4,194.2 4,226.1 4,012.1 2,792.2 3,282.8 2,760.0 5,635.7 6,078.3 6,723.7 7,360.9 8,093.2 8,534.7 8,210.5 6,371.3 7,623.3 6,928.8 FY 2011 (April 2010 to March 2011) 1,913,000 5,395,000 7,308,000 5,157 FY 2012 (April 2011 to March 2012) 2,070,000 5,281,000 7,351,000 5,699

Asia Oceania Middle East Overseas total Japan Worldwide total

493.4 682.4 846.3 1,062.9 1,106.7 1,329.6 1,438.6 1,533.9 1,895.9 1,998.2 182.2 215.1 232.8 236.9 250.3 275.9 277.7 231.2 249.6 215.9 220.3 251.4 270.9 325.3 404.8 482.7 590.1 482.5 532.0 527.5 3,838.3 4,354.5 4,948.8 5,554.1 6,229.3 6,841.9 6,526.1 5,604.0 5,961.1 5,895.9 1,680.5 1,715.9 1,758.8 1,713.1 1,692.3 1,587.3 1,470.0 1,375.5 1,566.1 1,201.0 5,518.8 6,070.4 6,707.6 7,267.3 7,921.6 8,429.3 7,996.1 6,979.6 7,527.3 7,096.9