INTRODUCTION

Markets:

The concepts of exchange and relationships lead to the concept of a market. A market is
the set of actual and potential buyers of a product. These buyers share a particular need or want
that can be satisfied through exchange relationships.

Marketing means managing markets to bring about profitable customer relationships.

However, creating these relationships takes work. Sellers must search for buyers, identify must
first create a need-satisfying marketing offer (product). It must decide how much it will charge
for the offer (price) and how it will make the offer available target consumers (place). Finally, it
must communicate with the target customers about the offer and persuade them of its merits
(promotion).

Marketing:

Marketing is the business function that identifies customer needs and wants. Creating
customer value and satisfaction are the heart of modern marketing thinking and practice.
Marketing is the delivery of customer satisfaction at a profit.

Many people think of marketing only as selling & advertising. But selling & advertising
are only the tip of marketing. Marketing means managing markets to bring about exchanges and
relationships for the purpose of creating value and satisfying needs & wants.

Today, marketing must be understood not in the old sense of making a sale – ‘’telling and
selling’’ – but in the new sense of satisfying customer needs. If the marketer does a good job of
understanding consumer needs; develops products that provide superior value; and prices,
distributes, and promotes them effectively, these products will sell very easily. Thus, selling and
advertising are only part of a larger ‘’marketing mix’’ – a set of marketing tools that work
together to satisfy customer needs and build customer relationships.

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 Broadly defined, marketing is a social and managerial process by which individuals and
groups obtain what they need and want through creating and exchanging value with others. In a
narrower business context, marketing involves building profitable, value – laden exchange
relationships with customers. Hence, we define marketing as the process by which companies
create value for customers and build strong relationships in order to capture value from
customers in return.

Marketing analysis:

A Marketing analysis is a documented investigation of a Market that is used to inform a firm's

planning activities particularly around decision of: inventory, purchase, work force
expansion/contraction, facility expansion, purchases of capital equipment, promotional activities,
and many other aspects of a company.

Not all managers are asked to conduct a market analysis, but all managers must make decisions
using market analysis data and understand how the data was derived. So all managers need a
reasonable understanding of the tools most used for making sales forecasts and analyzing
markets.

A large number of market analysis techniques are related to sales forecasting, others are
more general techniques for analyzing markets. The literature defines several areas in which
market analysis is important. These include: sales forecasting, market research, and marketing
strategy. Sales forecasting and market analysis are complementary skills that any marketing
manager should possess

Customer Needs, Wants, and Demands:

The most basic concept underlying marketing is that of human needs. Human needs are states
of felt deprivation. They include basic physical needs for food, clothing, warmth, and safety:
social needs for belonging and affection: and individual needs for knowledge and self –
expression. These needs were not created by marketers: they are a basic part of the human
makeup.

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 wants are the form human needs take as they are shaped by culture and individual
personality. An American needs food but wants a big mac, French fries, and a soft drink. A
person in Mauritius needs food but wants a mango. Rice, lentils, and beans. Wants are shaped
by buying power, wants become demands. Given their wants and resources, people demand
products with benefits that add up to the most value and satisfaction.

Marketing Management:

The analysis, planning, implementation and control of programs design to create, build
and maintain beneficial exchanges with target buyers for the purpose of achieving organizational
objectives.

MARKETING MANAGEMENT CONCEPTS

Production Product Selling Marketing Societal

Production Concept:

Management should focus on improving production and distribution efficiency. When the
demand for a product exceeds the supply, management should looks for ways to increase
production. When the products cost is too high, improved productivity is needed to bring it
down.

Product Concept:

Consumer will favour products that offer the most quality, performance and innovative
features. Thus, an organization should devote energy to making continues product
improvements.

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Selling Concept:

Consumers Will Not Buy Enough Of The Organizations Products Unless Its Under Takes
Large-Scale Selling And Promotion Effort.

Existing Selling & Profits through

Factory products promoting sales volume

Selling: S

Selling is also important function of marketing. It is the process where by goods and
services finally flow to the customers who need them. Selling focuses on the needs of the sell

Marketing Concept:

The marketing concept holds that achieving organizational goals depends on determining
the needs and wants of target markets and delivering the desired satisfaction more effectively and
efficiently than to competitors.

Customer Integrated Profits through

Market needs marketing customer satisfaction

Marketing means obtaining customers. Marketing focuses on the needs of the purchaser.
Makes profits by creating long term customer relationships based on customer value and
satisfaction.

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Societal Concept:

The societal marketing concept holds that the organization Should determine the needs,
wants and interests of target markets.

Society
(Human welfare)

Consumers Company
(Want satisfaction) (Profits)

Marketing Mix (4 Ps):

Marketing mix includes the set of controllable, tactical marketing tools in the target
market.

 Product means the goods and services combination the company offer to the
target market. Ex: nuts & bolts, spark plugs, pens & pencils etc
 Price is the amount of money customers have to pay to obtain the product.

 Place includes company activities that make the product available to target
consumers

 Promotion means activities that communicate the merits of the product and
persuade target customers to buy it. TOYOTA spends money each year for
advertising to tell consumer about the company and its product.

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Marketing Effort / Marketing Control:
The company wants to design and put in to action the marketing mix that will best
achieves its objectives in its target markets.
Need and Importance:

The topic selected for study, as there is greater importance of customer perception in
the organization due to impact of growing technologies in the business environment. Change is
here to stay, and we need to understand that all the practices that are working today may not
necessarily work tomorrow.
Scope of the Study
The study has a wider scope covering the MARKET ANALYSIS of the people who are using
TOYOTA cars and it also emphasizes on the parameters like customer awareness, customer
perception branding value and image. It also throws a light on the customer awareness of the
automobile industry with attention to TOYOTA. The project covers the entire branding features
on their impact on customer

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Objectives of the Study

 To study the customer perception on TOYOTA

 To study the customer satisfaction on TOYOTA

 To estimate the factors influencing the buying behavior of the customer

 To know the brand image among the customers.

 To know the brand awareness among the customers.

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Research Methodology

Research Design:

A research design is considered as the frame work or plan for a study that guides and
helps the collection and analysis of the data.

A sound research is the basis of success of any formal research. It is said to be the blue
print of the study conducted.

Nature of the Data:

The data collected for the study was mainly primary in nature. There is first hand
information which is customer opinion, towards the company products. Besides this secondary
data was also collected from company brochures and company websites.

Sources of Data:

Primary data was collected from the customers who are using TOYOTA cars in
visakhapatnam city.

Secondary data was collected from the company brochures and company websites.

Methods of Data Collection:

The method adopted to elicit information from customers is structured questionnaire that
contains close, open ended questions. The reason for choosing the questionnaire method is
primarily due to the qualitative nature of the study.

Survey:

Wide range of information about customer opinion, perception, and expectation is gathered
through survey from visakhapatnam city.

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Sampling Design:

Sample Unit: The sampling unit is customers who are using cars o TOYOTA India ltd,
visakhapatnam.

Sample Size: The sample size is 100 customers in Visakhapatnam city.

Sampling Method: Random Sampling

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Limitations:

1. As the most of the customers were businessmen hesitate give correct information.
2. The time period of project is 45 days.
3. Though the customers wanted to give information they could not give as it wastes their
business time.
4. The accuracy of the answers depends upon the mode of interest of respondents.
5. Though the customers wanted to give information they could not, as they felt it takes
away their business time.
6. The accuracy of the answers depends upon the mode of interest of respondents.
7. The opinions of the sample may or may not depict the exact opinions of the total
population.

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Introduction
The automobile industry is one of India’s most vibrant and growing industries. This
industry accounts for 22 per cent of the country's manufacturing gross domestic product (GDP).
The auto sector is one of the biggest job creators, both directly and indirectly. It is estimated that
every job created in an auto company leads to three to five indirect ancillary jobs.
India's domestic market and its growth potential have been a big attraction for many global
automakers. India is presently the world's third largest exporter of two-wheelers after China and
Japan. According to a report by Standard Chartered Bank, India is likely to overtake Thailand in
global auto-export market share by the year 2020.
The next few years are projected to show solid but cautious growth due to improved
affordability, rising incomes and untapped markets. With the government’s backing, and trends
in the international scenario such as the decline in prices of natural rubber, the Indian automobile
industry is slated to witness some major growth.
Market size
The cumulative foreign direct investment (FDI) inflows into the Indian automobile
industry during the period April 2000 – August 2014 was recorded at US$ 10,119.68 million, as
per data by Department of Industrial Policy and Promotion (DIPP).
Data from industry body Society of Indian Automobile Manufacturers (SIAM) showed that
137,873 passenger cars were sold in July 2014 compared to 131,257 units during the
corresponding month of 2013. Among the auto makers, Maruti Suzuki, Hyundai Motor India and
Honda Cars India emerged the top three gainers with sales growth of 15.45 per cent, 12 per cent
and 11 per cent, respectively.
The three-wheeler segment posted a 24 per cent growth to 51,461 units on the back of
increased demands from the urban market. Total sales across different vehicle segments grew 12
per cent year on year (y-o-y) to 1,586,123 units.
Scooter sales have jumped by 29 per cent in the ongoing fiscal, and now form 27 per cent of the
total two-wheeler market from just 8 per cent a decade back. The ever-rising demand for
scooters, which has far outstripped supply has prompted Honda to set up its first dedicated
scooter plant in Ahmedabad.

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 Tractor sales in the country is expected to grow at a compound annual growth rate (CAGR)
of 8–9 per cent in the next five years making India a high-potential market for many international
brands.
Investments
To match production with demand, many auto makers have started to invest heavily in
various segments in the industry in the last few months. Some of the major investments and
developments in the automobile sector in India are as follows:
 Ashok Leyland plans to invest Rs 450–500 crore (US$ 73.54–81.71 million) in India, by
way of capital expenditure (capex) and investment during FY15. The company is
required to manage Rs 6,000 crore (US$ 980.56 million) of assets in seven locations
across the world, for which maintenance capex is needed.

 Honda Motors plans to set up the world's largest scooter plant in Gujarat to roll out 1.2
million units annually and achieve leadership position in the Indian two-wheeler market.
The company plans to spend around Rs 1,100 crore (US$ 179.76 million) on the new
plant in Ahmedabad, and expand its range with a few more offerings.

 Yamaha Motor Co has restructured its business in India. Now, Yamaha Motor India
(YMI) will take care of its India operations. “The restructuring is part of Yamaha’s mid-
term plan aimed at improving organisational efficiency,” as per Mr Hiroyuki Suzuki,
Chief Executive and Managing Director. YMI would be responsible for corporate
planning and strategy, business planning and business expansion, quality control, and
regional control of Yamaha India Business.

 Tata Motors plans to use the 'hub-and-spoke' model in which India will be the key
manufacturing base while it will have mini-hubs in overseas markets. The company also
plans to set up mini hubs in potential markets like Africa, Middle-East and South East
Asia.

 Hero Cycles through its unit OPM Global has acquired a majority stake in German
bicycle company Mitteldeutsche Fahrradwerke AG (MIFA) for €15 million (US$ 19.11
million). The company plans to invest an additional €4 million (US$ 5.09 million) as
capital expenses in restructuring the acquired company.

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Government Initiatives
The Government of India encourages foreign investment in the automobile sector and
allows 100 per cent FDI under the automatic route. To boost manufacturing, the government had
lowered excise duty on small cars, motorcycles, scooters and commercial vehicles to eight per
cent from 12 per cent, on sports utility vehicles to 24 per cent from 30 per cent, on mid-segment
cars to 20 per cent from 24 per cent and on large-segment cars to 24 per cent from 27 per cent.
The government’s decision to resolve VAT disputes has also resulted in the top Indian auto
makers namely, Volkswagen, Bajaj Auto, Mahindra & Mahindra and Tata Motors announcing an
investment of around Rs 11,500 crore (US$ 1.87 billion) in Maharashtra.
The Automobile Mission Plan for the period 2006–2016, designed by the government is
aimed at accelerating and sustaining growth in this sector. Also, the well-established Regulatory
Framework under the Ministry of Shipping, Road Transport and Highways, plays a part in
providing a boost to this sector.
The Government of India-appointed SIAM and Automotive Components Manufacturers
Association (ACMA) are responsible in working for the development of the Indian automobile
industry.
Road Ahead
The future of the auto industry depends on the positive sentiments and the demand for
vehicles in the market. With the festival season coming up, the Indian auto sector will see a rise
in demand which is expected to bring in major growth. An auto dealer survey by firm UBS
suggested that the Indian auto industry, riding on trends like the upcoming festival season and
decline in fuel price, will observe a 12 per cent y-o-y growth in FY15.
Also, keeping up with international trends, there is expected to be a surge in the number
of hybrid vehicles in the Indian auto sector in the years to come.

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The growth story for the Indian automobile industry in 2014 rode on the two-wheeler segment
and not on passenger cars or commercial vehicles, as high interest rates and a stuttering
manufacturing industry kept a check on demand.

The year also saw Competition Commission of India (CCI) levying a penalty of Rs.2,544.65
crore ($415) on 14 car makers for their restrictive trade practices by preventing independent
repairers coming into the market. Some of the leading car makers also had to recall some models
over defective components.

When other segments like passenger cars and commercial vehicles logged negative growth,
the two-wheeler makers registered around 13 percent growth between January and October.
Riding on the two-wheeler sector's growth, the automotive industry grew 9.8 percent by volume
year-on-year (YoY) between January and October.

"The two-wheeler segment is the only one that has clocked positive growth at 12.9 percent
YoY (year-on-year) to reach sales of nearly 13.5 million units by October. This can be attributed
to the low cost of two wheelers

in India," Vijay Kakade, vice president for automotive and transportation practice at Frost &
Sullivan, told IANS.

He said the light commercial vehicle (LCV) segment has been the worst hit, with sales
reducing to approximately 330,000 units -- an 18.9 percent YoY fall over 2013.

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 "The passenger car, medium and heavy commercial vehicle segments contracted by 0.8 and
6.5 percent respectively during the period, compared to 2013. The reduction in sales can be
attributed to the slowdown and the high interest rates set by the RBI (Reserve Bank of India)
reducing the availability of finance options to the public," Kakade added.

"These segments have shown positive signs over the past few months, which is expected to
lead to growth in the next year."The year 2014 has been a year of stagnation, which is a positive
sign as the decline has stopped. The industry has shown signs of growth, albeit slower than
expected, over the past few months," Kakade remarked.
P. Balendran, vice president, General Motors India, had similar views to share with IANS: "Of
late, we have seen some movements in new entries driven by novelty factors and some select
manufacturers have been getting the benefits too."He said the market has not shown any
movement forward, despite the excise duty reduction, while the customer sentiment has not
picked up due to sticky interest rates, which remain at high levels.
"Although fuel prices have started coming down significantly, the enquiry levels at
showrooms have come down and conversions are not taking place at all. The sales of diesel
vehicles are also tapering off because of the narrowing price gap vis-a-vis petrol," Balendran
added.
Expecting the government to continue with a lower excise duty regime for small/mid-
sized/big cars and sports utility vehicles (SUV) till March 2015, Balendran said the rates should
be continued till the Goods and Services Tax ( GST) is introduced -- aiding the turnaround of the
auto sector.

Terming 2014 a mixed bag for the automobile industry, Sumit Sawhney, chief executive and
managing director of Renault India, told that while there has been a sea change in the consumer
sentiment with a gradually improving economic climate in the country, the optimism has still to
translate into sustained sales growth.

"The industry is looking forward to the budget for pro-business policies to reignite the
automobile industry in India."

Highlights of India's automobile industry 2014:

* Overall growth was 9.8 percent by volume year-on-year (YoY) between January and October.
* Two-wheeler sector grew 12.9 percemt
* Passenger car, medium and heavy commercial vehicle segments contracted by 0.8 and 6.5 till
October

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* LCV segment worst hit, with sales falling 18.9 percent YoY fall over 2013 till October
* Excise duty reduction on automobiles
* Competition Commission of India (CCI) fines 14 car-makers Rs.2,544.65 crore for restrictive
trade practices.

Auto manufacturers have been trying to cope with economical rough patch in last two years.
Trying to boost sales and implementing cost effective schemes just wasn’t enough. They also
had to cut many of their employees loose to stay somewhat balanced, in some cases. On a
fashionable note, senior employees were asked to take voluntary retirement (not sure what
‘voluntary’ is doing in that sentence).

Tata Motors apart from giving customers attractive offers, gave 600 of their employees early
retirement offers, last month. Ashok Leyland too offered 500 of their employees with irresistible
retirement schemes, last year (pun intended).

Sales of Cars, SUVs, Vans, pick-ups, and entire commercial vehicle segment went south,
with passenger vehicle market encountering first decline in the decade. But what saved the
overall scenario was the two-wheeler market. It took 7.31% hike with motorcycle sales going
3.91% up and scooter sales riding 23% north. Export sales figures also contributed to somewhat
saving the year with rise of 7.21%.

The downtrend left auto manufacturers with piled up inventory and stagnation. The interim
budget announced in February, gave a minor boost as all vehicles prices were reduced
marginally, but it hasn’t exactly helped boost sales yet. Automakers are expecting aid from the
government’s new budget by way of further tax cuts.

Sales figures of March 2014 shows 12.83% overall growth also by means of increased two-
wheeler sales. Commercial Vehicles have further dipped compared to March 2013 and passenger
cars stagnating below the graph. However, overall production has increased by 9.95% comparing
March figures of both years, suggesting auto makers’ confidence in ongoing fiscal to make
better.

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 Launch of new A segment compact cars by various auto majors seems to be helpful in this
economy, for customers as well as value chain entities. Maruti Suzuki finished top on podium
with 42% share in overall car sales, followed by Hyundai with 15% share.

Society of Indian Automobile Manufacturers (SIAM) expects a 6% growth over in the

fiscal 2014-15, with boost in manufacturing sector, new investment and fresh capacities in the
industry. Vikram Kirloskar, president of SIAM says, “Whichever government comes in…I am
looking for stability in excise duty and some reduction in taxes. We are an over-taxed industry.”

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COMPANY PROFILE

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 Toyota Motor Corporation

Toyota Motor Corporation is a Japanese automotive manufacturer headquartered

in Toyota, Aichi, Japan. In 2013 the multinational corporation consisted of 333,498 employees
worldwide and, as of November 2014, is the twelfth-largest company in the world by revenue.
Toyota was the largest automobile in 2012 (by production) ahead of the Volkswagen
Group and General Motors. In July of that year, the company reported the production of its
200-millionth vehicle. Toyota is the world's first automobile manufacturer to produce more
than 10 million vehicles per year. It did so in 2012 according to OICA, and in 2013 according
to company data. As of July 2014, Toyota was the largest listed company in Japan by market
capitalization (worth more than twice as much as #2-ranked SoftBank) and by revenue.

The company was founded in 1933 by Kiichiro Toyoda as a spin off from his father's
company Toyota Industries to create automobiles. It created its first product Type an engine in
1934 and its first passenger car in 1936.

Many analysts believe Toyota will become the world's largest auto maker in the 2007
calendar-year by total vehicle production and thus overtaking the current leader General Motors
Corporation, with a stated goal of producing 9.4 million vehicles in 2007. Its vehicle production
increased by 1.7 million vehicles to little over 9 million in 2006 calendar-year

The Toyota Motor Corporation was founded in September 1933 when Toyoda Automatic Loom
created a new division Devoted to the production of automobiles under the direction Of the
founder's son, Kiichiro Toyoda. Soon thereafter, the Division produced its first Type A Engine in
1934, 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 fully computerized and electric
sewing machines which are available worldwide.

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 Toyota Motor Co. was established as an independent company in 1937. Although the
founding family 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:
Simplified Chinese: with Chinese reading. Both transliterations are correct.

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. For example, the trucks had only one headlight on the centre of the
hood. The war ended shortly before a scheduled Allied bombing run on the Toyota factories in
Aichi.

Replica of the Toyota Model AA, the first production model of Toyota in 1936 After
the war, commercial passenger car production started in 1947 with the model SA. The quality
and production principles on which Toyota is based originated in an education program from
the United States Army in the post-war era.[6] In 1950 a separate sales company, Toyota Motor
Sales Co., was established (which lasted until July 1982). In April 1956 the Toy pet 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 Brazil 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. By the end of the decade, Toyota had established a worldwide presence, as the
company had exported its one-millionth unit.

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Vision & Philosophy

Since its foundation, Toyota has been using its Guiding Principles to produce reliable vehicles
and sustainable development of society by employing innovative and high quality products and
services.

The Ideal Being Pursued for People, Society and the Global Environment

Currently, Toyota is employing "Open the Frontiers of Tomorrow" as the slogan for Global
Vision 2020. This slogan expresses the commitment of Toyota and each and every employee to
never be satisfied with the status quo, to create a path to a new world and to work steadily
towards the realization of society's dreams. This progress is to be achieved "through the energy
of people and technology."

Where Toyota would like to be in 2020

Monozukuri and the Cycle of Nature... Toyota's World View and Our Mission

extremely important. Also, by seeking harmony between monozukuri and the cycles of nature,
Toyota is helping promote efforts toward finding a harmonious balance between the cycles of
nature and the cycles of industry. We believe that it is our mission to tackle challenges in new
fields in order to achieve this.

Toyota Production System

A production system which is steeped in the philosophy of "the complete elimination of all
waste" imbuing all aspects of production in pursuit of the most efficient methods.

Toyota Motor Corporation's vehicle production system is a way of "making things" that is
sometimes referred to as a "lean manufacturing system" or a "Just-in-Time (JIT) system," and
has come to be well known and studied worldwide.
This production control system has been established based on many years of continuous
improvements, with the objective of "making the vehicles ordered by customers in the quickest

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and most efficient way, in order to deliver the vehicles as quickly as possible."
The Toyota Production System (TPS) was established based on two concepts: The first is called
"jidoka" (which can be loosely translated as "automation with a human touch") which means that
when a problem occurs, the equipment stops immediately, preventing defective products from
being produced; The second is the concept of "Just-in-Time," in which each process produces
only what is needed by the next process in a continuous flow.

Based on the basic philosophies of jidoka and Just-in-Time, the TPS can efficiently and quickly
produce vehicles of sound quality, one at a time, that fully satisfy customer requirements.

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TPS Concept
Jidoka
— Highlighting/visualization of problems —
-Quality must be built in during the
manufacturing process!-
If equipment malfunction or a defective part is
discovered, the affected machine automatically
stops, and operators cease production and
correct the problem.
For the Just-in-Time system to function, all of
the parts that are made and supplied must meet
predetermined quality standards. This is
achieved through jidoka.
Jidoka means that a machine safely stops when
the normal processing is completed. It also
means that, should a quality / equipment
problem arise, the machine detects the problem
on its own and stops, preventing defective
products from being produced. As a result, only
products satisfying quality standards will be
passed on to the following processes on the
production line.
Since a machine automatically stops when
processing is completed or when a problem
arises and is communicated via the "andon"
(problem display board), operators can
confidently continue performing work at
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Just-in-Time
— Productivity improvement —
- Making only "what is needed, when it is
needed, and in the amount needed!"
Producing quality products efficiently
through the complete elimination of waste,
inconsistencies, and unreasonable
requirements on the production line.
In order to deliver a vehicle ordered by a
customer as quickly as possible, the vehicle
is efficiently built within the shortest
possible period of time by adhering to the
following:
When a vehicle order is received, a
production instruction must be issued to the
beginning of the vehicle production line as
soon as possible.
The assembly line must be stocked with
required number of all needed parts so that
any type of ordered vehicle can be
assembled.
The assembly line must replace the parts
used by retrieving the same number of parts
from the parts-producing process (the
another machine, as well as easily identify the preceding process).
problem's cause to prevent its recurrence. This
The preceding process must be stocked with
means that each operator can be in charge of
small numbers of all types of parts and
many machines, resulting in higher
produce only the numbers of parts that were
productivity, while continuous improvements
retrieved by an operator from the next
lead to greater processing capacity.
process.

Globalizing and Localizing Manufacturing

"Made by TOYOTA" – Aiming for Global Quality Assurance

Since 1957, when the Crown was first exported to the United States, Toyota has expanded the
scope of automobile sales across the entire globe. For over fifty years, Toyota vehicles have
found their way to over 170 countries and regions throughout the world. As their exports have
continued to develop so has the localization of their production bases, in line with a policy of
"producing vehicles where the demand exists". Now there are 51 bases in 26 different countries
and regions. In addition, there are design and R&D bases in nine locations overseas, showing
that "from development and design to production, as well as sales and service, Toyota has now
achieved consistent globalization and localization."

Among the hurdles that this globalization of production has to overcome, the most important is
quality assurance, which requires that "no matter where Toyota vehicles are made, they must
have the same high level of quality." Toyota doesn't put a label on vehicles which says "Made in
The USA" or "Made in Japan", but instead opts for one label for all: "Made by TOYOTA." This
means that there is a need to spread Toyota's manufacturing philosophy — the "Toyota Way" —
to all of their overseas bases.

Additionally, it is important to minimize support that comes from Japan to let each of the
overseas locations become self-reliant. As an example, the Toyota plant that recently began
production in Texas made maximum use of the know-how from the Toyota plant in Kentucky
which has been cultivated over the past 20 years.
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Toyota believes that the way to achieve quality assurance and to spread the "Toyota Way" is by
educating people. So in 2003 the Global Production Center (GPC) was established within the
Motomachi Plant in Toyota City. Furthermore, in 2006, Toyota established regional GPCs in the
United States, the United Kingdom and Thailand to carry out corresponding activities in the

North American, European, and Asia-Pacific regions.

The Toyota Way

Sharing the Toyota Way Values

The Guiding Principles at Toyota reflect the kind of company that Toyota seeks to be. The
Toyota Way 2001 clarifies the values and business methods that all employees should embrace
in order to carry out the Guiding Principles at Toyota throughout the company's global activities.

With the rapid growth, diversification and globalization of Toyota in the past decade, the values
and business methods that had been passed on as implicit knowledge were identified and defined
in 2001. Toyota is preparing to operate as a truly global company, guided by a common
corporate culture.

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In order to continue fulfilling its role as the backbone of all Toyota operations, the Toyota Way
must evolve amid an ever changing business environment. Toyota will continue to update it in
the future to reflect changes in the times.

The Toyota Way is supported by two main pillars: "Continuous Improvement" and "Respect for
People". We are never satisfied with where we are and always work to improve our business by
putting forward new ideas and working to the best of our abilities. We respect all Toyota
stakeholders, and believe the success of our business is created by individual effort and good
teamwork.

Human Resources Development by the Toyota Institute

To promote sharing of the Toyota Way, the Toyota Institute was established in January 2002 as
an internal human resources development organization. Since 2003, overseas affiliates in North
America (U.S.), Europe (Belgium), Asia (Thailand and China), Africa (South Africa) and
Oceania (Australia) have established their own human resources training organizations modeled
after the Toyota Institute.

History of Toyota

Look back at the history of Toyota, starting with the birth of founder Sakichi Toyoda. It traces
the company's development through 1937 from when Toyota Motor Corporation was established
to when the 2 millionth Prius hybrid was sold.

26
1867 Birth of Sakichi Toyoda.
1924 Sakichi Toyoda invents Toyoda Model G Automatic Loom.
1929 Automatic-loom patent is sold to a British company.
1930 Kiichiro Toyoda begins research on small gasoline-powered engine.
1933 Automobile Department is established at Toyoda Automatic Loom Works, Ltd.
1935 The Toyoda precepts are compiled.
1936 The AA Sedan is completed.
1937 Toyota Motor Co., Ltd. is established.
1938 Honsha Plant begins production
1950 Company faces a financial crisis; Toyota Motor Sales Co., Ltd. is established.
1951 Suggestion System begins.
1955 The Toyopet Crown, Toyopet Master and Crown Deluxe are launched.
The first prototypes of the Crown are exported to the United States; Toyota Motor Sales
1957
U.S.A., Inc. is established.
1959 Motomachi Plant begins production.
1962 Joint Declaration of Labor and Management is signed.
1965 Toyota wins the Deming Application Prize for quality control.
1966 The Corolla is launched; business partnership with Hino Motors Ltd. begins.
1967 Business partnership with Daihatsu Motor Co., Ltd. begins.
1974 Toyota Foundation is established.
1975 The prefabricated housing business begins.
Toyota Motor Co., Ltd. and Toyota Motor Sales Co., Ltd. are merged into Toyota Motor
1982
Corporation.
Joint venture with General Motors (New United Motor Manufacturing, Inc.) begins
1984
production in the USA.
1988 Toyota Motor Manufacturing, USA, Inc. (present TMMK) begins production.
1989 The Lexus brand is launched in the USA.
1992 Toyota Motor Manufacturing (United Kingdom) Ltd. begins production.
1997 The Prius is launched as the world's first mass-produced hybrid car.

34
1999 Cumulative domestic production reaches 100 million vehicles.
2000 Sichuan Toyota Motor Co., Ltd. begins production in China.
2001 Toyota Motor Manufacturing France S.A.S. begins production in France.
Toyota enters Formula One World Championship; Tianjin Toyota Motor Co., Ltd. begins
2002
production in China.
2004 The Toyota Partner Robot is publicly unveiled.
2005 The Lexus brand is introduced in Japan.
2008 Worldwide Prius sales top 1 million mark.
Worldwide Prius sales top 2 million mark; Toyota and Tesla Motors agree on joint EV
2010
development.
Worldwide Hybrid Vehicle sales top 3 Million mark; Toyota Motor Manufacturing,
2011 Mississippi, Inc. begins production in the USA.

2012 Worldwide sales of TMC hybrids top 4 million units

Toyota Awards:
In early November 2014, Toyota USA enlisted a recall involving defective inflaters and
propellant devices that may deploy improperly in the event of a crash, shooting metal fragments
into vehicle occupants. More than 7 million vehicles are potentially affected in the United States.
This recall only effects vehicles equipped with Takata airbags released after the year 2000 in
North America. The airbags were manufactured by Takata automotive manufacturing. Toyota is
offering a free repair to all effected vehicles worldwide. The fault in the Takata air bags also
affected other North American automobile manufacturers

Awards – 2014

CII - ITC SUSTAINABILTY AWARDS 2014:

 "Domain Excellence" in Sustainable Supply Chain
 "Commendation for Significant Achievement" in Environment Management

CNBC TV 18 Overdrive Awards :

 Category - Executive Car Of The Year

35
ET Zigwheels Awards :
 Category - Innovation Of The Year Award

Autobild Golden Steering Wheel Awards :

 Category - Green Steering Wheel

CII-HR Excellence Award 2013:

Commendation for "Significant Achievement in HR Excellence" Award - TKM

CNBC TV 18 - Overdrive Awards 2012(13th Year):

Manufacturer of the Year – TKM

Zigwheels COTY Awards:

Manufacturer of the Year – TKM

Bloomberg - UTV / AutoCar Awards:

Manufacturer of the Year – TKM

Car Indian Car & Bike Awards 2012:

Manufacturer of the Year – TKM
Car of the year – Etios
Mid Size Car of the year – Etios

Awards – 2012

CII-HR Excellence Award 2012:

Commendation for "Significant Achievement in HR Excellence"
Award – TKM

NDTV Car & Bike Awards 2011:

Ista Green Award – Prius
Sub-Compact Sedan of the year – Etios

Subros Car & Bike India Awards 2011:

Engine of the year – Altis Diesel
Green Technology of the year – Prius

36
 Auto India:
Best Brand Awards 2011 – Toyota
Most Eco-friendly – Toyota

Overview

Company Name Toyota Motor Corporation

President and Representative
Akio Toyoda
Director
Company Address
1 Toyota-Cho, Toyota City, Aichi Prefecture 471-
Head Office 8571, Japan
Phone: (0565) 28-2121
Tokyo Head Office 1-4-18 Koraku, Bunkyo-ku, Tokyo 112-8701, Japan

37
 Phone: (03) 3817-7111
4-7-1 Meieki, Nakamura-ku, Nagoya City, Aichi
Nagoya Office Prefecture 450-8711, Japan
Phone: (052) 552-2111
Date founded August 28, 1937
Capital 397.05 billion yen (as of March 31, 2010)
Shareholders Shareholder Composition
Fiscal Year From April 1 to March 31 of the following year
Main Business Activities Motor Vehicle Production and Sales
Business Sites Information on Business Sites
Number of employees (Total in
320,897
affiliated companies)

Executives

Chairman and Representative Director Fujio Cho

Vice Chairman and Representative Director Katsuaki Watanabe Kazuo Okamoto
President and Representative Director Akio Toyoda
Takeshi Uchiyamada Yukitoshi Funo
Executive Vice President and Representative Director
Atsushi Niimi Shinichi Sasaki

38
Toyota Group

Capital
Company Name Establishment Main products/activities (¥
million)
Manufacture and sales of spinning and
Toyota Industries
Nov. 1926 weaving machines, industrial vehicles and 80,462
Corporation
automobiles; logistics
Manufacture and sales of specialty steel,
Aichi Steel Corporation March 1940 forged steel products and electromagnetic 25,016
parts
Manufacture and sales of machine tools,
JTEKT Corporation Jan. 1921 36,854
auto parts and housing equipment
Toyota Auto Body Co., Manufacture of auto and special vehicle
Aug. 1945 10,371
Ltd. bodies and parts
Business transactions related to various
Toyota Tsusho
July 1948 items in Japan and between foreign 64,936
Corporation
countries, import and export
Manufacture and sales of auto parts and
Aisin Seiki Co., Ltd. June 1949 45,049
household appliances
Manufacture and sales of electrical
components for automobiles and other
DENSO CORPORATION Dec. 1949 applications, air conditioning equipment 187,457
and general appliances and electrical
appliances
Manufacture and sales of vehicle interior
Toyota Boshoku
May 1950 parts, filters and power train mechanical 8,400
Corporation
parts and textiles
Towa Real Estate Co., Owning, managing, buying, selling and
Aug. 1953 23,750
Ltd. renting out land, management and rental

39
Toyota Central Research
Fundamental research and testing for
and Development
Nov. 1960 technical development for the Toyota 3,000
Laboratories,
Group
Incorporated
Manufacture of automobiles and of
Kanto Auto Works, Ltd. April 1946 equipment and materials for housing 6,850
construction
Manufacture and sales of rubber, plastic
and urethane products, semiconductor
Toyoda Gosei Co., Ltd. June 1949 28,027
related products, electronic products and
adhesives
Manufacture and sales of large trucks,
Hino Motors, Ltd. May 1942 buses, small commercial vehicles, 72,717
passenger vehicles, engines and spare parts
Manufacture and sales of automobiles,
Daihatsu Motor, Co., Ltd. March. 1907 28,404
specialty vehicles and parts
Toyota Housing Planning, sales, construction and after-sales
Apr. 2003 7,400
Corporation service of housing

40
41
Toyota in India

Harsha Toyota

Mission
Placing customer satisfaction first, integrating sales with service and service parts in a single
convenient location, we contribute to speedy and efficient service, allowing customers to
experience the convenience and pleasure of owning Toyota automobile.

Management
Harsha Toyota, D No 2-40/5, Old Bombay Highway , visakhapatnam-500084
CEO
Mr. P.Shivarama Krishna
Mob: +91-98667-74999
Email: group_ceo@harshaauto.com
G. M. – Customer Service
Mr.CH .Naveen Kumar
Mob: +91-98667-99669
Email: hy02a_cs@harshaauto.com
CR-M Sales

42
Mr. Jagadish K
Mob: +91-90000-17809
Email: ho_cr@harshaauto.com
GM Sales
Mr. Y Swamy
Mob: +91-90000-10197
Email: hy02a_gm@harshaauto.com

43
Market Analysis

The goal of a market analysis is to determine the attractiveness of a market and to understand
its evolving opportunities and threats as they relate to the strengths and weaknesses of the firm.

David A. Aaker outlined the following dimensions of a market analysis:

 Market size (current and future)

 Market growth rate
 Market profitability
 Industry cost structure
 Distribution channels
 Market trends
 Key success factors

Market Size

The size of the market can be evaluated based on present sales and on potential sales if the use of
the product were expanded. The following are some information sources for determining market
size:

 government data
 trade associations
 financial data from major players
 customer surveys

Market Growth Rate

A simple means of forecasting the market growth rate is to extrapolate historical data into the
future. While this method may provide a first-order estimate, it does not predict important
turning points. A better method is to study growth drivers such as demographic information and
sales growth in complementary products. Such drivers serve as leading indicators that are more
accurate than simply extrapolating historical data.

44
Important inflection points in the market growth rate sometimes can be predicted by constructing
a product diffusion curve. The shape of the curve can be estimated by studying the characteristics
of the adoption rate of a similar product in the past.

Ultimately, the maturity and decline stages of the product life cycle will be reached. Some
leading indicators of the decline phase include price pressure caused by competition, a decrease
in brand loyalty, the emergence of substitute products, market saturation, and the lack of growth
drivers.

45
Market Profitability

While different firms in a market will have different levels of profitability, the average profit
potential for a market can be used as a guideline for knowing how difficult it is to make money
in the market. Michael Porter devised a useful framework for evaluating the attractiveness of an
industry or market. This framework, known as Porter's five forces, identifies five factors that
influence the market profitability:

 Buyer power
 Supplier power
 Barriers to entry
 Threat of substitute products
 Rivalry among firms in the industry

Industry Cost Structure

The cost structure is important for identifying key factors for success. To this end, Porter's value
chain model is useful for determining where value is added and for isolating the costs.

The cost structure also is helpful for formulating strategies to develop a competitive advantage.
For example, in some environments the experience curve effect can be used to develop a cost
advantage over competitors.

Distribution Channels

The following aspects of the distribution system are useful in a market analysis:

 Existing distribution channels - can be described by how direct they are to the customer.
 Trends and emerging channels - new channels can offer the opportunity to develop a
competitive advantage.
 Channel power structure - for example, in the case of a product having little brand equity,
retailers have negotiating power over manufacturers and can capture more margins.

46
Market Trends

Changes in the market are important because they often are the source of new opportunities and
threats. The relevant trends are industry-dependent, but some examples include changes in price
sensitivity, demand for variety, and level of emphasis on service and support. Regional trends
also may be relevant.

Key Success Factors

The key success factors are those elements that are necessary in order for the firm to achieve its
marketing objectives. A few examples of such factors include:

 Access to essential unique resources

 Ability to achieve economies of scale
 Access to distribution channels
 Technological progress

It is important to consider that key success factors may change over time, especially as the
product progresses through its life cycle.

market is any one of a variety of different systems, institutions, procedures, social relations and
infrastructures whereby persons trade, and goods and services are exchanged, forming part of the
economy. It is an arrangement that allows buyers and sellers to exchange things.[1] Markets vary
in size, range, geographic scale, location, types and variety of human communities, as well as the
types of goods and services traded. Some examples include local farmers’ markets held in town
squares or parking lots, shopping centers and shopping malls, international currency and
commodity markets, legally created markets such as for pollution permits, and illegal markets
such as the market for illicit drugs.

In mainstream economics, the concept of a market is any structure that allows buyers and sellers
to exchange any type of goods, services and information. The exchange of goods or services for
money is a transaction. Market participants consist of all the buyers and sellers of a good who
influence its price. This influence is a major study of economics and has given rise to several

47
theories and models concerning the basic market forces of supply and demand. There are two
roles in markets, buyers and sellers. The market facilitates trade and enables the distribution and
allocation of resources in a society. Markets allow any tradable item to be evaluated and priced.
A market emerges more or less spontaneously or is constructed deliberately by human
interaction in order to enable the exchange of rights (cf. ownership) of services and goods.

Historically, markets originated in physical marketplaces which would often develop into — or
from — small communities, towns and cities.

Although many markets exist in the traditional sense — such as a marketplace — there are
various other types of markets and various organizational structures to assist their functions. The
nature of business transactions could define markets.

A Bloomberg Terminal displays live trading data from financial markets

Financial markets facilitate the exchange of liquid assets. Most investors prefer investing in two
markets, the stock markets and the bond markets. NYSE, AMEX, and the NASDAQ are the

48
most common stock markets in the US. Futures markets, where contracts are exchanged
regarding the future delivery of goods are often an outgrowth of general commodity markets.

Currency markets are used to trade one currency for another, and are often used for speculation
on currency exchange rates.

The money market is the name for the global market for lending and borrowing.

Prediction markets are a type of speculative market in which the goods exchanged are futures on
the occurrence of certain events. They apply the market dynamics to facilitate information
aggregation.

A market can be organized as an auction, as a private electronic market, as a commodity

wholesale market, as a shopping center, as a complex institution such as a stock market, and as
an informal discussion between two individuals.

Markets of varying types can spontaneously arise whenever a party has interest in a good or
service that some other party can provide. Hence there can be a market for cigarettes in
correctional facilities, another for chewing gum in a playground, and yet another for contracts for
the future delivery of a commodity. There can be black markets, where a good is exchanged
illegally and virtual markets, such as eBay, in which buyers and sellers do not physically interact
during negotiation. There can also be markets for goods under a command economy despite
pressure to repress them.

In economics, a market that runs under laissez-faire policies is a free market. It is "free" in the
sense that the government makes no attempt to intervene through taxes, subsidies, minimum
wages, price ceilings, etc. Market prices may be distorted by a seller or sellers with monopoly
power, or a buyer with monopsony power. Such price distortions can have an adverse effect on
market participant's welfare and reduce the efficiency of market outcomes. Also, the level of
organization or negotiation power of buyers, markedly affects the functioning of the market.
Markets where price negotiations meet equilibrium though still do not arrive at desired outcomes
for both sides are said to experience market failure.

49
The study of actual existing markets made up of persons interacting in space and place in diverse
ways is widely seen as an antidote to abstract and all-encompassing concepts of “the market” and
has historical precedent in the works of Fernand Braudel and Karl Polanyi. The latter term is
now generally used in two ways. First, to denote the abstract mechanisms whereby supply and
demand confront each other and deals are made. In its place, reference to markets reflects
ordinary experience and the places, processes and institutions in which exchanges occurs.
Second, the market is often used to signify an integrated, all-encompassing and cohesive
capitalist world economy. A widespread trend in economic history and sociology is skeptical of
the idea that it is possible to develop a theory to capture an essence or unifying thread to
markets.. For economic geographers, reference to regional, local, or commodity specific markets
can serve to undermine assumptions of global integration, and highlight geographic variations in
the structures, institutions, histories, path dependencies, forms of interaction and modes of self-
understanding of agents in different spheres of market exchange Reference to actual markets can
show capitalism not as a totalizing force or completely encompassing mode of economic activity,

50
but rather as “a set of economic practices scattered over a landscape, rather than a systemic
concentration of power”

C. B. Macpherson identifies an underlying model of the market underlying Anglo-American

liberal-democratic political economy and philosophy in the seventeenth and eighteenth centuries:
Persons are cast as self-interested individuals, who enter into contractual relations with other
such individuals, concerning the exchange of goods or personal capacities cast as commodities,
with the motive of maximizing pecuniary interest. The state and its governance systems are cast
as outside of this framework.). This model came to dominant economic thinking in the later
nineteenth century, as economists such as Ricardo, Mill, Jevons, Walras and later neo-classical
economics shifted from reference to geographically located marketplaces to an abstract
“market”. This tradition is continued in contemporary neoliberalism, where the market is held up
as optimal for wealth creation and human freedom, and the states’ role imagined as minimal,
reduced to that of upholding and keeping stable property rights, contract, and money supply.
This allowed for boilerplate economic and institutional restructuring under structural adjustment
and post-Communist reconstruction.

Similar formalism occurs in a wide variety of social democratic and Marxist discourses that
situate political action as antagonistic to the market. In particular, commodification theorists such
as Georg Lukács insist that market relations necessarily lead to undue exploitation of labour and
so need to be opposed in toto. ,). Pierre Bourdieu has suggested the market model is becoming
self-realizing, in virtue of its wide acceptance in national and international institutions through
the 1990s.). The formalist conception faces a number of insuperable difficulties, concerning the
putatively global scope of the market to cover the entire Earth, in terms of penetration of
particular economies, and in terms of whether particular claims about the subjects (individuals
with pecuniary interest), objects (commodities), and modes of exchange (transactions) apply to
any actually existing markets.

A central theme of empirical analyses is the variation and proliferation of types of markets since
the rise of capitalism and global scale economies. The Regulation School stresses the ways in
which developed capitalist countries have implemented varying degrees and types of
environmental, economic, and social regulation, taxation and public spending, fiscal policy and

51
government provisioning of goods, all of which have transformed markets in uneven and
geographical varied ways and created a variety of mixed economies. Drawing on concepts of
institutional variance and path dependency, varieties of capitalism theorists (such as Hall and
Soskice) identify two dominant modes of economic ordering in the developed capitalist
countries, “coordinated market economies” such as Germany and Japan, and an Anglo-American
“liberal market economies”. However, such approaches imply that the Anglo-American liberal
market economies in fact operate in a matter close to the abstract notion of “the market”. While
Anglo-American countries have seen increasing introduction of neo-liberal forms of economic
ordering, this has not lead to simple convergence, but rather a variety of hybrid institutional
orderings.. Rather, a variety of new markets have emerged, such as for carbon trading or rights to
pollute. In some cases, such as emerging markets for water, different forms of privatization of
different aspects of previously state run infrastructure have created hybrid private-public
formations and graded degrees of commodification, commercialization and privatization

Problematic for market formalism is the relationship between formal capitalist economic
processes and a variety of alternative forms, ranging from semi-feudal and peasant economies
widely operative in many developing economies, to informal markets, barter systems, worker
cooperatives, or illegal trades that occur in most developed countries. Practices of incorporation
of non-Western peoples into global markets in the nineteenth and twentieth century did not
merely result in the quashing of former social economic institutions. Rather, various modes of
articulation arose between transformed and hybridized local traditions and social practices and
the emergence world economy. So called capitalist markets in fact include and depend on a wide
range of geographically situated economic practices that do not follow the market model.
Economies are thus hybrids of market and non-market elements

Helpful here is J. K. Gibson-Graham’s complex topology of the diversity of contemporary

market economies describing different types of transactions, labour, and economic agents.
Transactions can occur in underground markets (such as for marijuana) or be artificially
protected (such as for patents). They can cover the sale of public goods under privatization
schemes to co-operative exchanges and occur under varying degrees of monopoly power and
state regulation. Likewise, there are a wide variety of economic agents, which engage in different
types of transactions on different terms: One cannot assume the practices of a religious

52
kindergarten, multinational corporation, state enterprise, or community-based cooperative can be
subsumed under the same logic of calculability (pp. 53–78). This emphasis on proliferation can
also be contrasted with continuing scholarly attempts to show underlying cohesive and structural
similarities to different markets.

A prominent entry point for challenging the market model’s applicability concerns exchange
transactions and the homo economicus assumption of self-interest maximization. There are now
a number of streams of economic sociological analysis of markets focusing on the role of the
social in transactions, and the ways transactions involve social networks and relations of trust,
cooperation and other bonds.. Economic geographers in turn draw attention to the ways in
exchange transactions occur against the backdrop of institutional, social and geographic
processes, including class relations, uneven development, and historically contingent path
dependencies. A useful schema is provided by Michel Callon’s concept of framing: Each
economic act or transaction occurs against, incorporates and also re-performs a geographically
and cultural specific complex of social histories, institutional arrangements, rules and
connections. These network relations are simultaneously bracketed, so that persons and
transactions may be disentangled from thick social bonds. The character of calculability is
imposed upon agents as they come to work in markets and are “formatted” as calculative
agencies. Market exchanges contain a history of struggle and contestation that produced actors
predisposed to exchange under certain sets of rules. As such market transactions can never be
disembedded from social and geographic relations and there is no sense to talking of degrees of
embeddedness and disembeddeness.

An emerging theme worthy of further study is the interrelationship, interpenetrability and

variations of concepts of persons, commodities, and modes of exchange under particular market
formations. This is most pronounced in recent movement towards post-structuralist theorizing
that draws on Foucault and Actor Network Theory and stress relational aspects of personhood,
and dependence and integration into networks and practical systems. Commodity network
approaches further both deconstruct and show alternatives to the market models concept of
commodities. Here, both researchers and market actors are understood as reframing commodities
in terms of processes and social and ecological relationships. Rather than a mere objectification
of things traded, the complex network relationships of exchange in different markets calls on

53
agents to alternatively deconstruct or “get with” the fetish of commodities. Gibson-Graham thus
read a variety of alternative markets, for fair trade and organic foods, or those using Local
Exchange Trading Systems as not only contributing to proliferation, but also forging new modes
of ethical exchange and economic subjectivities.

Most markets are regulated by state wide laws and regulations. While barter markets exist, most
markets use currency or some other form of money.

54
 1. Which Brand do you prefer in Car Industry?

A) TOYOTA b) Marati
C) Honda d) Hyundai
E) Mercedes Benz

Table no:1
Brand No Of
Respondents PERCENTAGE
TOYOTA 21
21%
Maruti 39 39%
Honda 18 18%
Hyundai 12 12%
Mercedes 10
Benz 10%
Total 100 100%

TOTAL
100

80 FORD
MARUTI
60
MARUTI HONDA
40 HYUNDAY
FORD HONDA
MERCEDES BENZ
20 HYUNDAY
TOTAL
0
No of respondents

INTERPRETATION:

39% of the respondents are think Maruthi brand first in the car industry
21% of the respondents are think TOYOTA brand first in the car industry
18% of the respondents are think Honda brand first in the car industry
18% of the respondents are think Hyundai brand first in the car industry
10% of the respondents are think Mercedes Benz brand first in the car industry

55
2 .Do You Own A Car.

A) Yes
B) No

Options Respondents
Yes 70
No 30
Total 100

INTERPRETATION:

From the above table it is clear that 70% of the respondents own a car

From the above table it is clear that 30% of the respondents doesn’t own a car

Inference

From the analysis it is clear that 70% of the respondents own a car

TOTAL
100
90
YES
80
70
60
YES
50
NO NO
40 TOTAL
30
20
10
0
Respondents

56
3. If Yes, Which Car Do You Own ?

A. TOYOTA b.. Honda

C. Toyota d. Hyundai
E. others

Options No Of Respondents
TOYOTA 25
Honda 12
Toyota 10
Hyundai 08
Others 15
Total 100

INTERPRETATION:

From the above table it is clear that

 25% of the people owned TOYOTA cars
 15% of the people owned Other cars
 12% of the people owned Honda cars
 10% of the people owned Toyota cars
 08% of the people owned Hyundai cars

TOTAL
100
90
80
70
FORD
60 HONDA
50 TOYOTA

40 HYUNDAY
FORD OTHERS
30
HONDA
TOTAL
20 TOYOTA OTHERS
HYUNDAY
10
0
No of respondents

57
4. What Are The Reasons For Buying That Car?

A. Brand b. Pricing
C. Mileage d. Safety
E. Design

Options No Of Respondents
Brand 22
Pricing 16
Mileage 31
Safety 17
Design 14
Total 100

INTERPRETATION:

From the above table it is clear that

31% of the people preferring mileage when they are going to buy a car.
22% of the people preferring brand when they are going to buy a car
17% of the people preferring safety when they are going to buy a car.
16% of the people preferring price when they are going to buy a car.
14% of the people preferring design when they are going to buy a car

factors which influence the buying behavior of car.

No Of Respondents
120

100

80

60
No Of Respondents
40

20

0
Brand Pricing Mileage Safety Design Total

58
5. Have You Taken Test Drive Of TOYOTA Innova ?

A) yes
B) no

Options Respondents
Yes 39
No 61
Total 100

100
90
80
70
60 Yes
50 No
40
Total
30
20
10
0
Respondents

INTERPRETATION:

The test drive of TOYOTA Innova is not taken by 61% of respondents

The test drive of TOYOTA Innova is taken by 38% of respondents

The no of people who taken test drive of Innova out of 100

59
6. How do you rate TOYOTA Innova?

With respect to performance

A. Poor b. Average c. Good d. V.good

Options No Of Respondents
Poor 02
Average 15
Good 63
V.Good 20
Total 100

No Of Respondents

Poor
Average
Good
V.Good
Total

INTERPRETATION:

63% of the people rated that performance of the Innova is Good

20% of the people rated that performance of the Innova is V.Good
15% of the people rated that performance of the Innova is Average
02% of the people rated that performance of the Innova is poor

60
 7.The rate of TOYOTA Innova With respect To Performance

A. With respect to service

A. Poor b. Average c. Good d. V.good

Options No Of Respondents
Poor 25
Average 40
Good 22
V.Good 13
Total 100

TOTAL
100
90
80
70
POOR
60
AVERAGE
50
AVERAGE GOOD
40
GOOD V.GOOD
30 POOR
TOTAL
20 V.GOOD
10
0
No of respondents

INTERPRETATION:

40% of the people rated that service of the Innova is Average

25% of the people rated that service of the Innova is poor
22% of the people rated that service of the Innova is Good
13% of the people rated that service of the Innova is V.Good

The rate of TOYOTA Innova With Respect To service

61
8. How is the mileage of TOYOTA Innova comparing to others.

a. High b. Low
c. Same

Options Respondents
High 33
Low 13
Same 54
Total 100

TOTAL
100
90
80
70
SAME
60 HIGH
50 LOW
HIGH SAME
40
30 TOTAL
LOW
20
10
0
Respondents

INTERPRETATION:

54% of the people feeling that mileage of Innova is same comparing to others
33% of the people feeling that mileage of Innova is high comparing to others
13% of the people feeling that mileage of Innova is low comparing to others

Mileage Of TOYOTA Innova Comparing To Others

62
9. Do you feel comfort and convenient in Innova

A) Yes
B) No

Options Respondents
Yes 76
No 24
Total 100

TOTAL
100
90 YES
80
70
60
YES
50 NO
40 NO TOTAL
30
20
10
0
Respondents

INTERPRETATION:

Most of the respondents ies 76% are feeling comfort and convenient with Innova

24% of the respondents are not feeling comfort and convenient with Innova

Comfort And Convenient of Innova

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9. How is the safety and security measure in TOYOTA Innova

A. Good b. Average
C. Excellent

Options Respondents
Good 67
Average 19
Excellent 14
Total 100

TOTAL
100
90
GOOD
80
70
60 GOOD
50
AVERAGE
40 AVERAGE
EXCELLENT
30 EXCELLENT
TOTAL
20
10
0
Respondents

INTERPRETATION:

67%of respondents feeling good with the Safety and Security Measures in TOYOTA Innova
19%of respondents feeling Average with the Safety and Security Measures in TOYOTA Innova
14%of respondents feeling Excellent with the Safety and Security Measures in TOYOTA Innova

Safety And Security Measures In TOYOTA Innova.

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11. How Is The Pricing For TOYOTA Innova?

A. High B. Low
C. Reasonable

Options Respondents
High 56
Low 11
Reasonable \ 33
Total 100

TOTAL
100
90
80
HIGH
70 HIGH

60
REASONABLE LOW
50
\
40
30 REASONABLE \
LOW
20
10
TOTAL
0
Respondents

INTERPRETATION:

56% of respondents are feeling the pricing of Innova is high

33% of respondents are feeling the pricing of Innova is Reasonable
11% of respondents are feeling the pricing of Innova is Low

The Pricing For TOYOTA Innova

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12. Do You Think Innova Is A Status Symbol For You.

A) Yes
B) No

Options Respondents
Yes 53
No 47
Total 100

TOTAL
100
90
80
70 YES
NO
60 YES
50
NO
40
30 TOTAL

20
10
0
Respondents

INTERPRETATION:

53%of people feeling that Innova Is A Status Symbol For them

47%of people feeling that Innova does not a Status Symbol For them

The percentage of the respondents who feel Innova as status symbol

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13. How much you satisfied with Innova.

a. Average b. Good
c. Poor d. Excellent

Options No Of Respondents
Average 10
Good 58
Poor 10
Excellent 22
Total 100

TOTAL
100
90 AVERAGE

80
70 GOOD
GOOD
60
50
POOR
40
30 EXCELLENT
20 EXCELLENT
AVERAGE
10
POOR
0 TOTAL
NO OF RESPONDENTS

INTERPRETATION:

58% of respondents satisfied Good with Innova

22% of respondents satisfied Excellent with Innova
10% of respondents satisfied Average with Innova
10% of respondents satisfied Poor with Innova

The satisfaction levels of Innova customers

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14. Which is yours choice among these?

A. Honda city b. maruti sx4

C. TOYOTA Innova d. Hyundai Verna
C .others…………………..

Options No Of Respondents
Honda City 28
Maruti Sx4 15
TOYOTA Innova 30
Hyundai Verna 15
Others 12
Total 100

TOTAL
100
HONDA CITY
90
80
MARUTI SX4
70
60
FORD FIESTA
50
40 HONDA CITY
HYUNDAI HYUNDAI VERNA
30 VERNA
20 MARUTI SX4
OTHERS OTHERS
10
0
TOTAL
No of respondents

INTERPRETATION:
30% of respondents choice is TOYOTA Innova
28% of respondents choice is Honda City
15% of respondents choice is Maruti Sx4
15% of respondents choice is Hyundai Verna
12% of respondents choice is Others

Choice of the customers among all the brands

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 FINDINGS

 39% of the respondents are thinking that Maruthi is the first brand in the car industry.
 From the above research it is clear that 70% of the respondents own a car
 25% of the people owned TOYOTA cars
 The test drive of TOYOTA Innova is not taken by 61% of respondents
 Majority of respondent’s ies 63% of the people satisfied with perfomance of the Innova.
 40% of the people rated that service of the Innova is Average and they are not satisfied
with after sales service of Innova due to huge rush at service centers.
 54% of the people feeling that mileage of Innova is same comparing to others
 Most of the respondents ies 76% are feeling comfort and convenient with Innova
 67%of respondents feeling good with the Safety And Security Measures In TOYOTA
Innova
 39% of the people think Endeavour is the best vehicle in TOYOTA Brand
 56% of respondents are feeling the pricing of Innova is high
 63% of people don’t know that TOYOTA Innova Has Entered In To The Limca Book Of
Record.
 53%of people feeling that Innova Is A Status Symbol For them
 58% of respondents satisfied Good with Innova
 30% of respondents choice is TOYOTA Innova among other vehicles i TOYOTA brand

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 CONCLUSIONS

The research has brought to light various facts about customer perception on branding.
The questionnaire that was contact customers to obtain their feedback had helped to understand
customer needs and wants and their feedback is providing to maintain better customer
relationship.

1. Among the communication options about customer awareness there is significance

difference.
2. TOYOTA Innova is maintaining a good position in the market among its competitors.
3. Almost customers preferring brand , mileage and price in buying a car.
4. Among the customer perceptions about TOYOTA Innova is significance difference.
Most of the customers feel happy and satisfied with Innova.
5. Most of the customers satisfied with TOYOTA Innova.
6. Most of the customers rated the service is average
7. Most of the respondents are feeling comfort and convenient with Innova

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 SUGESSTIONS

 There is a need to improve service to customers for this purpose there is a need to open
another service station in twin cities. And provide best service.

 The Company should develop the promotional Strategies like Advertisement to capture
more market.

 The company needs to develop the branding strategies in a publicity point of view,
because public relations are more important than advertisement.

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