Mitsubishi Motors Corporation has been embroiled in a fuel economy testing scandal. The company admitted to falsifying fuel economy data for over 625,000 vehicles sold since 2013. This includes 468,000 vehicles that were also sold under the Nissan brand. The scandal is expected to cost the company billions of yens in losses from recalls, repairs, and lost sales. To regain customer trust and market share, experts recommend that Mitsubishi issue apologies, provide transparency into the issues, improve vehicle quality, and offer compensation to affected customers.
This chapter discusses the research methodology used for the study. It begins with an exploratory research approach using both primary and secondary data collection. Primary data was collected through questionnaires administered to 100 respondents in New Delhi. Secondary data sources included books and websites. Descriptive research involved defining the problem, identifying needed information, developing instruments, determining sampling, collecting data, analyzing information, and making generalizations. Potential errors from interviewers, questionnaires, respondents, and sampling are also outlined. The chapter establishes the framework for evaluating and reevaluating the research.
This document summarizes an internship report on promotions, events, and a survey on individual perceptions of Maruti Suzuki conducted by an intern at Sanei Motors Private Limited. The internship involved assisting with promotions and events, visiting other auto showrooms to compare them to Maruti Suzuki, conducting customer profiling of Maruti's new Celerio model, and surveying 150 individuals on their perceptions of Maruti Suzuki. The survey found that Maruti Suzuki is preferred for its price and mileage but could improve its looks, and that after-sales service is highly satisfactory while safety features are less important to customers. Suggestions include lowering accessory prices and increasing awareness of home services.
Toyota is a Japanese automaker founded in 1933 by Kiichiro Toyoda. It initially produced the A1 passenger car and G1 trucks in 1935. The name "Toyota" was adopted in 1936 after a naming competition. Toyota's mission is to create a more prosperous society through automotive manufacturing. Its vision is long-term stable growth in harmony with the environment and communities. Toyota owns Lexus and Scion brands and over 650 subsidiaries worldwide, with headquarters in Toyota City, Japan. The document discusses Toyota's 4P marketing strategy of product, price, place, and promotion for vehicles like the Innova, Fortuner, Corolla, and Camry.
10 step marketing plan for toyota innova group eLynie Tumabini
1. The document is a 10 step marketing plan for the Toyota Innova created by a group of students for a marketing management class. It outlines the target market for the Innova, which is young parents looking for a reliable vehicle.
2. The Innova has competitors like the Mitsubishi Adventure and Isuzu Crosswind, but positions itself as the most versatile MPV that offers various options. In the first half of 2013 it captured a 7.1% market share in the Philippines.
3. The plan recommends the Innova focus its marketing on reliability and positioning itself as the vehicle that brings confidence to young families.
The Ford Motor Company is an American automaker headquartered in Dearborn, Michigan. It was founded in 1903 by Henry Ford and currently employs over 200,000 people globally. Ford obtains around 80% of its parts from about 100 suppliers located around the world. In India, Ford has 254 dealerships spread across 32 states and union territories.
Mahindra introduces its MOJO motorcycle brand store on PayTM, becoming one of the pioneers in selling two-wheelers online. The brand store provides product information and shares the brand philosophy with customers, allowing them to conveniently book the MOJO using PayTM. Mahindra has also launched an introductory benefit of a free magnetic tank bag with every MOJO purchased through PayTM. The partnership aims to provide customers a seamless experience of the MOJO brand and reach a wider audience.
This case discusses the business relationship between Fiat and Tata Motors in India:
- In 2005, Fiat and Tata Motors formed a distribution and service alliance in India that later became a 50:50 industrial joint venture (JV) called Fiat India Automobiles Limited in 2007. They agreed to share distribution networks, backend support, and co-manufacturing at Fiat's facility in Maharashtra.
- By 2012, the JV was still unprofitable and the distribution arrangement failed to meet expectations, causing losses for both companies. With falling Fiat car sales and JV losses mounting, Fiat announced it would exit its dealership agreement with Tata, sensing "step-motherly
The document discusses the history and current state of the two-wheeler industry in India. It outlines that the two-wheeler industry has grown significantly over the past decade and is now the second largest producer of two-wheelers globally. The major players in the Indian market, which make up over 93% of sales, are Hero MotoCorp, Bajaj Auto, TVS Motor Company, and Honda Motorcycle and Scooter India. The document also provides background on the development of the two-wheeler segment over time, from the initial introduction of motorcycles and scooters to current growth drivers like increasing incomes and financing options.
This chapter discusses the research methodology used for the study. It begins with an exploratory research approach using both primary and secondary data collection. Primary data was collected through questionnaires administered to 100 respondents in New Delhi. Secondary data sources included books and websites. Descriptive research involved defining the problem, identifying needed information, developing instruments, determining sampling, collecting data, analyzing information, and making generalizations. Potential errors from interviewers, questionnaires, respondents, and sampling are also outlined. The chapter establishes the framework for evaluating and reevaluating the research.
This document summarizes an internship report on promotions, events, and a survey on individual perceptions of Maruti Suzuki conducted by an intern at Sanei Motors Private Limited. The internship involved assisting with promotions and events, visiting other auto showrooms to compare them to Maruti Suzuki, conducting customer profiling of Maruti's new Celerio model, and surveying 150 individuals on their perceptions of Maruti Suzuki. The survey found that Maruti Suzuki is preferred for its price and mileage but could improve its looks, and that after-sales service is highly satisfactory while safety features are less important to customers. Suggestions include lowering accessory prices and increasing awareness of home services.
Toyota is a Japanese automaker founded in 1933 by Kiichiro Toyoda. It initially produced the A1 passenger car and G1 trucks in 1935. The name "Toyota" was adopted in 1936 after a naming competition. Toyota's mission is to create a more prosperous society through automotive manufacturing. Its vision is long-term stable growth in harmony with the environment and communities. Toyota owns Lexus and Scion brands and over 650 subsidiaries worldwide, with headquarters in Toyota City, Japan. The document discusses Toyota's 4P marketing strategy of product, price, place, and promotion for vehicles like the Innova, Fortuner, Corolla, and Camry.
10 step marketing plan for toyota innova group eLynie Tumabini
1. The document is a 10 step marketing plan for the Toyota Innova created by a group of students for a marketing management class. It outlines the target market for the Innova, which is young parents looking for a reliable vehicle.
2. The Innova has competitors like the Mitsubishi Adventure and Isuzu Crosswind, but positions itself as the most versatile MPV that offers various options. In the first half of 2013 it captured a 7.1% market share in the Philippines.
3. The plan recommends the Innova focus its marketing on reliability and positioning itself as the vehicle that brings confidence to young families.
The Ford Motor Company is an American automaker headquartered in Dearborn, Michigan. It was founded in 1903 by Henry Ford and currently employs over 200,000 people globally. Ford obtains around 80% of its parts from about 100 suppliers located around the world. In India, Ford has 254 dealerships spread across 32 states and union territories.
Mahindra introduces its MOJO motorcycle brand store on PayTM, becoming one of the pioneers in selling two-wheelers online. The brand store provides product information and shares the brand philosophy with customers, allowing them to conveniently book the MOJO using PayTM. Mahindra has also launched an introductory benefit of a free magnetic tank bag with every MOJO purchased through PayTM. The partnership aims to provide customers a seamless experience of the MOJO brand and reach a wider audience.
This case discusses the business relationship between Fiat and Tata Motors in India:
- In 2005, Fiat and Tata Motors formed a distribution and service alliance in India that later became a 50:50 industrial joint venture (JV) called Fiat India Automobiles Limited in 2007. They agreed to share distribution networks, backend support, and co-manufacturing at Fiat's facility in Maharashtra.
- By 2012, the JV was still unprofitable and the distribution arrangement failed to meet expectations, causing losses for both companies. With falling Fiat car sales and JV losses mounting, Fiat announced it would exit its dealership agreement with Tata, sensing "step-motherly
The document discusses the history and current state of the two-wheeler industry in India. It outlines that the two-wheeler industry has grown significantly over the past decade and is now the second largest producer of two-wheelers globally. The major players in the Indian market, which make up over 93% of sales, are Hero MotoCorp, Bajaj Auto, TVS Motor Company, and Honda Motorcycle and Scooter India. The document also provides background on the development of the two-wheeler segment over time, from the initial introduction of motorcycles and scooters to current growth drivers like increasing incomes and financing options.
Volkswagen entered the Indian market in 2001 with the goal of becoming a dominant global carmaker. However, it faced several challenges as its brands were seen as premium and luxury in India where very few could afford such expensive cars. Volkswagen had to rebrand itself as a "common people's car" by making its vehicles more affordable and customized to Indian conditions like rugged roads. It also faced stiff competition in the semi-saturated Indian market already dominated by players like Maruti Suzuki. While Volkswagen's market share has decreased over time, it continues efforts to adapt its products to Indian customer preferences and price points.
5 companies are selected for having diversity in studying their products and operations. So automobile, technology, space and online service are the selected sectors from which companies are selected.
Toyota is one of the world's largest automakers, selling over 9 million vehicles globally in 2006. The company was founded in Japan in the 1930s by Kiichiro Toyoda and traces its origins to Sakichi Toyoda's automatic loom company from the 1920s. Toyota is known for its Toyota Production System that emphasizes just-in-time manufacturing and quality control. The system aims to eliminate waste and produce vehicles as demanded to minimize inventory. Toyota also focuses on continuous improvement and flexibility to quickly adapt to market changes.
Force Motors, known for commercial vehicles, entered the SUV market in India with the launch of Force One. Over 324,000 SUVs were sold in India from 2010-2011, with the market led by Mahindra Scorpio and Toyota Fortuner dominating the premium segment. Force One collaborated with Mercedes-Benz for its engine, and was deliberately designed to look larger and meaner to appeal to Indian SUV consumers, while also securing Amitabh Bachchan as a brand endorser to boost its profile against market leaders.
Project describes the marketing campaigns which were launched by hyundai for Hyundai i20 and also includes the analysis of i20 compared to other cars in same segment.
It also contains the recommendations for improving the performance of i20 in market.
The document discusses Hyundai's entry and marketing strategies in the Indian automobile market. It summarizes Hyundai's position as the second largest player in India's passenger car market with a 20% market share. It then discusses the launch and marketing of Hyundai Santro, highlighting strategies like educating customers, creating hype and explaining the virtues of Santro. Finally, it briefly discusses Hyundai Elantra and Verna models, including their positioning, advantages, and shortcomings.
This document compares Maruti Suzuki and Hyundai Motor Company in the Indian automobile market. It provides background on both companies, including Maruti's origins as a government company and focus on small, fuel-efficient cars for middle-class Indians. It discusses Maruti's current market dominance and wide product range. For Hyundai, it outlines the company's global presence and operations in India through Hyundai Motor India. It then performs SWOT analyses for both companies, identifying strengths like established networks, and threats like increasing competition.
Project describes the marketing campaigns which were launched by hyundai for Hyundai i20 and also includes the analysis of i20 compared to other cars in same segment.
It also contains the recommendations for improving the performance of i20 in market.
1. Godrej Consumers Ltd. has relaunched their soap product Vigil in the market.
2. Bajaj Auto plans to enter the goods carrier market segment by 2010.
3. Mahindra & Mahindra became the first Indian car company to design and manufacture a sports utility vehicle for the American market.
Hyundai is a South Korean conglomerate founded in 1947 that includes Hyundai Motor Company, the world's fourth largest automaker, and Hyundai Heavy Industries, the largest shipbuilder. It was founded by Chung Ju-yung and initially as a construction firm. In addition to its automotive and shipbuilding divisions, Hyundai operates other businesses through affiliated companies and subsidiaries in various industries including logistics, elevators, engineering, and securities.
The document provides information on Ford Motor Company's mission, vision, strategies, products, competition, and recommendations. It analyzes Ford using several matrices:
1) SWOT analysis shows Ford has strengths and opportunities but also weaknesses and threats. Recommendations focus on markets, innovation, and risk management.
2) EFE matrix gives Ford an average score of 2.39 on opportunities and threats. Opportunities include new models and fuel efficiency. Threats include high emissions and competition.
3) IFE matrix gives Ford a score of 2.75, indicating some weaknesses internally in design and innovation. Strengths include large scale production and brand recognition.
4) CPM shows Ford has
The document discusses the overwhelming number of brands and products available to Indian consumers today across various categories like cars, soaps, creams, and kitchen appliances. It notes that over 20 new soap brands, 12 new cream/lotion brands, and 8 new face pack brands were launched in the last 12 months alone. The key issue for Indian consumers is not whether they are brand-ready, but rather having too many alternatives and a flooded market of choices.
The automobile industry occupies a large share of the global and Indian markets. In India, the automobile industry accounts for 18% of the national income and has a growth rate of 10-12%. Ford is one of the major players in the Indian automobile industry, having entered the country in 1907 through a joint venture with Mahindra & Mahindra. One of Ford's popular models sold in India is the Mondeo, though it faced competition from other mid-size sedans. Ford is working to aggressively expand in India through new product launches and an improved marketing strategy.
Toyota and Honda Research and ComparisonFahad Iqbal
Honda Motor Corporation and Toyota Motor Corporation are both large, multinational automobile manufacturers headquartered in Japan. Honda was founded in 1948 and is known for manufacturing automobiles and motorcycles. Toyota was founded in 1937 and is the world's largest automaker by production. Both companies have been very successful in targeting upper, middle, and upper-middle class consumers and maintaining brand loyalty.
Toyota Motors Corporation is a large Japanese automaker founded in 1937. It faced major recalls from 2009-2010 due to sudden unintended acceleration issues, resulting in over $30 billion in losses. Cultural differences between Japanese and North American executives hindered Toyota's response. Initially, Toyota tried to downplay problems and blame drivers rather than taking responsibility. Improved communication is needed between headquarters, regional offices, government regulators, and customers to prevent future issues and rebuild trust.
Ford Motor Company is the second largest automaker in the US behind General Motors. This report analyzes Ford's organizational structure, strategic position using various matrices, and recommends a 3-year strategic plan for the new CEO. The analyses show strengths in Ford's global market share and manufacturing expansion, but weaknesses in declining profits in recent years. The recommendations aim to improve profitability through restructuring plans.
The premium footwear market in India has grown significantly in recent years and is expected to continue growing at a rapid pace. The market was worth 300 crore INR in 2012-13 and is projected to reach 774 crore INR by 2016-17, representing a compound annual growth rate of around 26.7%. Men's footwear currently dominates the premium segment but the women's market is growing. Many international brands have entered or expanded in the Indian market through partnerships and joint ventures. The document discusses key growth drivers in the industry as well as challenges such as high taxation and regulatory hurdles to direct foreign investment.
The document discusses working capital and the two-wheeler market in India. It notes that working capital refers to the funds used for short-term expenses like raw materials and wages, while fixed capital refers to long-term investments. It then analyzes the two-wheeler market in India, noting that motorcycles have increased in popularity over scooters. Hero Honda is currently the market leader with 49% share, followed by Bajaj Auto. The document concludes with an analysis of Hero Honda Motors, discussing its manufacturing facilities, dealership network, and ranking among the most respected companies in India.
Mahindra 2 Wheelers achieved 15% year-to-date growth in sales. In July 2011, they sold 13,012 units and from April to July sold 45,288 units, a 15% increase over the same period the previous year. The company president attributed the growth to increasing consumer preference for their scooter brands. Mahindra 2 Wheelers' scooters appeal to different consumer segments, with the Rodeo popular among youth and the Duro positioned as a family scooter.
Chikungunya es una enfermedad viral transmitida por mosquitos que causa fiebre y dolor severo en las articulaciones. No es mortal pero los síntomas de dolor articular pueden persistir por meses o años. No existe un tratamiento específico ni una vacuna disponible, solo tratamiento sintomático. La prevención requiere eliminar los criaderos de mosquitos y usar repelentes.
Volkswagen entered the Indian market in 2001 with the goal of becoming a dominant global carmaker. However, it faced several challenges as its brands were seen as premium and luxury in India where very few could afford such expensive cars. Volkswagen had to rebrand itself as a "common people's car" by making its vehicles more affordable and customized to Indian conditions like rugged roads. It also faced stiff competition in the semi-saturated Indian market already dominated by players like Maruti Suzuki. While Volkswagen's market share has decreased over time, it continues efforts to adapt its products to Indian customer preferences and price points.
5 companies are selected for having diversity in studying their products and operations. So automobile, technology, space and online service are the selected sectors from which companies are selected.
Toyota is one of the world's largest automakers, selling over 9 million vehicles globally in 2006. The company was founded in Japan in the 1930s by Kiichiro Toyoda and traces its origins to Sakichi Toyoda's automatic loom company from the 1920s. Toyota is known for its Toyota Production System that emphasizes just-in-time manufacturing and quality control. The system aims to eliminate waste and produce vehicles as demanded to minimize inventory. Toyota also focuses on continuous improvement and flexibility to quickly adapt to market changes.
Force Motors, known for commercial vehicles, entered the SUV market in India with the launch of Force One. Over 324,000 SUVs were sold in India from 2010-2011, with the market led by Mahindra Scorpio and Toyota Fortuner dominating the premium segment. Force One collaborated with Mercedes-Benz for its engine, and was deliberately designed to look larger and meaner to appeal to Indian SUV consumers, while also securing Amitabh Bachchan as a brand endorser to boost its profile against market leaders.
Project describes the marketing campaigns which were launched by hyundai for Hyundai i20 and also includes the analysis of i20 compared to other cars in same segment.
It also contains the recommendations for improving the performance of i20 in market.
The document discusses Hyundai's entry and marketing strategies in the Indian automobile market. It summarizes Hyundai's position as the second largest player in India's passenger car market with a 20% market share. It then discusses the launch and marketing of Hyundai Santro, highlighting strategies like educating customers, creating hype and explaining the virtues of Santro. Finally, it briefly discusses Hyundai Elantra and Verna models, including their positioning, advantages, and shortcomings.
This document compares Maruti Suzuki and Hyundai Motor Company in the Indian automobile market. It provides background on both companies, including Maruti's origins as a government company and focus on small, fuel-efficient cars for middle-class Indians. It discusses Maruti's current market dominance and wide product range. For Hyundai, it outlines the company's global presence and operations in India through Hyundai Motor India. It then performs SWOT analyses for both companies, identifying strengths like established networks, and threats like increasing competition.
Project describes the marketing campaigns which were launched by hyundai for Hyundai i20 and also includes the analysis of i20 compared to other cars in same segment.
It also contains the recommendations for improving the performance of i20 in market.
1. Godrej Consumers Ltd. has relaunched their soap product Vigil in the market.
2. Bajaj Auto plans to enter the goods carrier market segment by 2010.
3. Mahindra & Mahindra became the first Indian car company to design and manufacture a sports utility vehicle for the American market.
Hyundai is a South Korean conglomerate founded in 1947 that includes Hyundai Motor Company, the world's fourth largest automaker, and Hyundai Heavy Industries, the largest shipbuilder. It was founded by Chung Ju-yung and initially as a construction firm. In addition to its automotive and shipbuilding divisions, Hyundai operates other businesses through affiliated companies and subsidiaries in various industries including logistics, elevators, engineering, and securities.
The document provides information on Ford Motor Company's mission, vision, strategies, products, competition, and recommendations. It analyzes Ford using several matrices:
1) SWOT analysis shows Ford has strengths and opportunities but also weaknesses and threats. Recommendations focus on markets, innovation, and risk management.
2) EFE matrix gives Ford an average score of 2.39 on opportunities and threats. Opportunities include new models and fuel efficiency. Threats include high emissions and competition.
3) IFE matrix gives Ford a score of 2.75, indicating some weaknesses internally in design and innovation. Strengths include large scale production and brand recognition.
4) CPM shows Ford has
The document discusses the overwhelming number of brands and products available to Indian consumers today across various categories like cars, soaps, creams, and kitchen appliances. It notes that over 20 new soap brands, 12 new cream/lotion brands, and 8 new face pack brands were launched in the last 12 months alone. The key issue for Indian consumers is not whether they are brand-ready, but rather having too many alternatives and a flooded market of choices.
The automobile industry occupies a large share of the global and Indian markets. In India, the automobile industry accounts for 18% of the national income and has a growth rate of 10-12%. Ford is one of the major players in the Indian automobile industry, having entered the country in 1907 through a joint venture with Mahindra & Mahindra. One of Ford's popular models sold in India is the Mondeo, though it faced competition from other mid-size sedans. Ford is working to aggressively expand in India through new product launches and an improved marketing strategy.
Toyota and Honda Research and ComparisonFahad Iqbal
Honda Motor Corporation and Toyota Motor Corporation are both large, multinational automobile manufacturers headquartered in Japan. Honda was founded in 1948 and is known for manufacturing automobiles and motorcycles. Toyota was founded in 1937 and is the world's largest automaker by production. Both companies have been very successful in targeting upper, middle, and upper-middle class consumers and maintaining brand loyalty.
Toyota Motors Corporation is a large Japanese automaker founded in 1937. It faced major recalls from 2009-2010 due to sudden unintended acceleration issues, resulting in over $30 billion in losses. Cultural differences between Japanese and North American executives hindered Toyota's response. Initially, Toyota tried to downplay problems and blame drivers rather than taking responsibility. Improved communication is needed between headquarters, regional offices, government regulators, and customers to prevent future issues and rebuild trust.
Ford Motor Company is the second largest automaker in the US behind General Motors. This report analyzes Ford's organizational structure, strategic position using various matrices, and recommends a 3-year strategic plan for the new CEO. The analyses show strengths in Ford's global market share and manufacturing expansion, but weaknesses in declining profits in recent years. The recommendations aim to improve profitability through restructuring plans.
The premium footwear market in India has grown significantly in recent years and is expected to continue growing at a rapid pace. The market was worth 300 crore INR in 2012-13 and is projected to reach 774 crore INR by 2016-17, representing a compound annual growth rate of around 26.7%. Men's footwear currently dominates the premium segment but the women's market is growing. Many international brands have entered or expanded in the Indian market through partnerships and joint ventures. The document discusses key growth drivers in the industry as well as challenges such as high taxation and regulatory hurdles to direct foreign investment.
The document discusses working capital and the two-wheeler market in India. It notes that working capital refers to the funds used for short-term expenses like raw materials and wages, while fixed capital refers to long-term investments. It then analyzes the two-wheeler market in India, noting that motorcycles have increased in popularity over scooters. Hero Honda is currently the market leader with 49% share, followed by Bajaj Auto. The document concludes with an analysis of Hero Honda Motors, discussing its manufacturing facilities, dealership network, and ranking among the most respected companies in India.
Mahindra 2 Wheelers achieved 15% year-to-date growth in sales. In July 2011, they sold 13,012 units and from April to July sold 45,288 units, a 15% increase over the same period the previous year. The company president attributed the growth to increasing consumer preference for their scooter brands. Mahindra 2 Wheelers' scooters appeal to different consumer segments, with the Rodeo popular among youth and the Duro positioned as a family scooter.
Chikungunya es una enfermedad viral transmitida por mosquitos que causa fiebre y dolor severo en las articulaciones. No es mortal pero los síntomas de dolor articular pueden persistir por meses o años. No existe un tratamiento específico ni una vacuna disponible, solo tratamiento sintomático. La prevención requiere eliminar los criaderos de mosquitos y usar repelentes.
El resumen describe tres historias cortas. La primera trata sobre unos jóvenes que se dedican al robo por falta de dinero, aunque uno de ellos opta por estudiar. La segunda habla de un joven empresario que tiene éxito pero luego no le paga a su inversionista. Y la tercera narra la historia de un niño víctima de bullying que se defiende golpeando a sus acosadores.
Dokumen tersebut membahas tentang ukuran pemusatan data yang meliputi rata-rata, median, dan modus. Rata-rata adalah nilai yang mewakili seluruh data, median adalah nilai tengah data yang diurutkan, dan modus adalah nilai yang paling sering muncul. Ketiga ukuran tersebut digunakan untuk mewakili seluruh data secara singkat.
Hi guys..
Pada kesempatan kali ini saya membagikan ppt materi pola dan barisan. Nah, pada ppt ini saya sedikit menyinggung definisi pola, macam-macam pola, serta definisi barisan bilangan, menentukan barisan berikutnya, dan menentukan barisan ke-n.
Semoga ppt ini dapat membantu, walau hanya sedikt semoga tetap bermanfaat :)
Dokumen tersebut membahas model pembelajaran kooperatif tipe jigsaw. Model ini melibatkan siswa belajar dalam kelompok kecil dengan tugas berbeda, lalu berdiskusi dalam kelompok ahli sebelum mengajarkan teman, bertujuan meningkatkan tanggung jawab dan kerjasama siswa dalam pembelajaran. Dokumen ini juga menjelaskan langkah-langkah, kelebihan, dan kelemahan model tersebut serta contoh rencana pel
Mitsubishi Motors is a Japanese automaker headquartered in Tokyo. It manufactures cars in 5 factories located in 3 countries and co-owns 10 additional factories. The company faces both opportunities and threats in the competitive automotive industry. It needs to invest in new technologies like electric vehicles and expand into growing markets to stay competitive against companies like Toyota and Hyundai. Its environmental record and leadership challenges also present weaknesses to address.
This document is a summary of Toyota Motor Company's marketing strategies. It discusses Toyota's mission and vision, which focus on leading future mobility through safety, sustainability and customer satisfaction. It outlines Toyota's product lines, including cars, trucks, parts and accessories. It also describes Toyota's distribution through dealerships and some retailers. For promotion, Toyota uses advertising, public relations campaigns around sustainability, and personal selling through dealers. The summary analyzes key elements of Toyota's marketing mix and value chain.
Toyota Motor Corporation is a large Japanese automaker that operates globally. It faces several challenges, including pressure in the North American market from competitors introducing new hybrid and electric vehicles. Toyota also faces a declining Japanese market following natural disasters and economic issues. Sales have suffered in China due to tensions between China and Japan. Additionally, Toyota has experienced the departure of several senior executives in North America. To address these challenges, Toyota is focusing on increasing fuel efficiency and reducing emissions through new technologies, as well as closely managing chemicals and meeting stricter emissions guidelines.
Mitsubishi Corporation is a Japanese multinational trading and investment company founded in 1954. It has over $100 billion in annual revenue and operates across a wide range of industries including energy, finance, and manufacturing. Within manufacturing, Mitsubishi Corporation is the parent company of Mitsubishi Motors Corporation, Japan's fourth largest automaker. Mitsubishi Motors manufactures and markets passenger cars and light commercial vehicles globally and operates a financial services division to support its sales. The document provides an overview of Mitsubishi Corporation and Mitsubishi Motors Corporation, including their histories, leadership, subsidiaries, and vehicle lineups.
Toyota Motor Corporation is the world's largest automaker, selling over 7.5 million vehicles annually worldwide. Toyota was founded in 1937 and has been shaped by Japanese values and principles of quality and efficiency. Toyota pioneered the just-in-time manufacturing system to minimize waste and costs. While Toyota dominated the Japanese market for decades, it began facing challenges in the 1990s from losing market share to competitors and appealing to younger buyers in Japan. Toyota embarked on an aggressive restructuring by developing new youth-oriented models, improving dealer networks, cutting costs and streamlining operations to reinforce its position as the top automaker in Japan.
Mitsubishi Motors Corporation is a Japanese automaker and the sixth largest in Japan. It was formed in 1970 from the automotive division of Mitsubishi Heavy Industries. The company has a long history in automotive innovation dating back to 1917. In recent years, the company faced issues with vehicle recalls that damaged trust in the company. The new CEO is making efforts to reform management, restore trust, and ensure the company's recovery through a business revitalization plan.
The document provides background information on Mitsubishi Motors Corporation. It discusses the company's history beginning in 1917 when it introduced Japan's first mass-produced automobile. It details Mitsubishi's expansion globally and success in motorsports. However, in recent years the company has faced financial struggles in its North American and European markets. The CEO of Mitsubishi gave a speech apologizing for its handling of past recalls and laying out plans to reform management and prioritize compliance, safety, and customers to revitalize the business.
Toyota Motor Corporation is the world's largest automaker. It produces over 4.5 million vehicles per year. Toyota employs a just-in-time production system that allows for low-cost, high-quality manufacturing. This gives Toyota a competitive advantage over other automakers. Toyota operates manufacturing facilities in over 27 countries to produce vehicles close to global demand. Maintaining consistent quality worldwide is a challenge that Toyota works to overcome through processes like global quality assurance.
The document provides information about the automobile industry in India and Maruti Suzuki. It discusses that Maruti Suzuki was founded in 1981 as a joint venture between the Government of India and Suzuki. It has grown to become the largest car manufacturer in India, holding a 47.6% market share as of 2016. However, Maruti Suzuki is facing increased competition from other automakers. The Indian auto industry is also facing a slowdown and declining sales volumes in recent months, impacting Maruti Suzuki's sales as well. The document puts forth suggestions for Maruti Suzuki to transition to EVs and focus on new segments, and for the government to reduce road tax and bring financial reforms to help revive the industry
1) The Federation of Automobile Dealers Associations (FADA) represents over 15,000 automobile dealers in India, accounting for 90% of automobile sales. It is appealing to the Prime Minister for support amid the challenges posed by COVID-19.
2) FADA predicts automobile sales could drop by as much as 35% due to COVID-19, putting many dealer jobs and livelihoods at risk. It requests working capital support, salary support for the lockdown period, and MSME status for auto retailers to receive relief.
3) FADA also suggests demand boosters like GST reduction, depreciation benefits, and a scrappage policy to stimulate demand and restore consumer confidence post-lock
This document summarizes a study on customer satisfaction with Mahindra Bolero vehicles in Allahabad, India. It includes an introduction covering customer satisfaction strategies used by Mahindra, the automobile industry history in India, and objectives of the study. It also describes the research methodology, which involved collecting primary data through questionnaires and secondary data from sources like websites and magazines. The document presents information on Mahindra & Mahindra as a company, their Bolero product, and dealer profiles before analyzing the collected data. It concludes with findings, recommendations, and a conclusion.
1. MITSUBISHI MOTORS CORPORATION 1
MITSUBISHI MOTORS CORPORATION
by Student’s name
Code + course name
Professor’s name
University name
City, State
Date
2. MITSUBISHI MOTORS CORPORATION 2
Mitsubishi Motors Corporation’s Brief Information
Audience
My audience is the senior management of Mitsubishi Motors Corporation. The
senior management desires to be the largest manufacturer of technological vehicles in the
world. As such, they try to make more advanced cars like fuel economy vehicles, than any
other vehicle manufacturing company on earth.
Scope
I am going to research about the sales department of Mitsubishi Motor Company.
Mitsubishi Motors is a thriving car manufacturing company within the large international car
manufacturing firms. The twenty replicas of trucks, SUVs, cars, and minivans are
manufactured at its firms in the US, Europe, and Asia. Both Mitsubishi Heavy Industries and
Mitsubishi Corporation own around 30% stake in Mitsubishi Motors, therefore tracing its
origins to 1917 Heavy Industries project Mitsubishi Model A. The company makes an
approximate 80% of its sales outside Japan. This year, Nissan used $2.2 billion in acquiring
thirty-four percent of Mitsubishi Motors. In endeavours of increasing growth opportunities,
Mitsubishi partnered with DaimlerChrysler at the fall of March 2000. The partnership created
the third largest manufacturer of vehicles on earth making 6.5 million vehicles annually.
The concord provided DaimlerChrysler a 33.4% ante within Mitsubishi Motors. That
stake was sufficient to DaimlerChysler to possess a big share in the Mitsubishi Motors. As
such, it would be more involved in the Mitsubishi Motors' critical decision making. In
response, DaimlerChrysler vowed to uphold the Mitsubishi model and maintain its labour
force. On the transaction's eve, Mitsubishi was faced with a crisis. As such, it was unearthed
that Mitsubishi was concealing customers' complaints and clandestinely repairing damaged
3. MITSUBISHI MOTORS CORPORATION 3
cars from 1977. Despite the malfunctions having not caused any deadly injuries, a Court
within Tokyo penalized the corporation 4 million Yen. The fiasco did not make
DaimlerChrysler cancel the deal. However, sales of Mitsubishi especially within Japan fell
the moment the news spread.
That revenue’s loss was aggravated by the recall’s big cost that amounted to ¥ 5
billion. That amount was roughly 25% pre-tax’s profits that had been forecasted by the
Mitsubishi for that year. Therefore, Mitsubishi Motors should shutter manufacturing the
falsified fuel economy vehicles and make the ones that are meeting its claimed specifications.
That would assist it in avoiding exiting the market due to customers’ loss.
Data
The Company’s sales department once again came to the limelight of cheating about
fuel economy trials of its vehicles. Annually, the corporation makes sales volume of one
million cars globally. The Corporation’s sales department in 2000 disclosed the hidden safety
faults and complaints of customers concerning its cars. After the four years that followed, the
company admitted further of a wider cover-up running back many years (CNBC 2016). The
hypothesis in this scenario is that the Mitsubishi Motor firm sales department has for several
decades been cheating customers to continue buying its cars because of their excellent
quality. However, after multiple years’ revelations of the cheatings, the car making
organization has been hit by many difficulties. In 2004, the company made the nastiest recall
disgrace of the moment. The scandal significantly affected sales and compelled the
Mitsubishi to take aid from the Mitsubishi Group.
There are predictions by analysts that there would be a history’s repetition with the
Mitsubishi Group having to rescue the car manufacturer again. During the recent broadly
televised press convention, the top executives completely bowed and accepted as having
4. MITSUBISHI MOTORS CORPORATION 4
deceived on the fuel economy trial data (CNBC 2016). The organization asserted that the trial
manoeuvring entailed 625,000 cars created since the mid of 2013. That included its eK mini-
wagon together with the similar 468,000 vehicles which it produced for the Nissan Motor.
The report revealed that the Nissan was responsible for unearthing the discrepancy within the
test data. Mitsubishi’s sales department pointed out that it would cease manufacturing and
retail those vehicles, and had formed an independent team for examining the matter.
Decline of Mitsubishi Car Sales (http://www.teamliquid.net/forum/closed-threads/508256-
the-end-of-mitsubishi-fuel-economy-scandal)
The Japan's ministry of transport has commanded the car manufacturer to provide a
complete report upon the test manoeuvring in only one week. The corporation has promised
that it would resolve on its reaction by 18th
May. It was an unexpected occurrence of the sales
department particularly the moment that Mitsubishi Motors had previously predicted a 15%
plunge in earnings for the financial year ending March of 2016. For the multiple previous
years, the corporation has been struggling to move out of the large monetary distress (Tutt
2016). The company had thought the strategy of supplying transmissions and engines to
5. MITSUBISHI MOTORS CORPORATION 5
Nissan and other companies would solve its predicaments. However, the emergence of the
present episode would make it harder to solve its financial difficulties. Unfortunately,
Mitsubishi would be forced to repay Nissan together with other corporations it supplied the
vehicles.
The misdemeanours would cost the car manufacturer possibly between thirty billion
and forty billion yen ($270 and $360 million) (CNBC 2016). Due to the decline in the sales
of Mitsubishi, competitors Daihatsu and Suzuki would obtain an augment of sales.
Graph Showing How Mitsubishi Motors would possibly Lose Money (in $¥)
0
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30
40
50
Line 1
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Since most of the cars were sold in Japan, the outcome of Mitsubishi’s cheating acceptance
was expected to be restricted. The cheating’s acceptance was another dark spot on the report
card of Mitsubishi. For the Mitsubishi to apologize and be accepted back by its customers, it
would require doing extra work. The executives’ bowing in front of the media is like slapping
on their faces. The customers would like to be offered a lucid explanation of why the
company had been engaging in such misdeeds. The sales department kept arguing that
cheating never contributes to any fatality. Further, the company asserted that it could
overcome the problem.
However, the sales staff would possess an uphill task of getting back market
dependence particularly within Japan - their largest market. Mitsubishi Motors is faced with
6. MITSUBISHI MOTORS CORPORATION 6
several risks. First, after the customers knowing having been lied on the vehicles' suitability,
they stopped purchasing the corporation's shares for a while. As a result, the shares fell more
than fifteen per cent, therefore, swabbing $1.2 billion from its souk value (Tutt 2016).
Mitsubishi Corporation Share Price Chart
(http://www.livecharts.co.uk/share_prices/MBC-stock-chart-technical-analysis)
Second, Mitsubishi Motors now faces the danger of losing customers worldwide due to the
various incidences of treating its customers dishonestly.
Assumptions
First, the company might be banned by the Japanese government and foreign
administrations in supplying vehicles. As such, the firm would eventually be closed. Second,
the competitors might take advantage of Mitsubishi’s current crisis and manufacture similar
cars, but of improved quality driving the company further out of business. Third, some
valuable employees might start exiting the business due to the fear of its tarnished reputation.
As such, the corporation would be faced with a shortage of qualified workforce necessary for
manufacturing high-quality sought-after vehicles. Fourth, the company might suffer
7. MITSUBISHI MOTORS CORPORATION 7
additional losses due to two reasons. First, customers might ultimately refuse to buy the
already made vehicles in the Mitsubishi Motors’ premises.
Chart Showing the Expected Drop in Mitsubishi Motors Car Sales 30, 10, 3
0
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40
Column 1
Column 2
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Second, the already manufactured vehicles might require some parts to be either
added or removed to meet the customer requirements. The other assumption is that
Mitsubishi Motors might lose some of its principal suppliers forever. As such, since the sale
of its cars has significantly dropped, providers of various materials would be forced to look
for other customers to supply the materials at hand. Perhaps after getting other clients to
provide the materials, they would no longer supply again to Mitsubishi Motors due to the
inconvenience caused to them. The other assumption is Mitsubishi Motors losing insurance
companies to assure its property. As a result of its various scandals, insurance companies
might refuse to insure it due the bad name of running the deceitful business on many
occasions. On the other hand, the firm is faced with weaknesses. The first weakness is
ignorance of fixing a risky issue. As such, even after being detected of cheating customers
from 1977, the company still engages in fraudulent practices that are causing serious effects
to it.
The other weakness is incapability to provide defence after being caught of
wrongdoing. For example, instead of the company providing an excellent solution to the fuel
8. MITSUBISHI MOTORS CORPORATION 8
economy tests, the president bowed during the press conference. He even argued that the
deceit caused zero deaths. The other weakness is incapability of producing quality cars that
meet the customers' demands. As such, the company depends on cheating its customers about
its professionalism in car manufacturing to attract them. It only makes a few cars that meet
demands of what it claims to be manufacturing. It afterward continuously begins making
substandard vehicles raising a lot of public uproars. The other weakness is the unavailability
of an innovative workforce. After being caught cheating the customers, Mitsubishi Motors
does not attempt to make a single vehicle that passes the economy fuel tests to show that it
had the capacity of producing them. Thus, that plunges the company into problems even
further because nobody believes that the firm has ever dared to make fuel economy vehicles.
Mitsubishi Financial Performance
9. MITSUBISHI MOTORS CORPORATION 9
Recommendations
To win back the customers confidence and trust, Mitsubishi Motors Corporation
must consider ways of making them feel that it has taken the necessary steps in correcting the
falsified fuel economy trial data. It is possible to regain the market share but, concerted
efforts would be required for convincing and practically demonstrating to the customers that
it can make quality vehicles. First, the company should consider begging the clients who had
bought vehicles from it since 2013 to go back to the company to be sold other cars at half
price. However, the company should make a point of improving those vehicles to please
customers. That would make the customers feel that the corporation is minding about their
concerns. Second, the company should train all the employees about work ethics. As such,
every employee must be required to undergo training on ethics while executing duties.
The training should be done on the job. Alternatively, the employees should be
obliged to join institutions where Mitsubishi Motors would pay the school fees. Importantly,
such training should begin with the management and flow down to junior employees. The
other recommendation is addressing the issue (Blattberg and Allenby 2015). As such,
Mitsubishi Motors should become honest and identify the problem with its customers. It
should show that it understands the problem, and it is strongly focused on solving it. It would
even require some employees taking their time to contact the customers directly and converse
the burning issue. During discussions, they should be informing customers the resolution the
company intends to implement. It would be vital to ensure that workers would have the
suitable tools to perform their work. For example, the employees anticipated to call
customers possessing negative views about the vehicles would require being completely
informed on the best manner of conducting that type of discussion.
10. MITSUBISHI MOTORS CORPORATION 10
In addition to this, they should be offered guidance on proper conversation points.
Calls would require being recorded to provide possible instances of how customer follow-ups
can be efficiently done and utilized in schooling sessions to teach others. The other
recommendation is hiring a qualified workforce (Ziegenfuss 2007). As such, the organization
should consider searching the best talent while recruiting workers. The eligible employees
would always manufacture vehicles that would be meeting the customers' requirements.
Through producing modified cars, the company would be capable of maintaining
competitiveness in the current dynamic and aggressive market. The other recommendation
would be engagement in research and development (Guffey and Almonte 2015). As such, the
management should encourage employees to engage in thorough research of design
modification to create the most innovative vehicles in the market.
Therefore, the necessary resources should be availed to the employees and creative
workers ought to be supported and encouraged. The other recommendation is selling the
vehicles at lower prices than the competitors. As such, the firm should investigate the prices
of other car manufacturers to lower its prices slightly for the purpose of regaining customers.
The other recommendation of restoring customers is crafting a written sketch for getting the
lost customers back (Guffey and Almonte 2015). That would entail laying out timelines and
benchmarks for the moment of contacting the customers. It should not take long before
checking them in. As such, Mitsubishi Motors should search ways of staying on the radar of a
client through courteously touching foundation occasionally.
The other recommendation is demanding permission from customers to send them
business data (Blattberg and Allenby 2015). That would involve making a marketing list
which is for unique outlooks and previous clients. That list ought to be utilized in sending
education and information on company topics which they have an interest. The company
11. MITSUBISHI MOTORS CORPORATION 11
should conduct an investigation of the entire sales it has won and the unique thing that made
the customers choose them. Lastly, it should match the obtained lists against the cut-throat
strengths of the company. The company should concentrate on providing its brand promise
and caring for client experience. The other recommendation is being honest and open through
showing the customers that the organization is aware that it made a mistake (Ziegenfuss
2007). Mitsubishi Motors should then demand feedback from the customers.
The company should listen attentively to what the customers would be saying and
then begin making the suitable changes and inform them what it has been done while
ensuring continual listening. After making the essential changes and telling the customers, the
corporation should ask the customers whether the changes made are satisfying their needs.
The other recommendation is apologizing to the customers (Guffey and Almonte 2015). As
such, the top management should come out and begin making apologies to the customers
instead of making scapegoat statements. For example, the company’s CEO should apologize
to the public for the incident and inform them that quick and necessary measures have started
being implemented to rectify the situation.
12. MITSUBISHI MOTORS CORPORATION 12
Bibliography
Blattberg, R.C., & Allenby, G. M. (2010). Perspectives on Promotion and Database
Marketing: The Collected Works of Robert C Blattberg. Singapore: World Scientific.
CNBC 2016, Mitsubishi Fuel Economy Cheating a Reminder of 2000 Safety Scandal. Viewed
14 May 2016 <http://www.cnbc.com/2016/04/21/mitsubishi-fuel-economy-cheating-
a-reminder-of-2000-safety-scandal.html>.
Guffey, M. E., and Almonte, R. (2010). Essentials of Business Communication. Toronto:
Nelson Education.
Live Charts 2015, Mitsubishi Corp. Share Price Chart. Viewed 14 May 2016
<http://www.livecharts.co.uk/share_prices/MBC-stock-chart-technical-analysis>.
Teamliquid 2016, The End of Mitsubishi? Fuel Economy Scandal. Viewed 14 May 2016
<http://www.teamliquid.net/forum/closed-threads/508256-the-end-of-mitsubishi-
fuel-economy-scandal>.
Tutt, P 2016, Mitsubishi Motors Says Manipulated Fuel Economy Tests, Shares Tumble.
Viewed 14 May 2016 <http://www.cnbc.com/2016/04/20/mitsubishi-motors-shares-
tumble-company-to-brief-on-misconduct.html>.
Ziegenfuss, J. T. (2007). Customer Friendly: The Organizational Architecture of Service.
Lanham, MD: University Press of America.