Toyota Central Motors is one of the largest Toyota dealerships in Pakistan. It offers a range of Toyota vehicles for sale including Corolla, Fortuner, and Land Cruiser. It also provides spare parts and maintenance services. The dealership follows Toyota's 3S concept of sales, service, and spare parts. It has over 250 employees organized across different departments. The dealership aims to increase market share through goals outlined in its strategic plan, which involves respecting employees, optimizing costs, and delivering value to customers. Customer relationship management is also a priority to build loyalty and understand customer needs.

1. Principles of Management
“Toyota Central Motors”
Submitted to : Ma’am Rabia Nawaz
Presented By:
Hasnain Iqbal
Sham Lal
Ashish Kumar
Ayesha Rasheed
Muhammad Abid

2. Introduction
 One of the oldest and largest dealership of the Indus Motor
Company
 TCM dealt in sales of all domestic Japanese vehicles and also ran
auto workshop facilities at different places.
After the establishment of Indus Motors Company in the year 1991,
Toyota Central Motors re-vamped its entire structure and built a
new showroom that was framed as per Toyota’s 3-S concept.
It is a Toyota Ways of Sales and Marketing certified dealership and
one of the largest 3s dealership in Pakistan.

3. Products TCM Offers
Price : Rs. 2,027,500/=
Price : Starting from Rs. 1,867,500/=
•Price : Starting from Rs. 3,109,500/=
Vigo Champ
Terios
•Price : 3,413,500/-
Land Cruiser Prado
•Price : 16,899,000
Fortuner
•Price : Starting from Rs. 5,748,500
Altis Grande
Corolla Gli

4. Products TCM Offers
• Spare Parts
Services
Maintenance
Accidental repairs

5. Planning
Mission Statement
“To Increase Vehicles Market Share of Toyota Corolla & Daihatsu Cuore.”
Vision Statement
“To Become the No. 1 Toyota Dealer in Pakistan by providing the vehicles with
the Best Services on very Economical Price.”

6. Planning
Goals and Plans
Respecting our people.
Continuously find ease for the customers
Optimizing cost by Kaizen.
Achieving market leadership by delivering value our customers.

7. Planning
SWOT Analysis
Strengths Weaknesses Opportunities Threats
Innovative Culture
Strong Brand
Portfolio
The Leader in
“green” cars
development
Large scale recalls
Weak presence in
emerging markets
Positive attitude
towards green
vehicles
Increasing fuel
prices
Changing customer
needs
Fluctuating fuel
prices
Intense competition
Appreciating Yen
exchange rate

8. Planning
BCG Matrix
High Relative Market Share Low Relative Market Share
High Market Growth
STAR
 Lexus- luxury sedans
 Prius hybrid
 Land Cruiser SUV
QUESTION
 Camry / Corolla – as hybrids
Low Market Growth
CASH COW
 Camry , Corolla sedans
 Vitz
 Daihatsu -small cars
DOG
Tundra –pick-up
 Crown, Cressida, Corona

9. Planning
Target Market

10. MD
Director
GM
Sales
Senior
Manager
Manager
Asst
Manager
officers
Incharges/
Supervisors
Workers
Director
GM
Services
Senior
Manager
Manager
Asst
Manager
officers
Inchargres/
Supervisors
Workers
Director
GM
Spare Parts
Senior
Manager
Manager
Asst
Manager
officers
Incharges/
Supervisors
Workers

11. Organizing
No. of employees and departments
 All functional departments that include HR, Finance, Administration,
Sales, Logistics, Purchase, Marketing, Service, and Spare Parts.
More than 250 employees
Type of Environment
The company has employee oriented environment and
employees are considered as most precious asset.
Hiring, Selection, training
The hiring process is extremely formal as per HR policies.
Once the vacancy is filled, the new hired candidates are given orientation
and initial training for few days followed by work on floor.

12. Leading
How to motivate employees
Some people are motivated by monetary returns but some are motivated through recognition while some
through career development.
Variety of techniques is being used to motive the employees.
While incentives and benefits are also given in the shape of Insurance and two bonuses on Eid-ul-Adha and
Eid-ul-Fitar.
Also employee loans are provided to fulfill their needs.
Apart from all these mobiles and credit is also provided to employee and company maintained cars are given
to managers.

13. Leading
Diversity
 The company believes in diversified environment and has employed both genders with 70:30 ratios.
 Company does not encourage gender, racial, religious or ethnic discrimination.
 In sales department and customer service department the ratio of female employees is higher than that of
other departments.
Leadership Style
 The company has democratic style of leadership.
 Whoever has productive idea, thought or suggestion for the betterment of the company, is appreciated and
welcomed to give inputs.
 Every single person has equal right to put ideas on table to discuss, finalized, implement and execute.

14. Controlling
Standard operating Procedures
The company has preset defined Standard operating procedures for employees.
Like company has attendance policy, Recruitment Policy, employee leave policy,
compensation policy, performance appraisal policy, training and development policy and
many others to list down with respect to each department.
The company has complete set of procedure and guidelines under which an employee has
to work and perform.

15. Performance measures
 Each department in the company has certain performance measuring tools which are
preset and defined to employees.
 Like sales department has set a performance measure associated with the number of
vehicles sold.
 Similarly HR has set KPI key performance indicator formula to evaluate the
performance.
Standards and Quality checks (ISO)
 Each department has set certain standards for their employees which are to be met.
 Normally a Japanese term KAIZAN mean continuous development is being used to set
the standards.
 Department wise the line managers also set the standards and take close eye to ensure the
smooth transition of the activities while meeting the standards.

16. Controlling
CUSTOMER RELATION
Customer Relationship Management is the strongest and the most
efficient approach in maintaining and creating relationships with
customers.
It is strong personal bonding within people to create a better and
deeper bond with Toyota customers in Pakistan; Toyota Central
Motors look for to building personal and emotional link between
the organization and its customers so to identify the actual needs of
customers and to help them serve in a better way.

17. TCM CR Management Support Responsibilities
 Build customer’s trust by fair handling and work commitment especially dealing in areas
of “Inquiries & Complaints”.
Customer Relations Department supports its customers in following ways
 By providing one window to valuable customers where all their problems are resolved in
time.
 Ensuring swift and efficient handling of customer’s “Inquiries and Complaints”.
 Securing clientele by making “Voice of the Customer” a strong base for further customer
rejuvenation and revival.
 Building a positive image of company by keeping customers “updated and well
informed” to support our Sales & Service activities.

18. Conclusion
After conducting this survey to Toyota Center Motors it is concluded that the company
follows the management principle and stick to their set goals and objectives and are
working to achieve them.
Toyota Center motor are moving with their strategies in an organize way and the reason
of their success is they are very much clear about their vision, mission and goals, and they
have a better know-how how to achieve them.

20. The End