Toyota Motor Company aims to maintain its leadership position in the global automotive market through strategic focus on hybrid vehicles, cost reduction, and market expansion. A SWOT analysis identifies strengths in production efficiency and brand reputation, as well as opportunities in new technologies and markets, but also weaknesses in management size and threats from low-cost competitors. Toyota's three-year goals include increasing hybrid vehicle sales to 1 million annually by focusing on product differentiation, competitive pricing, and a 35% global market share.
0904 Plotting Your Course Along The Growth Excellence MatrixAlvin Chua
In this presentation we discuss how to design and implement a growth system and once that is complete we will talk about growth strategies for a recession by introducing and discussing a Frost & Sullivan proprietary tool called the Growth Excellence Matrix, which we sometimes refer to this as GEM.
The Growth Excellence Matrix is our strategic approach to measuring a company’s future growth potential as a function of their strategic excellence and implementation excellence relative to their competitors. In this session, Craig will examine techniques that help identify areas for improvement and opportunities for growth in developing strategies which are realistic and achievable based on both internal as well as external challenges to growth. He will also discuss in detail the key fundamentals driving the future success of leading organisations and provide insights for creating a culture that will foster and ultimately lead to thought leadership, growth and innovation.
Proton was established in 1983 to manufacture cars in Malaysia and produced its first car, the Proton Saga, in 1985; it benchmarks Toyota and aims to be a globally successful Malaysian automaker through customer-oriented and innovative products, while facing threats from competitors and economic conditions.
This document discusses product differentiation as a business-level strategy. It defines product differentiation as creating perceived value and customer preference for a firm's products over competitors. Firms can differentiate based on product attributes, relationships with customers, or relationships within the firm. To achieve competitive advantage, a differentiation strategy must be valuable, rare, difficult to imitate, and the firm must be organized to exploit it.
This document discusses Michael Porter's theories on competitive forces and competitive advantage. It covers Porter's five forces model, which examines rivalry, threat of substitutes, buyer power, supplier power, and threat of new entrants. It also discusses how firms can achieve competitive advantage through developing resources to achieve either a cost advantage or differentiation advantage. The document provides examples and diagrams to illustrate these concepts from Porter's work.
This document summarizes Porter's generic competitive strategies of cost leadership, differentiation, and focus. It explains that competitive advantage comes from low cost or differentiation. Cost leadership aims for overall low cost and broad market scope, while differentiation offers unique products/services. Focus strategy pursues either approach but targets a narrow customer segment or market niche. The document also discusses barriers to imitation that allow sustained competitive advantage and reasons why companies fail, such as inertia and prior strategic commitments limiting flexibility.
0904 Plotting Your Course Along The Growth Excellence MatrixAlvin Chua
In this presentation we discuss how to design and implement a growth system and once that is complete we will talk about growth strategies for a recession by introducing and discussing a Frost & Sullivan proprietary tool called the Growth Excellence Matrix, which we sometimes refer to this as GEM.
The Growth Excellence Matrix is our strategic approach to measuring a company’s future growth potential as a function of their strategic excellence and implementation excellence relative to their competitors. In this session, Craig will examine techniques that help identify areas for improvement and opportunities for growth in developing strategies which are realistic and achievable based on both internal as well as external challenges to growth. He will also discuss in detail the key fundamentals driving the future success of leading organisations and provide insights for creating a culture that will foster and ultimately lead to thought leadership, growth and innovation.
Proton was established in 1983 to manufacture cars in Malaysia and produced its first car, the Proton Saga, in 1985; it benchmarks Toyota and aims to be a globally successful Malaysian automaker through customer-oriented and innovative products, while facing threats from competitors and economic conditions.
This document discusses product differentiation as a business-level strategy. It defines product differentiation as creating perceived value and customer preference for a firm's products over competitors. Firms can differentiate based on product attributes, relationships with customers, or relationships within the firm. To achieve competitive advantage, a differentiation strategy must be valuable, rare, difficult to imitate, and the firm must be organized to exploit it.
This document discusses Michael Porter's theories on competitive forces and competitive advantage. It covers Porter's five forces model, which examines rivalry, threat of substitutes, buyer power, supplier power, and threat of new entrants. It also discusses how firms can achieve competitive advantage through developing resources to achieve either a cost advantage or differentiation advantage. The document provides examples and diagrams to illustrate these concepts from Porter's work.
This document summarizes Porter's generic competitive strategies of cost leadership, differentiation, and focus. It explains that competitive advantage comes from low cost or differentiation. Cost leadership aims for overall low cost and broad market scope, while differentiation offers unique products/services. Focus strategy pursues either approach but targets a narrow customer segment or market niche. The document also discusses barriers to imitation that allow sustained competitive advantage and reasons why companies fail, such as inertia and prior strategic commitments limiting flexibility.
The document discusses the strategy formulation process, explaining that the basic purpose of any strategy is to provide a competitive advantage. It outlines the key stages in strategic management including establishing mission and objectives, analyzing the organization and environment through tools like SWOT analysis, identifying strategic alternatives, implementing the chosen strategy, and reviewing/controlling the strategy. The document provides examples and definitions at each stage to illustrate strategic management concepts.
This chapter discusses how functional-level strategies can help companies achieve competitive advantages like superior efficiency, quality, innovation, and customer responsiveness. It covers several topics:
1) How strategies in areas like manufacturing, marketing, R&D, and human resources can improve efficiency through economies of scale, learning effects, and experience curves.
2) How quality can be enhanced through total quality management and reliability.
3) Ways to achieve innovation through building distinctive competencies and overcoming high failure rates.
4) Steps to improve customer responsiveness through better understanding, satisfying, and quickly responding to customer needs.
This document is a project report submitted by Jasleen Sabharwal for their MBA program. It discusses the distribution strategies of passenger car vendors Ford and Maruti in India, with a focus on three key areas:
1. Dealer networks - Dealers are a fundamental link between manufacturers and customers, though their role and ownership structures vary. Understanding dealer performance and the manufacturer-dealer relationship is important.
2. Aftersales services - Aftersales like service and repair is core to the automotive sector and where dealers often make most of their profits. It is being reshaped by trends like technology, customer habits and regulations.
3. Distribution channels - Most producers use intermediaries to bring products to market
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
The document is a presentation from Impax Laboratories at the J.P. Morgan Healthcare Conference on January 7, 2013. It summarizes Impax's generic and branded drug pipelines targeting over $26 billion in generic sales and central nervous system conditions. It outlines Impax's core competencies in complex formulation and Hatch-Waxman experience. The presentation highlights Impax's financial strength with over $340 million in cash and no debt to support growth through their pipelines, partnerships, and M&A opportunities.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
The author disagrees with Duncan Watts' view that word-of-mouth (WOM) plays a relatively minor role in diffusion. WOM is a personal and credible form of communication that can significantly impact the product lifecycle. There are two key differences between online consumer reviews and traditional WOM - the reach of online reviews is global via the internet, and an online seller can decide whether and when to provide reviews. Research shows supplying consumer reviews can benefit or hurt a seller depending on the product and review content. Consumers increasingly rely on reviews when making purchase decisions.
This document discusses competitive strategy and competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are lower costs, differentiation, focus. Michael Porter identified three generic strategies: cost leadership, differentiation, and focus. Firms can pursue integrated or hybrid strategies. Sustainable competitive advantage is durable, valuable, rare, difficult to imitate. The strategies for market leaders are defensive strategies like position defense. Challengers pursue attack strategies like frontal attack. Followers imitate and adapt. Nichers target small, overlooked market segments.
The document discusses corporate value derived from new markets. It focuses on challenges large manufacturing companies face when operating in new markets like Brazil, Russia, India and China. Key concerns are cost, quality, and managing through joint ventures. While low-cost sourcing is attractive, quality issues are a prominent worry, especially for manufacturing in China. Growth strategies center on gaining new customers and sales in existing markets rather than entering entirely new countries.
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
This document provides a review and comparison of two models for valuing brands: the Interbrand model and the Brand Capability Value (BCV) model. The Interbrand model values brands based on a company's profits after subtracting capital costs and multiplying by a brand role index. The BCV model values brands based on projected cash flows from branding expenses discounted to present value. The authors propose modifications to the BCV model, including changing how the brand's contribution to cash flows is calculated and using the Capital Asset Pricing Model to estimate the discount rate.
This document contains a financial analysis report on Ford Motor Company. It includes Ford's company profile, details on the automotive industry it operates in, comparisons of its stock performance and market capitalization to other automakers like General Motors and Toyota, and analyses of Ford's acid test ratio and profit margin relative to industry averages over 2014-2015. The document finds that Ford has experienced increasing liquidity, acid test ratio, and profit margin over this period while growing its market share globally through strategic expansion.
Managing organizational challenges in India: a snapshot through auto industry Hardik Dave
Presentation with an overview of the challenges faced by a typical Indian organization having grown through monopolistic environment of post-independence era to the most recent customer-driven competitive setup. Followed by an in-depth analysis of the problems, root cause study & innovative solutions to tackle them in opportunistic ways.
International business sept october 2012 - bba v sem -handout format- psishantgogia
This document contains a syllabus for a course on international business. It outlines 7 topics that will be covered:
1. Introduction and overview of international business
2. Models for international business at the firm level, including why firms globalize and models of foreign market entry
3. The international business environment, including economics, finance, ethics and law, and social/political systems
4. International finance and economics
5. Multinational corporations and Indian global organizations
6. International business strategy at the firm level
7. Case studies
It then provides more detailed information on topic 2, including models for the decision to globalize, factors influencing globalization, and various models for foreign market entry.
This document discusses evaluating a company's strategy and competitive position. It provides 5 key questions to analyze: [1] How well is the current strategy working? [2] What are the company's strengths, weaknesses, opportunities, and threats? [3] Are prices and costs competitive? [4] Is the company stronger or weaker than rivals? [5] What strategic issues require attention? Tools like value chain analysis, benchmarking, and competitive ratings are presented to assess each area. The analysis helps identify strengths to leverage and weaknesses to address.
Definition: the operation strategy is “the decision which shapes the long-term capabilities of the company’s operations and their contribution to overall strategy through the on-going reconciliation of market requirement and operations resources.”
M5 evaluating and competitive positionMentari Pagi
The document discusses evaluating a company's strategy, resources, competitive position, and costs relative to rivals. It provides questions to guide the analysis, including how well the current strategy is working based on qualitative and quantitative assessments, identifying the company's strengths, weaknesses, opportunities, and threats, assessing if prices and costs are competitive using value chain analysis and benchmarking, and determining if the company is stronger or weaker than key rivals by rating them on key success factors. The overall goal is to analyze different components of the company's situation to understand its competitive position.
The document discusses various growth strategies that companies can pursue, including internal growth strategies like market penetration, market development, and product development as well as external strategies like mergers & acquisitions, strategic alliances, and joint ventures. It defines key terms, compares different types of mergers and acquisitions, and discusses the benefits and challenges of joint ventures.
This document discusses corporate-level strategy and diversification. It defines diversification strategies as concerning the scope of industries and markets a firm competes in, and how managers match businesses to opportunities through acquisitions. Corporate-level strategy specifies actions to gain competitive advantage by managing different businesses across industries. Diversification can be related, through shared resources and capabilities, or unrelated. Related diversification creates value through economies of scope from shared activities or transferred competencies. Unrelated diversification creates value through financial economies from improved resource allocation.
Toyota faces several strategic issues including losing its focus on quality and failing to adequately communicate with customers. Its strategic choices include focusing on emerging markets, differentiating its capabilities, and forming strategic alliances. Recommendations are to pursue a technology differentiation strategy, improve marketing appeals to customers, and strengthen manufacturing and distribution in Europe. Analyzing Toyota's position requires understanding its capabilities in production systems and resources, as well as external factors like competition and the bargaining power of suppliers and consumers.
This document provides a situational analysis and marketing strategy reflection for a simulation involving four companies competing in the Buffalo industry. It summarizes the company's performance, challenges faced, and strategies used over 8 periods of the simulation. The company initially led the Sonite market but faced attacks, so it reacted by improving existing products and launching new ones. It also gained an early advantage in the new Vodite market by investing in research. While managing competitive pressures in both markets, the company was able to grow its market share and sustain rising share prices through the period.
The document discusses the strategy formulation process, explaining that the basic purpose of any strategy is to provide a competitive advantage. It outlines the key stages in strategic management including establishing mission and objectives, analyzing the organization and environment through tools like SWOT analysis, identifying strategic alternatives, implementing the chosen strategy, and reviewing/controlling the strategy. The document provides examples and definitions at each stage to illustrate strategic management concepts.
This chapter discusses how functional-level strategies can help companies achieve competitive advantages like superior efficiency, quality, innovation, and customer responsiveness. It covers several topics:
1) How strategies in areas like manufacturing, marketing, R&D, and human resources can improve efficiency through economies of scale, learning effects, and experience curves.
2) How quality can be enhanced through total quality management and reliability.
3) Ways to achieve innovation through building distinctive competencies and overcoming high failure rates.
4) Steps to improve customer responsiveness through better understanding, satisfying, and quickly responding to customer needs.
This document is a project report submitted by Jasleen Sabharwal for their MBA program. It discusses the distribution strategies of passenger car vendors Ford and Maruti in India, with a focus on three key areas:
1. Dealer networks - Dealers are a fundamental link between manufacturers and customers, though their role and ownership structures vary. Understanding dealer performance and the manufacturer-dealer relationship is important.
2. Aftersales services - Aftersales like service and repair is core to the automotive sector and where dealers often make most of their profits. It is being reshaped by trends like technology, customer habits and regulations.
3. Distribution channels - Most producers use intermediaries to bring products to market
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
The document is a presentation from Impax Laboratories at the J.P. Morgan Healthcare Conference on January 7, 2013. It summarizes Impax's generic and branded drug pipelines targeting over $26 billion in generic sales and central nervous system conditions. It outlines Impax's core competencies in complex formulation and Hatch-Waxman experience. The presentation highlights Impax's financial strength with over $340 million in cash and no debt to support growth through their pipelines, partnerships, and M&A opportunities.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
The author disagrees with Duncan Watts' view that word-of-mouth (WOM) plays a relatively minor role in diffusion. WOM is a personal and credible form of communication that can significantly impact the product lifecycle. There are two key differences between online consumer reviews and traditional WOM - the reach of online reviews is global via the internet, and an online seller can decide whether and when to provide reviews. Research shows supplying consumer reviews can benefit or hurt a seller depending on the product and review content. Consumers increasingly rely on reviews when making purchase decisions.
This document discusses competitive strategy and competitive advantage. It defines competitive advantage as when one firm earns persistently higher profits than rivals within the same market. The main types of competitive advantage are lower costs, differentiation, focus. Michael Porter identified three generic strategies: cost leadership, differentiation, and focus. Firms can pursue integrated or hybrid strategies. Sustainable competitive advantage is durable, valuable, rare, difficult to imitate. The strategies for market leaders are defensive strategies like position defense. Challengers pursue attack strategies like frontal attack. Followers imitate and adapt. Nichers target small, overlooked market segments.
The document discusses corporate value derived from new markets. It focuses on challenges large manufacturing companies face when operating in new markets like Brazil, Russia, India and China. Key concerns are cost, quality, and managing through joint ventures. While low-cost sourcing is attractive, quality issues are a prominent worry, especially for manufacturing in China. Growth strategies center on gaining new customers and sales in existing markets rather than entering entirely new countries.
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
This document provides a review and comparison of two models for valuing brands: the Interbrand model and the Brand Capability Value (BCV) model. The Interbrand model values brands based on a company's profits after subtracting capital costs and multiplying by a brand role index. The BCV model values brands based on projected cash flows from branding expenses discounted to present value. The authors propose modifications to the BCV model, including changing how the brand's contribution to cash flows is calculated and using the Capital Asset Pricing Model to estimate the discount rate.
This document contains a financial analysis report on Ford Motor Company. It includes Ford's company profile, details on the automotive industry it operates in, comparisons of its stock performance and market capitalization to other automakers like General Motors and Toyota, and analyses of Ford's acid test ratio and profit margin relative to industry averages over 2014-2015. The document finds that Ford has experienced increasing liquidity, acid test ratio, and profit margin over this period while growing its market share globally through strategic expansion.
Managing organizational challenges in India: a snapshot through auto industry Hardik Dave
Presentation with an overview of the challenges faced by a typical Indian organization having grown through monopolistic environment of post-independence era to the most recent customer-driven competitive setup. Followed by an in-depth analysis of the problems, root cause study & innovative solutions to tackle them in opportunistic ways.
International business sept october 2012 - bba v sem -handout format- psishantgogia
This document contains a syllabus for a course on international business. It outlines 7 topics that will be covered:
1. Introduction and overview of international business
2. Models for international business at the firm level, including why firms globalize and models of foreign market entry
3. The international business environment, including economics, finance, ethics and law, and social/political systems
4. International finance and economics
5. Multinational corporations and Indian global organizations
6. International business strategy at the firm level
7. Case studies
It then provides more detailed information on topic 2, including models for the decision to globalize, factors influencing globalization, and various models for foreign market entry.
This document discusses evaluating a company's strategy and competitive position. It provides 5 key questions to analyze: [1] How well is the current strategy working? [2] What are the company's strengths, weaknesses, opportunities, and threats? [3] Are prices and costs competitive? [4] Is the company stronger or weaker than rivals? [5] What strategic issues require attention? Tools like value chain analysis, benchmarking, and competitive ratings are presented to assess each area. The analysis helps identify strengths to leverage and weaknesses to address.
Definition: the operation strategy is “the decision which shapes the long-term capabilities of the company’s operations and their contribution to overall strategy through the on-going reconciliation of market requirement and operations resources.”
M5 evaluating and competitive positionMentari Pagi
The document discusses evaluating a company's strategy, resources, competitive position, and costs relative to rivals. It provides questions to guide the analysis, including how well the current strategy is working based on qualitative and quantitative assessments, identifying the company's strengths, weaknesses, opportunities, and threats, assessing if prices and costs are competitive using value chain analysis and benchmarking, and determining if the company is stronger or weaker than key rivals by rating them on key success factors. The overall goal is to analyze different components of the company's situation to understand its competitive position.
The document discusses various growth strategies that companies can pursue, including internal growth strategies like market penetration, market development, and product development as well as external strategies like mergers & acquisitions, strategic alliances, and joint ventures. It defines key terms, compares different types of mergers and acquisitions, and discusses the benefits and challenges of joint ventures.
This document discusses corporate-level strategy and diversification. It defines diversification strategies as concerning the scope of industries and markets a firm competes in, and how managers match businesses to opportunities through acquisitions. Corporate-level strategy specifies actions to gain competitive advantage by managing different businesses across industries. Diversification can be related, through shared resources and capabilities, or unrelated. Related diversification creates value through economies of scope from shared activities or transferred competencies. Unrelated diversification creates value through financial economies from improved resource allocation.
Toyota faces several strategic issues including losing its focus on quality and failing to adequately communicate with customers. Its strategic choices include focusing on emerging markets, differentiating its capabilities, and forming strategic alliances. Recommendations are to pursue a technology differentiation strategy, improve marketing appeals to customers, and strengthen manufacturing and distribution in Europe. Analyzing Toyota's position requires understanding its capabilities in production systems and resources, as well as external factors like competition and the bargaining power of suppliers and consumers.
This document provides a situational analysis and marketing strategy reflection for a simulation involving four companies competing in the Buffalo industry. It summarizes the company's performance, challenges faced, and strategies used over 8 periods of the simulation. The company initially led the Sonite market but faced attacks, so it reacted by improving existing products and launching new ones. It also gained an early advantage in the new Vodite market by investing in research. While managing competitive pressures in both markets, the company was able to grow its market share and sustain rising share prices through the period.
This document contains the agenda for several meetings. It discusses analyzing companies using tools like SWOT analysis, developing strategies using frameworks like Porter's generic strategies and the BCG matrix. It covers formulating business, corporate and functional strategies. Some key topics include competitive advantage, strategic alternatives, cooperative strategies, growth strategies, portfolio analysis and strategic choice evaluation. Students will redo their SWOT homework using the tools and frameworks discussed, and play an industry simulation game.
1. Andrew applied a differentiation strategy in Phase 1 (2016-2018) but made mistakes, ranking 2nd but possible to become the market leader.
2. In Phase 2 (2018-2020), Andrew launched new products and secured the 2nd position through a cost leadership strategy. Market share increased significantly from 2018-2020 especially in Europe.
3. Taxes and exchange rate fluctuations prevented Andrew from achieving the market leader position. Accurate forecasts and efficient capital distribution could help address issues.
Our key objective is to pick stocks which can compound sustainably at a healthy rate for the next 3-5 years and create wealth. We like to select companies with strong competitive advantages and are quoting at a discount to their intrinsic value.
This project report provides an analysis of ITC Limited, an Indian conglomerate. The report:
1) Summarizes ITC's business activities across various industries including FMCG, hotels, paper, IT, and agriculture.
2) Analyzes ITC's vision, mission, and core values and compares them to competitor HUL. Key findings include ITC having a larger market share and higher growth rate than HUL.
3) Examines ITC's external environment through a PESTLE analysis and internal environment through a SWOT analysis and BCG matrix application.
4) Evaluates ITC's competition in the industry using Porter's Five Forces model and a competitive profile
highly fragmented Indian specialty chemicals industry currently has revenues of USD 30 Bn and is expected to grow ~14% per annum over the next decade. It is observed that companies who have invested in product development have grown rapidly and have also expanded globally. Hence, these companies become attractive for large global players and equity investors. Recent M&A transactions in the speciality chemicals space show that most speciality chemical companies were able to attract valuations in excess of 10X EBITDA multiples. The pace of deal making activity is expected to continue with attractive valuations as India is the preferred investment destination in Asia
This document provides an overview of brand management for B2B brands and corporate brands. It discusses marketing communication for B2B, recent trends like mergers and acquisitions and use of internet technology. It also presents two case studies of Indian companies - MindTree and MRF Tyres - that have effectively managed their B2B brands. MindTree focuses on internal branding and social responsibility initiatives to build its brand. MRF uses aggressive promotion including celebrity endorsements to achieve strong brand recognition in India.
Persistent Systems is a leader in the outsourced product development space. It helps build software products for clients across the entire product lifecycle. There is no listed peer comparable to Persistent in the Indian market, making it a differentiated play. Persistent has a strong client base including marquee names like Microsoft, IBM, and substantial revenue from startups, helping it stay ahead of technology trends. It has experienced strong growth over the past few years and is expected to continue growing, supported by the growing outsourced product development market and Persistent's positioning in emerging technologies.
The document discusses how a multinational furniture company named Horizon abandoned its intended strategy. Horizon formulated a strategic plan to assess the market and set its strategy. However, after a few years it found itself making losses with poor product sales. It then decided to change its strategy, abandoning parts of its original intended strategy. The reasons for abandoning its strategy included relocating many of its showrooms to city areas with less customers, issues with corruption where officials kept money, using outdated and less durable furniture materials, and changing customer preferences towards more attractive and affordable items. The document concludes that while organizations create intended strategies, changes over time require new emergent strategies, with realized strategies being a product of intended as well as emergent
The document discusses various corporate level strategies that companies adopt including:
1. Concentrated growth where a company focuses resources on growing a single product, market, or technology. IBM is provided as an example.
2. Acquisitions where a company purchases another firm to gain competencies or market share. Problems with acquisitions are also outlined.
3. Other strategies discussed include vertical integration, horizontal integration, strategic alliances, diversification through concentric or conglomerate means, turnaround, divestiture, liquidation, and bankruptcy.
The factors influencing which strategy to adopt based on a company's competitive position and market growth are mapped out.
Toyota Industries develops and manufactures automobiles and related products such as vehicles, engines, car electronics, and stamping dies. It has achieved high quality and productivity within the Toyota Group. The company leads in developing innovative car air conditioning compressors and electronics components that have been widely adopted by automakers globally. Toyota Industries focuses on streamlining manufacturing processes through automation and produces various foundry parts. It is committed to developing environmentally friendly technologies and contributing to society.
Toyota focused on quality, reliability, and efficiency through its operations strategy and Toyota Production System (TPS). TPS emphasized just-in-time production, continuous improvement (kaizen), eliminating waste, and employee involvement. Toyota also invested heavily in research and development to create innovative, fuel efficient vehicles. However, Toyota faced several recalls due to manufacturing defects affecting transmission and electronics that damaged its quality reputation and cost millions. Toyota addressed this by identifying root causes, implementing corrective actions, and regaining customer trust in its ability to produce safe, high-quality vehicles.
This document provides a marketing analysis of IFB's washing machine business. IFB is a leading home appliances manufacturer in India. The summary analyzes the washing machine market, IFB's business, customers, competitors, and strategies. Key points include:
- The washing machine market is growing fast in India. IFB manufactures front-loaded and top-loaded washing machines.
- IFB aims to be customers' first choice. It has a large service network across India.
- Major competitors include LG, Samsung, and Whirlpool. IFB uses strategies like market penetration, product development, and diversification to grow.
- A SWOT analysis identifies strengths like brand image and weaknesses like
524 COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE .docxalinainglis
524
COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE
Prunea Ana Daniela
Universitatea din Oradea, Facultatea de Stiinte Economice
[email protected]
Abstract: Rapid changes in market characteristics and the technological innovations are
common and faster challenges, resulting in products, processes and technologies. The
competitive advantage is volatile, difficult to obtain and more difficult to maintain and
strengthened with consumers who through their individual choices polarization confirms
the recognition performance and award competitive advantages, thus causing the
competitive ranking of companies present in a particular market. The competitive
advantage lies in the focus of the performance of companies in competitive markets and
innovation is a source for obtaining and consolidating it. Companies will need to
demonstrate the capacity to adapt to changes in the business environment so as to
maintain the helded positions. This paper treats this aspect behavior that companies
should adopt to get on the account of innovation a sustainable competitive advantage. I
started of the work in the elaboration from the theory of developed by Michael Porter in
his book "Competitive Advantage: Creating and Sustaining Superior Performance" we
applied methods listed thus trying to point out possible ways of creating competitive
advantage by companies. We have presented the sources of competitive advantage and
the factors on which depends its creation. Walking theoretical research revealed how lack
of competitive advantage leads to a lack of competitiveness of companies and the benefits
that arise with the creation of this type of asset. Among the most important benefits is to
increase performances. Once the competitive advantage is achieved, it must be
maintained and updated market conditions and the methods that can be created a
sustainable competitive advantage represent the answers to many of the companies
questions are fighting for survival in an environment of fierce competition. The
implementation of methods for obtaining competitive advantages, but also exist dangers,
that every company should know them once they develop a strategy for obtaining a
competitive advantage. The purpose of this paper is to present the importance of having
competitive advantage; the ways in which it ppoate obtain and hazards that may arise
with its implementation by companies.
Key words: competitive advantage; companies; competition; strategies
JEL classification: A1, D6
1. Introduction
The concept of competitive advantage in the literature has been introduced by M. Porter
in an attempt to identify objectives. In his book "Competitive Advantage: Creating and
Sustaining Superior Performance," Porter says the goal of all businesses is getting a
competitive advantage in relations with competitors on the market. This advantage can
be achieved by two ways, ie selling products at a lower price, or their differentiati.
524 COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE .docxtroutmanboris
524
COMPETITIVE ADVANTAGE IN THE ENTERPRISE PERFORMANCE
Prunea Ana Daniela
Universitatea din Oradea, Facultatea de Stiinte Economice
[email protected]
Abstract: Rapid changes in market characteristics and the technological innovations are
common and faster challenges, resulting in products, processes and technologies. The
competitive advantage is volatile, difficult to obtain and more difficult to maintain and
strengthened with consumers who through their individual choices polarization confirms
the recognition performance and award competitive advantages, thus causing the
competitive ranking of companies present in a particular market. The competitive
advantage lies in the focus of the performance of companies in competitive markets and
innovation is a source for obtaining and consolidating it. Companies will need to
demonstrate the capacity to adapt to changes in the business environment so as to
maintain the helded positions. This paper treats this aspect behavior that companies
should adopt to get on the account of innovation a sustainable competitive advantage. I
started of the work in the elaboration from the theory of developed by Michael Porter in
his book "Competitive Advantage: Creating and Sustaining Superior Performance" we
applied methods listed thus trying to point out possible ways of creating competitive
advantage by companies. We have presented the sources of competitive advantage and
the factors on which depends its creation. Walking theoretical research revealed how lack
of competitive advantage leads to a lack of competitiveness of companies and the benefits
that arise with the creation of this type of asset. Among the most important benefits is to
increase performances. Once the competitive advantage is achieved, it must be
maintained and updated market conditions and the methods that can be created a
sustainable competitive advantage represent the answers to many of the companies
questions are fighting for survival in an environment of fierce competition. The
implementation of methods for obtaining competitive advantages, but also exist dangers,
that every company should know them once they develop a strategy for obtaining a
competitive advantage. The purpose of this paper is to present the importance of having
competitive advantage; the ways in which it ppoate obtain and hazards that may arise
with its implementation by companies.
Key words: competitive advantage; companies; competition; strategies
JEL classification: A1, D6
1. Introduction
The concept of competitive advantage in the literature has been introduced by M. Porter
in an attempt to identify objectives. In his book "Competitive Advantage: Creating and
Sustaining Superior Performance," Porter says the goal of all businesses is getting a
competitive advantage in relations with competitors on the market. This advantage can
be achieved by two ways, ie selling products at a lower price, or their differentiati.
This document discusses strategic management accounting and cost driver analysis. It defines strategic management accounting as focusing on both financial and non-financial external factors as well as monitoring company strategies and those of competitors. It emphasizes identifying key cost drivers for each business activity in order to understand cost behavior and develop strategies to lower relative costs through controlling drivers or reconfiguring activities. Common cost drivers are identified as unit-level, batch-level, product/process-level, and organizational/facility-level factors.
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Communications Mining Series - Zero to Hero - Session 1
Writer mak1 sample_3
1. Running Head: MARKETING PLAN FOR TOYOTA MOTOR COMPANY
Name:
Professor:
Institution:
Course:
Date:
2. Marketing Plan For Toyota Motor Company 2
1.0 Company Description
The Toyota Company is a leader in the car manufacture, assembly and distribution the
world over. A very efficient management style that the company uses has been one of the reasons
for the firm’s good performance. There are many other salient factors that have made the company
achieve the niche of market leader. The market structure the company operates in can not be
definitely stated. Some may consider it to be a monopoly. This is due to the fact that the company is
a dominant market player in car exportation. In fact, its differentiation strategy has made it enjoy an
almost monopolistic presence especially in the developing nations of the world. On the other hand,
the market structure can be seen as an oligopoly. This is due to the fact that there are other key
players like GM who are peer competitors. Toyota is keen to see what these competitors are doing
and make sure it reacts to their actions in a way that will guarantee its market leadership.
2.0 Strategic Focus and Plan
There are three aspects of the existing corporate strategy that are developed in relation to
their overall impacts caused to the marketing plan of Toyota Company. These are;
2.1 Mission Statement of the Company.
Toyota seeks to create a more prosperous society through automotive manufacturing
(Hiroshu, 2003). Therefore, the Company is aimed at achieving a stable and long-term growth in
future, and this is supposed to be in synchronization with a number of factors: the significant
environment, global economy, local communities served, and the Internal Environment of
stakeholders
2.2 The Company’s Goals
The company has committed itself to offering of hybrid alternatives for every model that
is sold in the market. This is aimed at enabling the Company to make a total sale of 1 million
3. Marketing Plan For Toyota Motor Company 3
hybrid vehicles within a year, and this goal has been set to have been achieved by the year 2012.
Toyota Company has improved its 2011 Environmental Action Plan and it is committed
in six different key areas, which are: the Environmental Management; changes in Energy and
Climate; the Quality of Air; concerned Substances; the aspects of Recycling and Improved
Resource utilization; and Societal Cooperation. The Company is committed to reduce carbon
dioxide emission and it is believed to take combined actions of ensuring that the environment is
kept clean all the time by observing the stated fuel economy values.
2.3 Core Competency and Sustainable Competitive Advantage
Toyota Company is working towards the achievement of a better and more sustainable
economy by having a stable global market. With advancement in new technology and other
related matters, the Company is investing in various strategies that will enable it to realize its set
goals and objectives over a period of time. The Company has a well developed and equipped
network of expertise that are into research and development over aspects that are to keep the
Company on top in product and service delivery to its global market. Also it has a wide range of
distribution network allover the world and this has enabled it to reach a portion of the market that
is seeing it through to greater levels.
3.0 Situation Analysis
Toyota’s capacity to stay on top of productivity efficiency and quality rankings can be
credited to its internal environment. This entails the way production process is managed by the top
management who are famous for their competency. The production team has an insatiable obsession
to improve the efficiency and effectiveness of its manufacturing operations. Therefore, to fully
understand the situation analysis of Toyota Company, a SWOT analysis is determined and it mainly
consists of the Company’s strength, weaknesses, available opportunities, and finally the threats that
4. Marketing Plan For Toyota Motor Company 4
the Company is experiencing or projected to go through.
3.1 SWOT Analysis
Strength and weaknesses are referred to as internal factors of the Company as their
impact starts from within the Company, while opportunities and threats normally originates from
outside of the Company, hence referred to as external factors.
Figure 1: SWOT Analysis of Toyota Company (Internal Factors)
Internal Factors Strengths Weaknesses
Management Having competent and Large size of management
experienced management team team reduces chances of
and board members moving fast into the targeted
market, because of slow rate in
decision making
Offering Hybrid products that are Expensive in proofing the
customer friendly market that are right products
for them
Marketing Distribution of products into Expensive in establishing this
the market through wide range distribution network
of identified branches
Personnel Have good skilled workforce The gap will be big if the
who are relied upon employees left the Company
Finance Improved revenues from sales Limited workforce and
made in the global market material may slow down the
growth of the Company in
relation to competitors
Manufacturing Main supplier of material Different supply interests
ensure fast and quality among the Company suppliers
5. Marketing Plan For Toyota Motor Company 5
material and other competitors.
R&D Quality of products delivered
is enhanced through out the
period of doing business
Figure 2: SWOT Analysis of Toyota Company (External Factors)
External Factors Opportunities Threats
Consumer/social Stability of the upcoming Low priced products may
market is highly projected proof that the quality of the
products is quite low
Competitive Differentiated products and Products of high technology
prices make the Company to are being introduced into the
be quite distinctive in the market by other competitive
market companies
Technological Break-through in
technological standings is a
better course for the Company
to improve on the quality of its
products
Economic Improved consumer income Individuals opting for other
has made it convenient for the products since they have
Company to get deep into the enough disposable income
market
Legal/Regulatory Regulatory measures ensuring
fairness in the market and
avoid over-exploitation by
other competitors
6. Marketing Plan For Toyota Motor Company 6
Figure 3: The SWOT Analysis Matrix
Strengths: Opportunities:
•investment in new factories •hybrid cars
•diverse range of products •selling technology
•improved marketing techniques •rising urban youth population
Weaknesses: Threats:
•Maintaining client base •Faulty products
•Maintaining production •Upcoming manufacturers
3.2 Industry Analysis
Toyota Company is able to apply its strengths and opportunities it has to create a
competitive edge in the industry. For instance, the widely differentiated product line is helping
the company to have more global presence. This can also be achieved through entering new
markets like China and Europe. Toyota has previously concentrated on the Japan and American
markets and it needs to setup strategies to penetrate the other markets as well.
Toyota has taken a good position as far as sustainable development is concerned. With
the fear of depletion of the fossil fears coupled with the global warming effects, there is a ready
market for the Toyota’s hybrid car. The company can also use this opportunity t sell its
technology to other firms
3.3 Company analysis
Toyota Company is one of the world’s leaders in car export and it appears to literally be
living its mission, which is to be the world leader in the creation of automotives that are best in
7. Marketing Plan For Toyota Motor Company 7
terms of value. The company is working towards the end of creating a society that is prosperous by
providing their clientele with the best value for their money. They believe in giving the best prices
for the client yet still deliver a vehicle that is at per with those being offered by their other major
competitors. This could be the reason why their products are having a very good market in the
developing nations. The Company is also conscious about sustainable development, and this can be
clearly seen in its different corporate social responsibilities as well its sustainable development
initiatives aimed at reducing the pollution of the environment.
3.4 Customer Analysis
Toyota’s customers are very diverse and they range from the low income earners to the very
rich. They are widespread around the world. Toyota has catered for all car needs that may arise for
any individual with their wide range of motor vehicles. They range from small sports cars to big
family vehicles and trucks as well as vans. The customers comprise a varied group of people, with
differing ages, incomes, geographical locations, and social and cultural statuses. Customers go for
Toyota products to satisfy different wants and needs. Low income earners are provided with a basic
mode of transportation that is both within their price range and efficient. Clients going for class and
elegance are also catered for.
Customers purchase Toyota products on individual basis according to their specific needs.
In some cases we have organizations purchasing cars for their firm’s usage or for their employees.
In such a case, the product buyer and purchaser is not actually the product user. Once individuals
purchase the company’s product, there is an increased exposure to its other products. Product
awareness is enhanced through advertisements, newsletters, website information, and other
informational sources. The opportunity for Toyota to generate income from complimentary
products such as books and seminars by members is very big.
8. Marketing Plan For Toyota Motor Company 8
Where do they Purchase?
Most of Toyota’s products are sold through retail distributors located all over the world.
Purchase can also be made directly from the factories, as is the case with limited edition models.
The increase in the use of electronic commerce, Toyota as well, that is, purchasing products on-line.
Majority of the advertising materials can be obtained in full, on-line view over the Internet. On-line
publications diminish paper waste while giving existing and direct availability of the product to
clients. Customers are able to order a product in stores and with a toll-free number directly from the
company as well (Booz, 2007). This grants customers around the world access to the company’s
products.
When do they Purchase?
Individuals can purchase the company’s products anytime that they like, at any time of the
year. This is because Toyota sells its cars all year round, except for the limited editions which are
purchased directly from the factories. New users often purchase cars after acquiring a driver’s
licence in the case of some countries when going to high school or to college in others. Other users
usually purchase a new car when the old one breaks or gets too old or when they want to trade in for
a newer car or a different model.
Why do they Purchase?
Customers select Toyota products over other manufacturers primarily because of their
comprehensive, yet specialized, nature. Toyota offers a diverse range of cars that encompass all
needs of the clients. They are focussed on building and maintaining high standards when it comes to
the products. They offer cheaper alternatives to the clients for the same products from other
manufacturers that are quite expensive. Toyota has also invested heavily on safety in their cars. As
the globe goes green and clients call for an appropriate response from their car manufacturers,
9. Marketing Plan For Toyota Motor Company 9
Toyota have responded by investing in hybrid cars, the Prius. This may be the future of the motor
industry. The high quality products make it all that easy for a customer to go back to the shop and
purchase another Toyota product (Flanagan, 2007).
Why Potential Customers Don’t Purchase
As is the case for many large organizations, Toyota’s target market defines a much wider
population than their customer base actually reflects. There are many car manufacturers who have
come up and the motor industry is currently flooded with many products. Many of these products
are similar, often differing due to one or two features that may or may not be significant. In this
case, it comes down to personal like and dislike. The other reason is the issue of class and social
status. Toyota products do not always give the implication of a high social standing. A customer
may choose to buy a car from a competitor and not from Toyota simply because of that, and yet the
car is the same.
4.0 Product-Market Focus
In this section, the Company three year development projections is clearly explained in
various categories, which are developing of a strategic focus; marketing goals and objectives; target
market; and the Company position in the market.
4.1 Developing a Strategic Focus
Toyota has already embraced product differentiation as a major strategy in market
penetration and the strategy is working well. It is determined to use a pricing mechanism that
will give it a competitive edge over its main competitors. The cost of production of a unit for
Toyota is projected to be large but due to possible mass production plants, the overall cost will
not be a huge issue in this case. This means the company will be able to sell its products at an
even lower price yet still remain profitable. The company is taking an advantage of this and
10. Marketing Plan For Toyota Motor Company 10
using it to penetrate the markets of emerging economies with affordable products.
4.2 Marketing Goals and Objectives
Toyota’s enormous size and capacity is a great advantage in meeting industry growth.
The number of clients in need of cars is constantly increasing, thus creating a bigger market for
Toyota and requiring more of their products. The perceived importance of owning a car due to
increased travelling needs in today’s largely corporate world is constantly increasing as well.
Toyota’s great size will enable them to successfully meet the needs of this growing population of
customers in need of cars (Dobni, 2002, p.41).
The company keeps making quality product and make it a rule not compromise on this,
and not to give in to the competitors’ pressure and rise their prices then clients will remain loyal
to the company (Armstrong & Kotler, 2002). Then, everyone has a chance to know the real
values behind Toyota’s past, current, and hopefully future existence (Armstrong & Kotler, 2003).
Toyota is in the process of engineering lesser platforms to be used in the assembly of its
different models. This is as a cost cutting measure; they intended to compress their platforms
from 20 to ten in the ambitious exercise. This is especially important since their chief rivals; GM
and Ford have made notable improvements in their production process. Toyota is also thinking
twice about its bloated assembly points. It is thinking of best ways to reduce them without
hindering its efficiency (Mullins, Walker & Boyd, 2010).
4.3 Target Market
Each of Toyota’s products is designed to target a specific market. The design criteria
range from top speed, capacity and exterior appearance like color and shape. There is a high
speed, small, two-seat model cars for the relatively younger and single people who are
adventurous to the big five-seat models for the family set up. Demographically, they also target
11. Marketing Plan For Toyota Motor Company 11
situations on the smooth tarmac road as well as the rough and rugged off road terrain (Thomas,
2001).
Toyota has been previously blamed by the American Markets that their products are
lacking in flair and design unlike those of GM and Ford. This has led the company to be more
attentive to its American designers to make sure this needs are met. The V8 pickup which was
launched recently was as a result of this ambitious. The hybrid model, Primus, has also been
transformed since at its inception, it didn’t hit the American market. When they made it look
more futuristic, it resulted in big volumes of sales.
Overly, the Toyota Company is giving its competitors a hard time. Even though it has
experienced challenges like the recent recalls, it is still notable in market leadership position. If
the current impressive results and global positioning of the company is anything to go by, then
this is a position Toyota is not likely to lose any time soon.
4.4 Company Position in the Market
Toyota Company has been producing vehicles and significant products that are not
expensive and readily available. This has been a significant factor that has enabled the Company to
have a major cut in the market , and it is projecting to have most of the market by the end of 2013,
as it has put a cross a number of strategies to enable it reach the set target.
5.0 Market Program
This consists of the four marketing mix elements that are designed to fit the market in terms
of their needs and ability to access such products and services.
5.1 Product Strategy
The Company is believed to be moving with a strategy of mass production of which it has
enabled it to sell widely in the global market. It has also included the strategy of hybrid product,
12. Marketing Plan For Toyota Motor Company 12
where it can double the amount of production for the arising needs in the market.
5.2 Price Strategy
The reputation of the Company has been developed by producing high quality vehicles that
can be bought at a reasonable price. The Company has also been using tactful pricing strategies
through price differentiation so that they are different from other automobile producers.
5.3 Location Strategy
Being a global producer and supplier of Toyota automobiles and their components, Toyota
Company has positioned itself all over the world giving it a clear cut within the market. Within
three years to come, it is working towards the achievement of about 35 percent of the market share,
and this will make it to be best and top supplier of automobile products.
5.4 Promotion Strategy
The Company is determined to use a pricing mechanism that will give it a competitive
edge over its main competitors. This is a mechanism that it is using to market itself so that it can
get hold of market share that will see it better in achieving the highest level in the market.
6.0 Marketing Implementation Analysis
Toyotas main focus will be in reaching the new markets of China and Europe. It will also
be concerned about the competition from other firms like Ford and GM. An advantage the
company has is the widely differentiated product range. Establishing new factories in these new
markets as well as opening up new franchises will help the company in getting an ease of
penetrating the new markets
Human resource is one of the most important aspects in this plan. The company should
always make sure they have highly motivated staff as this is directly proportional to good
production both in the qualitative and quantitative aspects. Toyota can do this by coming up with
13. Marketing Plan For Toyota Motor Company 13
schemes of rewarding their employees like helping them own cars subsidized rates. The
company should also make sure the personnel are the best in terms of technical know-how. The
company needs to carry out frequent training towards this end.
7.0 Financial data and Projections
The previous years have seen Toyota’s profit grows each year with an exception of 2009
due to the economic downturn as well as the recalls. The figures below illustrate this
Figure1: Toyotas impressive performance in the last four years (Johnson, 2009)
With the advent of more efficient production technologies coupled with the entrance into the new
markets, it is expected that the increase in profits will continue for the next five years. Below are
the projections for the next five year period
Figure2: Projected Financial returns for the next five years (Johnson, 2009)
Sales Forecast Millions of Yen
year 2009 2010 2011 2012 2013
14. Marketing Plan For Toyota Motor Company 14
1,243,445 1,455,650 1,900,340 1,957,879 2,000,534
Net Sales
Operating income
54,120 65,023 89,954 98,0530 99,760
Ordinary Income
70,912 80.636 108,484 125,444 14,343
Net Income
46,123 47,999 60,231 81,234 57,576
Research
30,051 32,051 30,051 20,051 30,051
Divindends/yen
32 44 50 60 78
7.1 Tactical Marketing Activities
Toyota has taken a bold step in being a leader in sustainable development. This position
will need some innovations which translate to expenditure. They are however necessary as a way
of staying ahead of competition. The activities the company will embark on are given in figure 3
Figure 3: Tactical Marketing activities
Person/Department Required Completion
Specific Tactical Activities Responsible Budget millions Date
of yen
Product Activities Production 30.45 2011
1.Car air conditioning compressor engineers and
2.DC-DC converters for fuel efficiency Product
3.Low Exhaust Emission Engine management
Pricing Activities Operations 15.25 2012
1.New Technologies management
2.Compression of Production platforms
3.Merger of Assembly points
Distribution Activities Logistics 21.40 2010
1. Opening up of new factory in America and management
china
15. Marketing Plan For Toyota Motor Company 15
2. Machine handling
3.Logistical operations
IMC (Promotion) Activities Marketing manager 9.20 2012
1.Concerts
2.Volunteer
3Youth Invention club
8.0 Implementation Plan
There are a number of activities that have been projected within a life span of three years
and the following representation shows the aspects that have been targeted and within what strategic
period of time.
Year To be Achieved New Targeted Cumulative Targeted
Markets (millions) Markets (millions)
Today (2010) Working towards 250 250
hybrid products
st
1 Year (2011) Introduction of pricing 320 600
mechanism and price
differentiation
strategies.
nd
2 Year (2012) Enhancing hybrid 370 970
products by use of new
technologies
3rd Year (2013) Product differentiation 420 1320
to meet the needs of
the market
9.0 Evaluation and Control
16. Marketing Plan For Toyota Motor Company 16
There is a monitoring and evaluation team that will be set to watch over the progress of the
company in realizing the strategic goals. The short term goals will be clearly watched and
corrections put in place where targets are missed for they are the keys to fulfilling the long term
goals. Currently, the Company has made a clear step forward in ensuring that hybrid vehicles are
being produced, and so far the market has started improving in terms of overall reception of these
brands of vehicles. Another aspect that is supposed to be considered here is the speed of the roll-out
program of pricing mechanism introduced. Currently, it has taken the market by surprise as most of
Toyota products are found to be customer friendly. The Company has been able to come up with a
differentiation program for its products and this has helped it to have a huge market share. It is
projects to improve and reach the target within three years and this will be determined by the rate of
growth and the total number of market reached.
References
Armstrong, G., & Kotler, P. (2002). Marketing: an introduction (International edition). New
Jersey: Prentice Hall. Retrieved October 7, 2010 from
http://www.pearsonhighered.com/educator/product/Marketing-An-
Introduction-7E/9780131424104.page
Armstrong, G., & Kotler, P. (2003). Marketing: an introduction. New Jersey: Prentice Hall.
Retrieved October 7, 2010 from
http://html-pdf-converter.com/en/convert?u=search-pdf-books.com/philip-kotler,-and-
gary-armstrong.-marketing-management.-prentice-hall,-2003-download-pdf-free-pdf/
17. Marketing Plan For Toyota Motor Company 17
Booz, A. (2007). Striving for growth: Best practices in retail banking sales and service
channels. New Jersey: Prentice Hall. Retrieved October 7, 2010 from
http://www.strategy-business.com/media/file/leading_ideas-20071127.pdf
Chamberlin, P. (2009). Customer service complaint handling. New York: The Gurdian.
Retrieved October 7, 2010 from
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