130497271 Summer Training Project Report

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SUMMER TRAINING PROJECT REPORT

TOYOTA KIRLOSKAR MOTOR LIMITED

MARKETING STRATEGIES

TRAINING SUPERVISOR SUBMITTED BY

MANISH GARG SHWETANK SHARMA

MARKETING MANAGER ENROLLMENT NO: 0892061709

SESSION: 2007-2010

TRINITY INSTITUTE OF PROFESSIONAL STUDIES, DWARKA,DELHI AFFILIATED FROM

GURU GOBIND SINGH INDRAPRASTHA


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UNIVERSITY, NEW DELHI!"

PREFACE

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ACKNOWLEDGEMENT

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4(+.3 .-5 '( #3 / #-*& '$5# '( MR! MANISH GARG )(& -# .%)+.

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(SHWETANK SHARMA)


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CONTENTS

Chapter 1 Introduction 1

1.1. Overview of Industry as a whole

1.2. Profile of the Organization

1.3. Growth of the Organization

1.4. S.W.O.T nalysis of the Organization

1.!. "o#$etition Infor#ation

Chapter 2 - Objective & Methodolog

!1

2.1. Signifi%an%e

2.2. &anagerial usefulness of the study

2.3. O'(e%tives

2.4. S%o$e of the study

2.!. &ethodology

Chapter " Conceptual #i$cu$$ion %Theoretical

!

'ac(drop & )iterature *evie+, -

Chapter ! - #ata nal$i$ ..

Chapter . - /inding$ and *eco00endation$

NNE3*ES4 Include the 5ollo+ing detail$ in thi$ $ection 6


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'I')IO7*89: 1

CHAPTER 1 - INTRODUCTION

1.1. OERIEW - INDIAN AUTOMO!ILE INDUSTRY

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HEAD8UARTERS: TOYOTA CITY4 JAPAN

ASSEM!LY PLANTS OER THE WORLD

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L'%, +*$

OERIEW

In 2006, Toyota was engaged in a variety of projects designed to solidify its foundations while

continuing to grow.

On the product front, Lexus launched its new flagship odel, the L!, and the new glo"al #ary went

on sale. In $apan, a new #orolla range was introduced, ephasi%ing the iportance of this "est&

selling car.

In anufacturing, several new projects were started around the world. In 'ay, anufacture of the

#ary "egan in (uang%hou, #hina, while in the )nited !tates, the *entuc+y plant, which in

Octo"er cele"rated 20 years of production, started anufacturing the first Toyota hy"rid vehicle to "e

ade in orth -erica, the #ary y"rid. In ove"er, the Texas plant "egan producing the new

Tundra truc+, a +ey vehicle in Toyota/s orth -erican lineup. In $apan, Toyota 'otor *yushu, Inc.

"egan full&scale operations at its engine factory, while Toyota 'otor Toho+u #o., Ltd. increased its

anufacturing capacity.

In huan resources developent, following the esta"lishent of the -sia acific (lo"al roduction

#enter in Thailand in -ugust 2001, Toyota esta"lished the orth -erican roduction #enter in the

).!. in e"ruary, and the 3uropean (lo"al roduction #enter in the )nited *ingdo in 'arch.

3sta"lished as "ranches of the (lo"al roduction #enter in $apan, these were created to spread

Toyota/s anufacturing +nowledge and s+ills throughout the world in pace with the rapid growth of

Toyota/s overseas anufacturing. The centers educate trainers for local anufacturing plants in all

regions, with trainees passing on what they learn to tea e"ers on their return to their plants.

In 45, Toyota focused its efforts on three +ey areas7 environent, safety and energy. It ade a

special effort in the area of the environent "y expanding its lineup of hy"rid vehicles, and has

wor+ed on 45 relating to plug&in hy"rid. In addition, as part of Toyota/s efforts to respond to the

diversification of energy, in 2008 Toyota introduced a flex fuel vehicle9 in the :ra%ilian ar+et that will

run on ;00< "io&ethanol fuel. ro this point on, "ased on the philosophy of providing =the right car,

in the right place, at the right tie,> and in accordance with the infrastructure and custoer needs of
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each region, Toyota will continue to proote efforts to develop environentally friendly technology

and vehicles.

CORPORATE DATA

!ince its foundation, Toyota has conducted "usiness with =contri"uting to the developent of a prosperous

society through the anufacture of autoo"iles> as a guiding principle. ?hen I "ecae president two years ago,

I called on all eployees to wor+ with e in returning to our origins and as+ing earnestly whether Toyota is truly

contri"uting to society and whether we are doing everything we should "e doing. On the occasion of Toyota/s

80th anniversary, we will reinforce our easures designed to return to our core principle, which is to @repay the

earth and society through technological innovation Aand contri"ute to enhancing the Buality of lifeeverywhere.

Company Name Toyota Motor Corporation

E*'&+*3$, August 28, 1937

Tokyo Head Offie1!"!18 #oraku, $unkyo!ku, Tokyo 112!87%1, &apan

'(one) *%3+3817!7111

Nagoya Offie "!7!1 Meieki, Nakamura!ku, Nagoya City, Ai(i 'refeture "%!

8711, &apan

'(one) *%2+2!2111

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GUIDING PRINCIPLES

onor the language and spirit of the law of every nation and underta+e open and fair corporate activities to "e

a good corporate citi%en of the world.

4espect the culture and custos of every nation and contri"ute to econoic and social developent through

corporate activities in the counities.

edicate ourselves to providing clean and safe products and to enhancing the Buality of life everywhere

through all our activities.

#reate and develop advanced technologies and provide outstanding products and services that fulfill the needs

of custoers worldwide.

oster a corporate culture that enhances individual creativity and teawor+ value, while honoring utual trust

and respect "etween la"or and anageent.

ursue growth in harony with the glo"al counity through innovative anageent.

?or+ with "usiness partners in research and creation to achieve sta"le, long&ter growth and utual "enefits,while +eeping ourselves open to new partnerships.

'-.C-'T/

:e contri"utive to the developent and welfare of the country "y wor+ing together, regardless

of position, in faithfully fulfilling your duties.

:e at the vanguard of the ties through endless creativity, inBuisitiveness and pursuit of

iproveent.

:e practical and avoid frivolity.

:e +ind and generousC strive to create a war, hoeli+e atosphere.

:e reverent, and show gratitude for things great and sall in thought and deed

MANAGERIAL INFORMATION

10 -euties

1+ $oard of iretors *24 peop5e+

Name Tit5e

ujio #ho9 #hairan

*atsuhiro a+agawa Dice #hairan


17/76

*atsua+i ?atana"e resident

To+uichi )ranishi 3xecutive Dice resident

*a%uo O+aoto 3xecutive Dice resident

*yoji !asa%u 3xecutive Dice resident

'itsuo *inoshita 3xecutive Dice resident

Eoshii Ina"a 3xecutive Dice resident

Ta+eshi )chiyaada 3xecutive Dice resident

'asatai Ta+ioto 3xecutive Dice resident

-+io Toyoda 3xecutive Dice resident

Tetsuo attori !enior 'anaging irector

Eu+itoshi uno !enior 'anaging irector

Ta+eshi !u%u+i !enior 'anaging irector

-tsushi iii !enior 'anaging irector

ajie ?a+ayaa !enior 'anaging irector

iroshi Ta+ada !enior 'anaging irector

Teiji Tachi"ana !enior 'anaging irector

!hinichi !asa+i !enior 'anaging irector

!hin *anada !enior 'anaging irector

-+ira O+a"e !enior 'anaging irector

Eoshio !hirai !enior 'anaging irector

Eoichiro Ichiaru !enior 'anaging irector

!hoji I+awa !enior 'anaging irector

!hoichiro Toyoda onorary #hairan


18/76


19/76

Tadashi -rashia 'anaging Officer

'asaoto 'ae+awa 'anaging Officer

'aoru uruhashi 'anaging Officer

!atoshi O%awa 'anaging Officer

!eiichi !udo 'anaging Officer

Easuhi+o Ichihashi 'anaging Officer

Tadashi Eaashina 'anaging Officer

Ta+ashi ata 'anaging Officer

$aes 3. ress 'anaging Officer

(ary L. #onvis 'anaging Officer

?ahei irai 'anaging Officer

Tatehito )eda 'anaging Officer

Ta+ashi !higeatsu 'anaging Officer

Eu%o )shiyaa 'anaging Officer

Easuori Ihara 'anaging Officer

Ta+ahi+o Ijichi 'anaging Officer

Toshio urutani 'anaging Officer

Tetsuo -gata 'anaging Officer

!enta 'orio+a 'anaging Officer

irono"u Inoue 'anaging Officer

*a%uhi+o Ta+arada 'anaging Officer

'asayu+i a+ai 'anaging Officer

Toshi+i ayaa 'anaging Officer


20/76

Ta+ahiro Iwase 'anaging Officer

-+ihito Tsuji 'anaging Officer

Eoshihi+o 'asuda 'anaging Officer

o"uo *o"ayashi 'anaging Officer

Eoshiasa Ishii 'anaging Officer

Tatsuya *ane+o 'anaging Officer

Ta+eshi !hirane 'anaging Officer

'asanao Too%oe 'anaging Officer

*atsunori Itasa+a 'anaging Officer

To+uyu+i Ta+ahashi 'anaging Officer

4eal A4ayF Tanguay 'anaging Officer

4yoichi !asa+i9 'anaging Officer

!eiho *awa+ai9 'anaging Officer

Easuhiro Eo+oi9 'anaging Officer

Ta+ahiro ujio+a9 'anaging Officer

'asano"u *awase9 'anaging Officer

Eu+io ishi+awa9 'anaging Officer

irofui 'uta9 'anaging Officer

Thierry o"reval9 'anaging Officer

9ewly appointed

-s a result of the a"ove changes, T'# now has, ; chairan, ; vice chairan, ;president, G executive vice presidents, ;H senior anaging directors, ; honorarychairan, ; senior advisor, e"er of the "oard, 8 auditors and J anagingofficers, for a total of G2 executives.

20 .etiring Corporate Auditors and Managing Offiers *1% peop5e+


21/76

Eoshiro ayashi A-ppointed as -dvisorF

iroshi O+a"e A-ppointed as -dvisorF

Tadashi Ishi+awa A-ppointed as -dvisorF

itoshi ishiyaa A-ppointed as -dvisorF

-lan $. $ones K

Eoshi+atsu Tana+a A-ppointed as -dvisorF

o"uyoshi isada A-ppointed as -dvisorF

'itsuhisa *ato A-ppointed as -dvisorF

$ohn . #onoos K

Ta+is $. -thanasopoulos K

30 -euties6 Areas of .esponsii5ity and Tit5es

1+ -eutie ie 'residents and /enior Managing iretors

Name Ne :ormer

Tokui(i;ranis(i

-eutie ie 'resident

&(lo"al lanning Operations&OverseasA-ericas, 3urope 5 -frica, -sia,Oceania 5 'iddle 3astF

&The Americas Operations Group

(Chief Officer)&Europe & Africa OperationsGroup(Chief Officer)

-eutie ie 'resident

&OverseasAOverseas lanning -ericas,3urope 5 -frica, -sia, Oceania 5'iddle 3astF

&Europe & Africa Operations

Group(Chief Officer)

#a


22/76

(Chief Officer)&Design Group (Chief Officer)&Motorsport BusinessManagement Dept.

&Motor ports Di!.

#yo=i/asa


23/76

Toyoda &roduct 'anageent&IT 5 IT!&urchasing&uality&*T & *T Group (Chief Officer)&e+TO,OTA Di!.

&roduct 'anageent&IT 5 IT!&urchasing&*T & *T Group (Chief Officer)&e+TO,OTA Di!.

TetsuoHattori

/enior Managing iretor

&Dehicle 3ngineering (roup A#hiefOfficerF

&3nvironental -ffairs iv.


&uality (roup A#hief OfficerF&Dehicle 3ngineering (roup A#hiefOfficerF

&uture roject iv.&'otor !ports iv.

>ukitos(i

:uno


&Toyota 'otor orth -erica, Inc.&Toyota 'otor !ales, ).!.-., Inc.


&The -ericas Operations (roupA#hief OfficerF

&Toyota 'otor !ales, ).!.-., Inc.

Takes(i/u


24/76

&ousing (roup A#hief OfficerF&Legal iv.

/(ini(i/asaki


&uality (roup A#hief OfficerF


&Toyota 'otor 3urope DM!-&Toyota 'otor 3ngineering 5'anufacturing 3urope DM!-

/(in#anada


&Inforation !ystes (roupA#hief OfficerF

&4esearch iv.&(lo"al 3xternal -ffairs iv.


&(overnent 5 u"lic -ffairs(roupA#hief OfficerF

Akira

Okae


&-sia, Oceania 5 'iddle 3astOperations (roupA#hief OfficerF


&-sia, Oceania 5 'iddle 3astOperations (roup A#hief OfficerF

&Taiwan Office

>os(io/(irai


&roduct evelopent (roupA#hief OfficerF

&45 'anageent iv.&TOEOT- evelopent #enter 2A(eneral 'anagerF


&Technical -dinistration (roup&roduct evelopent (roup&3nvironental -ffairs iv.&45 'anageent iv.

>oi(iro?(imaru


&$apan !ales Operations (roupA#hief OfficerF

ustoer !ervice Operations(roupA#hief OfficerF


&oestic !ales Operations(roupA#hief OfficerF

ustoer !ervice Operations(roupA#hief OfficerF

/(o=i?kaa


&roduction 3ngineering (roup

A#hief OfficerF


&roduction 3ngineering (roup

A#hief OfficerF


25/76

2+ Managing Offiers *On5y t(ose it( ne responsii5ities or t(ose ne5yappointed 5isted+

Name Ne :ormer

#oi(i?na

&'iyoshi lant A(eneral 'anagerF&'yochi lant A(eneral 'anagerF&Operations 'anageent#onsulting iv.

&(lo"al !trategic roductionlanning iv.

&roduction #ontrol iv.&roject lanning 5 'anageentiv.

&(lo"al roduction #enter

A(eneral 'anagerF

&Ta+ao+a lant A(eneral 'anagerF&Tsutsui lant A(eneral'anagerF

&Dehicle lanning 5 roduction3ngineering iv.

&!taping roduction 3ngineeringiv.

&:ody -sse"ly 3ngineering iv.&(eneral -sse"ly 3ngineeringiv.

Akira/asaki

hina iv.&Toyota Technical #enter, #hina

&Toyota Technical #enter, #hina

?aoNi(as(i

&T' rootion iv.&Technical !ervice iv.ustoer 4elations iv.&uality iv.ustoer uality 3ngineeringiv.

&uel #ell roduction 3ngineeringiv.

ustoer 4elations iv.&uality iv.ustoer uality 3ngineeringiv.

&uel #ell roduction 3ngineeringiv.

Tadas(iAras(ima

&Toyota 'otor 3urope DM!-&Toyota 'otor 3urope DM!-AT''3 #opanyF

&Toyota 'otor 3urope DM!-

MasamotoMaekaa

&$apan !ales lanning iv.&$apan 'ar+eting iv.&Toyopet channel Operations iv.

&oestic !ales lanning iv.&oestic 'ar+eting iv.&Toyopet channel Operations iv.

/atos(i

O


26/76


27/76

Tos(io:urutani

&'otorsport :usiness 'anageentept.

&(lo"al lanning iv.&(lo"al 'ar+eting iv.

&Overseas lanning iv.&Overseas 'ar+eting iv.

TetsuoAgata

&Toyota 'otor 3urope DM!-A45M'anufacturing #opanyF

&onsha lant A(eneral 'anagerF&3nvironental -ffairs iv.&(lo"al !trategic roductionlanning iv.

&roduction #ontrol iv.&roject lanning 5 'anageentiv.

&!ervice arts -dinistration iv.

#a


28/76

&!taping ie 5 Tool iv.&ie 5 'old iv.

Taka(iro?ase

&*aigo lant A(eneral 'anagerF&!hioyaa lant A(eneral

'anagerF&Tahara lant A(eneral 'anagerF

&*aigo lant A(eneral 'anagerF&!hioyaa lant A(eneral

'anagerF

#atsunori?tasaka

&ealer uan 4esourcesevelopent iv.

&$apan leet !ales 5 #onversionDehicle iv.

&Toyota channel Operations iv.

&ealer uan 4esourcesevelopent iv.

&Toyota channel Operations iv.

.ea5C0 Tanguay

&Toyota 'otor 3ngineering 5'anufacturing orth -erica,

Inc9

&Toyota 'otor 'anufacturing orth-erica, Inc.

&Toyota 'otor 'anufacturing#anada, Inc.

.yoi(i/asaki

&-sia, Oceania 5 'iddle 3astroject iv.

&Toyota 'otor -sia acific T3 LtdA!ingaporeF

&Toyota 'otor -sia acific #o., LtdAThailandF

&Toyota 'otor Thailand #o., Ltd

&Toyota 'otor Thailand #o., Ltd.

/ei(o#aakami

&TOEOT- evelopent #enter 2

Aeputy (eneral 'anagerF

&(eneral 'anager, #hassis

3ngineering iv. 2

>asu(iko>okoi

&)sed #ar :usiness iv.&L3N)! oestic !ales 5'ar+eting iv.

&(eneral 'anager, L3N)!oestic !ales 5 'ar+eting iv.

Taka(iro:u=ioka

&Ta+ao+a lant A(eneral 'anagerF&Tsutsui lant A(eneral'anagerF

&!enior 3xecutive irector, Toyota'otor 'anufacturing A)*F Ltd.

Masanou

#aase

&TOEOT- evelopent #enter ;

A(eneral 'anagerF

&roject (eneral 'anager,

Technical -dinistration iv.

>ukioNis(ikaa

&e&TOEOT- iv.&:usiness evelopent iv.&'arine :usiness iv.&:iotechnology 5 -fforestation:usiness iv.

&IT 5 IT! lanning iv.&IT 5 IT! !ales iv.

&roject (eneral 'anager, To+yo!ecretarial iv.

Hirofumi

Muta

&onsha lant A(eneral 'anagerF

&Dehicle lanning 5 roduction3ngineering iv.

&(eneral 'anager, roduction

3ngineering lanning iv.


29/76

&!taping roduction 3ngineeringiv.

&:ody -sse"ly 3ngineering iv.&(eneral -sse"ly 3ngineeringiv.

&irose lant A(eneral 'anagerF&irose lant 3lectronic#oponents 3ngineering iv.

&irose lant 3lectronic#oponents 'anufacturing iv.

T(ierryomrea5

&Toyota 'otor 3urope DM!-AT''3 #opanyF

&Toyota 'otor 3urope DM!-AT''3 #opanyF

9 ewly appointed99On -pril ;, 2006, Toyota 'otor 3ngineering and 'anufacturing orth -erica, Inc.

was esta"lished "y integrating the functions of Toyota Technical #enter, ).!.-., Inc.and Toyota 'otor 'anufacturing orth -erica, Inc.

"0 Organi


30/76

product, price and supply&and&deand strategies

2F (overnent 5 u"lic -ffairs (roup M (eneral -dinistration 5 uan 4esources(roup

& The transfer of soe divisionsMdepartents of the (eneral -dinistration 5 uan4esources (roup to the (overnent 5 u"lic -ffairs (roup, have ta+en place asfollows7

-fter #hanges :efore #hanges(overnent 5 u"lic -ffairs (roup (eneral -dinistration 5 uan

4esources (roup

& u"lic -ffairs -dinistration ept. AtransferF& u"lic -ffairs -dinistrationept.

& To+yo !ecretarial iv. AtransferF & To+yo !ecretarial iv.& To+yo (eneral -dinistration iv.

AtransferF

& To+yo (eneral -dinistration

iv.

urposeTo optii%e the structural organi%ation and distri"ution of huan resources "yconsolidating the divisions and departents relevant to governent 5 pu"lic affairs

HF roduction #ontrol 5 Logistics (roup & The nae of the roduction #ontrol 5 Logistics (roup has changed.

-fter #hange :efore #hange!trategic roduction lanning(roupAnae changedF

roduction #ontrol 5 Logistics(roup

urposeTo create a nae that reflects a strengthened stance toward planning that considersthe actual situation of glo"al production activities

F ousing (roup Aousing #opanyF

& The nae of the ousing (roup Aousing #opanyF has changed.

-fter #hange :efore #hangeousing (roup Anae changedF ousing (roup Aousing #opanyF

urposeTo reflect the achieveent of the original o"jective to reinforce operational structuresthrough the introduction of the @copany@ syste

1F ivisionsMdepartents not "elonging to a groupC -sia, Oceania 5 'iddle 3astOperations (roupC #hina Operations (roup

& The transfer of soe divisionsMdepartents to relevant groups.


31/76


32/76

P('(# $3 '' ( ' )(..(4- %$# -'&(3+* #(/ () ' '*(.(-# 4 $& 3.(%-

'( %(#-'-( T(('$ $# $ -&(/'$. .$3&!

SPRIORITIES OF TOYOTA IN GROWTH STRATEGY

F(&'-)- (+& %&(3+*' .-

A##&'- $ *(/%'-'- 3 - '*(.(

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R*.$-/- /$&5' #$& - $%$

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F+.*.. ##'/# '$' *(+.3 '&$#)(&/ ' $+'(/(-. - ' 21#' *'+&!

MARKET SHARE OF TOYOTA


33/76


34/76


35/76


36/76

T 3*$3(.3 I3-$ (-' '+& () ' $%$# $+'(/$5&, T(('$ K-&.(#5$&, -# +-.3-

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-' /$ %&-*3 -& '$ -'# I3-$ *(/%'-'(!


37/76

V-5&$/ K-&.(#5$& #$-3 $# /+* 4 *(//'3, W $& 4(&5- ( ' 4 3#-!

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*$%#' *$&!


38/76


39/76

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40/76

1.; S.W.O.T ANALYSIS

S$%>3*

N4 -#'/' T(('$ - )$*'(&-# - ' US $3 >-$ #$4 200C %&()-'# &-#, $$-#' '

4(&.34-3 /('(& -3+#'& '&3! N' %&()-'# &(# 0!8 '( 1!17 '&-..-( 11= C!8C",

4-. #$.# 4& 7! -& $' 18!CC '&-..-( ! >(//'$'( $&+ '$' '-# -# *$+#

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*$&/$5& 4-' 6!78 /-..-( +-'#! T *(/%$ -# #'-.. -3 &-$.# G&$. M('( 4-'

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)$*'( -*.+3- $ 3--)-3 %&(3+*' &$, -. '$&'3 /$&5'- $3 $ *(//-'/' '(

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$%%&($*# !! T('$. +$.-' M$$/'"!


41/76

WEAKNESS

B- - $# -'# (4 %&(./#! T W(&.3 /$&5' )(& *$ -# - $ *(3-'-( () (& #+%%.

$3 #( *$& /$+)$*'+& 3 '( /$5 #+& '$' -' -# '-& /(3.# '$' *(#+/ 4$'!

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).+*'+$'- *((/-* $3 %(.-'-*$. *(3-'-(# '(# /$&5'#! P&$%# '$' -# 4 ' *(/%$

-# -- '( #-)' -'# $'''-(# '( ' /&- >-# /$&5'! M(/'# - *$

&$'# *(+.3 # ' $.&$3 $&&(4 /$&-# - ' *$& /$&5' - &3+*3!

T *(/%$ 3# '( 5% %&(3+*- *$ - (&3& '( &'$- -'# (%&$'-($. ))-*-*! >$&%.$'# &%' $ + -#'/' - %#- )-3 *(#'#, $# 4.. $# ' - *(#'# ()

'&$-- $3 &'$-- .$(+&! S( -) ' *$& /$&5' %&-*# $ 3(4 '+&, ' *(/%$

*(+.3 # (& *$%$%$*-'! I) ( ' ('& $3 ' *$& /$&5' %&-*# $ +%'+&, ' '

*(/%$ /$ /-## (+' ( %(''-$. #$.# 3+ '( +3& *$%$*-' -!! -' '$5# '-/ '(

$**(//(3$'! T-# -# $ '%-*$. %&(./ 4-' - (.+/ *$& /$+)$*'+&-!

OPPURTUNITIES

L+# $3 T(('$ (4 $ $ &%+'$'-( )(& /$+)$*'+&- -&(/'$.. )&-3.

-*.#! L+# $# R 00 &-3, $3 T(('$ $# -' P&-+#! B(' $& $#3 +%( $3$*

'*(.(-# 3.(%3 ' (&$-@$'-(! R(*5'- (-. %&-*# $ # #$.# () ' 4

&-3 -*.# -*&$#! T(('$ $# $.#( #(.3 ( -'# '*(.( '( ('& /('(&

/$+)$*'+&, )(& $/%. F(&3 $# (+' -'( ' '*(.( )(& -'# 4 E%.(&& SUV

H&-3! S+* /(# *$ (. )-&/ +% T(('$# -'' $3 -#'/' - &-3 RD!

T(('$ -# '( '$&' ' +&$ (+' /$&5'! T *(/%$ $# .$+*3 -'# 4 A(, 4-*

-# '$&'3 $' ' #'&'4-# (+' /$&5' $3 *$%'+ (& $''/%'# '(" ' $'+& () 3$*

$3 D *+.'+& - $ & *(/%'-'- #/'! T -*. -'#.) -# $ +-?+ *(&'-., 4-'

/(3.# '3- $' '-& &$& T $&&(4 #/' -# ('(&-(+# )(& -' $&&(4 /$&-# $3

3-))-*+.'-# )(& &$3-!


42/76

THREATS

P&(3+*' &*$..# $& $.4$# $ %&(./ )(& -*. /$+)$*'+&! I 200C ' *(/%$ $3 '(

&*$.. 880,00 #%(&'# +'-.-' -*.# $3 %-*5 +% '&+*5# 3+ '( )$+.' )&(' #+#%#-( ##'/#!

T(('$ 3-3 (' - 3'$-.# () (4 /+* ' &*$.. 4(+.3 *(#'! T /$(&-' () $))*'3

-*.# 4& #(.3 - ' US, 4-. ' ' 4& #(.3 - $%$, E+&(% $3 A+#'&$.-$!

A# 4-' $ *$& /$+)$*'+&&, T(('$ )$*# '&/3(+# *(/%'-'- &-$.& - ' *$& /$&5'!

>(/%'-'-( -# -*&$#- $./(#' 3$-., 4-' 4 '&$'# *(/- -'( ' /$&5' )&(/

>-$, S(+' K(&$ $3 4 %.$'# - E$#'& E+&(%! T *(/%$ -# $.#( %(#3 '( $

/(/' - ' %&-* () &$4 /$'&-$.# #+* $# &+&, #'. $3 )+.!

1.= COMPETITE S.W.O.T ANALYSIS

STRENGTH

I $ &$ 4 (4- $ *$& 4$# $ 3-#'$' 3&$/ )(& $ $#' /$(&-' () I3-$#, MUL &(..3

(+' -'# )-' *$&, ' M800! T *(/%$ .$.3 -' $ %(%.# *$&, 4-' $ 796** *.-3&

- '$' 3.-&3 9!C% $' $ $))(&3$. %&-* () R#! 6C,000! T )-' -*. 4$#

&.$#3 )(& #$. - D*/& 198! I-'-$.., ' *$& 4$# *&-'-*-@3 )(& -'# 3-/-+'- #-@, +'

-' %&(3 '( #%$*-(+# (+ '( *$&& )(+& $3+.'#! B''& '*(.( $3 $ $))(&3$.

%&-* 3+ '( $ -& .. () -3--@$'-( .%3 MUL $*- $ 3(/-$' %(#-'-( - '

I3-$ %$##& *$& /$&5'


43/76

WEAKNESS

MARUTI SUUKIJ# -#' 4$5##, -# ' .$*5 () %&(3+*' 3#- *$%$-.-'! I '

*(/- $, ' #(+.3 )(*+# ( $*?+-&- %&(3+*' 3#- $3 .$ %&(3+*'-( 5(4(4

$# ' K(&$ )-&/# 3-3 - ' -'-# $3 $&. -'-#! A.#( ' R#$&* $3

3.(%/'# $3?+$&' )(& - 3.(%/' () M$&+'- S+@+5- $& - $%$ 4-* -# $

/$(& 4$5 %(-'! M$&+'- S+@+5- $.#( 3# '( -#' - *$%$*-' $3 $&* $3

3.(%/' - I3-$ '( #'$ $&$#' () *(/%'-'-(!

THREAT

M800 $3 &+.3 ' %$##& *$& /$&5' $# ' (. *$& - ' '&.. #/' - '

I3-$ $+'(/(-. -3+#'& $3 4$# (4 )$*- ' 3$& () *$-$.-@$'-( )&(/ ( () -'#

(4 )$/-. //, A.'( F(& ' )-' )4 /('# () 200, M800 %&)(&/3 4.., #..-

1C,01 +-'# - $+$&, 1,C18 +-'# - F&+$& $3 1C,C0 - M$&*! B+' &$3+$.. A.'(,

$('& MUL %&(3+*', $ $'- -'( M800# #$&! A.'( &%(&'3 #$.# () 8,99 +-'#,

8,2 $3 9,011 +-'# - $+$&, F&+$& $3 M$&* %*'-.! I A%&-., -'# #$.#

-*&$#3 '( 9,C0 +-'# $3 - M$ 200, A.'( '((5 (& M800# %(#-'-( $# ' .$'

#..- *$& 4-' #$. () 10,7 +-'#, #.-'. (& M800# #$.# () 10,016 +-'#! A$.#'# ).'

'$' A.'( $3 '$5 ' '(% #%(' *$+# () -'# %&-* &3+*'-( - S%'/& 200 R#!

2,000 )(..(43 ' .$+* () ' (A> A.'( )(& R#! 0!2 / - ' )-' 45 () A%&-.

200!


44/76


45/76

A**(&3- '( ' /$$- 3-&*'(& () T(('$ K-&.(#5$& M('(&, A'#+#- T((#-/$, '

3*-#-( '( -'&(3+* I($ & I3-$" 4$# $#3 ( '& )$*'(! F-', (& ' .$#' )-

$, ' > #/' '4 R# C .$5 '( R# 10 .$5" () ' *$& /$&5' $# &(4 20

%& *' & $&! T /+.'- +'-.-' -*. #/' $# $.#( &(4 $' 3(+.3--' ..#!

S*(3, 4-' $ -/%&(- .-)#'. $3 ''& &($3#, ' I3-$ *(#+/& 4$'# '( '$5 -#

-*. )(& .( 3&-# 4-' )&-3# $3 )$/-.! T-&3, '& -# $ .$'' 3#-& () *+#'(/,

-*.+3- '(# (4- MPV#, '( #5 $''&-+'# .-5 &$'& -'&-(& #%$* $3 (&.($3-

$-.-', 4-. %$##& *$& + .((5 )(& ''& #'.- $3 -/%&(3 &-3- *(/)(&'!

I($ &-# '('& ' #%$* $3 )+. *((/ () $ MPV 4-' ' #'., $-.-' $3

%(4& () $ #3$! T(('$ K-&.(#5$& M('(& $# 3#*&-3 -' $# ' )-' '&&(4 #$'-

%$##& *$& - ' I3-$ /$&5'

2.2 MANAGERIAL USEFULLNESS

T /$&5'- 3%$&'/' *$ +# '-# #'+3 '( $* '-& /$&5'- #'&$'-# )(& ''&

#$.#! T-# &%(&' .%# ' /$&5'- 3%$&'/' - '$5- 3*-#-(# '( 4$' *$ -

3-#'&-+'-( *$.# $3 4$' #(+.3 3( #( '$' /$&5'- %&(./ *(+.3 #(&'3 (+'

$3 (4 '( #.. '-& &$ () %&(3+*' - ' *(/%'-'- /$&5'!

T & ##* () & %&(*' &.$'3 '( /$&5'- -# %&(-3- $ -4 '( /$$/'

)(& *$.5 (+' ' (&$-@$'-(, #( '$' ' *$ /$-'$- $ -$. )-' '4 '

(&$-@$'-($. (*'-#, #5-..# $3 (+&*# $3 -'# *$- /$&5' (%%(&'+-'-#! $.#(

- $ %&(%& #$% '( *(/%$# '$&' %&()-' $3 &(4'! -' %&(-3# )3$*5 '( '

(&$-@$'-( $(+' '-& #$.#, #$.# #*/# $3 4$' -/%$*' 3(# -' $# ( ' 3$. $3

*(#+/! & /$&5' $&* %&(-3# +#)+. #+#'-(# '( ' (&$-@$'-(! /$&5'-

$&* .%# ' )-&/ - & *(/%(' () ' '('$. /$&5'- '$#5! -' .%# ' )-&/

$*?+-& $ ''& +3'$3- () ' +&, ' *(/%'-'-( $3 ' /$&5'- -&(/'!

-' $.#( $-3# ' )(&/+.$'-( () ' /$&5'- /-! %&(3+*'! 3-#'&-+'-( $3 %&-*- 3#! -'


46/76

$.#( .%# - '$5- ' -)(&/$'-( () *(/%'-'( #'&$'-# $3 '-& -/%$*' ( ' +&!

' #'+3 &$.# ' )$*' '$' /$ $ *(/ +% 3+&- ' %&(*' $3 '# )$*'# *$ -'&

+#3 $ (%%(&'+-'-# - %.(&- $3 %$3- ' +#-## $# 4.. $# *$ +#3 $#

#$)+$&3 $$-#' '&$'# *(/%'-'( '( %&%$& $ ))*'- /$&5'- #'&$'! E&

/$&5' $&* %&(# +#)+. '( ' (&$-@$'-(! M$&5'- $&* .%# ' )-&/ - &

*(/%(' () '('$. /$&5'- '$#5!

2.6 O!JECTIES OF STUDY

T (*' () &%(&' -# (' (. '( )(*+# ( *(/%'-'( +' $.#( '( ' ' *(/%'-'-

%(#-'-( - ' $'-($. $# 4.. $# -'&$'-($. /$&5' '&(+ *+#'(/& #$'-#)$*'-(! T#

$& $# )(..(4#!

T( 3-#*(& $3 '&$#.$' ' 3# $3 3#-& () *+#'(/& -'( %&(3+*'# $3 #&-*#

#( $# '( *&$' ' 3/$3 () ' %&(3+*' '&(+ %.$- $3 %&(3+*- %.$3

%&(3+*'"!

T( #& ' *+#'(/& '&(+ *$. () 3-#'&-+'-(!

T( )$* ' 5 *(/%'-'-(!

T( 5(4 $(+' ' /$&5'- #'&$'-# +#3 T(('$!

T( 5(4 $(+' ' /$&5'- #'&$'-# () ' *(/%'-'( () T(('$!

T( )-3 (+' ' /$&5' #$& () T(('$!

T( 5(4 4& T(('$ #'$3# $# )$& $# ' B>G Q/$'&- /(3.# *(*&3!


47/76

2.; SCOPE OF THE STUDY

T# $& #(/ () ' #*(% () ' #'+3 :

1! T %' #'+3 *$ '33 '( $**## ' %' /$&5'- *(3-'-( () I3-$

$+'(/(-. #*'(&!

2! T #'+3 *$ +#3 '( 3#- $ %&(%& %&(3+*', %&-*, %.$* $3 %&(/('-($.

#'&$' )(& ' /$&5'!

! F&(/ ' %' #'+3 4 *$ 5(4 ' /$&5' #$& () 3-))&' %&(3+*'# $3

$**(&3-. )(&/+.$'3 #'&$' '( $* -'!

! T +.' () /$&5'- #+**## *$ -'&%&'3 '( $#### ' &$' () /%.(

#$'-#)$*'-( - $&-(+# 3%$&'/'#!

C! T-# #'+3 *$ $%%.-3 '( )-3 (+' $ ))*'- 3-#'&-+'-( *$. '( $* '

#$. () $&-(+# %&(3+*'# () T(('$ /('(!

2.= RESEARCH METHODOLOGY

T-# %&(*' 3%3# +%( ' %&-/$& $# 4.. $# #*(3$& #(+&*# 4-* $& $# )(..(4#!

P&-/$& S(+&*:

O#&$'-(

E%&-/'

T$.5- 4-' *(#+/,&'$-. $3 3-#'&-+'(!

S*(3$& S(+&*:

B$.$* #' () ' *(/%$

>(/%$ 4#-'


48/76

SAMPLE SI?E AND AREAS COERED

A *+#'(/&$#3 #+& 4$# *(3+*'3 - 4-* 100 %(%. 4& $#53 '( )-.. '

?+#'-($-& - 4-* C0 %(%. .( '( *-'-# () D.- $3 GURGAON!

B*$+# -' 4$# (' %(##-. '( *(#-3& $* $3 & %( () '(# *-'-# (& () -..$# #(,

PROBABILITY SAMPLE (& RANDOM SAMPLE 4$# '$5!

STATISTICAL AND PRESENTAION TOOLS

PRIMARY DATA -# &%'3:

F-' *.$##-)-3 -!! &(+%3 ?+$.-'$'-. $3 ?+$'-'$'-. $**(&3- '( ' #-'+$'-(

(& ' '% () ' 3$'$ 4-* 4$# *(..*'3!

A)'& *.$##-)- -# &%'3 - ' )(&/ () '$.# -!! ##'/$'-*$.. $&&$3 -

*(.+/# $3 &(4#!

S(/ () ' 3$'$ -# $.#( &$%-*$.. &%'3 - ' )(&/ () PIE DIAGRAM!

SE>ONDARY DATA -# &%'3:

I ' )(&/ () '$.#!

B ' 4$ () BAR GRAPHS $3 SUBDIVIDED BAR GRAPHS G&$%-*$.

%'$'-("!


49/76

2. LIMITATIONS OF THE STUDY

S-* ' &($3 '( -/%&(/' -# & 3-, #( '-# #'+3 $.#( #+)) )&(/ *&'$-

.-/-'$'-(#! S(/ () '/ $& $# )(..(4#:

B*$+# () -..-'&$*, -' 4$# $ '-/ *(#+/- /'(3 - 4-* *('-+(+#

+-3$* 4$# &?+-&3!

+#'-($-& /'(3 -(.# #(/ +*&'$-' () %(#! >((%&$'-( (

' %$&' () -)(&/$'#, - #(/ *$##, 4$# 3-))-*+.' '( %+/!

I' -# %(##-. '$' ' -)(&/$'-( #+%%.-3 ' -)(&/$'# /$ -*(&&*'!

S(, ' #'+3 /$ .$*5 $**+&$*!


50/76

CHAPTER 6 @ CONCEPTUAL DISCUSSION

MARKETING

W$' -# /$&5'-

T& $& /$ 3-))&' 3)--'-(# () /$&5'-! >(#-3& #(/ () ' )(..(4- $.'&$'-

3)--'-(#:

;T $../&$*- )+*'-( '$' .-5# ' +#-## 4-' *+#'(/& 3# $3 4$'# - (&3& '(

' ' &-' %&(3+*' '( ' &-' %.$* $' ' &-' '-/+#'(/&

3# $&, '&)(&, & &($3!

W-.#' *+#'(/& 3# $& &($3, *+#'(/& 4$'# $& +#+$.. ?+-' $&&(4!

A 4$' -# $ 3#-& )(& $ #%*-)-* %&(3+*' (& #&-* '( #$'-#) ' +3&.- 3!

>(#-3& '-# $/%.:

>(#+/ 3 '( $' 4 ' $& +&!

W$' ' 4$' '( $' $3 - 4$' 5-3 () -&(/' 4-.. $& (&/(+#.! F(& #(/,

$'- $' M*D($.3# #$'-#)-# ' 3 '( /' +&! F(& (' $ /-*&(4$3 &$3/$.


53/76

/'# ' 3! S(/ *(#+/ $& & #$'-#)-3 +.## '-& )((3 *(/# #&3 4-' $

(''. () )- >$&3($!

>(#+/& 4$'# $& #$%3 #(*-$. $3 *+.'+&$. )(&*#, ' /3-$ $3 /$&5'- $*'--'-#

() +#-###!

T-# .$3# ('( $('& -/%(&'$' *(*%' '$' () *+#'(/& 3/$3:

>(#+/& 3/$3 -# $ 4$' )(& $ #%*-)-* %&(3+*' #+%%(&'3 $ $-.-' $3 4-..-## '(

%$ )(& -'!

F(& $/%., /$ *(#+/ $&(+3 ' .( 4$' $ M&*3#! B+' &.$'-. )4 $& $.

$3 4-..- '( + (!

B+#-### '&)(& $ (' (. '( /$5 %&(3+*'# '$' *(#+/ 4$', +' ' $.#( $

'( /$5 '/ $))(&3$. '( $ #+))-*-' +/& '( *&$' %&()-'$. 3/$3!

B+#-### 3( (' *&$' *+#'(/& 3# (& ' #(*-$. #'$'+# - 4-* *+#'(/& 3# $&

-).+*3! I' -# (' M*D($.3# '$' /$5# %(%. +&! H(4&, +#-### 3( '& '(

-).+* 3/$3 3#-- %&(3+*'# $3 #&-*# '$' $&

A''&$*'-

W(&5 4..

A& $))(&3$.

A& $$-.$.

B+#-### $.#( '& '( *(//+-*$' ' &.$' )$'+ () '-& %&(3+*'# '&(+ $3&'-#-

$3 ('& /$&5'- %&(/('-(!


54/76

MARKETING MI

T /$&5'- /- -# &$.. $**%'3 $# ' +# $3 #%*-)-*$'-( () ' )(+& P# 3#*&--

' #'&$'-* %(#-'-( () $ %&(3+*' - ' /$&5'%.$*! O -( () ' (&--# () '

/$&5'- /- #'$&'# - 198 4 $/# >+..-'( #$-3 '$' $ /$&5'- 3*-#-( #(+.3 $

+.' () #(/'- #-/-.$& '( $ &*-%! T-# -( *('-+3 - 19C 4 N-. B(&3, -

-# A/&-*$ M$&5'- A##(*-$'-( %-3'-$. $33#, '((5 ' &*-% -3$ ( #'%

)+&'& $3 *(-3 ' '&/ M$&5'-M-! A %&(/-' /$&5'&, E! &(/ M*>$&',

%&(%(#3 $ P *.$##-)-*$'-( - 1960, 4-* 4(+.3 # 4-3 %(%+.$&-'! T )(+& P# *(*%'

-# %.$-3 - /(#' /$&5'- ''((5# $3 *.$###!

DEFINITION

A.'(+ #(/ /$&5'( $ $333 ('& P#, #+* $# %(. $3 %$*5$-, '

)+3$/'$.# () /$&5'- '%-*$.. -3'-)-# ' )(+& P# () ' /$&5'- /- $# &)&&-

'(:

P&(3+*' A (*' (& $ #&-* '$' -# /$## %&(3+*3 (& /$+)$*'+&3 ( $ .$& #*$. 4-' $

#%*-)-* (.+/ () +-'#! A '%-*$. $/%. () $ /$## %&(3+*3 #&-* -# ' ('. -3+#'&!

A .## (-(+# +' +-?+-'(+# /$## %&(3+*3 #&-* -# $ *(/%+'& (%&$'- ##'/! T%-*$.

$/%.# () $ /$## %&(3+*3 (*'# $& ' /('(& *$& $3 ' 3-#%(#$. &$@(&!

P&-* Q T %&-* -# ' $/(+' $ *+#'(/& %$# )(& ' %&(3+*'! I' -# 3'&/-3 $ +/&

() )$*'( -*.+3- /$&5' #$&, *(/%'-'-(, /$'&-$. *(#'#, %&(3+*' -3'-' $3 '

*+#'(/ %&*-3 $.+ () ' %&(3+*'! T +#-## /$ -*&$# (& 3*&$# ' %&-* ()

%&(3+*' -) ('& #'( $ ' #$/ %&(3+*'!

P.$* Q P.$* &%'# ' .(*$'-( 4& $ %&(3+*' *$ %+&*$#3! I' -# ()' &)&&3 '(

$# ' 3-#'&-+'-( *$.! I' *$ -*.+3 $ %#-*$. #'(& $# 4.. $# -&'+$. #'( ( '

I'&'!


55/76


56/76

CRITICISMS

P'& D(. *.$-/# '$' ' /$&5'- /- $%%&($* .$3# '( +%&()-'$. 3*-#-(# *$+# -'

-# (' &(+33 - )-$*-$. (*'-# #+* $# -*&$#- #$&(.3& $.+! A**(&3- '(

D(. -' $# & *.$& 4$' *&-'&-$ '( +# - 3'&/-- $ (%'-/+/ /$&5'- /-!

O*'-# #+* $# %&(-3- #(.+'-(# )(& *+#'(/ $' .(4 *(#' $ (' &$'3 $3?+$'

%&()-' /$&-#! D(. *.$-/# '$' 3.(%- /$&5'- $#3 (*'-# 4-. -(&-

%&()-'$-.-' $# +.'3 - ' 3('*(/ *&$# $3 ' $%$# *((/-* *(..$%#! H $.#(

*.$-/# '$' %++- $ ROI $%%&($* 4-. -(&- /$&5'- (*'-# -# +#' $#

%&(./$'-*! H $&+# '$' $ ' %' $.+ $%%&($* /$-/-@- #$&(.3& $.+

%&(-3# $ &$'-($. )&$/4(&5 )(& /$$- ' /$&5'- /-!

S(/ %(%. *.$-/ ' )(+& P# $& '(( #'&(. (&-'3 '(4$&3# *(#+/& /$&5'# $3 3(

(' ())& $ $%%&(%&-$' /(3. )(& -3+#'&-$. %&(3+*' /$&5'-! O' *.$-/ -' $# '(( #'&(

() $ %&(3+*' /$&5' %%*'- $3 -# (' $%%&(%&-$' )(& ' /$&5'- () #&-*#!

A %$33 ##'/ $#3 ( S P# #'## ' -/%(&'$* () P.$*, P&(3+*', P&-*,

P&(/('-(, P(%., P&(*##, $3 P#-*$. -3*

MARKET RESEARCH

M$&5' $&* -# )(& 3-#*(&- 4$' %(%. 4$', 3, (& .-! I' *$ $.#( -(.

3-#*(&- (4 ' $*'! O* '$' $&* -# *(/%.' -' *$ +#3 '( 3'&/- (4 '(

/$&5' (+& #%*-)-* %&(3+*'! MRA4& -# $ & ((3 %.$')(&/ )(& /$&5' $&* $3

$$.#-#

F(& #'$&'- +% $ +#-## '& $& $ )4 '-# '$' $& -/%(&'$':

M$&5' -)(&/$'-(

M$&5' -)(&/$'-( -# /$5- 5(4 ' %&-*# () ' 3-))&' *(//(3-'-# - ' /$&5',

' #+%%. $3 ' 3/$3! I)(&/$'-( $(+' ' /$&5'# *$ ('$-3 - #&$.

3-))&' $&-'-# $3 )(&/$'#!E$/%.# () /$&5' -)(&/$'-( ?+#'-(# $&:


57/76

W( $& ' *+#'(/

W& $& ' .(*$'3 $3 (4 *$ ' *('$*'3

W$' ?+$'-' $3 ?+$.-' 3( ' 4$'

W -# ' #' '-/ '( #..

M$&5' #/'$'-(

M$&5' #/'$'-( -# ' 3--#-( () ' /$&5' (& %(%+.$'-( -'( #+&(+%# 4-' #-/-.$&

/('-$'-(#! W-3. +#3 $## )(& #/'- -*.+3 (&$%-* 3-))&*#, %($.-'

3-))&*#, 3/(&$%-* 3-))&*#, +# () %&(3+*' 3-))&*#, $3 %#*(&$%-*

3-))&*#!

M$&5' '&3#

T +%4$&3 (& 3(44$&3 /(/'# () $ /$&5', 3+&- $ %&-(3 () '-/! T /$&5' #-@ -#

/(& 3-))-*+.' '( #'-/$' -) (+ $& #'$&'- 4-' #(/'- *(/%.'. 4! I '-# *$#, (+

4-.. $ '( 3&- ' )-+ )&(/ ' +/& () %(''-$. *+#'(/ (& *+#'(/& #/'#!

I.$& 1998

B+' #-3# -)(&/$'-( $(+' ' '$&' /$&5' (+ $.#( 3 -)(&/$'-( $(+' (+&

*(/%'-'(&, (+& *+#'(/, %&(3+*'# '*! A )4 '*-?+# $&:

>+#'(/& $$.#-#

>(-* M(3..-

>(/%'-'(& $$.#-#

R-#5 $$.#-#

P&(3+*' $&*

A3&'-#- $&*


58/76

CHAPTER ; - DATA ANALYSIS

;.1 PERCENTAGE OF TOYOTA OWNERS

O@N-./ O: TO>OT

>-/

2"D

NO

74D

E3!

,O

F-+& 1!

INFERENCE:

2 () ' %(3'# 4& (4 () H(3$

76 () ' %(3'# 4& (4 () T(('$


59/76

;.2 CUSTOMER SATISFACTION RATING

C;/TOM-. /AT?/:ACT?ON

GH?N A N-@ CA.

F-+& 1!C

INFERENCE:

18 () ' %(3'# 4(+.3 %&)& '( + $ T(('$ *$& $$-#' -'# *(/%'-'(!

7 () %(3'# %&)&&3 )(& M$&+'-!

21 $3 2 %*'-. %&)&&3 )(& H+3$- H(3$!


61/76

;.; WHERE DO YOU MANAGE TO FIND INFORMATION A!OUT

TOYOTA

I,O4'-TIO, -:O)T TOEO

;2OTA

8OTA TH- $-/T CA.

60;1

;0

;1

'-*3 IT 'O43

)T)4I!TI#

'-*3 IT 'O43

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130497271 Summer Training Project Report

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