Principles of Management

“Toyota Central Motors”

Submitted to : Ma’am Rabia Nawaz

Presented By:Hasnain IqbalSham LalAshish KumarAyesha RasheedMuhammad Abid

Introduction

One of the oldest and largest dealership of the Indus Motor Company

TCM dealt in sales of all domestic Japanese vehicles and also ran auto workshop facilities at different places.

After the establishment of Indus Motors Company in the year 1991, Toyota Central Motors re-vamped its entire structure and built a new showroom that was framed as per Toyota’s 3-S concept.

It is a Toyota Ways of Sales and Marketing certified dealership and one of the largest 3s dealership in Pakistan.

Products TCM Offers

Price : Rs. 2,027,500/=

Price : Starting from Rs. 1,867,500/=

•Price : Starting from Rs. 3,109,500/=

Vigo Champ

Terios•Price : 3,413,500/-

Land Cruiser Prado•Price : 16,899,000

Fortuner•Price : Starting from Rs. 5,748,500

Altis Grande

Corolla Gli

Products TCM Offers

• Spare Parts

Services MaintenanceAccidental repairs

Planning

Mission Statement“To Increase Vehicles Market Share of Toyota Corolla & Daihatsu Cuore.”

Vision Statement“To Become the No. 1 Toyota Dealer in Pakistan by providing the vehicles with the Best Services on very Economical Price.”

Planning Goals and Plans

Respecting our people.

Continuously find ease for the customers

Optimizing cost by Kaizen.

Achieving market leadership by delivering value our customers.

Planning SWOT Analysis

Strengths Weaknesses Opportunities

Threats

Innovative Culture

Strong Brand Portfolio

The Leader in “green” cars development

Large scale recalls

Weak presence in emerging markets

Positive attitude towards green vehicles

Increasing fuel prices

Changing customer needs

Fluctuating fuel prices

Intense competition

Appreciating Yen exchange rate

PlanningBCG Matrix

High Relative Market Share Low Relative Market Share

High Market Growth

STAR

Lexus- luxury sedans

Prius hybrid

Land Cruiser SUV

QUESTION

Camry / Corolla – as hybrids

Low Market Growth

CASH COW

Camry , Corolla sedans

Vitz

Daihatsu -small cars

DOG

Tundra –pick-up

Crown, Cressida, Corona

Planning Target Market

MD

Director

GM Sales

SeniorManager

Manager

AsstManager

officers

Incharges/Supervisor

s

Workers

Director

GM Services

Senior Manager

Manager

Asst Manager

officers

Inchargres/

Supervisors

Workers

Director

GM Spare Parts

Senior Manager

Manager

AsstManager

officers

Incharges/Supervisor

s

Workers

OrganizingHierarchy

Organizing

No. of employees and departments All functional departments that include HR, Finance, Administration, Sales, Logistics, Purchase, Marketing, Service, and Spare Parts.More than 250 employees

Type of EnvironmentThe company has employee oriented environment and employees are considered as most precious asset.

Hiring, Selection, training The hiring process is extremely formal as per HR policies. Once the vacancy is filled, the new hired candidates are given orientation and initial training for few days followed by work on floor.

Leading

How to motivate employeesSome people are motivated by monetary returns but some are motivated through recognition while some through career development.

Variety of techniques is being used to motive the employees.

While incentives and benefits are also given in the shape of Insurance and two bonuses on Eid-ul-Adha and Eid-ul-Fitar.

Also employee loans are provided to fulfill their needs.

Apart from all these mobiles and credit is also provided to employee and company maintained cars are given to managers.

Leading

Diversity The company believes in diversified environment and has employed both genders with 70:30 ratios. Company does not encourage gender, racial, religious or ethnic discrimination. In sales department and customer service department the ratio of female employees is higher than

that of other departments.

Leadership Style

The company has democratic style of leadership. Whoever has productive idea, thought or suggestion for the betterment of the company, is appreciated

and welcomed to give inputs. Every single person has equal right to put ideas on table to discuss, finalized, implement and execute.

Controlling

Standard operating Procedures

The company has preset defined Standard operating procedures for employees.

Like company has attendance policy, Recruitment Policy, employee leave policy, compensation policy, performance appraisal policy, training and development policy and many others to list down with respect to each department.

The company has complete set of procedure and guidelines under which an employee has to work and perform.

Performance measures Each department in the company has certain performance measuring tools which are

preset and defined to employees. Like sales department has set a performance measure associated with the number of

vehicles sold. Similarly HR has set KPI key performance indicator formula to evaluate the

performance.

Standards and Quality checks (ISO) Each department has set certain standards for their employees which are to be met. Normally a Japanese term KAIZAN mean continuous development is being used to set

the standards. Department wise the line managers also set the standards and take close eye to

ensure the smooth transition of the activities while meeting the standards.

ControllingCUSTOMER RELATION

Customer Relationship Management is the strongest and the most efficient approach in maintaining and creating relationships with customers.

It is strong personal bonding within people to create a better and deeper bond with Toyota customers in Pakistan; Toyota Central Motors look for to building personal and emotional link between the organization and its customers so to identify the actual needs of customers and to help them serve in a better way.

TCM CR Management Support Responsibilities Build customer’s trust by fair handling and work commitment especially

dealing in areas of “Inquiries & Complaints”. Customer Relations Department supports its customers in

following ways By providing one window to valuable customers where all their problems are

resolved in time.

Ensuring swift and efficient handling of customer’s “Inquiries and Complaints”.

Securing clientele by making “Voice of the Customer” a strong base for further customer rejuvenation and revival.

Building a positive image of company by keeping customers “updated and well informed” to support our Sales & Service activities.

Conclusion

After conducting this survey to Toyota Center Motors it is concluded that the company follows the management principle and stick to their set goals and objectives and are working to achieve them.

Toyota Center motor are moving with their strategies in an organize way and the reason of their success is they are very much clear about their vision, mission and goals, and they have a better know-how how to achieve them.

The End