29111311 Haidir Afesina 29111363 Wirania Swasty 29111384 Chairunnisa Mirhelina 29111387 F X Kresna Paska 29111398 Aqsa Adhiperwira 29111400 Fajar Liem
Outline
1937
1970
1960
entered into Europe
in Scandinavian countries, Belgium, Switzerland
Mid -1970
TMC Brussels was established, then
renamed TMME
(Toyota Motor Marketing Europe)
1980
1997
1990
Entered into Italy, Poland, Hungry
2000
Toyota embraced Challenge 2000
Products Portfolio
Camry
Sedan
Land Cruiser Hi-Ace
4WD
Trucks
Comp Cars
Sports car
Yaris
Celica
Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in their respective communities.
Dedicate our business to providing clean and safe products and to enhancing the quality of life everywhere through all of our activities. Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide. Foster a corporate culture that enhances both individual creativity and the value of teamwork, while honoring mutual trust and respect between labor and management. Pursue growth through harmony with the global community via innovative management. Work with business partners in research and manufacture to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships.
The expansion was led by a set of criteria that Toyota employees reffered to internally
Issues
market share in Western Europe (1998) only 3% its goal to raise to 5% by the year 2005 different positioning and perception as a main obstacle to growth need to reposition the brand
Competition Analysis
Fuji-Subaru 5% Isuzu Imports 0% 6% Mazda 6% Daihatsu 7%
Toyota 28%
Suzuki 9% Mitsubishi 8%
Honda 14%
Nissan 17%
BMW 10%
11% 11% 11% Mercedes-Benz Volvo Japanese Korea
Ford & GMs market share declined VW able to increase its share
Objective of TMME
To oversee and coordinate Toyota's sales and parts distribution as well as product planning activities Mission:
Supplying the range of vehicles, parts, accessories and services to meet the requirements of the South African and export markets that it services Ensuring that products are of outstanding quality, value for money and instill pride of ownership
Vision:
Toyota will lead the way to the future of mobility, enriching lives around the world with the safest and most responsible ways of moving people
Challenge 2000
Cost of Ownership How to further reduce the cost of owning a Toyota Customer Delight How to improve customer satisfaction
Network Development
How to improve operational efficiency and profit margins of dealers Brand Management
Build Toyota into more desirable brand Developing communicating strategies for repositioning
1998, The company had topped Nissan's sales in Europe for the first time ever, but was still a weak spot only 3%, whereas had secured over 10% in other international markets (USA) the market was mature and still dominated by local players. different positioning and perception of the Toyota brand across Europe as a main obstacle to growth.
External
CREATE an image that it is environment friendly and the COMMUNICATE that the company packaged as a
customer so it would create brand association and perspective about Toyotas performance, thus, increase sales.
JAPANESE BRAND
Market research revealed that Europeans were not very aware of Japan and Japanese culture fall prey to "Foreign Protectionism. would not help Toyota to gain marketing advantage to build a manufacturing in Europe and investing in the European Union. this would give its competitors plentiful opportunity to stereotype Toyota brand that does not belong in Europe. Learn from FORD. Fords success can be attributed to the platform built upon domestic brand and not an American brand.
European brand
Problem:
Europeans are very different from the rest of the world in regards to needs and desires as because of advance economies The biggest area of concern was Toyota's tangible brand identity low pride and weak design appeal.
Solution:
Need to identify specific market segments and then be in sync with these segments.
Problem: Not the best strategy Every European country has its own preferences and have their own national champions Success in 1 country cant be apply in another market sophisticated and prefer automobile which can fulfilled their needs.
5.00%
0.00% Germany Italy UK France Spain Switzerland Sweden Portugal Greece
European Strategy
from Ex. 10 it can be seen that European awareness of Toyota is very low with a very low brand preference. The Europeans like their car to be strong, dynamic, friendly and basic. However, Toyota is identified as a car manufacturer that is modern and intelligent.
European Preferences
5% 7% 5.50% 5% 4% 3% 3% 2% 1% 9%
14% 12% 10%
European Consideration
6% 4% 4% 3% 1%
European Awareness
8% 25% 22%
38%
50% 50%
Reliability
Environment
Toyota
Volkswagen
Reliability
Environment
Quality
Technology
Reliability
Environment
Brand Equity
Brand Awareness
Promotion Advertising Create good image Increase distribution channel, effectiveness
Brand Loyalty
1 on 1 relationship CRM Advertising
Brand Association
Associate each country to associate with what customer want and need.
Perceived Quality
Distribution channel Eco-friendly Intelligent Safety modern
Proprietary Asset
Production line efficiency Strong domestic market
Think
Feel
Match the segment market Effective advertising, promotion, and public relation Fix cold, introvert, and old fashion image
Act
Environment Friendly Car Hydrogen fuel, Solar efficacy, other alt. fuel Unique
Problem Solving
Should abandon its traditional segment of value seekers, move into higher income segments Should standardize its advertising approach starting with the newest model, Yaris. Should introduce new positioning
Possible Implementation
Product development & production system Adding features Repositioning prices
BIGThanks