TABLE OF CONTENT

CHAPTER 1 (7-25)
1. Introduction (8-25)

CHAPTER 2 (26- 62)

2. Company Profile (27-62)
3. Objectives of the study (63-64)
4. Research Methodology (65-67)
5. Limitations (68)
CHAPTER 3 (69-87)
6. Data Analysis & Interpretations (70-80)
7. Findings (81)

8. Suggestions/Recommendations (82-83)
9. Conclusion (84-85)
10.Bibliography (86)
CHAPTER : 1
 INTRODUCTION

Sales promotion is any initiative undertaken by an organisation to promote

an increase in sales, usage or trial of a product or service (i.e. initiatives
that are not covered by the other elements of the marketing communications
or promotions mix). Sales promotions are varied. Often they are original and
creative, and hence a comprehensive list of all available techniques is virtually
impossible (since original sales promotions are launched daily!). Here are
some examples of popular sales promotions activities:

(a) Buy-One-Get-One-Free (BOGOF) - which is an example of a self-

liquidating promotion. For example if a loaf of bread is priced at $1, and
cost 10 cents to manufacture, if you sell two for $1, you are still in profit -
especially if there is a corresponding increase in sales. This is known as a
PREMIUM sales promotion tactic.

(b) Customer Relationship Management (CRM) incentives such as bonus

points or money off coupons. There are many examples of CRM, from banks to
supermarkets.
(c) New media - Websites and mobile phones that support a sales
promotion. For example, in the United Kingdom, Nestle printed
individual codes on KIT-KAT packaging, whereby a consumer would enter the
code into a dynamic website to see if they had won a prize. Consumers could also
text codes via their mobile phones to the same effect.

(d) Merchandising additions such as dump bins, point-of-sale materials and

product demonstrations.
(e) Discounted prices e.g. Budget airline such as EasyJet and Ryanair, e-mail
their customers with the latest low-price deals once new flights are released, or
additional destinations are announced.

(f) Joint promotions between brands owned by a company, or with

another company's brands. For example fast food restaurants often run
sales promotions where toys, relating to a specific movie release, are given
away with promoted meals.

(g) Free samples (aka. sampling) e.g. tasting of food and drink at sampling
points in supermarkets. For example Red Bull (a caffeinated fizzy drink) was
given away to potential consumers at supermarkets, in high streets and at
petrol stations (by a promotions team).

(h) Vouchers and coupons, often seen in newspapers and magazines, on packs.

(i) Competitions and prize draws, in newspapers, magazines, on the TV and radio,
on The Internet, and on packs.

(j) Cause-related and fair-trade products that raise money for charities, and
the less well off farmers and producers, are becoming more popular.

(k) Finance deals - for example, 0% finance over 3 years on selected vehicles.
Many of the examples above are focused upon consumers. Don't
forget that promotions can be aimed at whole sales and distributors as well.
These are known as Trade Sales Promotions.
SALES PROMOTION

Product / Pricing /
Distribution / Service /
 media

Point of sale / Novelty

Sales promotion is one of the four aspects of promotional mix. (The other three
parts of the promotional mix are advertising, personal selling, and
publicity/public relations.) Media and non-media marketing communication are
employed for a pre-determined, limited time to increase consumer demand,
stimulate market demand or improve product availability. Examples include:

 contests
 point of purchase displays
 rebates
 free travel, such as free flights

Sales promotions can be directed at either the customer, sales staff, or

distribution channel members (such as retailers). Sales promotions targeted at
the consumer are called consumer sales promotions. Sales promotions targeted at
retailers and wholesale are called trade sales promotions. Some sale promotions,
particularly ones with unusual methods, are considered gimmick by many.

Consumer sales promotion techniques

 Price deal: A temporary reduction in the price, such as happy hour
 Loyal Reward Program: Consumers collect points, miles, or credits for
purchases and redeem them for rewards. Two famous examples are
Pepsi Stuff and Advantage.
 Cents-off deal: Offers a brand at a lower price. Price reduction may
be a percentage marked on the package.
 Price-pack deal: The packaging offers a consumer a certain percentage
more of the product for the same price (for example, 25 percent extra).
 Coupons: coupons have become a standard mechanism for sales promotions.
 Loss leader: the price of a popular product is temporarily reduced in
order to stimulate other profitable sales
 Free-standing insert (FSI): A coupon booklet is inserted into the local
newspaper for delivery.
 On-shelf couponing: Coupons are present at the shelf where the
product is available.
 Checkout dispensers: On checkout the customer is given a coupon
based on products purchased.
 On-line couponing: Coupons are available on line. Consumers print them out
and
take them to the store.
 Mobile couponing: Coupons are available on a mobile phone. Consumers show
the offer on a mobile phone to a salesperson for redemption.
 Online interactive promotion game: Consumers play an interactive
game associated with the promoted product. See an example of the
Interactive Internet Ad for tomato ketchup.
 Rebates: Consumers are offered money back if the receipt and barcode are
mailed to the producer.
  Contests/sweepstakes/games: The consumer is automatically entered
into the event by purchasing the product.
 Point-of-sale displays:-
o Aisle interrupter: A sign that juts into the aisle from the shelf.
o Dangler: A sign that sways when a consumer walks by it.
o Dump bin: A bin full of products dumped inside.
o Glorifier: A small stage that elevates a product above other products.
o Wobbler: A sign that jiggles.
o Lipstick Board: A board on which messages are written in crayon.
o Necker: A coupon placed on the 'neck' of a bottle.
o YES unit: "your extra salesperson" is a pull-out fact sheet.

Trade sales promotion techniques

 Trade allowances: short term incentive offered to induce a retailer to stock up

on a product.
 Dealer loader: An incentive given to induce a retailer to purchase and
display a
product.
 Trade contest: A contest to reward retailers that sell the most product.
 Point-of-purchase displays: Extra sales tools given to retailers to boost sales.
 Training programs: dealer employees are trained in selling the product.
 Push money: also known as "spiffs". An extra commission paid to retail
employees to push products.

Trade discounts (also called functional discounts): These are payments to

distribution channel members for performing some function .
POLITICAL ISSUES
Sales promotions have traditionally been heavily regulated in many advanced
industrial nations, with the notable exception of the United States. For example, the
United Kingdom formerly operated under a resale price maintenance regime in
which manufacturers could legally dictate the minimum resale price for virtually all
goods; this practice was abolished in 1964.

Most European countries also have controls on the scheduling and permissible
types of sales promotions, as they are regarded in those countries as
bordering upon unfair business practices. Germany is notorious for having the
most strict regulations. Famous examples include the car wash that was barred
from giving free car washes to regular customers and a baker who could not
give a free cloth bag to customers who bought more than 10 rolls.

PROMOTIONAL MIX

There are four main aspects of a promotional mix. These are:

1 Advertising- Any paid presentation and promotion of ideas, goods, or services by

an identified sponsor. Examples: Print ads, radio, television, billboard, direct mail,
brochures and catalogs, signs, in-store displays, posters, motion pictures, Web pages,
banner ads, and emails.

2 Personal Selling - A process of helping and persuading one or more

prospects to purchase a good or service or to act on any idea through the use of an
oral presentation. Examples: Sales presentations, sales meetings, sales training and
incentive programs for intermediary salespeople, samples, and telemarketing.
Can be face-to-face or via telephone.
 3 Promotions- Incentives designed to stimulate the purchase or sale of a product,
usually in the short term. Examples: Coupons, sweepstakes, contests, product
samples, rebates, tie-ins, self-liquidating premiums, trade shows, trade-ins, and
exhibitions.

4 Public relations - Paid intimate stimulation of supply for a product, service, or

business unit by planting significant news about it or a favorable presentation of
it in the media. Examples: Newspaper and magazine articles/reports, TVs and
radio presentations, charitable contributions, speeches, issue advertising, and
seminars.

Direct Marketing is often listed as a the fifth part of the marketing mix

Sponsorship is sometimes added as a sixth aspect.

CATEGORY:SALES PROMOTION

Subcategories

This category has only the following subcategory.

 [+]Customer loyalty programs (1)

Pages in category "Sales promotion"

The following 29 pages are in this category, out of 29 total. This list may not reflect recent
changes (learn more).

Sales promotion cont.

BBargain Grand opening  Promotional

item
  Buy one, get one free H R

C  Happy hour  Rebate

 Hoover free flights (marketing)
 Clip strip promotion  Running of the
 Coupon Brides
I
D S
 Institute of Sales
 Discounts and allowances Promotion  Sample sale
 Doorbuster  Serverbuster
 Drug Coupon L  Specialty
catalogs
F  Ladies' night  Student Price
Card
 Free sample M
V
 Magalog
 Money back  Visual
guarantee merchandising
P W
Pick 'n' mix  Wiki wiki dollar
 Point of sale display
Y

 Young America
Corporation
It is seen as a key performance indicator within business and is often part of a
Balanced Scorecard. In a competitive marketplace where businesses compete
for customers, customer satisfaction is seen as a key differentiator and
increasingly has become a key element of business strategy.

"Wit
liers of a certain product or service exist. As such, many cell phone plan contracts
have a lot of fine print with provisions that they would never get away if there
were, say, 100 cell phone plan providers, because customer satisfaction would be
far too low, and customers would easily have the option of leaving for a better
contract offer.

There is a substantial body of empirical literature that establishes the benefits

of customer satisfaction for firms.

Purpose

A business Hero motocorpcarlly is continually seeking feedback to improve

customer satisfaction.

"Customer satisfaction provides a leading indicator of consumer purchase

intentions and loyalty." "Customer satisfaction data are among the most frequently
collected indicators of market perceptions. Their principal use is twofold:"

1. "Within organizations, the collection, analysis and dissemination of

these data send a message about the importance of tending to customers
and ensuring that they have a positive experience with the company's
goods and services."
2. "Although sales or market share can indicate how well a firm is
performing currently, satisfaction is perhaps the best indicator of how
likely it is that the firm’ s customers will make further purchases in
the future. Much
research has focused on the relationship between customer satisfaction
and
retention. Studies indicate that the ramifications of satisfaction are most
strongly realized at the extremes."
"In literature antecedents of satisfaction are studied from different aspects.
The considerations extend from psychological to physical and from normative
to positive aspects. However, in most of the cases the consideration is
focused on two basic constructs as customers expectations prior to purchase
or use of a product and his relative perception of the performance of that product
after using it.

Expectations of a customer on a product tell us his anticipated performance

for that product. As it is suggested in the literature, consumers may have
various "types" of expectations when forming opinions about a product's
anticipated performance. For example, four types of expectations are identified
by Miller (1977): Hero motocorp carl, expected, minimum tolerable, and
desirable. While, Day (1977) indicated among expectations, the ones that
are about the costs, the product nature, the efforts in obtaining benefits
and lastly expectations of social values. Perceived product performance
is considered as an important construct due to its ability to allow making
comparisons with the expectations.
"The Disconfirmation Model is based on the comparison of customers ’
[expectations] and their [perceived performance] ratings. Specifically, an
individual’ s expectations are confirmed when a product performs as expected.
It is negatively confirmed when a
product performs more poorly than expected. The disconfirmation is positive
when a product performs over the expectations (Churchill & Suprenant 1982).
There are four constructs to describe the traditional disconfirmation
paradigm mentioned as expectations, performance, disconfirmation and
satisfaction." [3] "Satisfaction is considered as an outcome of purchase and
use, resulting from the buyers’ comparison
of expected rewards and incurred costs of the purchase in relation to the
anticipated
consequences. In operation, satisfaction is somehow similar to attitude as it
can be evaluated as the sum of satisfactions with some features of product." "In
the literature, cognitive and affective models of satisfaction are also developed
and considered as alternatives (Pfaff, 1977). Churchill and Suprenant in 1982,
evaluated various studies in the literature and formed an overview of
Disconfirmation process in the following figure:"

Customer satisfaction measured

at an aggregate level. It can be, and often is, measured along various dimensions. A
hotel, for example, might ask customers to rate their experience with its front desk and
check-in service, with the room, with the amenities in the room, with the
restaurants, and so on. Additionally, in a holistic sense, the hotel might ask about
overall satisfaction 'with your stay.'"

As research on consumption experiences grows, evidence suggests that

consumers purchase goods and services for a combination of two types of
benefits: hedonic and utilitarian. Hedonic benefits are associated with the sensory
and experiential attributes of the product. Utilitarian benefits of a product are
associated with the more instrumental and functional attributes of the product
(Batra and Athola 1990).

Customer satisfaction is an ambiguous and abstract concept and the

actual manifestation of the state of satisfaction will vary from person to
person and product/service to product/service. The state of satisfaction
depends on a number of both psychological and physical variables which
correlate with satisfaction behaviors such as return and recommend rate. The level
of satisfaction can also vary depending on other options the customer may have and
other products against which the customer can compare the organization's products.

Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and
1988 provides the basis for the measurement of customer satisfaction with a
service by using the gap between the customer's expectation of performance
and their perceived
 The usual measures of customer satisfaction involve a survey from software
providers such as Confirmit, Medallia and Satmetrix[8] with a set of statements
using a Likert Technique or scale. The customer is asked to evaluate each
statement and in term of their perception and expectation of performance of the
organization being measured. Their satisfaction is generally measured on a five-
point scale.

"Customer satisfaction data can also be collected on a 10-point scale."[1]

"Regardless of the scale used, the objective is to measure customers’

perceived
satisfaction with their experience of a firm’ s offerings." It is essential for firms
to
effectively manage customer satisfaction. To be able do this, we need

Good quality measures need to have high satisfaction loadings, good reliability, and low
error variances. In an empirical study comparing commonly used satisfaction measures it
was found that two multi-item semantic differential scales performed best across both
hedonic and utilitarian service consumption contexts. According to studies by Wirtz&Lee
(2003),[11] they identified a six-item 7-point semantic differential scale (for example, Oliver
studies. In the study,[11]the six items asked respondents’ evaluation of their most
recent
experience with ATM services and ice cream restaurant, along seven points within
these
six items: “pleased me to displeased me” , “contented with to disgusted with”
, “very satisfied with to very dissatisfied with” , “did a good job for me to
did a poor job for me” , “wise choice to poor choice” and “happy with to
unhappy with” .

A semantic differential (4 items) scale (e.g., Eroglu and Machleit 1990), which
is a four-item 7-point bipolar scale, was the second best performing measure,
which was again consistent across both contexts. In the study, respondents were
asked to evaluate their experience with both products, along seven points
within these four items: “satisfied to dissatisfied” , “favorable to

unfavorable” , “pleasant to unpleasant” and “I like it very much

to I didn’t like it at all” .

The third best scale was single-item percentage measure, a one-item 7-point bipolar
scale (e.g., Westbrook 1980).[13]Again, the respondents were asked to evaluate their
experience on both ATM services and ice cream restaurants, along seven
points within “delighted to terrible” .

It seems that dependent on a trade-off between length of the questionnaire and

quality of satisfaction measure, these scales seem to be good options for
measuring customer satisfaction in academic and applied studies research alike.
All other measures tested consistently performed worse than the top three
measures, and/or their performance varied significantly across the two service
contexts in their study. These results suggest that more careful pretesting would
be prudent should these measures be used.
Finally, all measures captured both affective and cognitive aspects of
satisfaction,
independent of their scale anchors.[11]Affective measures capture a consumer’ s
attitude (liking/disliking) towards a product, which can result from any product
information or
experience. On the other hand, cognitive element is defined as an appraisal or
conclusion on how the product’ s performance compared against expectations (or
exceeded or fell short of expectations), was useful (or not useful), fit the situation
(or did not fit), exceeded the requirements of the situation (or did not exceed).

Methodologies

American Customer Satisfaction Index (ACSI) is a scientific standard of

customer satisfaction. Academic research has shown that the national ACSI
score is a strong predictor of Gross Domestic Product (GDP) growth, and an
even stronger predictor of Personal Consumption Expenditure (PCE) growth.
[15] On the microeconomic level, academic studies have shown that ACSI data is
related to a firm's financial performance in terms of return on investment (ROI), sales,
long-term firm value (Tobin's q), cash flow, cash flow volatility, human capital
performance, portfolio returns, debt financing, risk, and consumer spending.
Increasing ACSI scores has been shown to predict loyalty, word-of-mouth
recommendations, and purchase behavior. The ACSI measures customer
satisfaction annually for more than 200 companies in 43 industries and 10
economic sectors. In addition to quarterly reports, the ACSI methodology can be
applied to private sector companies and government agencies in order to improve
loyalty and purchase intent.[19] ASCI scores have also been calculated by
independent researchers, for example, for the mobile phones sector,[20] higher
education, and electronic mail.

The Kano model is a theory of product development and customer satisfaction

developed in the 1980s by Professor Noriaki Kano that classifies customer
preferences into five
SERVQUAL or RATER is a service-quality framework that has been incorporated
into customer-satisfaction surveys (e.g., the revised Norwegian Customer
Satisfaction Barometer to indicate the gap between customer expectations and
experience.

J.D. Power and Associates provides another measure of customer satisfaction,

known for its top-box approach and automotive industry rankings. J.D. Power
and Associates' marketing research consists primarily of consumer surveys and
is publicly known for the value of its product awards.

Other research and consulting firms have customer satisfaction solutions as well.
These include A.T. Kearney's Customer Satisfaction Audit process, which
incorporates the Stages of Excellence framework and which helps define a
company’ s status against eight critically identified dimensions.

For B2B customer satisfaction surveys, where there is a small customer base,
a high response rate to the survey is desirable.[25] The American Customer
Satisfaction Index (2012) found that response rates for paper-based surveys were
around 10% and the response rates for e-surveys (web, wap and e-mail) were
averaging between 5% and 15% - which can only provide a straw poll of the
customers' opinions.

In the European Union member states, many methods for measuring

impact and satisfaction of e-government services are in use, which the eGovMoNet
project sought to compare and harmonize.
 REVIEW OF LITERATURE

Satisfaction has been broadly defined by Vavra, T.G. (1997) as a

satisfactory post-purchase experience with a product or service given an
existing purchase expectation. Howard and Sheth (1969)
According to Westbrook and Reilly (1983) define satisfaction as, “The
buyer’ s cognitive state of being adequately or inadequately rewarded for the
sacrifices he has undergone” (p.145). 6, customer satisfaction is “an
emotional response to the experiences provided by, associated with particular
Customer Satisfaction
has been broadly defined by Vavra, T.G. (1997) as a satisfactory post-
purchase experience with a product or service given an existing purchase
expectation. Howard and Sheth (1969)
According to Westbrook and Reilly (1983) define satisfaction as, “The
buyer’ s cognitive state of being adequately or inadequately rewarded for the
sacrifices he has
undergone” (p.145). 6, customer satisfaction is “an emotional response
to the experiences provided by, associated with particular purchase
expectations with perceptions of performance during and after the
consumption experience.13 Oliver
(1981)14 defines customer satisfaction as a customer’ s emotional response to
the use of a product or service. Anton (1996)15 offers more elaboration:
“customer satisfaction as a state of mind in which the customer’ s needs, wants
and expectations throughout the product or service life have been met or exceeded,
resulting in subsequent repurchase
and loyalty” . Merchant Account Glossary points out that, “Customer satisfaction
is an ambiguous and abstract concept and the actual manifestation of the state of
satisfaction will very from person to person and produce/service to produce/service..... ”
16Schiffman and Kanuk (2004) 17 Woodruff and Gardian (1996)defines
customer satisfaction as
“The individual’ s perception of the performance of the product or service in
relation to his or her expectations” .
According to Hung (1977), “… . satisfaction is a kind of stepping away
from an experience and evaluating it … One could have a pleasurable
experience that caused dissatisfaction because even though it was pleasurable, it
wasn’t as pleasurable as it was supposed to be. So satisfaction /
dissatisfaction isn’t an emotion, it’ s the evaluation of the emotion” . define
“Satisfaction, then, is the evaluation or feeling that results from the
disconfirmation process. It is not the comparison itself (i.e., the
disconfirmation process), but it is the customer’ s response to the
comparison. Satisfaction has an emotional component.”
CHAPTER : 2
 Company Profile
Toyota

Toyota Motor

Corporation Moving

Forward

Toyota's new headquarters building in Toyota City, Japan

Native name

Romanized name Toyota Jidosha KK

Type

Public (K.K.)

Traded as

• TYO: 7203

• LSE: TYT

• NYSE: TM
Industry Automotive

Founded August 28, 1937; 78

years ago Founder Kiichiro

Toyoda

Headquarters Toyota, Aichi, Japan

Area served Worldwide

Key people • Takeshi Uchiyamada (Chairman)

• Akio Toyoda (President and CEO)

Products Automobiles, luxury vehicles,commercial vehicles, engines

Production output 9,909,440 units (CY 2012)

Services Banking, financing, leasing

Revenue ¥22.064 trillion (FY 2013) US$252 billion (FY

2014) Operating income

¥1.320 trillion (FY 2013)

Profit
 ¥962.1 billion (FY 2013)

Total assets

US$377.281 billion

(2013) Total equity

¥12.773 trillion (FY 2013)

Owner • Japan Trustee Services Bank(9.61%)

• Toyota Industries Corporation(6.48%)

• The Master Trust Bank of Japan (5.27%)

• State Street Bank and Trust Company (3.72%)

• Nippon Life Insurance Company (3.54%)

Number of employees

338,875 Divisions

• Lexus
• Scion

Subsidi

aries

545
Slogan

• Leads You Ahead

• Drive Your Dreams

• Quality Revolution (India)

• Let's Go Places

• Moving Forward

• Let's go
Beyond Website
Toyota Global

Toyota Motor Corporation Hepburn: is a Japanese automotive

manufacturer headquartered in Toyota, Aichi, Japan. In March 2014 the
multinational corporation consisted of 338,875 employees worldwide and,
as of November 2014, is the eleventh-largest company in the world by
revenue. Toyota was the largest automobile manufacturer in 2012 (by
production) ahead of the Volkswagen Group and General Motors. In July of
that year, the company reported the production of its 200-millionth vehicle.
Toyota is the world's first automobile manufacturer to produce more than 10
million vehicles per year. It did so in 2012 according to OICA, and in 2013
according to company data. As of July 2014, Toyota was the largest listed
company in Japan by market capitalization (worth more than twice as much as
#2-rankedSoftBank) and by revenue.
The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his
father's company Toyota Industries to create automobiles. Three years earlier, in
1934, while still a department of Toyota Industries, it created its first product, the
Type A engine, and, in 1936, its first passenger car, the Toyota AA. Toyota Motor
Corporation produces vehicles under 5 brands, including the Toyota brand, Hino,
Lexus, Ranz, and Scion. It also holds a 51.2% stake in Daihatsu, a 16.66% stake in
Fuji Heavy Industries, a 5.9% stake in Isuzu, and a 0.27% stake in Tesla, as well
as joint-ventures with two in China (GAC Toyota and Sichuan FAW Toyota Motor),
one in India (Toyota Kirloskar), one in the Czech Republic (TPCA), along with several
"nonautomotive" companies. TMC is part of the Toyota Group, one of the largest
conglomerates in the world.

Corporate governance

Principal headquarters building of Toyota

Toyota is headquartered in Toyota City, Aichi.[5] The main headquarters of

Toyota is located in a four-story building in Toyota. As of 2006 the head office has
the "Toyopet" Toyota logo and the words "Toyota Motor". The Toyota Technical
Center, a 14-story building, and the Honsha plant, Toyota's second plant
engaging in mass production and formerly named the Koromo plant, are
adjacent to one another in a location near the headquarters. Vinod Jacob from
The Hindu described the main headquarters building as "modest". In 2013
company head Akio Toyoda reported that it had difficulties retaining foreign
employees at the headquarters due to the lack of amenities in the city.

Its Tokyo office is located in Bunkyo, Tokyo. Its Nagoya office is located in Nakamura-
ku, Nagoya. In addition to manufacturing automobiles, Toyota provides financial
services through its Toyota Financial Services division, and also builds robots.

Akio Toyoda, CEO of Toyota, at the annual results press conference, May 11, 2011
Toyota's global network: Red -

Japan Green - Official dealership(s)

present. Blue - Localized

manufacturing plant(s) Light Blue -

Regional headquarters (HQ)

Dark Blue - Regional headquarters (HQ) and localized manufacturing plants

Typical breakdown of sales by region

President of Toyota Motor Company:

• Rizaburo Toyoda (1937– 1941)

• Kiichiro Toyoda (1941– 1950)

• Taizo Ishida (1950– 1961)

• Fukio Nakagawa (1961– 1967)

• Eiji Toyoda (1967– 1981)

• Shoichiro Toyoda (1982-1992)

• Tatsuro Toyoda (1992-1995)

• Hiroshi Okuda (1995-1999)

• Fujio Cho (1999-2005)

• Katsuaki Watanabe (2005-2009)

In 1981, Toyota Motor Co., Ltd. announced plans to merge with its sales entity
Toyota Motor Sales Co., Ltd. Since 1950, the two entities existed as separate
companies due to a
prerequisite for reconstruction in postwar Japan. Shoichiro Toyoda presided over
Toyota
Motor Sales in preparation for the consummation of the merger that occurred in
1982— Shoichiro then succeeded his uncle Eiji as the President of the combined
organization
that then became known as Toyota Motor Corporation.

President of Toyota Motor Corporation:

• Eiji Toyoda (1981)

• Shoichiro Toyoda (1982–

1992) CEO of Toyota Motor

Corporation:

• Dr. Tatsuro Toyoda (1992– 1995)

• Hiroshi Okuda (1995– 1999)

• Fujio Cho (1999– 2005)

• Katsuaki Watanabe (2005– 2009)

• Akio Toyoda (2009–

present) Chairman of Toyota

Motor Corporation:
• Shoichiro Toyoda (1992– 1999)

• Hiroshi Okuda (1999– 2006)

• Fujio Cho (2006– 2013)

• Takeshi Uchiyamada (2013– present)

On June 14, 2013, Toyota Motor Corp. announced the appointment of outside
board members; the appointment was a first for the corporation and occurred
following
approval from general shareholders at a meeting on the same day.
Additionally, Vice Chairman Takeshi Uchiyamada replaced Fujio Cho as chairman, as
the latter became an honorary chairman, while Toyoda remains in the post of
President.

Toyota is publicly traded on the Tokyo, Osaka, Nagoya, Fukuoka, and Sapporo
exchanges under company code TYO:7203. In addition, Toyota is foreign-listed on
the New York Stock Exchange under NYSE: TM and on the London Stock
Exchange under LSE: TYT. Toyota has been publicly traded in Japan since 1949
and internationally since 1999.

As reported on its consolidated financial statements, Toyota has 540

consolidated subsidiaries and 226 affiliates.

• Toyota Motor North America (100% – 2004)

• Toyota Canada Inc. (51% - 2013)

• Toyota Tsusho – Trading company for the Toyota Group

• Daihatsu Motor Company (51.2% – March 31, 2006)

• Hino Motors (50.1% – 2001)

• Lexus 100% (1989)

• Scion 100% (2003)

• DENSO (24.74% – September 30, 2006)

• Toyota Industries (23.51% – March 31, 2006)

• Aisin Seiki Co. (23.0% – September 30, 2006)

• Fuji Heavy Industries (16.66% – June 28, 2008)

 • Isuzu Motors (5.9% – November 10, 2006)

• PT Toyota Astra Motor (49% – 2003)

• Noble Automotive (23% - 2014)

• PT Toyota Motor Manufacturing Indonesia (95% –

2003) Financial results

In 2011, the Toyota Group (including Daihatsu, Hino and Chinese joint ventures) fell to
place three with 8,050,181 units produced globally. According to an unofficial
count, based on unit production reported by major automakers, Toyota regained its
top rank with 9,909,440 units produced globally in calendar year 2012.[19] On May
8, 2013, Toyota announced plans to produce 10.1 million units in fiscal year
2013, which, if achieved, would make it the first auto manufacturer to cross the
10-million-unit threshold.

On May 8, 2009, Toyota reported a record annual net loss of US$4.2 billion, making it the
latest automobile maker to be severely affected by the global financial crisis that
started in 2007. Toyota's financial unit had asked for an emergency loan from a
state-backed lender on March 16, 2009, with reports putting the figure at more
than A$3 billion. It said the international financial situation was squeezing its
business, forcing it to ask for an emergency loan from the Japan Bank for
International Cooperation. This was the first time the state-backed bank has been
 asked to lend to a Japanese car manufacturer.

On May 8, 2013, Toyota Motor Corporation announced its financial results for the fiscal
year ended March 31, 2013. Net revenues totaled ¥22.0 trillion (+18.7%).
Operating income was ¥1.32 trillion (+371%), net income ¥962.1 billion (+239%).
History

History of

Toyota

1930s

In 1924, Sakichi Toyoda invented the Toyoda Model G Automatic Loom. The principle
of jidoka, which means the machine stops itself when a problem occurs, became
later a part of the Toyota Production System. Looms were built on a small
production line. In 1929, the patent for the automatic loom was sold to a British
company, generating the starting capital for the automobile development.

Mass production of Toyoda automated loom, displayed at the Toyota

Museum in Nagakute-cho, Aichi-gun, Aichi Pref. Japan

Toyota was started in 1933 as a division of Toyoda Automatic Loom Works

devoted to the production of automobiles under the direction of the
founder's son, Kiichiro Toyoda.[24] Its first vehicles were the A1 passenger car and
the G1 in 1935. The Toyota Motor Co. was established as an independent company in
1937. In 2008, Toyota's sales surpassed General Motors, making Toyota number
one in the world.

Toyoda Standard Sedan AA 1936

Vehicles were originally sold under the name "Toyoda" ( トヨダ ), from the family name of
the company's founder, Kiichirō Toyoda. In April 1936, Toyoda's first passenger
car, the Model AA, was completed. The sales price was 3,350 yen, 400 yen cheaper
than Ford or GM cars.[26]

House of Toyota founder Kiichiro Toyoda, near Toyota City[27]

In September 1936, the company ran a public competition to design a new
logo. Of 27,000 entries, the winning entry was the three Japanese katakana letters
for "Toyoda" in a circle. But Risaburō Toyoda, who had married into the family and
was not born with that
name, preferred "Toyota" because it took eight brush strokes (a lucky number) to write
in
Japanese, was visually simpler (leaving off the diacritic at the end), and with a
voiceless consonant instead of a voiced one (voiced consonants are considered to
have a "murky" or "muddy" sound compared to voiceless consonants, which are
"clear").

Inside the house of Toyota founder Kiichiro Toyoda, near Toyota City

Since toyota literally means "fertile rice paddies", changing the name also
prevented the company from being associated with old-fashioned farming. The
newly formed word was trademarked and the company was registered in
August 1937 as the Toyota Motor Company.

1940s– 1950s

From September 1947, Toyota's small-sized vehicles were sold under the name
"Toyopet" The first vehicle sold under this name was the Toyopet SA,[32] but it
also included vehicles such as the Toyopet SB light truck, Toyopet Stout light
truck, Toyopet Crown, Toyopet Master, and the Toyopet Corona. The word
"Toyopet (Japanese article)" was a nickname given to the Toyota SA due to its
small size, as the result of a naming contest the Toyota Company organized in
1947. However, when Toyota eventually entered the American market in 1957
with the Crown, the name was not well received due to connotations of toys
and pets.[34] The name was soon dropped for the American market, but continued in
other markets until the mid-1960s.

1960s– 1970s
By the early 1960s, the US had begun placing stiff import tariffs on certain
vehicles. The so-called "chicken tax" of 1964 placed a 25% tax on imported light
trucks. In response to the tariff, Toyota, Nissan Motor Co. and Honda Motor Co. began
building plants in the US by the early 1980s.

1980s

With over 40 million sold, theCorolla is one of the most popular and best selling
cars in the world.

Toyota received its first Japanese Quality Control Award at the start of the
1980s and began participating in a wide variety of motorsports. Due to the 1973 oil
crisis, consumers in the lucrative US market began turning to small cars with better
fuel economy. American car manufacturers had considered small economy cars to be
an entry-level product, and their small vehicles employed a low level of quality to
keep the price low.

In 1982, the Toyota Motor Company and Toyota Motor Sales merged into one
company, the Toyota Motor Corporation. Two years later, Toyota entered into a
joint venture with General Motors called the New United Motor Manufacturing, Inc,
NUMMI, operating an automobile-manufacturing plant in Fremont, California. The
factory was an old General Motors plant that had been closed for two years.
Toyota then started to establish new brands at the end of the 1980s, with the
launch of their luxury division Lexus in 1989.
1990s

In the 1990s, Toyota began to branch out from producing mostly compact cars by
adding many larger and more luxurious vehicles to its lineup, including a full-sized
pickup, the T100 (and later the Tundra); several lines of SUVs; a sport version of the
Camry, known as the Camry Solara; and the Scion brand, a group of several
affordable, yet sporty,
automobiles targeted specifically to young adults. Toyota also began production of
the world's best-selling hybrid car, the Prius, in 1997.

With a major presence in Europe, due to the success of Toyota Team Europe,
the corporation decided to set up Toyota Motor Europe Marketing and
Engineering,TMME, to help market vehicles in the continent. Two years later,
Toyota set up a base in the United Kingdom, TMUK, as the company's cars had
become very popular among British drivers. Bases in Indiana, Virginia, and Tianjin were
also set up. In 1999, the company decided to list itself on the New York and London
Stock Exchanges.

2000s

In 2001, Toyota's Toyo Trust and Banking merged with two other banks to form UFJ
Bank, which was accused of corruption by Japan's government for making bad
loans to alleged Yakuza crime syndicates with executives accused of blocking
Financial Service Agency inspections.[36] The UFJ was listed among Fortune
Magazine's largest money-losing corporations in the world, with Toyota's chairman
serving as a director.[37] At the time, the UFJ was one of the largest shareholders
of Toyota. As a result of Japan's banking crisis, UFJ merged with the Bank of
Tokyo-Mitsubishi to become the Mitsubishi UFJ Financial Group.

In 2002, Toyota managed to enter a Formula One works team and establish joint
ventures with French motoring companiesCitroën and Peugeot a year after
Toyota started producing cars in France.

Toyota ranked eighth on Forbes 2000 list of the world's leading companies for the
year 2005[38] but slid to 55 for 2011. The company was number one in global
automobile sales for the first quarter of 2008.
In 2007, Toyota released an update of its full-sized truck, the Tundra, produced in
two American factories, one in Texas and one in Indiana. Motor Trend named
the Tundra "Truck of the Year", and the 2007 Toyota Camry "Car of the Year" for
2007. It also began the construction of two new factories, one to build the
RAV4 in Woodstock, Ontario, Canada, and the other to build the Toyota Prius in
Blue Springs, Mississippi, USA. This plant was originally intended to build the
Toyota Highlander, but Toyota decided to use the plant in Princeton, Indiana, USA,
instead. The company has also found recent success with its smaller models— the
Corolla and Yaris— as gasoline prices have risen rapidly in
the last few years.

2010s

In 2011, Toyota, along with large parts of the Japanese automotive industry,
suffered from a series of natural disasters. The2011 Tōhoku earthquake and
tsunami led to a severe disruption of the supplier base and a drop in production
and exports. Severe
flooding during the 2011 monsoon season in Thailand affected Japanese
automakers that had chosen Thailand as a production base. Toyota is
estimated to have lost production of 150,000 units to the tsunami and
production of 240,000 units to the floods.

The automaker narrowly topped global sales for the first half of 2014, selling 5.1
million vehicles in the six months ending June 30, 2014, an increase of 3.8% on the
same period the previous year. Volkswagen AG, which recorded sales of 5.07
million vehicles, was close behind.

In August 2014, Toyota announced it would be cutting its spare-parts prices in

China by up to 35%. The company admitted the move was in response to a probe
foreshadowed earlier in the month by China's National Development and
Reform Commission of Toyota's Lexus spare-parts policies, as part of an industry-
wide investigation into what the
Chinese regulator considers exorbitantly high prices being charged by automakers
for spare parts and after-sales servicing.

Recalls

2009

From November 2009 through 2010, Toyota recalled more than 9 million cars and
trucks
worldwide in several recall campaigns, and briefly halted production and sales.
Toyota initiated the recalls, the first two with the assistance of the U.S. National
Highway Traffic Safety Administration (NHTSA), after reports that several
vehicles experienced unintended acceleration.

2009– 11 Toyota vehicle recalls

2012

In October 2012, Toyota announced a recall of 7.43 million vehicles worldwide

to fix malfunctioning power window switches, the largest recall since that of
Ford Motor Company in 1996. The move came after a series of recalls between
2009 and 2011 in which it pulled back around 10 million cars amidst claims of
faulty mechanics.[46] In March 2014, Toyota agreed to pay a fine of US$1.2
billion for concealing information and misleading the public about the safety
issues behind the recalls on Toyota and Lexus vehicles affected by unintended
acceleration.

2014

In early November 2014, Toyota USA enlisted a recall involving defective inflaters
and propellant devices that may deploy improperly in the event of a crash,
shooting metal
fragments into vehicle occupants. More than 7 million vehicles are potentially
affected in the United States. This recall only effects vehicles equipped with Takata
airbags released after the year 2000 in North America. The airbags were
manufactured by Takata automotive manufacturing. Toyota is offering a free
repair to all affected vehicles worldwide.[47] The fault in the Takata air bags
also affected other North American automobile manufacturers.

Logo and branding

In 1936, Toyota entered the passenger car market with its Model AA and
held a competition to establish a new logo emphasizing speed for its new
product line. After receiving 27,000 entries, one was selected that additionally
resulted in a change of its moniker to "Toyota" from the family name "Toyoda".
The new name was believed to sound better, and its eight-stroke count in the
Japanese language was associated with wealth and good fortune. The original
logo no longer is found on its vehicles, but remains the corporate emblem used in
Japan.

Still, no guidelines existed for the use of the brand name, so "TOYOTA", which was
used throughout most of the world, led to inconsistencies in its
worldwide marketing campaigns.

To remedy this, Toyota introduced a new worldwide logo in October 1989

to commemorate the 50th year of the company, and to differentiate it from the
newly released luxury Lexus brand. The logo made its debut on the 1989 Toyota
Celsior and quickly gained worldwide recognition. The three ovals in the new logo
combine to form the letter "T", which stands for Toyota. The overlapping of the two
perpendicular ovals inside the larger oval represent the mutually beneficial
relationship and trust between the customer and the company, while the larger
oval surrounding both of these inner ovals
represents the "global expansion of Toyota's technology and unlimited potential for
the future."

The new logo started appearing on all printed material, advertisements, dealer
signage, and the vehicles themselves in 1990.

In predominantly Chinese-speaking countries or regions using traditional

Chinese characters, e.g. Hong Kong and Taiwan, Toyota is known as In
Chinese-speaking countries using simplified Chinese characters (e.g.
China), Toyota is known as " (pronounced as Fēngtián in Mandarin Chinese
and Hɔng Tshanin Minnanese). These are
the same characters as the founding family's name "Toyoda" in Japanese.

Marketing

MEGAWEB, Toyota's permanent exhibition showroom and museum inOdaiba, Tokyo

• United States advertising slogans

Toyota's marketing efforts in North America have focused on emphasizing the

positive experiences of ownership and vehicle quality.[52] The ownership
experience has been targeted in slogans such as "You asked for it! You got it!"
(1975– 1979), "Oh, what a feeling!" (1979 – September 1985, in the US),[52]
"Who could ask for anything more?"
(September 1985 – 1989),[53] "I love what you do for me, Toyota!" (1989–
1997), "Everyday" (1997– 2001)", "Get the feeling!" (2001– 2004), "Moving
Forward" (2004– 2012),[54] and "Let's Go Places" (2012– present).

Japan
In Japan, Toyota currently maintains separate dealership sales channels. The first
sales channel established in 1946 called "Toyota Store" Toy

ota Mise) sells large luxury sedans such as the Toyota Century, and the Toyota Crown.
In 1955 the "Toyopet Store" Toyopetto-ten) arrived, originally established to sell the
Toyota Corona and the Toyopet ToyoAce truck. (Toyota's five channel
dealerships in Japan chronology in Japanese.) Toyota also operated a
commercial dealership called Toyota Diesel Shop Toyota Dīzeru-ten) from 1957
until 1988, that sold various commercial
platform trucks, buses, and forklifts, such as the Toyota Dyna and the Toyota
Coaster.
Hinoproducts were sold at specific Hino locations, and shared at Toyota Diesel
Store locations after Toyota acquired the company in 1967. Starting in 1980, the
Diesel Shop also sold the Starlet, Corolla, Corona, Vista and Crown installed with
diesel engines. When the Toyota Diesel Store was disbanded, commercial
products were divided between Toyota Store and Toyopet Store locations.

Currently, the "Toyota Corolla Store" Toyota Karōra-ten) was renamed from the
"Toyota Publica Store" Toyota Paburika-ten), which was established to sell the Toyota
Publica in 1961, then renamed to sell theToyota Corolla in 1966.

In 1980, the "Toyota Vista Store" replaced the "Toyota Auto Store" Toyota Ōto-ten)
sales network that sold the Corolla companion, called the Toyota Sprinter
established in 1967.
The "Vista" name was used on a new Camry-clone, called the Toyota Vista. The
Toyota Vista network was replaced with two networks; "Toyota NETZ" Nettsu-
ten) in August 1998, and Lexus in 2004. Some former Vista models were rebranded
as Lexus Rekusasu), such as the Altezza and the Aristo, while other products
have been taken over by the "Toyota NETZ", which was already selling the
Toyota ist and the Toyota RAV4. "NETZ" is an acronym for "Network of Energetic
Teams for Zenith".
NETZ locations have been repositioned to resemble the North American Toyota
network, called Scion, and are currently exclusive for the Toyota 86. Most models were
exclusive to particular retail chains, while some models, like the Prius, are
available at all sales channels.

The following is a list of all past and present models and where they were
available at retail channels nationally, as retail chains in Tokyo and Osaka are
different.

Vehicles sold at Toyota Store (nationally)

Century, Crown Majesta, Crown, Master, SAI, Prius, Aqua, Allion, Succeed, Blade,
Corolla RunX, Porte, Estima, Isis, FJ Cruiser, Comfort, Land Cruiser, Hilux Surf, Land
Cruiser Prado, Dyna, Stout, Coaster, Quick Delivery, 2000GT, Carina,Carina ED,
Brevis, Gaia, Cavalier, Classic, MasterAce, Hilux, Mega Cruiser, Soarer, Origin,
Caldina.

Sports

Further information: Toyota Racing Development, Toyota in motorsports and

Toyota Motorsport GmbH

Toyota sponsors several teams and has purchased naming rights for several
venues, including:
• Toyota Center, Houston, Texas

• Toyota Center, Kennewick, Washington

• Toyota Field, San Antonio, Texas

• Toyota Park, Bridgeview, Illinois

• Toyota Sports Center, El Segundo, California

 • Toyota Stadium, Georgetown, Kentucky

• Toyota Stadium, Frisco,

Texas Company strategy

The Toyota Way

Toyota's management philosophy has evolved from the company's origins and has been
reflected in the terms "Lean Manufacturing" and Just In Time Production, which it
was instrumental in developing.[58] Toyota's managerial values and business
methods are known collectively as the Toyota Way.

In April 2001, Toyota adopted the "Toyota Way 2001", an expression of values and
conduct guidelines that all Toyota employees should embrace. Under the two headings
of Respect for People and Continuous Improvement, Toyota summarizes its
values and conduct guidelines with these five principles:

• Challenge

• Kaizen (improvement)

• Genchi genbutsu (go and see)

• Respect

• Teamwork

According to external observers, the Toyota Way has four components:[60]

1. Long-term thinking as a basis for management decisions

2. A process for problem-solving

 3. Adding value to the organization by developing its people

4. Recognizing that continuously solving root problems drives organizational

learning The Toyota Way incorporates the Toyota Production System.

Operations

Toyota Production System

New Toyota factory in Ohira, near Sendai, Miyagi Prefecture, Japan: A month after this
picture was taken, the region was devastated by the March 11 earthquake and
tsunami. The plant was only lightly damaged, but remained closed for more than a
month, mainly due to lack of supplies and energy, in addition to a badly damaged
Sendai port.

Toyota has long been recognized as an industry leader in manufacturing and production.
Three stories of its origin have been found, one that they studied Piggly-
Wiggly's just-in-time distribution system,[61] one that they followed the writings
of W. Edwards Deming,[62] and one that they were given the principles from a
WWII US government training program (Training Within Industry).

As described by external observers of Toyota, the principles of the Toyota Way are:

1. Base your management decisions on a long-term philosophy, even at the

expense of short-term goals
2. Create continuous process flow to bring problems to the surface

3. Use "pull" systems to avoid overproduction

4. Level out the workload

5. Build a culture of stopping to fix problems, to get quality right the first time
 6. Standardized tasks are the foundation for continuous improvement and
employee empowerment

7. Use visual control so no problems are hidden

8. Use only reliable, thoroughly tested technology that serves your people
and processes

9. Grow leaders who thoroughly understand the work, live the philosophy, and
teach it to others

10. Develop exceptional people and teams who follow your company’ s
philosophy

11. Respect your extended network of partners and suppliers by challenging them
and helping them improve

12. Go and see for yourself to thoroughly understand the situation (genchi
genbutsu)

13. Make decisions slowly by consensus, thoroughly considering all

options; implement decisions rapidly

14. Become a learning organization through relentless reflection and

continuous improvement (kaizen)

Toyota has grown from its origins in Japan during the 1930s to become a large
multinational corporation. It displaced GM and became the world's largest
automobile maker for the year 2008. It held the title of the most profitable
automobile maker (US$11 billion in 2006) along with increasing sales in, among
other countries, the United States. The world headquarters of Toyota are located
in its home country in Toyota City, Japan. Its subsidiary, Toyota Financial Services
sells financing and participates in other lines of business. Toyota brands include
Scion and Lexus and the corporation is part of the
Toyota Group. Toyota also owns 51% of Daihatsu, and 16.7% of Fuji Heavy
Industries, which manufactures Subaru vehicles. They also acquired 5.9% of Isuzu
Motors Ltd. on November 7, 2006 and will be introducing Isuzu diesel technology
into their products.

Toyota has introduced new technologies, including one of the first mass-produced
hybrid gasoline-electric vehicles, of which it says it has sold 2 million globally as of
2010,[64] Advanced Parking Guidance System (automatic parking), a four-
speed electronically controlled automatic with buttons for power and economy
shifting, and an eight-speed automatic transmission. Toyota, and Toyota-produced
Lexus and Scion automobiles, consistently rank near the top in certain quality and
reliability surveys, primarily J.D. Power and Consumer Reports although they led in
automobile recalls for the first time in 2009.

In 2005, Toyota, combined with its half-owned subsidiary Daihatsu Motor

Company, produced 8.54 million vehicles, about 500,000 fewer than the number
produced by GM that year. Toyota has a large market share in the United States, but
a small market share in Europe. It also sells vehicles in Africa and is a market
leader in Australia. Due to its Daihatsusubsidiary it has significant market shares
in several fast-growing Southeast Asian countries.

According to the 2008 Fortune Global 500, Toyota is the fifth largest company
in the world. Since the recession of 2001, it has gained market share in the
United States. Toyota's market share struggles in Europe where its Lexus brand has
0.3% market share, compared to nearly 2% market share as the US luxury segment
leader.

In the first three months of 2007, Toyota together with its half-owned subsidiary
Daihatsu reported number one sales of 2.348 million units. Toyota's brand sales
had risen 9.2% largely on demand for Corolla and Camry sedans. The difference
in performance was largely attributed to surging demand for fuel-efficient vehicles.
In November 2006, Toyota
Motor Manufacturing Texas added a facility in San Antonio. Toyota has
experienced quality problems and was reprimanded by the government in
Japan for its recall practices. In 2007, Toyota maintained over 16% of the US
market share and was listed second only to GM in terms of volume. Toyota Century
Royal is the official state car of the Japanese imperial family, namely for the current
Emperor of Japan.

Toyota was hit by the global financial crisis of 2008 as it was forced in December
2008 to forecast its first annual loss in 70 years.[71] In January 2009, it announced
the closure of all of its Japanese plants for 11 days to reduce output and stocks of
unsold vehicles.

Akio Toyoda became the new president and CEO of the company on June 23,
2009, by replacing Katsuaki Watanabe, who became the new vice chairman by
replacing Katsuhiro Nakagawa.

Worldwide presence

The Toyota Camry is assembled in several facilities around the world including
Australia, China, Taiwan, Japan, Malaysia, Philippines, Pakistan, Russia, Thailand,
India, Vietnam and the United States

Toyota has factories in most parts of the world, manufacturing or assembling

vehicles for local markets in Japan, Australia, India, Sri Lanka, Canada, Indonesia,
Poland, South Africa, Turkey, Colombia, the United Kingdom, the United States,
France, Brazil, Portugal, and more recently, Argentina, Czech Republic, Mexico,
Malaysia, Thailand, Pakistan, Egypt, China, Vietnam, Venezuela, the Philippines, and
Russia.

Toyota's net revenue by geographical regions for the year ended March 31,

2007: Geographic region Total sales ( Yen in millions)

Japan 8,152,884

North America 8,771,495

Europe 3,346,013

Asia 1,969,957

Others 1,707,742

In 2002, Toyota initiated the Innovative International Multi-purpose Vehicle project

(IIMV) to optimize global manufacturing and supply systems for pickup trucks and
multipurpose vehicles, and to satisfy market demand in more than 140 countries
worldwide. IIMV called for diesel engines to be made in Thailand, gasoline engines
in Indonesia, and manual transmissions in India and the Philippines, for supply
to the countries charged with vehicle production. For vehicle assembly, Toyota
would use plants in Thailand, Indonesia, Argentina, and South Africa. These four
main IIMV production and export bases supply Asia, Europe, Africa, Oceania, Latin
America, and the Middle East with three vehicles: The Toyota Hilux (Vigo), the
Fortuner, and the Toyota Innova.

North America

Main article: Toyota Motor Engineering&Manufacturing North America

Toyota Motor North America headquarters is located in New York City, NY, and
operates as a holding company in North America. Its manufacturing
headquarters is located in Erlanger, Kentucky, and is known as Toyota Motor
Engineering&Manufacturing North America.

Toyota Canada Inc. has been in production in Canada since 1983 with an
aluminium wheel plant in Delta, British Columbia, which currently employs a
workforce of roughly
260. Its first vehicle assembly plant, in Cambridge, Ontario, since 1988, now
produces Corolla compact cars, Matrix crossover vehicles, and Lexus RX 350
luxury SUVs, with a workforce of 4,300 workers. Its second assembly operation
inWoodstock, Ontario, began manufacturing the RAV4 late in 2008. In 2006, Toyota's
subsidiary Hino Motors opened a heavy duty truck plant, also in Woodstock,
employing 45 people and producing 2000 trucks annually.

Toyota has a large presence in the United States with six major assembly
plants in Huntsville, Alabama, Georgetown, Kentucky,Princeton, Indiana, San
Antonio, Texas, Buffalo, West Virginia, and Blue Springs, Mississippi. Toyota had a
joint-venture operation with General Motors at New United Motor Manufacturing
Inc. in Fremont, California, which began in 1984 and ended in 2009. It still has a
joint venture with Subaru at Subaru of Indiana Automotive, Inc.in Lafayette, Indiana,
which started in 2006. In these assembly plants, the Camryand the Tundra are
manufactured, among others.

Toyota marketing, sales, and distribution in the US are conducted through a

separate subsidiary, Toyota Motor Sales, U.S.A., Inc. It has started producing larger
trucks, such as the new Tundra, to go after the large truck market in the United
States. Toyota is also pushing hybrid vehicles in the US such as the Prius, Camry
Hybrid, Highlander Hybrid, and various Lexus products. Currently, Toyota has no plans
to offer diesel motor options in its North American products, including the light-duty
pickup trucks.

Australia

Toyota

Australia

In 1963, Australia was one of the first countries to assemble Toyotas outside
Japan. However, in February 2014, Toyota was the last of Australia's major
automakers to announce the end of production in Australia. The closure of
Toyota's Australian plant will
be completed by 2017. Before Toyota, Ford and GM's Holden had announced
similar moves, all citing an unfavorable currency and attendant high manufacturing
costs.

PRODUCT RANGE

Electric technology

Toyota Prius, flagship of Toyota's hybrid technology, and the best selling hybrid car in
the world

Hybrid electric vehicles

Hybrid Synergy Drive, Hybrid electric vehicle and Toyota Prius

Toyota is one of the largest companies to push hybrid electric vehicles in the market
and the first to commercially mass-produce and sell such vehicles, with the introduction
of the Toyota Prius in 1997. The company eventually began providing this option
on the main smaller cars such as Camry and later with the Lexusdivisions,
producing some hybrid luxury vehicles. It labeled such technology in Toyota cars as
"Hybrid Synergy Drive" and in Lexus versions as "Lexus Hybrid Drive."

As of July 2015, Toyota Motors Corporation sells 30 Toyota and Lexus hybrid models
and one plug-in hybrid in over 90 countries and regions around the world, and the
carmaker has plans to introduce other new hybrid models such as the Corolla
Hybrid and Levin Hybrid (China only) and RAV4 Hybrid. The Prius liftback
is the top selling hybrid gasoline-electric car in world, sales reached the 3 million
unit milestone in June 2013,[82] and cumulative sales since 1997 reached
3,527,100 units in July 2015.[81] The Prius
liftback ranks as the top selling hybrid car in the U.S. market, and passed the 1
million milestone in April 2011. Cumulative sales of the Prius in Japan reached the 1
million mark in August 2011. As of July 2015, sales of the Prius liftback in both
Japan and the U.S. had exceeded the 1.5 million mark.

The Toyota Prius c is the second spin off of the Prius family, and the second most
sold TMC hybrid after the Prius liftback.

Worldwide sales of hybrid vehicles produced by Toyota reached 1.0 million

vehicles by May 31, 2007, and the 2.0 million mark was reached by August 2009, with
hybrids sold in 50 countries. The 5 million hybrid sales milestone was reached in
March 2013, During 2012, Toyota and Lexus hybrid models sold more than 1
million units a year for the first time, with 1.219 million units sold. During 2013,
TMC sold 1.279 million units, and the 6 million sales milestone was achieved in
December 2013, just nine months after its latest million unit milestone. The 7
million sales mark was reached in September 2014, again, selling one million
hybrids in ninth months, and the 8 million sales milestone was achieved in
July 2015, just 10 months after the previous million-unit milestone. Toyota
estimates that up to 31 July 2015, its hybrids have saved about 5.8 billion
gallons of gasoline (22 billion liters) compared to the amount used by gasoline-
powered vehicles of similar size, and have emitted approximately 58 million
fewer tons of carbon dioxide (CO2) emissions than would have been emitted by
gasoline-powered vehicles of similar size and driving performance.

As of August 2015, besides the three generations of Prius liftback, Toyota's hybrid
lineup
includes the Prius α/Prius v/Prius +, Aqua/Prius c, Camry Hybrid (1st and 2nd
generation), Toyota Highlander Hybrid (Kluger Hybrid in Japan), Toyota Avalon
Hybrid, Toyota Auris
Hybrid, Toyota Yaris Hybrid (Europe only), and the following models sold only in
Japan: Alphard Hybrid/Vellfire Hybrid, Estima Hybrid, Toyota Sai, Toyota Harrier,
Toyota Crown
Hybrid, Toyota Crown Mild Hybrid, Toyota Crown Majesta, Corolla Axio, Corolla
Fielder, Toyota Voxy/Noah/Esquire and Toyota Sienta.

The Lexus RX 450h is the top selling hybrid of the Lexus brand.

Beginning in 2011, TMC introduced three new members to the Prius family, the
Prius v (Prius α in Japan and Prius + in Europe), the Prius c (Toyota Aqua in
Japan), and the Toyota Prius Plug-in Hybrid, released in 2012 in Japan, the U.S.
and Europe.[91]With a total of 247,230 vehicles sold during the first quarter of
2012, the Toyota Prius family became the third top selling nameplate in the world in
terms of total global sales, after the Toyota Corolla (300,800 units) and the Ford
Focus (277,000 units).[92][93] Until September 2012, the Prius liftback was the
top selling new car in Japan for 16 months in a row, until it was surpassed by the
Toyota Aqua (Prius c) in October 2012.[94][95] With 266,567 units sold in Japan
in 2012, the Aqua is considered the most successful nameplate launch in the
Japanese market in the last 20 years.[96] The Prius c/Aqua model, with global
sales of 1,081,332 units through July 2015, is TMC's second best selling hybrid
after the Prius liftback, followed the Prius α/v/+ with 582,379 units, and the two
generations of the Camry Hybrid, with 528,217 units sold worldwide. For both
Prius family variants Japan is the top selling market, while the U.S. is the top
selling Camry market. Ranking next is the Auris with 240,218 units sold in Europe.
Lexus also has their own hybrid lineup, and as of August 2015, consist of the LS
600h/LS 600h L, GS 450h, RX 400h/RX 450h, Lexus HS 250h, Lexus CT 200h, Lexus
ES 300h, Lexus IS 300h, Lexus NX 300h, and Lexus RC 300h. Global cumulative
sales of Lexus brand hybrids reached the 500 thousand mark in November 2012.
As of July 2015, a total of 895,330 Lexus hybrids have been sold worldwide, with
the Lexus RX 400h/RX 450h
ranking as the top selling Lexus hybrid with 317,560 units, followed by the Lexus CT
200h with 242,003 units.

Plug-in hybrids

Production version of the 2012 Toyota Prius Plug-in

Hybrid. Toyota Prius Plug-in Hybrid

Toyota's plug-in hybrid electric vehicle project began in 2007, with road trials of
the
prototype vehicle in France and the UK in 2008. Toyota made 600 Prius
plug-in demonstration vehicles for lease to fleet and government customers. 230
were delivered in Japan beginning in late December 2009, 125 models released in the
U.S. by early 2010, and 200 units in 18 European countries in 2010. France, the
UK and Germany had the largest fleets with 150 PHEVs. Canada, China,
Australia, and New Zealand also participated in the global demonstration
program.

The production version of the Toyota Prius Plug-in Hybrid was released in
Japan in January 2012, followed by the United States in late February, and
deliveries in Europe began in late June 2012.[106] As of July 2015, about 73,600
Prius PHVs had been sold worldwide since 2012, with North America as the
leading regional market with 42,000 units, followed by Japan with about 21,700 units,
Europe with around 9,900 units, and only about 100 units in the rest of the world.
The United States is the country market leader with 41,576 units delivered. The
Netherlands is the leading European market with 4,073 units registered as of
July 2015.

During its first year in the market, a total of 27,279 Prius PHVs were sold
worldwide,[112] allowing the plug-in version to rank as the second most sold plug-
in electric car for 2012.
As of May 2015, the Prius Plug-in Hybrid ranked as the world's second top selling
plug-in hybrid after the Volt/Ampera family. Accounting for cumulative sales since
its inception, the Prius PHV was the world's third best selling plug-in electric car by
December 2014, but by May 2015 fell to fourth place after the Tesla Model S.

All-electric vehicles

First generation Toyota

RAV4 EV Toyota RAV4 EV

Concept Toyota RAV4 EV

and Toyota iQ EV

The first generation Toyota RAV4 EV was leased in the United States from 1997 to
2003,
and at the lessees' request, many units were sold after the vehicle was
discontinued. A total of 1,484 were leased and/or sold in California to meet the
state’ s CARB mandate for zero-emissions vehicles. As of mid-2012, there were
almost 500 units still in use.

In May 2010, Toyota launched a collaboration with Tesla Motors to create

electric vehicles. Toyota agreed to purchase US$50 million of Tesla common
stock subsequent to the closing of Tesla's planned initial public offering.
Toyota, with the assistance of Tesla, built 35 converted RAV4s (Phase Zero
vehicles) for a demonstration and evaluation program that ran through 2011. The
lithium metal-oxide battery and other power train components were supplied by
Tesla Motors.

The Toyota RAV4 EV Concept was released in September 2012. The RAV4
EV is assembled at Toyota's facility in Woodstock, Ontario along with the
regular gasoline version. Tesla is building the electric powertrain at its plant at
Tesla Factory inFremont, California, and then ship them to Canada. The RAV4
EV is sold only in California, beginning with the San Francisco Bay Area, Los
Angeles/Orange County and San Diego.
Production will be limited to 2,600 during the first three years. As of 31 March
2013, a total of 402 RAV4 EVs have been sold in the U.S.

A prototype of the Toyota iQ EV (Scion iQ EV in the US) was exhibited at the 2011
Geneva Motor Show. The Scion iQ EV is the successor to the FT-EV II as an electric
vehicle based on the Toyota iQ chassis. Toyota produced three generations of FT-EV
concept cars, and the iQ EV is a production version of those concepts,
incorporating the technological and design strengths of all three models. The
exterior of the production version is based on the FT-EV III concept shown at the
2011 Tokyo Motor Show.

The Toyota iQ/Scion iQ EV is based on Toyota's three generations of FT-EV

concept. Shown the Toyota FT-EV IIIconcept car at the 2011 Tokyo Motor Show.

The U.S. launch of the Scion iQ EV was announced for 2012, and according to Toyota,
for the initial roll-out the iQ EV would not be available to individual consumers,
instead the carmaker decided to focus on fleet customers and car sharing programs.
The iQ EV was scheduled to be produced at Toyota’ s Takaoka Plant in Toyota
City beginning in August
2012 and the initial production was planned to be limited to 600 units, with 400 staying
in
Japan, 100 units destined to the U.S. and the other 100 for Europe. In September
2012 Toyota announced that due to customers' concerns about range and
charging time, the production of the Scion iQ (Toyota eQ in Japan) will be
limited to about 100 units for special fleet use in Japan and the U.S. only. The iQ
EV/eQ was scheduled to be released in both countries in December 2012.

Toyota I-Road in Grenoble

The first 30 iQ EVs were delivered in the U.S. to the University of California, Irvine in
March 2013 for use in its Zero Emission Vehicle-Network Enabled Transport
(ZEV-NET) carsharing fleet. Since 2002 the ZEV-NET program has been serving
the transport needs
of the Irvine community with all-electric vehicles for the critical last mile of
commutes from the Irvine train station to the UC campus and local business
offices.

In addition, Toyota announced that is backing away from fully electric

vehicles. The company's vice chairman, Takeshi Uchiyamada, said "The current
capabilities of electric vehicles do not meet society’ s needs, whether it may be
the distance the cars can run,
or the costs, or how it takes a long time to charge." Toyota's emphasis would
be
re-focused on the hybrid concept, and 21 new hybrid gas-electric models scheduled
to be on the market by 2015.

Toyota's project called Ha:mo (Harmonious Mobility Network), is using the Toyota i-
Road, an all electric vehicle which combines the potential of both cars and
motorcars. The project is being run in Grenoble, France; Toyota City, Japan; and also
Tokyo, Japan.

Hydrogen fuel-cell

In 2002 Toyota began a development and demonstration program to test the

Toyota FCHV, a hybrid hydrogen fuel cell vehicle based on the Toyota Highlander
production SUV. Toyota also built a FCHV bus based on the Hino Blue Ribbon
Citylow-floor bus. Toyota has built several prototypes/concepts of the FCHV
since 1997, including the Toyota FCHV-1,FCHV-2, FCHV-3, FCHV-4, and Toyota
FCHV-adv. The Toyota FCV-R fuel cell concept car was unveiled at the 2011 Tokyo
Motor Show. The FCV-R sedan seats four and has a fuel cell stack including a
70 MPa high-pressure hydrogen tank, which can deliver a range of 435 mi (700
km) under the Japanese JC08 test cycle. Toyota said the car was planned for
launch in about 2015.
The Toyota Mirai fuel-cell vehicle

In August 2012 Toyota announced its plans to start retail sales of a hydrogen fuel-
cell sedan in California in 2015. Toyota expects to become a leader in this
technology. The prototype of its first hydrogen fuel cell vehicle will be exhibited
at the November 2013 Tokyo Motor Show, and in the United States at the
January 2014 Consumer Electronics Show.

Toyota's first hydrogen fuel-cell vehicles to be sold commercially, the

Toyota Mirai(Japanese for "future"), was unveiled at the November 2014 Los Angeles
Auto Show. In January 2015 it was announced that production of the Mirai fuel
cell vehicle would increase from 700 units in 2015 to approximately 2,000 in 2016
and 3,000 in 2017. Sales in Japan began on 15 December 2014 at a price of
¥6.7 million (~US$57,400). The Japanese government plans to support the
commercialization of fuel-cell vehicles with a subsidy of ¥2 million (~US$19,600).
Retail sales in the U.S. began in August 2015 at a price of US$57,500 before
any government incentives. Initially the Mirai will only be available in California.
The market release in Europe is slated for September 2015, and initially will be
available only in the UK, Germany and Denmark, followed by other countries
in 2017. Pricing in Germany starts at € 60,000 (~US$75,140) plus VAT (€
78,540) .

Cars

As of 2009, Toyota officially lists approximately 70 different models sold under

its namesake brand, including sedans, coupes, vans, trucks, hybrids, and
crossovers.[153] Many of these models are produced as passenger sedans,
which range from the subcompact Toyota Yaris, to compact Corolla, to mid-size
Camry, and full-size Avalon. Vans include thePrevia/Estima, Sienna, and others.
Several small cars, such as the xB and tC, are sold under the Scion brand.
SUVS and crossovers
Toyota crossovers range from the compact Matrix and RAV4, to midsize
Venza and Kluger/Highlander. Toyota SUVs range from the midsize 4Runner to full-
size Land Cruiser. Other SUVs include the Prado, FJ Cruiser, Fortuner, and Sequoia.

Pickup trucks

2007 Tundra Double

Cab

2010 Toyota Hilux

SR

Toyota first entered the pickup truck market in 1947 with the SB that was only sold
in
Japan and limited Asian markets. It was followed in 1954 by the RK (renamed in
1959 as the Stout) and in 1968 by the compact Hilux. With continued refinement, the
Hilux (simply known as the Pickup in some markets) became famous for being
extremely durable and reliable, and many of these trucks from as early as the late
1970s are still on the road today, some with over 300,000 miles. Extended- and
crew-cab versions of these small haulers were eventually added, and Toyota
continues to produce them today under various names depending on the
market.
Riding on the success of the compact pickups in the US, Toyota decided to
attempt to enter the traditionally domestic-dominated full-size pickup market,
introducing theT100 for the 1993 US model year, with production ending in 1998.
While having a bed at the traditional full-size length of 8 feet, the suspension and
engine characteristics were still similar to that of a compact pickup. It proved to
be as economical and reliable as any typical Toyota pickup, but sales never
became what Toyota brass had hoped for. It was criticized as being too small to
appeal to the traditional American full-size pickup buyer. Another popular full-size
truck essential, a V8 engine, was never available. Additionally,
the truck was at first only available as a regular cab, though Toyota
addressed this shortcoming and added the Xtra cab version in mid-1995.

In 1999 for the 2000 model year, Toyota replaced the T100 with the larger Tundra.
The Tundra addressed criticisms that the T100 did not have the look and feel of a
legitimate American-style full-size pickup. It also added the V8 engine that the
T100 was criticized for not having. However, the Tundra still came up short in
towing capacity as well as still feeling slightly carlike. These concerns were
addressed with an even larger 2007 redesign. A stronger V6 and a second V8
engine among other things were added to the option list. As of early 2010, the
Tundra has captured 16% of the full-size half-ton market in the US. The all-new
Tundra was assembled in San Antonio, Texas, US. Toyota assembled around
150,000 Standard and Double Cabs, and only 70,000 Crew Max's in 2007. The
smaller Tacoma (which traces its roots back to the original Hilux) was also
produced at the company's San Antonio facility.

Outside the United States, Toyota produced the Hilux in Standard and Double
Cab, gasoline and diesel engine, and 2WD and 4WD versions. The BBC's Top Gear
TV show featured two episodes of a Hilux that was deemed "virtually
indestructible".

Luxury-type vehicles

As of 2009, the company sold nine luxury-branded models under its Lexus
division, ranging from the LS sedan to RX crossover and LX SUV. Luxury-type
sedans produced under the Toyota brand included the Century, Toyota Crown, and
Toyota Crown Majesta. A limited-edition model produced for the Emperor of Japan
was the Century Royal.
MOTORSPORTS
Toyota in motorsports and Toyota Motorsport GmbH.

Toyota has been involved in many global motorsports series. They also represent
their Lexus brand in other sports car racing categories. Toyota also makes
engines and other auto parts for other Japanese motorsports including formula
Nippon, Super GT, formula 3 and formula Toyota series. Toyota also runs a driver
development programme known as the Toyota Young Drivers Program, which they
made for funding and educating future Japanese motorsports talent. Toyota
Motorsport GmbH, with headquarters in Cologne, Germany, has been responsible
for Toyota's major motorsports development including Formula One, the World
Rally Championship, the Le Mans Series, and most recently the FIA World
Endurance Championship. Toyota enjoyed success in all these motorsports
categories. In 2002, Toyota entered Formula One as a constructor and engine
supplier; however, despite having experienced drivers and a larger budget than
many other teams, they failed to match their success in other categories, with five
second-place finishes as their best results. On November 4, 2009, Toyota
announced they were pulling out of the sport due to the global economic situation.

Toyota's nationwide driver hunt of drivers for Etios Motor Racing Series ended up
with selection of 25 drivers, who will participate in the race in 2013.

TRD

Toyota Racing Development (TRD) was brought about to help

develop true high-performance racing parts for many Toyota vehicles. TRD
has often had much success with their aftermarket tuning parts, as well as
designing technology for vehicles used in all forms of racing. TRD is also responsible
for Toyota's involvement in NASCAR motorsports. TRD also made Lexus's
performance division "F-Sport".

Nonautomotive

activities
Aerospace
Toyota is a minority shareholder in Mitsubishi Aircraft Corporation, having
invested US$67.2 million in the new venture which will produce the Mitsubishi
Regional Jet, slated for first deliveries in 2017.[157] Toyota has also studied
participation in thegeneral aviation market and contracted with Scaled
Composites to produce a proof of concept aircraft, the TAA-1, in 2002.

Philanthropy

Toyota supports a variety of philanthropic work in areas such as education,

conservation, safety, and disaster relief.

Some of the organizations that Toyota has worked with in the US include the
American Red Cross, the Boys and Girls Club, Leaders in Environmental Action for
the Future (LEAF), and the National Center for Family Literacy.

The Toyota USA Foundation exists to support education in the areas of

science, technology, engineering and mathematics.

In addition Toyota works with nonprofits to improve their processes and operations
such as the Food Bank For New York City.

Toyota also supports a variety of work in Japan.

The Toyota Foundation takes a global perspective providing grants in the three
areas of human and natural environments, social welfare, and education and
culture.

Higher education

Toyota established the Toyota Technological Institute in 1981, as Sakichi Toyoda

had planned to establish a university as soon as he and Toyota became
successful. Toyota
Technological Institute founded the Toyota Technological Institute at Chicago in
2003. Toyota is supporter of the Toyota Driving Expectations Program, Toyota
Youth for Understanding Summer Exchange Scholarship Program, Toyota
International Teacher Program, Toyota TAPESTRY, Toyota Community Scholars
(scholarship for high school students), United States Hispanic Chamber of
Commerce Internship Program, and Toyota Funded Scholarship.[166] It has
contributed to a number of local education and scholarship programs for the
University of Kentucky, Indiana, and others.

Robotics

Toyota Partner Robot

In 2004, Toyota showcased its trumpet-playing robot. Toyota has been

developing multitask robots destined for elderly care, manufacturing, and
entertainment. A specific example of Toyota's involvement in robotics for the
elderly is the Brain Machine Interface. Designed for use with wheelchairs, it "allows
a person to control an electric wheelchair accurately, almost in real-time", with
his or her mind. The thought controls allow the wheelchair to go left, right, and
forward with a delay between thought and movement of just 125 milliseconds.
Toyota also played a part in the development of Kirobo, the world's first 'robot
astronaut'.

Agricultural biotechnology
Toyota invests in several small start-up businesses and partnerships in
biotechnology, including:

• P.T. Toyota Bio Indonesia in Lampung, Indonesia

• Australian Afforestation Pty. Ltd. in Western Australia and Southern Australia

• Toyota Floritech Co., Ltd. in Rokkasho-Mura, Kamikita District, Aomori Prefecture

 • Sichuan Toyota Nitan Development Co., Ltd. in Sichuan, China

• Toyota Roof Garden Corporation in Miyoshi-Cho, Aichi Prefecture

Sewing machine technology

Toyota developed an oekaki-style sewing machine called the Oekaki Renaissance, which, like
others of its type, is designed to allow the user to be able to draw ideas directly
onto fabric using the art of free-motion embroidery.

Environmental record

Toyota has been a leader in environmentally friendly vehicle technologies, most notably
the RAV4 EV (produced from 1997 to 2003) and the Toyota Prius (1997 to
present). Toyota is now working on their next generation Prius and second
generation RAV4 EV both due out in 2012.

Toyota implemented its Fourth Environmental Action Plan in 2005. The plan contains four
major themes involving the environment and the corporation's development,
design, production, and sales. The five-year plan is directed at the, "arrival of
a revitalized recycling-based society." Toyota had previously released its Eco-
Vehicle Assessment System (Eco-VAS) which is a systematic life cycle
assessment of the effect a vehicle will have on the environment including
production, usage, and disposal. The assessment includes, "... fuel efficiency,
emissions and noise during vehicle use, the disposal recovery rate, the reduction of
substances of environmental concern, and CO2 emissions throughout the
life cycle of the vehicle from production to disposal." 2008 marks the ninth year for
Toyota's Environmental Activities Grant Program which has been implemented
every year since 2000. Themes of the 2008 program consist of "Global
Warming Countermeasures" and "Biodiversity Conservation."
Since October 2006, Toyota's new Japanese-market vehicle models with
automatic transmissions are equipped with an Eco Drive Indicator. The
system takes into consideration rate of acceleration, engine and transmission
efficiency, and speed. When the vehicle is operated in a fuel-efficient manner, the Eco
Drive Indicator on the instrument panel, lights up. Individual results vary depending
on traffic issues, starting and stopping the vehicle, and total distance traveled,
but the Eco Drive Indicator may improve fuel efficiency by as much as 4%.
Along with Toyota's eco-friendly objectives on production and use, the company
plans to donate US$1 million and five vehicles to the Everglades National Park.
The money will be used to fund environmental programs at the park. This
donation is part of a program which provides US$5 million and 23 vehicles for
five national parks and the National Parks Foundation. However new figures from
the United States National Research Council show that the continuing hidden
health costs of the auto industry to the US economy in 2005 amounted toUS$56
million.

The United States EPA has awarded Toyota Motor Engineering & Manufacturing
North America, Inc (TEMA) with an ENERGY STAR Sustained Excellence Award in
2007, 2008 and 2009.

In 2007, Toyota's Corporate Average Fuel Economy (CAFE) fleet average of 26.69
mpg-US (8.81 L/100 km; 32.05 mpg-imp) exceeded all other major
manufacturers selling cars within the United States. Only Lotus Cars, which sold
the Elise andExige (powered by Toyota's 2ZZ-GE engine), did better with an average
of 30.2 mpg-US (7.8 L/100 km; 36.3 mpg-imp)

VISION AND MISSION

Toyota Global 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.

Through our commitment to quality, constant innovation and respect for the planet,
we aim to exceed expectations and be rewarded with a smile.

We will meet our challenging goals by engaging the talent and passion of people,
who believe there is always a better way.

Your Satisfaction Our

Commitments Vision

1.Delight our customers through innovative products, by utilising advanced

technologies and services.

2. Ensure growth to become a major player in the Indian auto industry and
contribute to the Indian economy by involving all stakeholders.

3. Become the most admired and respected company in India by following the
Toyota Way.

4.Be a core company in global Toyota operations.

Mission

1.Practise ethics and transparency in all our business operations.

2. Touch the hearts of our customers by providing products and services of
superior quality at a competitive price.

3. Cultivate a lean and flexible business model throughout the value chain by
continuous improvement.
 4.Lead the Toyota global operations for the emerging mass market.

5.Create a challenging workplace which promotes a sense of

pride, ownership, mutual trust and teamwork.

6.Create an eco-friendly company in harmony with nature and society.

THROUGH THESE ACTIVITIES ESTABLISH A SUPERIOR BRAND IMAGE IN INDIA. REASONS

WHY ONE SHOULD JOIN TOYOTA

• Rewarding career

As an Toyota employee, one will help people realize their dreams by fulfilling their
financial goals. The difference employee makes to their lives is more
rewarding&satisfying than one can ever imagine.

• A successful team

By joining Toyota, employee becomes a part of the country’ s finest team of Toyota. is
the No.1 private player. Recently it has been adjudged the Best for yr 2009

• Attractive remuneration

Toyota offers one of the best remuneration systems in the industry that not only takes
care of employee ’ s current earnings, but also guarantees earnings for the
future. What’ s more, employee can set his own income targets with a potential to
earn as much as one wants for the rest of his life.
• Independence
As employee, one will be a true entrepreneur. One has the freedom to be his own boss,
work for himself, choose his own clients&make his own money. All of this, without
making any initial capital investment.

• World-class training

Toyota provides you with the best-in class training system, since that is what
differentiates Toyota employees from the rest. Even if one doesn ’ t have
previous experience in selling, their multi-dimensional training program
conducted by their qualified in-house training personnel, will make you a
specialist in life insurance sales. Their training program is conducted.

• Commitment to career agency system

Their Commitment to career agency system means that, they support their employee
s&their efforts not just today but at every stage of their business. They
believe in encouraging their employee s to strive towards the highest level of
success, throughout their careers. Infact, depending on the performance, they
offer a management career option with the company.

• Infrastructure support

They have invested in creating a state-of-the-art infrastructure at each of their offices.

Employees have access to the necessary tools, technology&people support
that will enable you to build a profitable long-term business.
 • Sales & marketing support

Toyota supports their employee s with innovative sales&marketing tools. The sales,
promotions &marketing collaterals that they provide will help the employee s take
their business to new heights.
Toyota uses social media as a core part of its digital marketing strategy, leveraging
captivating visuals and videos to connect with its audience, foster engagement, and
ultimately drive sales by promoting its vehicles and inspiring customers to pursue their
dreams.

Here's a more detailed look at Toyota's social media role in sales promotion:

1. Building Brand Awareness and Engagement:

Strong Social Media Presence:
Toyota maintains a significant presence on platforms like Facebook and Instagram,
boasting millions of followers.
Engaging Content:
They share spectacular images and videos, catchy slogans, and creative posts to
capture attention and inspire followers.
Emotional Connection:
Toyota focuses on developing emotional connections with its audience by aligning
social media content with current trends and understanding what resonates with them.
"Start Your Impossible" Campaign:
A notable example is the "Start Your Impossible" campaign, which uses storytelling
and inspiring visuals to connect with customers and showcase Toyota's mobility
products.

2. Driving Sales and Lead Generation:

Social Media Intelligence:
Toyota leverages social media data to understand customer preferences, identify
potential buyers, and inform sales and marketing strategies.
Predictive Analytics and Sentiment Analysis:
They use these tools to analyze social media commentary, identify quality problems,
and improve sales predictions.
Targeted Messaging:
By understanding customer interests and behaviors, Toyota can tailor its social media
content to reach specific target audiences with relevant messages.
Gamification:
Toyota uses gamification strategies to make the buying process more interactive and
rewarding, increasing engagement and potentially driving sales.

3. Customer Service and Relationship Building:

Listening and Responding:
Toyota actively monitors social media for customer feedback, both positive and
negative, and uses this information to improve its products and services.
Building Trust:
By addressing customer concerns and building relationships online, Toyota fosters
trust and loyalty.
Customer Service:
Social media provides a platform for Toyota to offer customer service and address
inquiries, further strengthening relationships.
Monitoring Dealership Experiences:
Toyota analyzes social media data to understand customer experiences at
dealerships, which helps improve the overall.
OBJECTIVE OF THE STUDY

SCOPE OF STUDY
The scope formulation is the first step to a successful Research process.
Project undertaken the problem of analyzing the sales promotionof Toyota in
lucknow

IMPORTANCE AND USE OF THE STUDY

To keep things in mind that as the ever changing competitive business
environment. New thoughts and ideas should pour into its,
Research&Development to innovate its existing products which should be beyond
competitors comprehension.
This study enables the user with answer to formulate an effective marketing mix
strategy with a broader prospective to tap areas where it did not feel the need
earlier, hence the decision of whether to penetrate this section or not can be
found out at the end of the data analysis.
It also gives an idea of the potential of our business in the future&the fluctuation in
prices from time to time&from product to product.
Special reference is made to the improvement of ability of product in terms of
packaging&product innovations&advertisement always means to cut down
competitors.

RESEARCH METHODOLOGY

This chapter aims to understand the research methodology establishing a

framework of evaluation and revaluation of primary and secondary research.
The techniques and concepts used during primary research in order to arrive at
findings; which are also dealt with and lead to a logical deduction towards the
analysis and results

RESEARCH DESIGN
The research design applied here was exploratory research
Exploratory Research is one in we don’ t know about the problem, we have to find
about the problem and then work on solving the problem. Whereas in case of
descriptive research, we know the problem, we just have to find the solution to the
problem. Generally descriptive research design is applied after exploratory research
design.
Here after doing the secondary research, we found the general perception about the
retail baking but then in second phase we tried to figure out where the difference
lies and on what basis the banks differ from each other

RESEARCH TOOL
Research tool
The purpose is to first conduct a intensive secondary research to understand
the full impact and implication of the industry, to review and critique the
industry norms and reports, on which certain issues shall be selected, which remain
unanswered , this shall be further taken up in the next stage of secondary research.
This stage shall help to restrict and select only the important question and issue,
which inhabit growth and segmentation in the industry.

DATA COLLECTION:
Both primary and secondary data have been collected very vigorously
Secondary data: it is collected by the study of various reports. The reports studied
under secondary data. Primary Data was taken with questionnaire

THE RESEARCH REPORT

The report is the result of a survey which was undertaken in Lucknow city. The
objectives of the project has been fulfilled by getting response from the
customer associated to these segments through a personal interview in the
form of a questionnaire. The responses available through the questionnaire are
used to evaluate the sales promotion for the products of Toyota and the
willingness of the customer to purchase its products on future.
The project also covers an analysis of the switch over of customers to
competitors products in the market.

THE RESEARCH PROBLEM

The problem formulation is the first step to a successful Research process.
Project undertaken the problem of analyzing the sales promotion of Toyota

THE RESEARCH OBJECTIVE

Based on the problem the objective of the research is divided into two which
are as follows:
Primary Objective:
To analysesales promotion towards the company’ s products range.
Secondary Objective:
Analyse consumer satisfaction for different Toyota .
Analyse the Consumer behaviour of Toyota .
THE RESEARCH DESIGN
The research design used in the project is exploratory design. The investigation is
carried upon the customers in Lucknow city.The reason for choosing this
design is to get responses from the customers so that their buying behaviour
about the products of the company and their loyalty could be predicted.

THE DATA SOURCE

The data has been taken from two sources
Primary data source
The primary data source has been collected through questionnaire by
personally interviewing each respondent on a number of queries structured in a
questionnaire.
Secondary data source
Secondary data was collected from following sources
Prior research reports
Webs
ites
Book
s
Newsp
aper
Personal consultation

THE AREA OF WORK

The field work is conducted in the Lucknow city in various Places like Mall,
Showroom and retailers situated in different location all over the city.

THE SAMPLE SIZE

The sample size consists of 100 units out of which the most logical and non
biased response are selected thus the sample size is taken out to be 100 units.
LIMITATION
Though, best efforts have been made to make the study fair, transparent and
error free. But there might be some inevitable and inherent limitations. Though outright
measure are undertaken to make the report most accurate.
The limitation of the survey are narrated below:
 The project is valid for Lucknow city only.

 It was not possible to cover each and every respondent due to time constrains.

 There may be some biased response form the respondents

 Some respondents did not provide the full data.

 Unwillingness on the part of the customers to disclose the information as

per the questionnaire.

 The decisiveness on the part of the customers regarding some question
hence difficulty faced in recording and analyzing the data.
CHAPTER : 3
 DATA ANALYSIS

1.Do you like the idea of purchasing product of Toyota?

Yes 87
No 13

INTERPRETATION
87% respondent said that they have idea of purchasing product of Toyota
products but 13% are
not
2.Have you ever purchase product of Toyota?

Yes 77
No 23

INTERPRETATION
77% respondent said that they have ever purchase product of Toyota but 23% are
not
3.What helps you to decide which product of Toyota you purchase?
TV Advertisement 23
Personal recommendation 36
Special offer 11
Radio advertising 17
News paper 7
Word of mouth 6

INTERPRETATION
23% respondent said that they decide to purchase the product of Toyota
by TV advertisement, 36 personal recommendation, 11% special offer, 17% radio
advertising, 7% from News paper and 6% word of mouth.
4.How frequently you see advertisement of Toyota ?
Weekly 27
Monthly 37
Daily 27
None 19

INTERPRETATION
25% respondent said that they have see advertisement of Toyota product weekly,
33% monthly, 25% daily, but 17% none.
5.For which one of the following purpose you visit in your product ?

Purchasing brand goods 57

Purchasing local goods 23
Only gathering information 11
Others 9

INTERPRETATION
57% respondent said that they have purpose to visit product purchasing brand
goods, 23% purchasing local goods, 11% only gathering information and 9% others.
6.What according to you are attractive features that buy Toyota ?

Quality 32
Economy 49
look wise 19

INTERPRETATION
32% respondent said that they have attractive features that buy Toyota is Quality,
49% Economy, 19% Lookwise.
7 Are you satisfy with product of Toyota ?
Yes 91
No 9

INTERPRETATION
91% respondent said that they satisfied buy 9% no.
8. Do according to you Toyota have changed the way the Consumer
satisfaction towards retail sector?

Yes 71
No 29

INTERPRETATION
71% respondent said that Toyota have changed the way the Consumer behavior
towards retail sector product Yes but 29% said no.
9.Do you suggest product of Toyota to others
Yes 89
No 11

INTERPRETATION
89% respondent said that they suggest product of Toyota to others yes but 11 said
no.
10. How will you rate your present Toyota performance?
Poor 7
Satisfactory 23
Fair 27
Good 21
Very good 13
Excellent 9

INTERPRETATION
7% respondent said that they rate your present Toyota performance poor,
23% satisfactory, 27% fair, 21% good, 13% very good, 9% excellent.
 FINDINGS
 87% respondent said that they have idea of purchasing Toyota but 13% are not

 77% respondent said that they have ever purchase product of Toyota but

23% are not

 23% respondent said that they decide to purchase the Toyota by

TV advertisement, 36 personal recommendation, 11% special offer,

17% radio advertising, 7% from News paper and 6% word of mouth.
 25% respondent said that they have see advertisement of Toyota weekly,

33% monthly, 25% daily, but 17% none.

 57% respondent said that they have purpose to visit purchasing brand goods,

23% purchasing local goods, 11% only gathering information and 9%

others.
 32% respondent said that they have attractive features that buy product of
Toyota Quality, 49% Economy, 19% Lookwise.
 91% respondent said that they satisfied buy 9% no.

 71% respondent said that Toyota have changed the way the

Consumer satisfaction towards tractor product Yes but 29% said no.
 89% respondent said that they suggest product of Toyota to others yes
but 11 said no.
 7% respondent said that they rate your present Toyota performance poor,

23% satisfactory, 27% fair, 21% good, 13% very good, 9% excellent.
 RECOMMENDATION

1. Toyota should reduce it's price as compare to other automobile company

2. Toyota should offer more features as compare to other company

3. Toyota should keep lower price in servicing as compare to other company

4. Quality are good but still need improvements

 CONCLUSION

The report comes to the following conclusion

The customers of Toyota are brand loyal with only a small percent want to shift over
to other brands. Trying of other brands by customers is mainly because the
customer wants to try something new.

The performance of Toyota is fair in comparison to fashion big bazaar

Economy is the basic feature influencing to built brand Image.

The competition of Toyota is majorly fashion big bazaar.

Due to high brand loyalty the customers of Toyota recommend its product to others.
The customers are satisfied with the product range of Toyota .
 BIBLIOGRAPHY

BOOKS AUTHORS

Marketing Management : Philip Kotler

Marketing Research : D. D. Sharma
Research Methodology : C. R. Kothari

Websites : https://global.toyota/en/

:
https://www.toyotabharat.com/