Professional Documents
Culture Documents
GROUP MEMBERS:
NOROZ BALOCH
AHSAN ZAMIR
SUPERVISED BY:
ACKNOLEDGMENT:
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We are very thankful to our course coordinator who gave us the directions to do the job.
Table of Contents
............................................................................................................................................ 1
SALES MANAGEMENT.......................................................................................................... 1
ACKNOLEDGMENT:..............................................................................................................1
Table of Contents................................................................................................................ 2
Executive Summary............................................................................................................3
Situation Analysis:............................................................................................................... 4
History of the Company:..................................................................................................4
SWOT Analysis:................................................................................................................ 5
STRENGTHS.................................................................................................................. 5
WEAKNESSES..............................................................................................................10
OPPRTUNTIES:.............................................................................................................10
THREATS..................................................................................................................... 10
Opportunity and issue analysis.........................................................................................10
Analyzing opportunities ................................................................................................10
Objectives......................................................................................................................... 11
STRATEGIC GOALS......................................................................................................... 11
OPERATIONAL GOALS.....................................................................................................11
TACTICAL GOAL..............................................................................................................11
Problems or Issues:........................................................................................................... 12
The nature of the issues/problems.................................................................................12
The current Practices/Policies........................................................................................12
Action Programmes...........................................................................................................12
Strategies....................................................................................................................... 12
Promotional Mix Strategy............................................................................................13
Action Plan.....................................................................................................................14
Financial Projections.........................................................................................................14
Sales Forecast................................................................................................................ 14
Milestone........................................................................................................................ 20
Controls.............................................................................................................................21
Feedback Mechanism.....................................................................................................21
Control Mechanism........................................................................................................22
Executive Summary
Situation Analysis:
History of the Company:
Indus Motor Company (IMC) is a joint venture between the House of Habib, Toyota
Motor Corporation Japan (TMC) and Toyota Tsusho Corporation Japan (TTC) for
assembling, progressive manufacturing and marketing of Toyota vehicles in
Pakistan since July 01, 1990. IMC is engaged in sole distributorship of Toyota and
Daihatsu Motor Company Ltd. Vehicles in Pakistan through its dealership network.
IMC's production facilities are located at Port Bin Qasim Industrial Zone near
Karachi in an area measuring over 105 acres.
Indus Motor Company’s plant is the only manufacturing site in the world where
both Toyota and Daihatsu brands are being manufactured.
Heavy investment was made to build its production facilities based on state of art
technologies. To ensure highest level of productivity world-renowned Toyota
Production Systems are implemented.
IMC's Product line includes 6 variants of the newly introduced Toyota Corolla,
Toyota Hilux Single Cabin 4x2 and 4 versions of Daihatsu Cuore. We also have a
wide range of imported vehicles.
INVESTMENT
The project envisages a total investment of its 1412 million, including equity of
Rs. 786 million. The estimated project cost includes total fixed cost of Rs.
1,411,340,000; total equity of Rs. 983500000 and total debt of Rs. 428,840000.
SWOT Analysis:
STRENGTHS
PRODUCTION STRENGTH
Indus Motor Company production facilities are located at Port Bin Qasim Industrial
Zone near Karachi in an area measuring over 105 acres. It started of the with a
Distributor business but after acquiring
the expertise and technical skill to
convert into manufacturing and
achieved one of the biggest car
manufacturing facilities in Pakistan.
Production facility has state of the art
manufacturing equipment Such Car
Frame Assembler, Rust Protection Paint
Vicinity, Engine Assembly and
Installation, Interior Manufacturing
Facility, Interior Installation. Because of State of the art Facility of the company
has established “Born to Last” attitude.
MARKETING STRENGTH
Toyota marketing strength is there market share and customer loyalty but Toyota
is also awarded the marketing award 2006 (Annual Report, 2007) for the
customer attraction advertisements.
MARKET SHARE
Toyota enjoys 44% market share in 2006-2007 and 45% share 2007-2008 (Annual
Report, 2008) Toyota enjoys the luxury of being the market leader. Toyota
durability and after sale service ensure customer loyalty but in order to survive in
current situations it must set new standards to keep up with competition.
INCREASE IN PRODUCTLINE
IMC increased its Product line by introducing new models such as Xli, GLi, Corolla
Altis M/T,Corolla Altis A/T,2.0D,CX,CX CNG,4x2BS/Cab,2.0D Saloon, CX A/T
,HILUX,CUORE, ALTIS CRUSIETONIC . Which has caught customer’s eye? IMC also
imports Cars on the request of the customer
PRODUCTS & PRICES:
Products Price
Altis 1.8 L M/T 1,699,000
Corolla 2.0D SALOON 1,699,000
Avanza 1.5L M/T STD 1,900,000
Hilux 4×4 S/C (LAN-03) 2,850,000
Fortuner 2.7 A/T 7,500,000
Camry 2400 CC Petrol 6,900,000
Avanza 1.5L M/T Up Sepcs 2,100,000
IMPORTED VEHICLES:
IMC is also import cars such as Camry, Hilux, Land Cruiser, Prado, and Prado
Rav4. Fresh and inspiring, the Camry shapes a new global quality standard for
mid-size sedans. Its dynamic physical presence and exhilarating performance
stimulate your desire to drive. Hilux and Prado give a pleasure to those who
enjoys off-Road experience.
HUMAN RESOURCE:
OPPRTUNTIES:
Although Global Economy is hit by recession but fortunately Pakistan’s Economy
is not that much affected because of this pandemic. IMC market share can
increase if it works on Cars which provide more mileage on less costly Fuel.
Toyota is already working on efficient fuel cars and if this technology enters in
Pakistani market then Toyota can go beyond its market share.
THREATS
Financial Crisis and recent refusal of 14 Billion$ Bailout plan severely effected
Auto manufacturing industry Toyota is one of that company which is hit by this
crisis and Car buyers have taken a Saving Stance instead of Consumption so sales
are down the only reason they increase sales by introducing Fuel efficient cars.
Another threat can be the new entrants in the auto industry in Pakistan like ford
and jaguar cars, as they are trying to enter the Pakistani market, and this time
they can hit the Toyota market because Toyota has currently faced a big loss
regarding the technical faults in its products and due to this product flaw they
recalled their faulty products from all over the world where they exported their
product.
The passenger car industry in this country has great prospectus. The Pakistani
population is about 140 million people, and the present rate of car on the road,
the average comes to be 232 persons per car, which is far below the normal
standards of 109 persons per car among the developing countries, particularly the
South East Asia and the developed world, where the average is 8 persons per car.
There has been a growth of passenger cars in the country, which were 87,043 for
the period 1984 to 1989 and grew to 240,304 including light commercial vehicles
during the period 1990 to 1997 at an average growth rate of 7.7% in 8 years or
31.15 since 1994.
Pakistani market can be full of opportunities for the Toyota as they can grow their
industry and as Toyota has faced a big loss which can also be called as financial
crunch for Toyota they can heal this financial crisis by having growth in the sales
and market share of the Pakistani automobile sector. Currently Toyota is facing
huge completion from the Honda and Suzuki.
Objectives
STRATEGIC GOALS
1. The main objective of Toyota Indus motor is to provide safe and hassle free
travelling.
OPERATIONAL GOALS
Advertise Toyota as the most fuel efficient and safe automobile.
TACTICAL GOAL
Introduce HILUX
Problems or Issues:
The nature of the issues/problems
The Japanese automaker’s credibility has been showing stretches and strains ever
since it first announced, last September, that it would recall 3.8 million vehicles
due to a problem it described as “carpet entrapment,” a situation in which loose
floor mats could snag the accelerator pedal and send a vehicle racing out of
control. That came shortly after a California accident that killed a family of four,
including an off-duty California Highway Patrol officer.
Toyota’s inherent ability is to adapt, improve and embrace changes even during
the harshest times. This innate ability is a signature trait of Toyota’s culture and
has been the topic of intense study and research for many years. Toyota
continues to thrive regardless of the circumstances they encounter.
Currently Toyota is using best practices in order to improve their image and sales,
they are giving training to their employees in order to perform well and meet the
demands of the customers in nice manner.
They are also doing their best in order to introduce variety of products as this is
the weakness of the Toyota because they have no such product variety as its
competitors have.
Action Programmes
Strategies
In order to have a successful strategy for growth, businesses must first find,
evaluate and select a strategy to capture a potential market. Since Toyota
entered to Pakistani car market in the decade of 90’s, Toyota has developed a
diverse business portfolio with its existing line of cars as well as brands such as
Hilux. It became a successful car manufacturer by having an effective marketing
process that allowed it to attract customers and expand its product range to other
market segments.
When Toyota entered the Pakistani market, it was considered a threat to the
Pakistani auto industry because it was believed their cars had a high appeal to
Pakistani consumers. In response to the the threat being faced by the auto
industry, Toyota and aggressively marketed their cars to the market as being
fuel-efficient, environmentally friendly, and having better build quality than
Pakistani automotive industry. In addition, Toyota marketed their cars as being
hip and fun with memorable slogans like, “you asked for it, you got it, Toyota,”
and with commercials involving young Toyota drivers jumping in the air.
Toyota’s successes are due largely to its ability to identify growth opportunities
and develop market strategies to capture them. First, they achieved greater
market penetration by marketing their cars as fuel-efficient, well-built alternatives
to the gas-guzzling, which eventually allowed them to take a sizable market share
away from the other carmakers. Second, Toyota was also able to identify new
opportunities for market development and spent time on product development to
tap into these markets. The results of Toyota’s product development were the
creation of Lexus and Hilux, brands that both offer a unique lineup of cars, a
unique brand philosophy, and services that target the luxury and youth market.
Third, in spite of their successes in capturing new markets and achieving greater
market penetration, Toyota occasionally downsizes their products such as the
Celica and MR2. To sum up, Toyota is a great case study on how a company
should develop, identify, and evaluate market opportunities and how to develop
the right products and marketing tactics to capture such markets.
The company chooses among the different promotional tools in which most
important promotional elements are identified as Advertising and Public Relation
(Corporate Communication). However billboards are also a part of promotional
activities, nonetheless, the company’s main focus remains on the above
mentioned most critical tools.
o Advertising
Every quarter in which sales occur, there is a special budget for ads to be
broadcast on electronic media and to be published in print media. To achieve the
forecast sales, it is necessary to keep the customers informed about new offerings
and this is possible through giving ads on the TV and Print media.
o Corporate Communication
It is a very important element for the corporate and plays a pivotal role in
boosting the image of the company. The company has fixed a budget for
corporate communication to public and will be spent in accordance with situation
prevailing in the environment.
Action Plan
To achieve the forcaste sales company has developed budgets to be spent on
promotions. As it is obvious from the milestones, the comapany will do the
following activities in its action plans.
As the first quarter of fiscal year begins, the company develops its print and
electronic ads and to the relative media meanwhile working on Corporate
Communication throughout the quarter. Each quarter will be treated with the
same actions unless and until any emergency does not arise or new entrant
threat or a potential threat from the existing competitors are not observed.
Financial Projections
Sales Forecast
Forecasted sales are derived from a formula of sales forecasting method
which is called as a naive approach. Because of the unavailability of
certain data and resource constrained, this simple formula has been
used to justify the prospective sales.
Formula: This Year's Sales*This Year's Sales/Last Year's Sales
All the prospective sales which may incur in each quarter are calculated
form this formula.
Sales Forecast
,612 $0 $0
Row 2 $0 $0 $0
Row 3 $0 $0 $0
Total Sales $98,868,652
,612 $0 $0
,403 $0 $0
Row 2 $0 $0 $0
Row 3 $0 $0 $0
Subtotal Direct Cost of Sales $90,959,160
,403 $0 $0
Sales
Monthly
$35,000,000,00
0
$30,000,000,00
0
$25,000,000,00
0
$20,000,000,00 Row
0 1
Row
$15,000,000,00 2
0 Row
3
$10,000,000,00
0
$5,000,000,000
$0
Nov Dec Jan
Jul Aug Sep Oct Feb Mar Apr May Jun
Expense Forecast
Advertising and Corporate Communication budget are fixed for the entire
period. Rs. 25 million is allocated for the marketing communication for each
quarter and it’s the organizational policy to keep this budget fixed.
Any alteration to this budget will be made in accordance with the
directives of corporate head office.
Other $0 $0 $0
$25,000,000
$20,000,000
$15,000,000
Advertising
Corporate
Communication
$10,000,000
Other
$5,000,000
$0
$2,500,000,000
$2,000,000,000
$1,500,000,000
$1,000,000,000
$500,000,000
$0
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Implementation Schedule
The mile stones are clearly mentioned along with their data and the
department responsible for it. Every quarter has print ads and TV
commercials. The dates mentioned in the schedule are fixed for
performing these activities. The company also has also kept a portion
of its budget to
Be invested in PR activities. PR activities are done on continuous
bases from the beginning of fiscal year till its end.
Milestone
Feedback Mechanism
While social media started out as a place where bloggers, writers and
enthusiasts spoke out – that is now even changing. A quick message on
Twitter or Facebook by just about anyone on anything can give marketers
and product teams insights into new products and what the market thinks of
them (and most of these “tweeters” or “commenters” are not writers or
experts), everyday consumers are now out there – replying to community
threads, asking questions of experts online, and creating their own content
to give their opinions.
Toyota should tap into such media in Pakistan, however, it is doing the same
practice in developed countries. Toyota should use the social web to
monitor new product introduction test markets. The goal: gain an early
sneak preview into new product feedback by understanding initial
customer sentiment, opinions, and issues; use these early findings to
make rapid feature changes and to see which messages are most
effective and then make changes before large scale roll-out. It’s very
efficient.
This process isn’t just saving them real money on market research costs, but
it is greatly increasing the likelihood of product launch success. The issue
that required the change had hundreds talking during the intial test launch,
but since the company will be able to make the change prior to roll-out.
on the other hand the dealers are a rich source of providing feedback about
the market situation prevailing in the costumer minds. Dealers should be
called upon on monthly basis to gain the know how of the customers
perception and the sales of the different products.
Control Mechanism
This purpose is to explain Toyota’s budgeting and manufacturing control
systems, both of which are integral to the achievement of Total Quality
Control (TQC). Most japanese companies use the terminology "kaizen"
(continuous improvement) and "kanban" (Just-In-Time Manufacturing) and
how the budgeting system relates to the just-in-time system (indirectly –
these systems can share data for analysis purposes and are all related to
TQC).
Toyota’s budgeting system is not purely based on target costing, but instead
on cost control, target costing, and kaizen. This methodology is unique in
that: (1) senior management has ultimate responsibility for making a profit
and for administering the budget because there are no profit centers; (2)
having no profit centers, there is no need for transfer pricing, which
eliminates biased performance evaluations; (3) the goals set for employees
are in terms of kaizen and tend to motivate employees because kaizen is
simple and understandable by all; and (4) the same high standards are
required of like processes, regardless of what individual plant the process in
performed.