TOYOTA

INTRODUCTION:-
The world’s top ten automotive companies, Japan’s biggest car company, was
founded in 1933.The company was originally founded as a spinoff of Toyota
Industries, a machine maker started by Sakichi Toyoda, Kiichiro’s father. Both
companies are now part of the Toyota Group, Toyota is one of the world’s best-
known and most successful businesses, building cars and trucks in 28 countries for
Sale in more than 170 markets around the globe. Worldwide production of Toyota
Motor Corporation group vehicles Was 9.528 million (8.692 million for Toyota
and Lexus brand vehicles) in 2020 Toyota global production in 2020 was 9.528
million vehicles. That’s the equivalent of one car coming off the Production line
every three seconds, every minute, every hour, every day. A key element in
Toyota’s success is its commitment to designing, engineering and building cars in
the world regions Where they will be sold. In Europe, this local manufacturing
policy was launched in 1989 with the founding of Toyota Motor Manufacturing
UK (TMUK), just ahead of the opening of Toyota’s first European production
centers: a vehicle Manufacturing facility in Burnaston, Derbyshire, and an engine
factory in Deeside, North Wales.
The level of UK production has made Toyota a key player in the nation’s
manufacturing industry and its export trade, With most of its UK output being
shipped overseas. Burnaston is currently responsible for European production of
the Toyota Corolla and has the distinction of being the first Toyota factory to have
exported cars to the company’s “home”
Market in Japan. Deeside’s engine production includes the latest generation units
for use in the hybrid electric systems That power both Corolla and the C-HR
crossover.
Toyota has made regular investment in its UK operations to improve and update
their production capabilities and Efficiency, helping ensure the plants remain
competitive. To date, around £2.75 billion has been invested. Toyota (GB) PLC is
the company responsible for sales, marketing, after sales and customer relations for
Toyota and
Lexus in the UK. The sales performance in past years has consolidated the UK’s
position as one of Toyota’s strongest European markets. It has regularly been listed
in the Sunday Times 100 Best Companies to Work For survey, rising to 15th in the
rankings in 2020
Toyota (GB) PLC headquarters near Epsom, Surrey
Toyota ranks highest among automakers in 2021 best global brands
Inter brand, a global consulting firm, annually releases the Best Global Brands
(BGB) list. For those unaware, this list ranks the value of a brand based on
financial performance, the scope of the said brand’s influence of purchases, its
competitiveness, and many other factors.
For the 2021 BGB list, Toyota emerged as the highest-ranked automaker with
a brand value of $54.1 billion (around Php 2.7 trillion). Based on the overall
ranking, Toyota sits at the seventh spot behind brands such as Coca-Cola,
Samsung, and Google.

MISSION STATEMENT:-
Toyota’s corporate mission is “to make ever-better cars, to build a future where
everyone has the freedom to move.” This mission statement is a combination of
the company’s official statements regarding the mission of its business: “to build a
future where everyone has the freedom to move” and “to make ever-better cars.”
Toyota’s corporate mission statement has the following key elements that reflect
the enterprise and the purpose and goals of its business:
 Make ever-better cars
• Build an inclusive future
• Freedom to move for everyone
Toyota Motor Corporation uses various mission statements for its businesses in
different markets. However, with regard to the business of automobile
manufacturing and sales, the company’s corporate mission statement pertains to its
strategic actions in mobility technology. For example, Toyota aims to continuously
improve its automobiles. This objective aligns with the technological innovation
and integration trend affecting the automotive industry and transportation sector.
Such an objective influences Toyota’s intensive growth strategy and generic
strategy for competitive advantage, especially with regard to continuous
improvement for effective product development. The corporate mission also drives
the company to emphasize inclusiveness in its multinational business operations in
vehicle production and the maintenance of the business organization and its
resources. In relation, Toyota’s corporate mission statement includes the objective
of providing products that enable mobility for everyone. This objective entails the
development of automotive products for the global market, involving automobile
as well as related technologies. The internal and external strategic factors assessed
in the SWOT analysis of Toyota Motor Corporation determine how the business
positions itself to achieve these objectives based on the mission statement. The
company’s corporate vision statement supports the objectives contained in the
corporate mission.

VISION STATEMENT:-
Toyota vision statement is “To be the most successful and respected car
company in America.” The statement is a reflection of the status the company has
been working for ever since its foundation. It speaks of how the company looks to
exploit its resources and leadership position to leave nothing to chance in ensuring
it stands as one of the best car manufacturing company. The following elements
relate to this vision statement:
• Be The Most Successful
• Command Respect
• Market Domination
Toyota’s vision statement is detailed in describing what the business organization
wants to become in the long term. For example, the company states that it aims to
be a leader in the future of mobility. Other information contained in Toyota’s
corporate vision are its principles in doing business, the kind of organization the
company wants to be, and its contribution to the global community. This corporate
vision statement is future-oriented, clear, and challenging and inspiring for the
automotive company’s workers and business partners. With these characteristics
under consideration, Toyota’s corporate vision statement has high quality and is
holistic because it encompasses strategic goals for business leadership, product
quality, human resources, and corporate social responsibility, among other areas.
SWOT ANALYSIS:-
Toyota Motor Corporation addresses the internal and external strategic factors in
the business, as identified in this SWOT analysis. The SWOT framework pinpoints
the most significant opportunities, threats, and organizational weaknesses that
Toyota must address using its strengths. As a global leader in the automotive
industry, Toyota effectively addresses such factors. This SWOT analysis provides
insights about the possible influences on the company’s business. Toyota’s high
performance serves as an indicator of its ability to address the issues enumerated in
this SWOT analysis.
Toyota’s SWOT analysis shows that the company remains strong in the global
automobile market, although issues related to competition, organizational structure,
and corporate culture must be addressed.

Toyota’s Strengths (Internal Strategic Factors):-

Toyota’s strengths indicate that the firm is capable of keeping its position as one of
the top auto manufacturers in the world. This element of the SWOT analysis model
identifies the internal strategic factors that serve as capabilities of the firm.
Toyota’s main strengths are as follows:
• Strong brand image
• Global supply chain
• Rapid innovation capabilities
Toyota has one of the strongest brands in the global automotive industry. The
company’s global supply chain is also a strength that enables resilience and
market-based risk minimization. Furthermore, Toyota has an organizational culture
that facilitates rapid innovation, which is crucial for long-term competitive
advantage. This part of the SWOT analysis shows that Toyota’s strengths support
its position as one of the biggest automobile manufacturers in the world.
Toyota’s Weaknesses (Internal Strategic Factors):-
Toyota’s weaknesses point to possible inefficiencies in the organization. This
element of the SWOT analysis model determines the internal strategic factors that
serve as obstacles to business growth. Toyota’s main weaknesses are as follows:
 Hierarchical organizational structure
• Secrecy in organizational culture
• Effects of product recalls in recent years
Toyota’s global hierarchical organizational structure prevents maximum flexibility
of regional operations. Also, the company’s culture of secrecy is a weakness that
reduces response times in addressing emerging problems. In addition, Toyota
implemented massive product recalls starting in 2009. These recalls weaken the
firm because the recall processes consume business capacity that could be used for
product distribution instead. This part of the SWOT analysis shows that Toyota
could improve its performance through adjustments to reduce the weaknesses
based on its organizational structure and culture.

Opportunities for Toyota (External Strategic

Factors):-
Toyota’s opportunities are mainly based on technological and economic trends.
This element of the SWOT analysis model identifies the external strategic factors
that the firm could use to improve its business. Toyota’s most significant
opportunities are as follows:
 Flying Car Project
 Smart Cars
 Nanomaterials
 Cloud and AI Technology
 Big Data
 Growing markets in developing countries
• Rising demand for fuel-efficient automobiles
• Growing interest in advanced electronics in vehicles
• Weak Japanese Yen vs. U.S. Dollar
Developing markets present the opportunity for Toyota to increase revenues by
further penetrating these markets. Also, the current trends of increasing demand
and interest for higher fuel efficiency and advanced electronics present the
opportunity for Toyota to focus its innovation on these directions. In addition, the
weaker Japanese Yen versus the U.S. Dollar means higher competitiveness of
products and components exported from Japan to the U.S. This part of the SWOT
analysis shows that Toyota must emphasize market penetration and innovation to
exploit its opportunities follow.

Threats Facing Toyota (External Strategic Factors):-

The threats to Toyota’s business are based mainly on the competitive landscape.
This element of the SWOT analysis model determines the external strategic factors
that could reduce the firm’s performance. In Toyota’s case, the main threats are as
follows:
 Growing market presence of low-cost competitors
• Rapid innovation of competitors
Toyota faces the threat of competition with low-cost automobiles from Korean,
Chinese and Indian manufacturers, which have been increasing their presence in
foreign markets. Toyota also experiences the threat of rapid innovation of
competitors like GM, Honda, and Ford. This part of the SWOT analysis shows that
Toyota must ensure competitive advantage, such as through innovation.

COVID-19 Restrictions:-
Japan, the USA, and Europe account for 66% of Toyota’s sales. The pandemic has
severely impacted these regions. Measures to prevent the spread of the virus have
caused economic recession and unemployment. Until the governments administer
the vaccine on a large scale, COVID-19 would continue to threaten Toyota’s
growth.

Economic Crisis:-
In the second quarter, Toyota’s profits dropped by 74%. In a statement Toyota
issued, the company expects the weakness to continue impacting performance in
the foreseeable future.
RECOMMENDATIONS:-
Toyota’s SWOT analysis identifies key issues, such as the effects of competition
and the company’s weaknesses based on its organizational structure and culture.
To address the threats based on competition, Toyota needs to maximize its
competitive advantage based on its innovative capabilities. The company can also
further adjust its culture and structure to optimize its flexibility in decision-making
and problem solving.

CONCLUSION:-
90 years of dedicated pursuit of excellence has propelled Toyota to the forefront of
the auto industry. A leader in production, sales, and research, Toyota plays a vital
role in bridging the gap between the fossil-fuel era and the clean-energy era.
The company’s operation philosophy – The Toyota Way – is its biggest strength.
And the promise of a cleaner future is its biggest opportunity.
However, a traditional organization at its core, will Toyota’s rigid hierarchy enable
it to adapt to a new future? Also, how will Toyota handle the rapid rise of Tesla?
Time will tell whether Toyota overcomes these weaknesses and threats.

WORK ON THE BASE OF MANUAL MIS

OR COMPUTERIZED MIS:-
Toyota has established new areas for development through innovations made in
their management information systems assigned for shipment. The company is
functioning all over the world with clients and global leaders to enhance the
process of shipment. To attain this, Toyota looked to analyze present shipment
systems utilizing their clients as well as data from other organizations. Pursuing
these enhancements to shipment systems was a tremendous development area for
Toyota, since they were able to improve their client base and the needs of present
clients. The usage of management information systems and networking were
critical to aiding the company to attain success in enhancing its shipment systems
Not only do the MIS systems of Toyota enable the gathering of huge amounts of
business information, but they also offer a significant time saving advantage to the
employees. Where in the past business data of Toyota had to be manually analyzed
for documentation and analysis it can now be keyed in immediately and
comfortably onto a computer by a data processor, enabling quicker decision
making and more immediate reflexes for the company in its entirety.
To attain effective MIS, Toyota’s planning procedure involves taking into account
the MIS needs at the strategic levels. For instance, at the strategic stage MIS
systems and reports of Toyota helps the yearly operating scheme and budgetary
procedures of the company. They are also utilized in support of the future strategic
MIS and business preparation activities. Without the establishment of an efficient
MIS, it will be difficult for Toyota to evaluate and check the effectiveness of new
activities and the development of current programs. Two basic instances of this
would be the handling of mergers and partnerships or the consistent progress and
the integration of new products and services.

WHICH TYPE OF COMPUTERIZED MIS

DOES COMPANY FOLLOW:-
A management information system (MIS) pertains to a subcategory of the total
inner controls of an organization encompassing the application of individuals,
information, technologies, and processes by accountants to resolve business issues
like putting a value on a commodity, service or a business plan. Management
information systems are different from ordinary information systems in that they
are utilized to study other information systems used in functional tasks in the
company. Academically, MIS is normally utilized to pertain to the cluster of
information management processes connected to the automation or assistance of
individual decision making (Clarke, 2007).

At the beginning, in companies and other firms, internal documentation was done
manually and only quarterly, as an output of the accounting system and with some
extra figures, and provided limited and disrupted the data on management
performance. In the past, information had to be isolated individually by the people
as per the need and policy of the company. Eventually, data and information was
differentiated and rather than the gathering of mass of information, significant and
accurate information that was needed by the company was the only one saved
(Laudon, 2007).

In their early years of existence, company computers were utilized for the logical
business of calculating the payroll and monitoring the accounts payable and
receivable. As programs were created that offered leaders with data regarding
sales, stocks, and other information that would aid in controlling the company, the
word “MIS” emerged to pertain to these types of companies (Cleland, 2006). At
present, MIS is utilized widely in various subjects and involves: decision support
systems, workforce control programs, project management and database storage
programs.

The establishment and maintenance of information technology tools helps leaders

and the employees in undertaking any activities connected to the analysis of data.
MIS and business systems are particularly helpful in the gathering of business
information and the generation of reports to be utilized as tools for making choices.

WHICH MIS SOFTWARE DOES

COMPANY FOLLOW:-
In 2003, Toyota started to implement SAP software system which also provides
financial information to the finance department of the company and its concerned
personnel.
The people of the finance department of Toyota analyzes previous and current
financial figures, anticipates future financial outputs.
Marketing the SAP helps the marketing operations of the organization with regard
to product development, pricing activities, marketing and sales forecasts.
ECOMMERCE MODEL:-
The purpose of this comparison and analyses is to examine e-commerce techniques
used by Toyota Motor Corporation. TMC has become the world’s largest
automotive manufacturer in regards to sales and production (Schmitt, 2011). With
innovative developments such as QR technology and use of e-commerce practices
within their corporation, Toyota has become a leader with automotive practices.
The practice of e-commerce in the automotive industry has lead to increased
savings, profits, and productivity. Its greatest impact within the automotive
industry has been in the manufacturing process. E-commerce enables companies to
alter their ways in sectors such as Supply Chain Management (SCM) and B2B
transactions.
E-commerce techniques such as online auctions and paperless transactions, has
lead to reduced costs and increased efficiency. The technology has demonstrated to
be effective with manufacturing processes and building relationships with buyers
& suppliers. Aside from B2B interactions, TMC conducts B2C activities. Goals
and objectives for TMC are strived towards with the use of business plans, cases,
revenue models and value propositions.

Identifying strategic partnerships with suppliers will further increase cost savings,
create higher quality products and ensure technological advancements. Focusing
on e-commerce tools such as cloud computing can be used for information
exchange on a global scale. Social networking should also be invested into for
global communication. With strong relationships, collaborative goals and shared
vision will achieve greater profits for all participants. To ensure TMC remains the
world’s largest automobile manufacturer, an investment into its forward thinking
culture must be maintained.

By using the Business-to-Business model, automotive vehicle manufacturers have

achieved efficiency in their daily operations. A typical B2B transaction within the
automotive industry can be illustrated by an automakers need for direct material
purchases from suppliers, while also having the ability to conduct sales. After the
B2B related technology has been widely implemented in the industry, automotive
companies are able to save costs by eliminating paper-based systems, and reducing
the usage of mailroom staff. Also B2B concepts have assisted companies reduce
the potential errors made by the employees in order to improve the company’s data
accuracy. Without an Electronic Data Interchange (EDI) system in place, the
company would face a potential loss. EDI’s can define and transfer standard data
without human intervention. Finally, implementing a B2B model can improve the
relationship between automobile manufacturers and suppliers in order to reduce
procurement costs and improve efficiency. For example, Ford cooperated with its
competitors creating an auto-exchange website (Covisint) to assist dealers meet
suppliers online.

In the automotive industry, e-commerce platforms are commonly used for

automakers to buy material online from suppliers. For instance, Ford uses the
system to divide the supplier for different levels based the components of a car.
When the firm needs to buy systems or seats, the firm would inform first layer
suppliers through its e-procurement platform. With that methodology, Ford can
improve its relationship with suppliers, save transaction costs and reduce its
inventory levels.
WHICH TYPE OF E-COMMERCE IS THE
COMPANY FOLLOWING:-
Toyota Motor Corporation has exemplified in the field of e-commerce. The
corporation has implemented e-commerce concepts targeted towards maintaining
strong relationships with their consumers, suppliers, and buyers. TMC has included
B2B as well as B2C uses in their e-commerce activities.Toyota’s involvement in
business-to-business e-commerce includes transactions for direct materials.
Common direct materials purchased and supplied by Toyota include automotive
parts for the production of vehicles. Toyota’s e-commerce trades are based on
vertical marketplaces as they are dealt with only the automotive industry. When
performing business transaction Toyota heavily relies on business-to- consumer
(B2C) type of e-commerce. B2C is activities of businesses serving end consumers
with products and/or services. With the B2C, Toyota not only targets consumers
but also industry players who distribute and sell repair parts. Toyota Motor Corp.
intention is to remain independent in its B2C e-commerce efforts, rather than
affiliate itself with a major portal.

REVENUE MODEL OF TOYOTA:-

In the business model of Toyota, the company generates 90% of its revenue with
automobiles sales exclusively. The automotive business has four strategic sub
segments through which cash flows in the industry and Toyota capitalizes on all of
them:

 Toyota Passenger Cars

 Toyota Commercial Vehicles
 Lexus
 Daihatsu & Welcab series of automobiles.

Toyota automobile has been created not only to achieve synergies between similar
vehicles but also to enable greater specialization in pursuing worldwide market
growth for each product category.

A fair percentage of revenue is obtained by Toyota in ways such as :

 Patent & exclusive rights sharing of assembly parts and software of Toyota
motors.
  Direct financing services to provide insurance, loans, leases, credit
facilities.
 Repairs & maintenance along with spare parts for the aftermarket sales.

Undoubtedly, Toyota is the #1 leading brand in the automobile industry according

to multiple news articles papers, surveys, and the internet.

INCOME STATEMENT:-
BALANCE SHEET:-
RATIO ANALYSIS:-
VALUE CHAIN ANALYSIS:- (SUPPLY
CHAIN)
The value chain is a systematic approach to examining the development of
competitive advantage. It was created by M. E. Porter in his book, Competitive
Advantage (1980).The chain consists of a series of activities that create and build
value. They culminate in the total value delivered by an organization. The 'margin'
depicted in the diagram is the same as added value. The organization is split into
'primary activities' and 'support activities.'
Primary Activities
Inbound Logistics:-
Here goods are received from a company's suppliers. They are stored until they are
needed on the production/assembly line. Goods are moved around the
organization. Toyota motors purchase their raw material from all around the
world. In order to maximize their availability of raw material Toyota motors
maintain good relationship with their suppliers. Toyota use JIT (Just In Time)
approach for handling of raw material.

Operations:-
This is where goods are manufactured or assembled. Individual operations could
include organizing the parts to make new cars & the final tune for a new car's
engine. Toyota motors are known for their reliability which comes from efficient
operations.

Outbound Logistics:-
The goods are now finished, and they need to be sent along the supply
chain to wholesalers, retailers or the final consumer. Toyota motors manage their
own Show rooms in different countries. Toyota motors make their product easily
assessable.
Marketing and Sales:-
In true customer orientated fashion, at this stage the Toyota motors prepares the
offering to meet the needs of targeted customers. This area focuses strongly upon
marketing communications and the promotions mix.

Service:-
This includes all areas of service such as final checking, after-sales service,
complaints handling, training and so on. Toyota value their customers.

Support Activities
Procurement:-
This function is responsible for all purchasing of goods, services and materials.
The aim is to secure the lowest possible price for purchases of the highest possible
quality. Toyota motors will be responsible for outsourcing (components or
operations that would normally be done in-house are done by other
organizations), and e-Purchasing (using IT and web-based technologies to achieve
procurement aims).

Technology Development:-
Technology is an important source of competitive advantage. Companies need to
innovate to reduce costs and to protect and sustain competitive advantage. Toyota
motors implemented production technology, Internet marketing activities, lean
manufacturing, Customer Relationship Management (CRM), and many other
technological developments.

Human Resource Management (HRM):-

Employees are an expensive and vital resource. Toyota motors manage recruitment
and selection, training and development, and rewards and remuneration.
Toyota motors consider their employees as HUMAN CAPITAL.
The mission and objectives of the Toyota motor is the driving force behind the
HRM strategy.
Toyota motors uses following techniques to retain their employees:
• Recruitment
• Selection
• Training and development
• Compensation
• Maintenance

Firm Infrastructure:-
This activity includes and is driven by corporate or strategic planning. Toyota
motors implemented Management Information System (MIS), and other
mechanisms for planning and control in different departments.

SUGESSIONS & RECOMMENDATIONS:-

1. Toyota motors should use Value Coalitions for better use of their under utilized
resources. Toyota develops synergies among their recourses.

2. Toyota should use design to maximize the performance of their operations.

Using the value chain approach, processes that provide direct value to the customer
are modeled first. Derivative processes that support the value chain processes are
modeled to support the value chain.

CUSTOMER RELATIONSHIP
MANAGEMENT (CRM) MODEL:-

 CUSTOMER…THE FIRST PRIORITY:-

A large part of the answer is Toyota's obsession with its customers.
Toyota's internal sales and marketing bible, The Toyota Way in Sales
 and Marketing, makes it patently clear to all staff that totally
satisfied customers is the source of its success. Everything Toyota
does is done with this in mind.
A good measure of Toyota's success is a strategy that manages to
straddle both manufacturing and non-manufacturing environments. It's
one called Lean CRM, which was developed by Toyota in Europe, in
response to the growing volume of customer information collected at
the many touch-points during the customer lifecycle. It allows
Toyota to sense changes in individual customers' behavior and to respond
in a way that increases customer satisfaction. It has enabled Toyota to
sell significantly more vehicles, with a shorter trade cycle and
higher repurchase rate, at significantly lower costs.

 CUSTOMER PULL:-
A typical European customer will own a new vehicle for three to eight
years before replacing it. Toyota's process guides how different
touch-points over the customer lifecycle are delivered and how the
employees should respond to customer-initiated touch-points and
deliver Toyota-initiated ones.
This process starts when the customer is just thinking about buying a
new vehicle, with Toyota's marketing. The marketing guides
prospective buyers to the Toyota web site, where they can learn more and
request further information. Requesting information is an example of
"customer pull," where Toyota responds directly to the customer. It is the
first point at which the customer becomes known to Toyota, and it triggers
a check to see if Toyota already knows the customer. What the company
already knows about the customer guides how future touch-points to
that customer are delivered.

 TOYOTA PUSH:-
As Toyota guides the customer through the purchase process, the auto
company uses what it knows about the customer to provide just the
right information that Toyota leadership thinks will help him or her
make the right choice. This is an example of "smart Toyota push." In
 addition to more vehicle information, Toyota might send out a
customized offer, maybe even a pre-approved credit offer if the
customer's credit record with Toyota is good.
Statistical models are widely used to help identify which customers
should have which information pushed to them. Where models are
not available or not appropriate, simple data analyses or Toyota best
practices are used, instead. As the customer buys his or her new Toyota and
enters the ownership lifecycle, Toyota uses every opportunity to sense
customer pull and to respond to it—and to push exactly what it thinks the
customer wants, exactly where it's wanted, exactly when it's wanted. It is this
combination of pull and push that guides each customer step by step
during the customer lifecycle and toward the customer's next purchase.
It is the backbone of the lifetime conversation between the customer
and Toyota

 CUSTOMER DNA:-
The heart of Toyota's Lean CRM is "Customer DNA." Just as
real DNA influences how each individual develops, looks and responds to his or
her environment, Customer DNA controls how each touch-point between
the customer and Toyota during the customer lifecycle is
carried out. It defines each touch-point—most likely a contact or a
campaign—that a customer is likely to have with Toyota, whether initiated
by the customer or by Toyota. The touch-point trigger, the touch-
point delivery process, previous or subsequent touch-points, the
roles and responsibilities involved and the business rules that
control how the touch-point is executed are all contained within the touch-point
Toyota implements the touch-points through the Unica Affinium
campaign management system (CMS). Using an industrial-strength CMS
like Affinium is the only way to manage the variability of customers, the
different touch-points and their implementation.
A regular process automatically reviews what is known about each
customer and decides whether a touch-point should be triggered. If
more than one touch-point is appropriate at the same time, it also
decides which one has priority and what happens to the other. For
example, an update of customers who have had recent service from a
dealer will trigger the review process. For those who were due to be
sent an inspection reminder but had the inspection recently, the
 reminder will be cancelled. And the mileage at the last inspection
will be used to calculate when the next reminder should be sent out.
Similarly, if the customer requests information about a new model, the
request will automatically trigger a review process to identify the
best touch-point and which touch-points should be triggered as a
follow-up.

 CONCLUSION:-
As Toyota introduces brand new touch-points, such as a new Customer Driver
Club, all Toyota has to do to update the Customer DNA is to define the touch-
points associated with the Club, how they interact with existing touch-points
and the membership rules for the club and then enter that data into Affinium.
The next time a review is triggered, the new touch-points will be there
along with the pre-existing touch-points.

 SO MUCH FOR THE THEORY, BUT DOES IT

ACTUALLY WORK??
More sales, more often, at lower cost
The Lean CRM approach outlined here has been developed in close
cooperation with one of Toyota's European sales companies and its
dealers. It has been piloted in touch-points during the customer
lifecycle. It has enabled Toyota to sell significantly more vehicles,
with a shorter trade cycle and higher repurchase rate, at
significantly lower cost. A comparison of a recent before and after
marketing campaign showed a 70 percent reduction of non-target
customers being mailed, an 80 percent reduction in campaign costs, a
50 percent reduction in campaign development time and a 60 percent
increase in campaign ROI. Over the next few years, Toyota's Lean CRM
will contribute between $5 million and $10 million (in U.S. dollars)
of additional contribution each year to the sales company.
Despite the reservations that some have about applying lean Principles
developed in manufacturing to sales and marketing, Toyota has shown
clearly that Lean CRM does deliver significant benefits for customers
and for itself. For Toyota, it is an inextricable part of its
long-term drive toward total customer satisfaction.
GRAPHICAL REPRESENTATION:-

 Sales Revenue
 Operating Income
 Net Income attributable to Toyota Motor
Corporation and ROE (Return On Equity)
 Capital Investement (Excluding vehicles in
operating lease or right of use assets) and R & D
(Research & Development Expenses
 Vehicle Production
 Vehicle Production by Region
 Vehicle Sales
 Vehicle Sales by Region
COMPETITORS LIST:-
1) Mercedes Benz:-

A great Toyota competitor, Mercedes Benz is a multinational automobile

company.This brand is a part of German Big 3 luxury automakers. Mercedes
Benz is considered as one of the top Toyota competitors.
2) BMW:-

Also regarded as a top Toyota competitor, Bayerische Motoren Werke (BMW)

is an international headquartered in Munich, Germany.As BMW is a popular
brand in the automobile sector, it is considered one of the top Toyota
competitors.

3) Ford:-

Ford is an international company in the automobile sector, headquartered in

Michigan, United States. It manufactures and sells vehicles for automobiles
and commercial purpose.
4) Honda:-

A popular brand in the automobile sector, Honda manufactures motorcycles,

aircraft, and power equipment and is headquartered in Japan.

5) Nissan:-

Also a top Toyota competitor, Nissan is an international motor company

headquartered in Yokohama, Japan. Nissan, Datsun, and Infiniti are the
popular brands that are sold by the company. It is also the largest
manufacturer in electric vehicle worldwide.
6) Audi:-

Also regarded as a top Toyota competitor, Audi is a German multinational

company which is into the design, production, marketing, and distribution of
luxury vehicles.Their great designs coupled with technology makes Audi a
top Toyota competitor.

7) Tesla:-

Tesla is an international company established in the year 2003. They

produce electric vehicles, storage products, and scalable clean energy
generation.Due to their strong brand and customer satisfaction, Tesla is
considered as top Toyota competitors.
8) Maruti Suzuki:-

Maruti Suzuki is a popular brand in the automobile sector which is headquartered

in New Delhi, India. Due to their brand value and being in the automobile industry
for quite some time, Maruti Suzuki is considered as top Toyota competitors.

9) Volkswagen:-

A German automobile manufacturer, Volkswagen is an automotive manufacturing

company world famous, headquartered in Germany. Due to their global presence
and great brand value, Volkswagen is considered as top Toyota competitors.
10) Porsche:-

Porsche is a German company in the automotive sector established in the year

1931. It is popular for SUVs, Boxter roadster, and Luxury Sedans.Due to their
strong brand value and great demand in the sports car, Porsche is considered as top
Toyota competitors.

11) Hyundai:-

It is headquartered in South Korea. They produce great products and services in the
automobile sectorDue to their great experience in the automobile sector, Hyundai
is considered as top Toyota competitors.