Part 1: •Using appropriate sources, identify their existing marketing strategy and value creation process •Research, analyse and evaluate the key strengths and weaknesses of their existing marketing strategy Introduction
As a provider for sustainable commercial transport solutions, Toyota Malaysia’s product and services play an important part in all its users. Toyota group in general believe and call themselves to be the “drivers of economic growth” all around the world and most certainly in Malaysia. They are driven by conviction that it is possible to scamper a financially sound business at the same time creating eager value for their stakeholders, the consumers. In Malaysia, Toyota has a much segmented strategy of projecting themselves.
All around the world, their tagline is the same that is to provide for “sustainable transport solutions”. By incorporating sustainability into their mission statement, they aim to provide for a high productivity, energy-efficient vehicles which are safe and secure for people’s consumption. While they have certainly maintained to provide for sustainable vehicles which are safe and secure, they have yet to penetrate the Malaysian commercial market in getting Malaysians to think that Toyota is “The Provider” for energy efficient, brand conscious, luxury consumption users. Therein lays the biggest flaw in the marketing of Toyota vehicles in Malaysia.
This paper aims to analyse the actual penetration methods undertaken by Toyota Group Malaysia in understanding Toyota’s vision statement and at the same time, promoting the sensibility of their product, the sustainable transport vehicles. This area can be broken down into a few parts; 1.Is Toyota Malaysia able to provide safe and secure transportation vehicles i.e: truck, Lorries etc to business owners?
2.Are they also able to provide energy sufficient and value for money commercial vehicles for commercial road users’ i.e: sedans, multipurpose vehicles, Sports Utility Vehicles? 3.Are they able to compete with the existing brands in Malaysia such as Proton, Perodua and Kia?
4.Have they established a relationship with local transportation providers (motor services, auto part manufacturers, car dealers etc) to enhance their business and at the same time provide readily available, easy access products and supplementary parts?
A 5.Are they ready to compete with the “luxury” car markets such as BMW, Peugeot, and Volkswagen etc? Part 2: •Using appropriate theories (and real-life/academic case studies) suggest an alternative strategic approach for increasing their market share, profitability, value creation, and sustainability