MAR046-6 Digital Marketing and Communication Assignment Sample
Module code and Title: MAR046-6 Digital Marketing and Communication Assignment Sample
Introduction
Many people are under the impression that Toyota entered the Chinese market at a later stage than its rivals did. This is a common misconception. It is conceivable that this lag might be explained by the fact that its very existence compels it to consider events that will occur in the far future and to adequately prepare for them, but there are also other viable explanations. Ieyasu Tokugawa’s adversary, Hideyoshi Toyotomi, joined forces with Tokugawa at a time when the latter’s influence was beginning to wane.
This resulted in the formation of a unified army. It is now being questioned as to whether or not it was a prudent decision for Toyota to join up with the financially fragile General Motors. It would seem that this is the most effective line of action for Toyota to adopt(Elahi2020).
Segmentation, Targeting and Positioning (STP)
Sixth, an individual’s capacity to preserve tranquilly and prosperity inside their own house – The preservation of a person’s family is a key concern for both the Toyota company and the Mikawa warriors. The executives who run Toyota put a great priority on taking precautions to protect their staff members and the members of their families. They take great pride in the reliability of their labour as well as the favourable working circumstances they create for their staff.
One way to think about the tenets of Toyoda is as a kind of moral compass for the employees of Toyota as a whole. A piece of advice along these lines may go something like this: “We need to display brotherhood, compassion, and the ability to develop strong bonds within the family.” It has been shown that these ways of thinking are effective, and they constitute a key component of the foundation upon which Toyota staff and the Toyota group of companies are formed.
Segmentation,
A laboratory that originally belonged to the author Hibino was situated in Toyota City at one point in time.
The Toyota personnel have a variety of alternatives open to them in this location, which will allow them to unwind and become closer to one another as a group. Kiichiro’s philosophy that “labour is our most important asset and is not a cost” was upheld by Toyota even after the company had gained a significant amount of knowledge from its American joint venture. This was done despite the fact that Toyota had gained a significant amount of knowledge from its American joint venture. The rating that Moody’s has assigned to Toyota has been lowered, in part, since the corporation encourages employees to remain with the company for their whole working lives.
Targeting
They considered this to be an example of unacceptable behaviour in a professional environment. When confronted with such an attitude, Toyota provided a rebuttal that was unequivocally negative. When other companies, such as Moody’s, criticise Toyota’s way of thinking, the company takes offence because it considers this approach to be one of the factors that contributes to its competitive edge.
Toyota views its workforce as its most valuable resource, and the company takes offence when other organisations, such as Moody’s, criticise this way of thinking. Toyota finds objectionable cultures in which labour is seen as an expense that should be reduced as much as possible. Even if it will be difficult to alter Moody’s opinion, the American way of thinking about this issue is fundamentally flawed, and it has to be corrected(Spivakovskyy,2018).
Positioning
However, it appears that the only people who can truly appreciate them are those who are closely affiliated with Toyota or one of its subsidiaries. The six ways of thinking that we have discussed in this article are important ways of thinking; however, the only people who have discussed them here are important ways of thinking. When Eiji Toyoda was still the president of the firm, he would regularly boast that “Toyota is thought to be Kintaro-ame.”
This was common practise for him (a stick candy bar whose pattern depicts the face of Kintaro, a cheerful boy hero, which is revealed when the candy bar is sliced). He meant to convey the idea that all employees for Toyota, regardless of whether they are employed by Denso, Aisin Seiki, or any other firm, had the same mindset(Pierzgalski,2019).
To put it another way, each and every member of the Toyota family, as well as each and every member of the Toyota supply chain, still has the same attitude that they had back in the time of the Tokugawa shogunate. To be quite clear on this issue, Toyota and the Toyota network are in no way similar to Kintaro sweets. This cannot be stressed enough. In the manufacturing industry and the firms that are closely tied to it, there is no such thing as a standard-issue facility.
When evaluated in the context of the method in which this network of organisations addresses challenges, the relevance of Eiji’s statements becomes abundantly clear. At first glance, the statements made by Eiji do not appear to have much meaning; however, when evaluated in this context, they become significantly more meaningful.
This investigation into Toyota illustrates how the distinct mental makeup of the firm was passed down from one generation to the next. The author of this book, Noguchi, is one of many people in the Toyota network who inherited the same thinking gene and used it to develop the habits that have opened doors all over the world. He is also one of the persons who is responsible for writing this book. The writing of this book was a collaborative effort, and he is only one of the many persons who made a contribution(Andarini2021).
Digital Marketing Plan
Many businesses, such as Toyota Motor, Toyota Industries, Denso, Toyota Auto Body, and Aisin Seiki, continue to think in line with the ancient Sakichi’s manner of thinking, which was founded by the five Toyoda principles. This way of thinking is being used today. The writers argue that the original Toyoda values were adjusted as Toyota expanded into new markets; yet, the authors believe that the core thinking processes and ethos of the firm have stayed the same.
If Toyota were to implement these alterations, it would be the beginning of the end for the company. It is impossible for any company, even this one, to be in better health than it believes it is, and that includes the current situation. It will be essential for Toyota’s sustained success in the future if the business can keep its operations running smoothly, find ways to enhance those processes, and do all of this while maintaining the Toyota way of thinking(Purwati,2019).
Kiichiro Toyoda was born in a traditional Yamaguchi Village in Yoshida Country, Mikawa, much as his father had been born there before him. Additionally, this is the location where his father was born. In addition to this, he exemplifies what it means to be a Mikawa in every meaning of the term. When he began his career in the vehicle company in the early 20th century, which was widely believed to be a risky decision, his father had a huge effect on him. At the time, the automobile business was generally considered to be unstable.
Implementation
The rise to power of Sakichi coincides with that of Ieyasu Tokugawa, who, at the time, had only just lately started a small degree of competitive competition in Mikawa. His ultimate objective was to enhance his physical capabilities to the point that he would be able to triumph over his bigger competitors of the time and complete the conquest of Japan. In 1949, Kiichiro was on the verge of going bankrupt as a result of the financial load generated by the Dodge product line and the more rigorous rules in Japan as a result of the occupation that followed World War II.
These factors combined to make Japan a more difficult place to do business. Both of these aspects were contributors to the predicament that we found ourselves in. Since the beginning of the firm, Toyota has placed its confidence in the need of making a constructive contribution to society via the ongoing development of its manufacturing techniques and has put that conviction into action.
However, in order for him to get the necessary financing, the bank consortiums demanded that he reorganise the individuals who were already working for the company, which meant that some of the employees had to be terminated from their positions.
Risk
As a result of this, he decided to quit his job at Toyota since he was unhappy there. To achieve this objective, Toyota developed its own unique management system, which is founded on a plethora of core ideas and principles. Methods of management that are forward-thinking and state-of-the-art tools for getting work done are two examples of this kind of practise.
Because of these recent improvements, Toyota is now in a position where it is more competitive than it has ever been before. Only a few of these ideas and underlying principles were brought up in conversation, while others were completely ignored. Things that were obvious to us and that we believed everyone else ought to be doing aren’t always widely recognised, despite the fact that we believed everyone else ought to be doing the things in question.
It is crucial that these implicitly shared ideas, attitudes, and procedures be preserved, passed down, and developed since they are fundamental to the growth of Toyota’s activities across the world. In instance, as our company grows, so too increases the breadth of the business sectors in which we are participating.
Those sectors include: It is crucial that our management principles and values be communicated with one another in order to guarantee that we are able to preserve our identity as a global Toyota organisation. This is because we deal with individuals who come from a range of backgrounds and have a diversity of points of view.
Management
The management ideas and ideals that have always been at Toyota but have been “implicit knowledge” until now have been compiled into a single document named “The Toyota Way 2001” for the benefit of all employees. This document was given the title “The Toyota Way 2001” because it was created in the year 2001. Since it was drafted in the year 2001, the paper was given the name “The Toyota Way 2001” to reflect the year’s significance.
The major goal of this project is to foster a culture of cooperation among all of Toyota’s employees, and that goal serves as the initiative’s driving force. If every job role is clearly defined, then The Toyota Way will be able to grow, and I am certain that “The Toyota Way 2001” should be followed by additional innovative ideas from management.
The Toyota Way should evolve, but at the same time, it must continue to play the position that it has always played in the company: that of the foundation. From this point forward, I want everyone to ask themselves, “Is it a Toyota way? ” whenever they come across a potential opportunity that is in accordance with the way that they are currently thinking about things. I want them to do this whenever they come across something that is in line with the way that they are currently thinking about things.
when you take this line of reasoning and apply it to the contexts in which you function on an individual basis. Is there any way in which you might possibly make The Toyota Way relevant to the situation that you find yourself in right now? What specific steps should be taken in order to incorporate this idea into the work that you do? What kind of an effect do you think it will have on people’s actions over the course of a lengthy period of time? It is very necessary for everyone in this room to participate actively in the conversation that is now going place.
If more people had this viewpoint, then “The Toyota Way” would become more well-known and widely circulated, which would give it the chance to develop and advance on its own over the course of time.
Results
The reality show that was just stated emphasises how significant it is that the corporate offices of Toyota are located in the same city that gives the company its name. The importance of the way of thinking that Toyota employs is made abundantly evident at this point in the discussion. If you were to follow the rules of logic, you would think that the headquarters of a big worldwide organisation like Toyota Motor Company would be located in Tokyo. This is because Tokyo is one of the world’s most populous cities.
A lot of companies have decided to relocate their headquarters to Tokyo in order to conform to this widely adopted practise in the corporate world. The majority of people are under the impression that Toyota’s primary activities have been moved away from its headquarters in Toyota City; however, this is not the case.
At one point in time, there was a widespread misconception that Toyota upheld a doctrine that was conceptually comparable to the Monroe Doctrine. The notion that it is capable of operating on its own as a “country kingdom” is one that its critics make a point of laughing at on a frequent basis.
The hands-on approach that Toyota takes to its business, on the other hand, suggests that the headquarters of the firm should be placed in the same area as the company’s production facilities. This recommendation was made because of the fact that Toyota handles its business in this way. The most intellectual individuals working in manufacturing organisations need to develop their ideas in the same contexts as the workers who will put those tactics into action so that they may learn from their peers.
They will be able to think more realistically as a result of the fact that they will be physically present at the site where the activity will be taking place. This is because they will be physically present at the area where the activity will be taking place. Because Toyota Motors takes a hands-on approach to running its business, the company’s headquarters should be situated in Toyota City rather than in Tokyo. They find it incomprehensible that so many CEOs have decided to set up shop in Tokyo as a potential site for their companies.
From the perspective of the thought patterns that have developed around the hands-on principle, the government should make all significant decisions in Tokyo; nevertheless, the actual activities, such as global marketing, should be located in a region that is near to a big international airport. In point of fact, this is the meaning that can be drawn from the circumstance given its inherent logic and inevitability. The present headquarters for Toyota Motor’s worldwide business strategy is situated in the Nagoya Station area, which can be accessed from Chubu International Airport in around 35 minutes.
Gathering data and information in proximity to the place where operations are carried out is one of Toyota’s distinctive methodologies. Rather than attempting to copy the ways employed by other companies, Toyota depends on its own distinct methodology, which involves doing so. People have criticised Toyota for being a job creator and for not moving its headquarters to Tokyo. However, Toyota has always denied these allegations. Toyota, on the other hand, has consistently refuted these charges.
Analysis
The manufacturing sector was where Toyota’s concentration on the three-gen notion (genchi, gembutsu, and gemba) first began, but it has since been aggressively extended to include the company’s approach to marketing around the world. When Toyota originally created its objective marketing strategy, one of its first concerns was to adhere to the notion of precise data collecting. This remains one of Toyota’s most important priorities to this day.
Following that, the order of importance for the information collection was determined. “Enter the actual location, engage with the genuine object, and differentiate between the essence and the actual item” was the next step after that. (Move into the real location and get involved with the real activity.) Toyota, in the spirit of “using your feet to walk through a market,” conducted research into business norms, identified individual preferences, and took into account human sensitivities in order to determine the types of automobiles that would be the most well-received and satisfying to local consumers.
This research was done in order for Toyota to determine the types of automobiles that would be most well-received and satisfying to local consumers. The employees got a taste of the carefree seaside lifestyle in places like Nice, France, and Southern California, both of which are famous for the high number of individuals who engage in water sports. They made an effort to engage in conversation with the indigenous people in order to have a deeper comprehension of what was wanted on a personal level by each individual native.
The design office at Toyota was provided with this information so that they would have the capacity to incorporate the preferences of customers into future generations of their vehicles. “Walking the market with your feet” was an essential component of the Toyota method, which relied heavily on the information gained from encounters with customers.
Both this data and the knowledge that was gained from surveys of prospective buyers and current customers were utilised by Toyota in order to fine-tune and put into action their marketing strategy for the appropriate car. This was done in order to ensure that the strategy was successful. As a direct consequence of this, Toyota’s worldwide advertising strategy was developed by collecting data from a wide range of diverse markets.
Conclusion
As a consultant for Samsung, which has its headquarters in South Korea, he offered assistance to a young Korean company in the process of developing an original strategy for their advertising. Employees from Samsung have been dispatched to the appropriate countries in order to establish local relationships in a manner that is analogous to the strategy that is utilised by the company in the United States. They were able to fully submerge themselves in the customs and traditions of the region so that they could acquire the most accurate information possible about it.
References
Andarini, K. and Saksono, P.B., Proposed Marketing Strategy to Increase Brand Awareness of TMO.
Elahi, M.R., 2020. Marketing Strategy of.
More, M.A.S., A STUDY OF AUTOMOBILE SALES PROMOTION STRATEGIES: A CASE STUDY OF TOYOTA AND HONDA (Doctoral dissertation, Savitribai Phule Pune University).
Pathak, P., Yadav, V., Pillai, S., Das, S. and Kansal, G., 2023. Unveiling the Success Behind Tesla’s Digital Marketing Strategy. In Emerging Technologies in Data Mining and Information Security (pp. 251-260). Springer, Singapore.
Pierzgalski, M., 15. TYPES OF MARKETING STRATEGIES IN THE AUTOMOTIVE INDUSTRY. POSZERZAMY HORYZONTY TOM XXXIII, p.154.
Purwati, A.A., Kristanto, K. and Suhermin, S., 2019. THE EFFECT OF BRAND IMAGE, PRODUCT DIFFERENTIATION, AND RELATIONSHIP MARKETING STRATEGY ON PURCHASING DECISION OF TOYOTA BRAND CARS IN PEKANBARU (CASE STUDY ON TOYOTA AGUNG HARAPAN RAYA). Procuratio: Jurnal Ilmiah Manajemen, 7(3), pp.286-296.
Spivakovskyy, S., Spivakovska, T., Kanishchenko, O. and Elalfy, S., 2018. Marketing strategies of companies in internationalization process. J. Advanced Res. L. & Econ., 9, p.2155.
Ukirde, M.R.V., Study of Marketing strategy of Padmavati Auto Sales At Sangamner (Doctoral dissertation, Savitribai Phule Pune University).
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