The paper "Marketing Plan for the 2010 Toyota Auris HSD Hybrid" is a perfect example of a case study on marketing. The second half of 2010 will see the introduction of the Toyota Auris HSD, the second of Toyota’ s extensive vehicle line-up to feature hybrid technology, following up on the success of the petrol-electric Prius. The Auris was originally introduced in 2007 as a replacement for the Corolla model and is presently available in 3-door or 5-door hatchback configurations. Vehicle assembly is done in Toyota’ s factory in Burnaston, Derbyshire, with engines coming from the manufacturing facility in Deeside, North Wales.
(Toyota Manufacturing UK, 2009) The Auris will be the first Toyota model to feature the Hybrid Synergy Drive system, which the company will gradually introduce into its complete passenger-vehicle line-up in the coming years. (Pollard, 2009) Thus, the success of this new model is critical to Toyota’ s future, particularly in the UK market, but around the world as well. This report will present a marketing plan for the new Toyota Auris HSD in the UK. An explanation of how the Auris fits into Toyota’ s overall corporate objectives will be followed by a detailed analysis of the hybrid passenger vehicle market in the UK.
To determine if the chosen marketing program is effectively meeting Toyota’ s objectives and maximizing the opportunities presented by the UK market, a system for assessing the program’ s results will be included. Corporate Objectives There are three key factors that guide Toyota’ s overall strategy and corporate objectives. First are the Japanese concepts of monozukuri and genchi genbutsu, which have been integral to Toyota’ s corporate philosophy since its founding. Monozukuri best translates into English as “ craftsmanship” , and is expressed in Toyota’ s innovative, product-oriented marketing model.
Genchi genbutsu means “ at the place of engagement” or “ on the front lines” . (Toyota Annual Report, 2009) In terms of marketing objectives, this means closely engaging with customers to assess their needs and desires, in other words, “ putting themselves in the customers’ shoes” . This then becomes a modifier to the product orientation, so that innovation is directed to meet the demands of the customers. The second key factor in Toyota’ s “ Global Vision 2010” , an all-encompassing long-range strategic plan launched in 2002 and aimed at making Toyota the world’ s number one automaker.
A considerable portion of the plan was devoted to environmentally-friendly initiatives, both in manufacturing and operations processes and in the vehicles Toyota produces. (Krishnan & Chaudhuri, 2006) The successful Prius model was the first step in introducing a new generation of ‘ green’ vehicles, and the forthcoming Auris HSD will greatly expand that initiative.