RESEARCH PROJECT REPORT

(BBA-2603)

On

“A Study on Consumer Buying Behavior

Towards Toyota Fortuner in Lucknow City”

Towards partial fulfillment of

Bachelor of Commerce (Honours)
(BBD University, Lucknow)

Guided By: Submitted by:

Mrs. Nisha Khan Prince Kumar Singh

(Roll No. 1170671250)

Session 2019-2020
School of Management
Babu Banarasi Das University
Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India
 Certificate
This is to certify that Mr.
Prince Kumar Singh Student of BBA VI semester, session
2019-2020, Babu Banarasi Das University, has successfully completed
the research project in area of Marketing under the guidance
of
Nisha Khan

His topic of research is

A Study on Consumer Buying Behavior Towards Toyota

Fortuner in Lucknow City

...................... ......................
Guide – SOM Dean/ In charge- SOM
 DECLARATION

I do hereby declare that the Summer Internship Project Report titled “A Study on Consumer

Buying Behavior for Toyota Fortuner in Lucknow City” submitted by me towards the partial

fulfillment of the requirement of Bachelor of Business Administration, exclusively prepared and

conceptualized by me and is not submitted to any other Institution or University or published

anywhere before for the reward of any Degree/Diploma/Certificate. It is the Original work of

mine and has not been obtained from any other part.

Prince Kumar Singh

(Roll No. 1170671250)

 ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of any task would

be incomplete without mentioning the people who made it possible, whose guidance and

encouragement grow with all the efforts with success.

I consider as my privilege to express my sincere gratitude and respect to our Incharge school

of management Prof. Dr. Sushil Pande for permitting me to undertake this project.

I extend my sincere thanks to my Project guide Mrs. Nisha Khan for her commendable

inspiring guidance, valuable advice, encouragement and motivation given to me to succeed in

my endeavor.

I would also like to thank my friends for giving all the co-operation and confidence to me.

Prince Kumar Singh

(Roll No. 1170671250)

BBA VI Sem
 PREFACE

BBA is a stepping stone to the management carrier. In order to achieve positive and concert

result the class room earning need to be effectively feted to the realities to the situation existing

outside the class room this is practical true in management

Every study is in complete without having well plan and concrete exposure to the student

management studies are not exceptions scope of the work at this level is very ranging

The student of management only theoretical knowledge provide sound basis to adopt the

theoretical knowledge and on the other hand gives exposure to real market situation it gives

practical experience

Theoretical and practical knowledge are complementary to each other manager should have

sound conceptual knowledge which is basic foundation for successful management practices.

Management student have good conceptual understanding but practical knowledge of business

activities is somewhat inadequate

TABLE OF CONTENT

 Certificate from the guide of the Institute

 Declaration

 Acknowledgement

 Preface

 Executive Summary

S No Table of content Page Nos.

1 Introduction 1-2

2 Review of Literature 3-23

3 Industry profile 24-49

4 Objectives of the study 50-51

5 Research Methodology 52-55

Method of data collection.

Data Source

Sample design

Universe

Sample type

Sample size

Sample Unit

6 Findings, Analysis & 56-71

Interpretations
7 Suggestions/Recommendations 72

8 Conclusion 73

9 Bibliography 74

10 Appendix 75-78
 EXECUTIVE SUMMARY

The automobile industry today is the most lucrative industry. Due to the increase in disposable

income in both rural and urban sector and easy finance being provided by all the financial

institutes, the passenger car sales have increased at the rate of 38% per annum in June 2005-06

over the corresponding period in the pervious year. Further competition is heating up in the

sector with a host of new players coming in and other like Porsche, Bentley, Audi, and BMW all

set to venture in the Indian markets. One factor that could help the companies in the marketing of

their product is by knowing and creating a personality for their brands.

This report attempts to answer some of the questions regarding brand personality of selected cars

in India by conducting the market research. This report is categorized into parts, deals with

introduction to brand personality, companies selected, product and the industry.

The automobile industry today is the most lucrative industry. Due to the increase in disposable

income in both rural and urban sector and easy finance being provided by all the financial

institutes, the passenger car sales have increased at the rate of 25% per annum in June 2005-06

over the corresponding period in the previous year. Further competition is heating up in the

sector with a host of new players coming in and others like Porches, Bentley, Audi, and BMW

all set to venture in Indian markets. One factor that could help the companies in the marketing of

their products is buying Behavior of the consumers. The Buying Behavior of the customers can

be studied by knowing their perceptions about the cars in the market and about the possible

entrants in the market. One such technique is by knowing and creating a personality for the

brands.
This personality sketching will help in knowing what a customer (or a potential customer) thinks

about a given brand of car and what are the possible factors guiding a possible purchase.

Similarly, the idea of measuring the customer satisfaction will serve the same purpose of

determining the customer perception. Thus, by measuring the” willingness of existing users of a

car to recommend it to others” will help the car manufacturers to chalk out the entire Customer

Buying Behavior.

The reports shall attempt to answer some of the questions regarding brand personality of

selected cars in India by conducting a market research. The market research will be helpful for

the new car entrant companies in India to find out the possible gaps between the customer

expectations and the present market offerings. This way these companies will be able to find

their share in the ever-expanding Indian market pie.

The research will track the customer satisfaction in the following two layers:

 Product related Parameters

 Dealers related parameters

The customer Buying Behaviour index will be calculated for the car brands taken into

consideration.

It will be mainly a primary research and the information will be gathered from both primary and

secondary research. The study will analyze the applicability of existing research concepts,

theories, and tools for evaluating consumer satisfaction.

 CHAPTER 1

INTRODUCTION
 INTRODUCTION

CONSUMER BEHAVIOUR

Our society is a land of diversity. We see diversity at all level exist among consumers,

among nation, culture, food and taste among marketers and even among consumers behavior

theoretically perspective. However, despite prevailing diversity in our society.

The term consumers behavior refers to the behavior that consumers display in searching

for purchasing, using, evaluating a disposing of product and service that they expect will satisfy

their needs. To study consumers behavior to spend their available resource to understand and

predict behavior in the market place, it also promote understanding of the role that consumption

play in the lines of individuals.

Consumer behaviour study include the study what they buy, why they buy it, when they

buy, where they buy it, how often they buy it and how often they use it. Consumer research takes

place at every phases of the consumption process, before the purchase, during the purchase and

after the purchase, consumer behaviour research goes far beyond these facts of consumer

behaviour and considered the uses of consumers make of the good they buy and their subsequent

evaluation.

Consumer behaviour is inter disciplinary, that it is based on concept and theories about

people that have been involved by scientist in such diverse disciplines as psychology, sociology,

social psychology, cultural anthropology and economics.

 Consumer behaviour has been an integral part of strategic market planning. The belief

that ethics and social responsibility should also be Integral component of every marketing

decision is a revised market concept.

The term consumer is often used to describe two different kinds of consuming entitles the

personal consumer and the organizational consumers. The personal consumers buys goods and

service for his/her own use for the organizational encompasses for profit and non profit business,

govt. agencies and institution all of which must buy product, equipment and service in order to

run their organization.

Introduction to buying motives Consumer or buyer is the central figure of all marketing

activities. It is the consumer who determines the growth, prosperity and even existence of a

business enterprise. Hence the marketer should always feel the pulse of customers. In order to

understand the pulse of the customers, the marketer needs to understand fully the working of

buyers mind. It helps him to plan his production and distribution to suit to the needs and

convenience of customers‘ .It also helps him to plan suitable marketing strategies. Thus it is very

essential for every marketer to know his customers buying motives. Buying motives Motive is a

strong feeling, instinct, desire or emotion that makes a person to do something. When a motive

makes a person to buy a product, then it becomes a buying motive. Thus buying motive means

the influence and considerations which makes a customer to buy a particular product. According

to D.J.Duncan, ―buying motives are those influences or considerations which provide the

impulse to buy, induce action or determine choice in the purchase of goods and services‖. Buying

motives are mainly two types, manifest motives and latent motives. Manifest motives are those

motives which are known to the customer and also ready to admit them.
Consumer Behaviour: Turning to the Web and New C2C Tools

Consumers today have a multitude of sources from which to gather information during the

vehicle buying process, but the Internet tops the list. The web has become a standard resource in

the shopping process for eight out of 10 consumers when researching car purchases. However,

the way they use it is changing. As the web matures, vehicle buyers are visiting fewer sites and

focussing more on manufacturer and C2C websites and less on third-party information sites and

independent e-tailer sties.

Manufacturer Sites a Key Information Source

Just two years ago, information websites were identified as the number one information source

by web users responding to the Cars Online survey (tied with family and friends and

manufacturer specific dealer), named by 55% of consumers. This year, they dropped to the

number four source, named by 41% of web users. In comparison, manufacturer sites are now the

top source for consumers who use the web when researching vehicles, named by 70% of

respondents. Two years ago manufacturer sites held the number three position, named by 43% of

web users. The use of dealer websites has remained steady, with about half of web users turning

to these sites.

Key Factors in Vehicle Choice

When it comes to making their final decision about which vehicle to buy, consumers focus on

factors such as reliability, safety, price and fuel economy. At the bottom of the list are cash-back
incentives, named by fewer than half of consumers. The importance of incentives as a deciding

factor has declined for the past several years, indicating that consumers today seem less

interested in gimmicks when it comes to their car purchases. Where consumers are in the buying

cycle can make a difference in how they rank the factors that influence their vehicle choice. For

example, additional warranty coverage is important to consumers who are furthest away from the

point of purchase; it was named by 69% of respondents who were 13 to 18 months from

purchase. However, the number declines as consumers get closer to actually buying the car: 55%

of respondents who were within three months of purchase said extra warranty coverage was

important. This reflects the fact that consumers will narrow down the factors that really matter to

them as they get closer to the point of purchase. Demographic factors such as age and gender

accounted for some variances. For example, older consumers tend to put more emphasis on

reliability and safety than do younger respondents. Those in the 50-plus age group were also

more concerned with environmental issues and fuel economy. The youngest respondents were

most likely to rate the ability to research information on the Internet as an important factor in

their vehicle decision. Women tend to rate most of the factors as more important than do men.

The difference was most pronounced for cash-back incentives, low financing, safety,

environmental issues, fuel economy and additional warranty coverage.

Going ‘Green’: Fuel Efficiency Takes Centre Stage

Fuel efficiency and environmental issues have moved to the forefront in consumers’ minds and

in automotive industry forums thanks to factors including global warming, fluctuating gasoline
prices, and proposed legislation to increase fuel efficiency and reduce CO2 emissions. This

growing interest in so-called green vehicles was evident in this year’s Cars Online research.

More than one-quarter of respondents said they currently own or lease a fuel-efficient vehicle

while almost half said they are planning to buy or thinking seriously about buying a fuel-efficient

vehicle. Not surprisingly, the numbers for alternative-fuel vehicles were lower. Just 2% of

respondents currently own an alternative-fuel vehicle and 11% are planning to buy or thinking

seriously about buying one. The most common type of alternative-fuel vehicle represented in the

survey were gas/ electric hybrids, named by about half of current alternative-fuel car owners.

Biodiesel vehicles were the second most common, named by 15%. The alternative-fuel market

remains in transition and it’s still too early to tell how it will ultimately shake out, although sales

are expected to continue to grow. For example, J.D. Power and Associates predicts that U.S.

sales of hybrid vehicles will increase by 35% in 2007, compared with 2006.

Current ownership of fuel-efficient and alternative-fuel vehicles tended to be quite consistent

across gender and age groups, although the oldest consumers were somewhat more likely to be

seriously thinking about buying an alternative-fuel car.

CONSUMER BUYING vs. ORGANIZATIONAL BUYING

Final (or ultimate) consumers purchase for:

 personal,

 family, or

 household use

Organizational consumers purchase for:

 further production,

 usage in operating the organization, and/or

 resale to other consumers

Consumer Buying Behavior

The decision processes and acts of final household consumers associated with evaluating,

buying, consuming, and discarding products for personal consumption

Consider the purchase an automobile. You generally will not consider different options until

some event triggers a need, such as a problem needing potentially expensive repair. Once this

need has put you "on the market", you begin to ask your friends for recommendations regarding

dealerships and car models. After visiting several dealerships, you test drive several models and

finally decide on a particular model. After picking up your new car, you have doubts on the way

home, wondering if you can afford the monthly payments, but then begin to wonder if instead

you should have purchased a more expensive but potentially more reliable model. Over the next

five years, the car has several unexpected breakdowns that lead you to want to purchase a
different brand, but you have been very happy with the services of the local dealership and

decide to again purchase your next car there.

In this particular case, the following generic model of consumer decision making appears to

hold:

=====>need recognition

=====>information search

=====>evaluation of alternatives

=====>purchase decision

=====>postpurchase behavior

Now consider the purchase of a quart of orange juice. You purchase this product when you do

your grocery shopping once per week. You have a favorite brand of orange juice and usually do

your grocery shopping at the same store. When you buy orange juice, you always go to the same

place in the store to pick it up, and never notice what other brands are on the shelf or what are the

prices of other brands. How is it that the generic model above works differently in this second

scenario? Why does it work differently? Why would we generally need the ministrations of a

sales person in the sale of a car, but we generally do not need the help of a salesperson in the

purchase of orange juice?

How can the marketer of orange juice get a consumer like you to exert more effort into

information search or to consider alternative products? How is it that the marketer of your brand

got you to ignore alternative competing brands? What is the involvement of salespeople in sales

promotions that might be associated with products such as orange juice?

Consumer behavior researchers are not so interested in studying the validity of the above generic

model, but are more interested in various factors that influence how such a model might work.

GROUP INFLUENCES ON CONSUMER BEHAVIOR

Culture

the set of basic values, beliefs, norms, and associated behaviors that are learned by a member of

society

Note that culture is something that is learned and that it has a relatively long lasting effect on the

behaviors of an individual. As an example of cultural influences, consider how the salesperson in

an appliance store in the U.S. must react to different couples who are considering the purchase of

a refrigerator. In some subcultures, the husband will play a dominant role in the purchase

decision; in others, the wife will play a more dominant role.

Social Class

A group of individuals with similar social rank, based on such factors as occupation, education,

and wealth

Reference Groups

Groups, often temporary, that affect a person's values, attitude, or behaviors

 E.g., your behaviors around colleagues at work or friends at school are probably different

from your behaviors around your parents, no matter your age or stage in the family life

cycle. If you were a used car salesperson, how might you respond differently to a

nineteen year old prospect accompanied by her boyfriend from one accompanied by two

girlfriends?

 Opinion leader
 A person within a reference group who exerts influence on others because of special

skills, knowledge, personality, etc.

o You might ask the webmaster at work for an opinion about a particular software

application. Software manufacturers often give away free beta copies of software

to potential opinion leaders with the hope that they will in turn influence many

others to purchase the product.

 Family

A group of people related by blood, marriage, or other socially approved relationship

ENVIRONMENTAL / SITUATIONAL INFLUENCES ON CONSUMER BEHAVIOR

Circumstances, time, location, etc.

Do you like grapes? Do you like peas?

You might like grapes as a snack after lunch, but probably not as a dessert after a fancy meal in a

restaurant. You might like peas, but probably not as a topping on your pancakes. Everyday

situations cause an interaction between various factors which influence our behaviors. If you

work for tips (a form of incentive related to commission) as a waiter or waitress, you must

certainly be aware of such interactions which can increase or decrease your sales.

If you are doing your Saturday grocery shopping and are looking for orange juice, you are

probably much more sensitive to price than if you stop at the quick store late at night, when you

are tired and cranky, after a late meeting at the office. A prospect shopping for a new automobile

while debating the wisdom of a necessary expensive repair to his car might be more interested in

what cars are on the lot than in shopping for the best deal that might involve a special order.
INTERNAL INFLUENCES ON CONSUMER BEHAVIOR

Personality

A person's distinguishing psychological characteristics that lead to relatively consistent and

lasting responses to stimuli in the environment

We are each unique as individuals, and we each respond differently as consumers. For example,

some people are "optimizers" who will keep shopping until they are certain that they have found

the best price for a particular item, while other people are "satisficers" who will stop shopping

when they believe that they have found something that is "good enough." If you are a

salesperson in a retail shoe store, how might you work differently with these two personalities?

Lifestyle and Psychographics

 lifestyle is a pattern of living expressed through a person's activities, interests, and

opinions

 psychographics is a technique for measuring personality and lifestyles to developing

lifestyle classifications.

Motivation: Multiple motives

Consumers usually have multiple motives for particular behaviors. These can be a combination

of:

 manifest

known to the person and freely admitted

 latent

unknown to the person or the person is very reluctant to admit

Note: different motives can lead to the same behavior; observing behavior is not sufficient to

determine motives.

TYPES OF CONSUMER PROBLEM-SOLVING PROCESSES

Routinized

 used when buying frequently purchased, low cost items

 used when little search/decision effort is needed

 e.g., buying a quart of orange juice once per week

Limited Problem Solving

 used when products are occasionally purchased

 used when information is needed about an unfamiliar product in a familiar product

category.

Extended problem solving

 used when product is unfamiliar, expensive, or infrequently purchased

 e.g., buying a new car once every five years

Under what sorts of conditions would the assistance of a salesperson be needed? Not needed?

POST-PURCHASE CONSUMER BEHAVIOR

Satisfaction

After the sale, the buyer will likely feel either satisfied or dissatisfied. If the buyer beleives that

s/he received more in the exchange than what was paid, s/he might feel satisfied. If s/he believes

that s/he received less in the exchange than what was paid, then s/he might feel dissatisfied.

Dissatisfied buyers are not likely to return as customers and are not likely to send friends,
relatives, and acquaintences. They are also more likely to be unhappy or even abusive when the

product requires post-sale servicing, as when an automobile needs warranty maintenance.

Cognitive dissonance

It has to do with the doubt that a person has about the wisdom of a recent purchase

It is very common for people to experience some anxiety after the purchase of a product that is

very expensive or that will require a long term commitment. Jane and Fred, for example, signed

a one year lease on an apartment, committing themselves to payments of $1500 per month. A

week later, they are wondering if they should have instead leased a smaller $900 apartment in a

more rough part of town; they are not sure if they really can afford this much of a monthly

obligation. Dick and Sally, on the other hand, ultimately rented the $900 apartment, and now are

wondering if the savings in rent will be offset by noisy and sometimes unsafe conditions in this

neighborhood.

Perhaps neither couple would be experiencing this anxiety if their landlords had given them just

the smallest of assurances that they had made a good decision. After a close on products that are

expensive or that require a long term commitment, the salesperson should provide the prospect

with some reasons to be happy with the decision. Allow the car buyer to reinforce her own

positive feelings by calling her a week after the purchase to ask how things are going. Call the

new life insurance policy holder after two months to see if there are any questions; a lack of

questions can only help the buyer to convince himself that he did the right thing.

The four-wheeler Market is even expanding and ever changing showing new trends.

Almost every day, we get to know about the launch of new model by different company Sales.

Their market strategy and also their selling policy. But as the competitors gets intensified
between the domestic and the multinational brands. The company producing better product enjoy

the benefit.

CONSUMER DECISION MAKING

India is a big country with 28 states, over one billion people and 120 dialects/languages.

From the market perspective, people of India comprise different segments of consumers,

based on class, status, and income.

An important and recent development in India’s consumerism is the emergence of the

rural market for several basic consumer goods. Three-fourths of India’s population lives

in rural areas, and contribute one-third of the national income. This rural population is

spread all over India, in close to 0.6 million villages.

Characteristics Of The Consumer Decision Making

The Indian consumers are noted for the high degree of value orientation.

Indian consumers have a high degree of family orientation. This orientation in fact,

extends to the extended family and friends as well. Brands with identities that support

family values tend to be popular and accepted easily in the Indian market.
 Indian consumers are also associated with values of nurturing, care and affection. These

values are far more dominant that values of ambition and achievement. Product which

communicate feelings and emotions gel with the Indian consumers.

Different Segments of Consumers

1. The Socialites

Socialites belong to the upper class. They prefer to shop in specialty stores, go to

clubs on weekends, and spend a good amount on luxury goods. They are always

looking for something different. They are the darlings of exclusive

establishments.

2. The Conservatives

The Conservatives belong to the middle class. The conservative segment is the

reflection of the true Indian culture. They are traditional in their outlook, cautious

in their approach towards purchases; spend more time with family than in

partying and focus more on savings than spending.

3. The Working Women

The working woman segment is the one, which has seen a tremendous growth in

the late nineties. This segment has opened the floodgates for the Indian retailers.
 The working woman today has grown out of her long-standing image of being the

homemaker

Changing Trends In Consumer Decision Making

1. Bulk Purchasing

Urbanization is taking place in India at a dramatic pace and is influencing the life

style and buying behavior of the consumers.

The working urbanites are depending more on fast and ready-to-serve food, they

take less pain in traditional method of cooking and cleaning.

Bulk purchases from hyper stores seems to be the trend these days with

purchasing becoming more of a once-a-week affair, rather than frequent visits to

the neighborhood market/store/vendor.

The popular growing shopping trend among urbanities is purchasing from super

markets to hyper stores.

2. Trendy Lifestyles

The current urban middle and upper class Indian consumer buying behaviour to a

large extent has western influence. There is an increase in positive attitude

towards western trends. The Indian consumer has become much more open-
 minded and experimental in his/her perspective. There is now an exponential

growth of western trend reaching the Indian consumer by way of the media and

Indians working abroad.

Foreign brands have gained wide consumer acceptance in India, they include

items such as;

 Beverages

 Packed food

 Ready to eat food

 Pre-cooked food

 Canned food

 Personal care products

 Audio/video products

 Garment and apparel

3. Buyers’ Market

The sellers’ market is slowly moving towards becoming the buyers’ market.

Since, India’s economic liberalization policies were initiated in 1991, many new

product offerings have entered the Indian market and product variety has also

increased manifold.
 Import licensing restrictions are being eliminated and tariffs significantly reduced

and this has led to large range of consumer goods made available in India.

Indian consumers have always preferred foreign goods and with the liberalization,

they now have a choice of foreign products vis-à-vis the

Marketing Strategies

a) Introduction of the new Tata nano

The introduction of the Nano received media attention due to its targeted low price. The

Financial Times reported[: "If ever there were a symbol of India’s ambitions to become a modern

nation, it would surely be the Nano, the tiny car with the even tinier price-tag. A triumph of

homegrown engineering, the $2,200 (€1,490, £1,186) Nano encapsulates the dream of millions

of Indians groping for a shot at urban prosperity." The car is expected to boost the Indian

economy, create entrepreneurial-opportunities across India as well as expand the Indian car

market by 65% The car was envisioned by Ratan Tata, Chairman of the Tata Group and Tata

Motors, who has described it as an eco-friendly "people's car". Nano has been greatly

appreciated by many sources and the media for its low-cost and eco-friendly initiatives which

include using compressed-air as fuel and an electric-version (E-Nano Tata Group is expected to

mass-manufacture the Nano, particularly the electric-version, and, besides selling them in India,

to also export them worldwide Critics of the car have questioned its safety in India (where

reportedly 90,000 people are killed in road-accidents every year), and have also criticised the

pollution that it would cause (including criticism by Nobel Peace Prize winner Rajendra

Pachauri). However, Tata Motors has promised that it would definitely release Nano's eco-

friendly models alongside the gasoline-model

The Nano was originally to have been manufactured at a new factory in Singur, West Bengal, but

increasingly violent protests forced Tata to pull out October 2008. (See Singur factory pullout

below.) Currently, Tata Motors is reportedly manufacturing Nano at its existing Pantnagar

(Uttarakhand) plant and a mother plant has been proposed for Sanand Gujarat.]The company will

bank on existing dealer network for Nano initially. The new Nano Plant could have a capacity of

500,000 units, compared to 300,000 for Singur. Gujarat has also agreed to match all the

incentives offered by West Bengal government.

Cost Cutting features

 The Nano's boot does not open, instead the rear seats can be folded down to access the

boot space

 It has a single windscreen wiper instead of the usual Some exterior parts of it are glued

together, rather than welded.

 It has no power steering.

 Its door opening lever was simplified.

 It has 3 nuts on the wheels instead of the statutory 4 nuts.

 It only has 1 side view mirror

Price

Tata initially targeted the vehicle as "the least expensive production car in the world"aiming for a

starting price of 100,000 rupees or approximately US$2000 (using exchange rate as of March 22,

2009)6 years ago, despite rapidly rising material prices at the time

As of August 2008, material costs had risen from 13% to 23% over the car’s development, and

Tata faced the choice of:

  introducing the car with an artificially low price through government subsidies and tax-

breaks

 forgoing profit on the car

 using vertical-integration to artificially boost profits on cars at the expense of their

materials industries

 partially using inexpensive polymers or biodegradable plastics instead of a full metal-

body raising the price of the car option.

Operations Strategies

a) Reducing no. of shifts :

Tata motors has reduced its number of shifts frm 3 to 2 in a day and so as to control reduce

cost of production. And started making production according to the sales required.

b) Quality Management

Quality management is crucial to effective operations management, particularly

continuous improvement. More recent advancements in quality, such as benchmarking and

Total Quality Management, have resulted in advancements to operation s management as well.

c)Inventory Management

Costs can be substantial to store and move inventory. Innovative methods, such as Just-in-Time

inventory control, can save costs and move products and services to customers more quickly.
 CHAPTER 2

COMPANY PROFILE
COMPANY PROFILE OF TOYOTA

The story of Toyota Motor Corporation began in September 1933 when Toyota Automatic

Loom created a new division devoted to the production of automobiles under the direction of the

founder's son, Kiichiro Toyota. Soon thereafter, the division produced its first Type A Engine in

1934, which was used in the first Model A1 passenger car in May 1935 and the G1 truck in

August 1935. Production of the Model AA passenger car started in 1936.

Although the Toyota Group is most well known today for its cars, it is still in the textile business

and still makes automatic looms (fully computerized, of course), and electric sewing machines

which are available worldwide.

Toyota Motor Co. was established as an independent company in 1937. Although the founding

family name is Toyoda, the company name was changed to:

 Signify the separation of the founders' work life from home life;

 Simplify the pronunciation, and

 Give the company an auspicious beginning. Toyota is considered luckier than Toyoda in

Japan, where eight is regarded as a lucky number, and eight is the number of strokes it

takes to write Toyota in Katakana.

During the Pacific War the company was dedicated to truck production for the Imperial Army.

Because of severe shortages in Japan, military trucks were kept as simple as possible. For

example, the trucks had only one headlight on the center of the hood.

Commercial passenger car production started in 1947 with the model SA. In 1950 a separate

sales company Toyota Motor Sales Co. was established (which lasted until July 1982). In April

1956 the Toyota dealer chain was established.

Replica of the Toyota Model AA, the first production model of Toyota in 1936

HEADQUARTERS: TOYOTA CITY, JAPAN

ASSEMBLY PLANTS OVER THE WORLD

Toyota has factories all over the world, manufacturing or assembling vehicles for local markets,

including its most popular model, the Corolla. Toyota has manufacturing or assembly plants in

the United States, Australia, Canada, Indonesia, Poland, South Africa, Turkey, the United

Kingdom, France, Brazil, and more recently India, Argentina and Czech Republic. Toyota also

builds and sells cars in China in a joint venture with Tianjin Xiali. Toyota New Zealand

assembled vehicles until 1998, when it switched to importing cars from Japan and Australia.

Cars from these plants are often exported to other countries.

Toyota Car Model:

Innova

Camry

Avalon

Matrix
 Corolla

Prius

TRUCKS:

Tacoma

Tundra

SPORTS UTILITY VEHICLES( SUVs):

4runner
 Land cruiser

OVERVIEW

In 2006, Toyota was engaged in a variety of projects designed to solidify its foundations while

continuing to grow.

On the product front, Lexus launched its new flagship model, the LS, and the new global Camry

went on sale. In Japan, a new Corolla range was introduced, emphasizing the importance of this

best-selling car.

In manufacturing, several new projects were started around the world. In May, manufacture of

the Camry began in Guangzhou, China, while in the United States, the Kentucky plant, which in

October celebrated 20 years of production, started manufacturing the first Toyota hybrid vehicle

to be made in North America, the Camry Hybrid. In November, the Texas plant began producing

the new Tundra truck, a key vehicle in Toyota’s North American lineup. In Japan, Toyota Motor

Kyushu, Inc. began full-scale operations at its engine factory, while Toyota Motor Tohoku Co.,

Ltd. increased its manufacturing capacity.

In human resources development, following the establishment of the Asia Pacific Global

Production Center in Thailand in August 2005, Toyota established the North American

Production Center in the U.S. in February, and the European Global Production Center in the

United Kingdom in March. Established as branches of the Global Production Center in Japan,
these were created to spread Toyota’s manufacturing knowledge and skills throughout the world

in pace with the rapid growth of Toyota’s overseas manufacturing. The centers educate trainers

for local manufacturing plants in all regions, with trainees passing on what they learn to team

members on their return to their plants.

In R&D, Toyota focused its efforts on three key areas: environment, safety and energy. It made a

special effort in the area of the environment by expanding its lineup of hybrid vehicles, and has

worked on R&D relating to plug-in hybrid. In addition, as part of Toyota’s efforts to respond to

the diversification of energy, in 2007 Toyota introduced a flex fuel vehicle* in the Brazilian

market that will run on 100% bio-ethanol fuel. From this point on, based on the philosophy of

providing “the right car, in the right place, at the right time,” and in accordance with the

infrastructure and customer needs of each region, Toyota will continue to promote efforts to

develop environmentally friendly technology and vehicles.

CORPORATE DATA

Company Name Toyota Motor Corporation

Established August 28, 1937

Tokyo Head 1-4-18 Koraku, Bunkyo-ku, Tokyo 112-8701, Japan

Office Phone: (03)3817-7111

Nagoya Office 4-7-1 Meieki, Nakamura-ku, Nagoya City, Aichi

Prefecture 450-8711, Japan

Phone: (052)552-2111

Head Office Toyota-Cho, Toyota City , Aichi Prefecture 471-8571 ,

Japan

Phone : (03)3817-7111

Since its foundation, Toyota has conducted business with “contributing to the development of a

prosperous society through the manufacture of automobiles” as a guiding principle. When I

became president two years ago, I called on all employees to work with me in returning to our

origins and asking earnestly whether Toyota is truly contributing to society and whether we are

doing everything we should be doing. On the occasion of Toyota’s 70th anniversary, we will
 reinforce our measures designed to return to our core principle, which is to "repay the earth and

society through technological innovation (and contribute to enhancing the quality of life

everywhere.

GUIDING PRINCIPLES

 Honor the language and spirit of the law of every nation and undertake open and fair corporate

activities to be a good corporate citizen of the world.

 Respect the culture and customs of every nation and contribute to economic and social development

through corporate activities in the communities.

 Dedicate ourselves to providing clean and safe products and to enhancing the quality of life

everywhere through all our activities.

 Create and develop advanced technologies and provide outstanding products and services that fulfill

the needs of customers worldwide.

 Foster a corporate culture that enhances individual creativity and teamwork value, while honoring

mutual trust and respect between labor and management.

 Pursue growth in harmony with the global community through innovative management.

 Work with business partners in research and creation to achieve stable, long-term growth and mutual

benefits, while keeping ourselves open to new partnerships.

PERCEPTS

 Be contributive to the development and welfare of the country by working together,

regardless of position, in faithfully fulfilling your duties.

  Be at the vanguard of the times through endless creativity, inquisitiveness and pursuit of

improvement.

 Be practical and avoid frivolity.

 Be kind and generous; strive to create a warm, homelike atmosphere.

Be reverent, and show gratitude for things great and small in thought and deed

MANAGERIAL INFORMATION

1. Executives

1) Board of Directors (26 people)

Name Title

Fujio Cho* Chairman

Katsuhiro Nakagawa Vice Chairman

Katsuaki Watanabe President

Tokuichi Uranishi Executive Vice President

Kazuo Okamoto Executive Vice President

Kyoji Sasazu Executive Vice President

Mitsuo Kinoshita Executive Vice President

Yoshimi Inaba Executive Vice President

Takeshi Uchiyamada Executive Vice President

Masatami Takimoto Executive Vice President

Akio Toyoda Executive Vice President

Tetsuo Hattori Senior Managing Director

Yukitoshi Funo Senior Managing Director

Takeshi Suzuki Senior Managing Director

Atsushi Niimi Senior Managing Director

Hajime Wakayama Senior Managing Director

Hiroshi Takada Senior Managing Director

Teiji Tachibana Senior Managing Director

Shinichi Sasaki Senior Managing Director

Shin Kanada Senior Managing Director

Akira Okabe Senior Managing Director

Yoshio Shirai Senior Managing Director

Yoichiro Ichimaru Senior Managing Director

Shoji Ikawa Senior Managing Director

Shoichiro Toyoda Honorary Chairman

 Senior Advisor, Member of the
Hiroshi Okuda**
Board

*Promoted,

**Changed

2) Corporate Auditors (7 people)

Name Title

Hideaki Miyahara Corporate Auditor

Chiaki Yamaguchi Corporate Auditor

Masaki Nakatsugawa* Corporate Auditor

Yasutaka Okamura Corporate Auditor (external)

Yoichi Kaya Corporate Auditor (external)

Yoichi Morishita* Corporate Auditor (external)

Akishige Okada* Corporate Auditor (external)

*Newly

appointed
3) Managing Officers (49 people)

Name Title

Koichi Ina Managing Officer

Yoshikazu Amano Managing Officer

Takeshi Yoshida Managing Officer

Shinzo Kobuki Managing Officer

Akira Sasaki Managing Officer

Hiroshi Kawakami Managing Officer

Iwao Nihashi Managing Officer

Tadashi Arashima Managing Officer

Masamoto Maekawa Managing Officer

Mamoru Furuhashi Managing Officer

Satoshi Ozawa Managing Officer

Seiichi Sudo Managing Officer

Yasuhiko Ichihashi Managing Officer

Tadashi Yamashina Managing Officer

Takashi Hata Managing Officer

James E. Press Managing Officer

Gary L. Convis Managing Officer

Wahei Hirai Managing Officer

Tatehito Ueda Managing Officer

Takashi Shigematsu Managing Officer

Yuzo Ushiyama Managing Officer

Yasumori Ihara Managing Officer

Takahiko Ijichi Managing Officer

Toshio Furutani Managing Officer

Tetsuo Agata Managing Officer

Senta Morioka Managing Officer

Hironobu Inoue Managing Officer

Kazuhiko Takarada Managing Officer

Masayuki Nakai Managing Officer

Toshiki Hayama Managing Officer

Takahiro Iwase Managing Officer

Akihito Tsuji Managing Officer

Yoshihiko Masuda Managing Officer

Nobuo Kobayashi Managing Officer

Yoshimasa Ishii Managing Officer

Tatsuya Kaneko Managing Officer

Takeshi Shirane Managing Officer

Masanao Tomozoe Managing Officer

Katsunori Itasaka Managing Officer

Tokuyuki Takahashi Managing Officer

Real (Ray) Tanguay Managing Officer

Ryoichi Sasaki* Managing Officer

Seiho Kawakami* Managing Officer

Yasuhiro Yokoi* Managing Officer

Takahiro Fujioka* Managing Officer

Masanobu Kawase* Managing Officer

Yukio Nishikawa* Managing Officer

Hirofumi Muta* Managing Officer

Thierry Dombreval* Managing Officer

*Newly

appointed

As a result of the above changes, TMC now has, 1 chairman, 1 vice chairman, 1 president, 8

executive vice presidents, 13 senior managing directors, 1 honorary chairman, 1 senior advisor,

member of the board, 7 auditors and 49 managing officers, for a total of 82 executives.

2. Retiring Corporate Auditors and Managing Officers (10 people)

Yoshiro Hayashi (Appointed as Advisor)

Hiroshi Okabe (Appointed as Advisor)

Tadashi Ishikawa (Appointed as Advisor)

Hitoshi Nishiyama (Appointed as Advisor)

Alan J. Jones –

Yoshikatsu Tanaka (Appointed as Advisor)

Nobuyoshi Hisada (Appointed as Advisor)

Mitsuhisa Kato (Appointed as Advisor)

John H. Conomos –

Takis J. Athanasopoulos –
FUTURE PLANS

India's car population may be growing but the growth is mainly concentrated in the small car

sector, and not without reason. With increasing interest rates making buying cars costlier and the

government slapping new duties on larger vehicles in addition to the existing favorable tax

regime for smaller cars, even premium players are wading into the small-car scene.

Indian passenger car sales rose by 11.79 per cent between April 2007 and March 2008 to 1.2

million units. Competition in the small car segment is set to increase in 2009, with planned

launches by Maruti Suzuki (A-Star and Splash), Honda (Jazz) and as yet unnamed models from

Ford, GM and Volkswagen.

Japanese carmaker Toyota, all set to surpass General Motors as the world's largest, is the latest

entrant when it made its intentions clear on the occasion of the laying of the foundation stone for

its second factory in India.

The decade-old Indian joint venture of the Japanese automaker, Toyota Kirloskar, is building its

second plant at Bidadi, about 40 kilometers from India's IT hub of Bangalore, with an upfront

investment of Rs14,000 crore ($329 million) to manufacture a range of passenger cars and multi-

utility vehicles. Toyota is the majority partner with an 89-per cent stake with Kirloskar owning

the rest.

Karnataka chief minister B S Yeddyurappa unveiled the foundation stone for the new plant that

will have a test track and additional space for suppliers and other vendors. The ceremony was
attended by Toyota senior managing director Akira Okabe, chairman Ryoichi Sasaki, vice-

chairman Vikram Kirloskar and managing director Hiroshi Nakagawa.

The modular plant, to be commissioned by 2010, will have an installed capacity of 100,000 units

annually and will employ about 2,400 people. Top officials confirmed that the company will

soon be introducing its newly designed compact car in the Indian market.

The factory will be ready by mid-2010 and we are yet to finalize the launch date of the new car.

We have basic concept of the new car ready and very shortly we will finalize the design of the

car.''

The plant which is being set up will see an initial investment of Rs1400 crore. But this initial

investment won't include certain other costs like installing robots and other automation

equipment.

The arrangement of this additional amount required for the plant would be worked out later. A

new test track will be included in the second plant, which is expected to be spread over 130 acres

of land.

Though the new compact car has been designed for the Indian market, the initial design features

indicate that it can be exported to other markets in Asia. Daihatsu, Toyota's group company, will

not be involved in designing the compact new car, though it may be included in future plans.
However, Tata Motors and Bajaj Auto can rest easy for the time being. Although Okabe

confirmed that the new product will be the cheapest in the Toyota stable, indications are that it

maybe priced higher than its Indian competitors.

Vikram Kirloskar said as much when he commented, ''We are working on the new design. The

model is yet to be finalized. We plan to have petrol as well as diesel versions. The small car will

not compete with the upcoming Nano of Tata Motors, touted to be the world's cheapest car.''

SIGNIFICANCE

Toyota's believes in putting the customer first and aims to provide the best levels of customer

satisfaction as its main marketing strategy. Their dealers have also worked hard to provide their

high levels of customer support."

"In the last one year, Toyota has taken many initiatives, which has made Innova the most

successful product. Innova has successfully become a category creator.

MANAGERIAL USEFULLNESS

The marketing department can use this study to enhance their marketing strategies for better

sales. This report helps the marketing department in taking decisions to what change in

distribution channels and what should be done so that marketing problem could be sorted out and

how to sell their range of product in the competitive market.

ABOUT FORTUNER SPECS AND FEATURES

Toyota Fortuner price starts at Rs.27.83 lakh (Ex-Showroom, Delhi) and the top end variant

Toyota Fortuner 2.8 4x4 AT is priced at Rs. 33.28 lakh (Ex-Showroom, Delhi). Toyota is

offering the Fortuner with two engine options. There’s a 2.7-litre petrol motor and 2.8-litre

diesel. The petrol engine makes a healthy 166PS of power and 245Nm of torque. We have to say

it’s smooth, refined and barely makes any noise. That said, it isn’t particularly efficient or fun in

any manner. In our tests, the Fortuner petrol automatic returned 8.68kmpl in the city and

9.26kmpl on the highway. When we broke out the heavy foot, it needed a 13.22 seconds to get to

100kmph from standstill. The diesel automatic (4x4) we tested, on the other hand, was a little

over a second quicker, taking 12.14 seconds to clock 100kmph. We aren’t surprised, considering

it makes more power and torque with 177PS and 450Nm on tap. Notably, if you pick a diesel-

manual you get 420Nm instead. Efficiency too was noticeably better compared to the petrol-auto

at 12.38kmpl (city) and 15.04kmpl (highway).

Toyota Fortuner Specifications

Engine Displ.: 2755 cc

Power: 174.5bhp@3400rpm

Torque: 450Nm@1600-2400rpm

Top Speed (KMPH): 157

Sunroof: NA
Adjustable Driver Seat: Yes

Adj. Front Passenger Seat: Yes

Heated/Cooled Seats: NA

Toyota Fortuner Specifications Summary

Fortuner Variants Key Specifications Key Features

2.7 4x2 MT 2694 cc, 163.7bhp kmph Top Speed, Sunroof, Adjustable
Rs. 27.83 lakh @5200rpl Driver Seat, Adj. Front Passenger Seat,
Heated/Cooled Seats

2.7 4x2 AT 2694 cc, 163.7bhp kmph Top Speed, Sunroof, Adjustable
Rs. 29.42 lakh @5200rpm Driver Seat, Adj. Front Passenger Seat,
Heated/Cooled Seats

2.8 4x2 MT 2755 cc, 174.5bhp kmph Top Speed, Sunroof, Adjustable
Rs. 29.59 lakh @3400rpm Driver Seat, Adj. Front Passenger Seat,
Heated/Cooled Seats v

2.8 4x2 AT 2755 cc, 174.5bhp kmph Top Speed, Sunroof, Adjustable
Rs. 31.38 lakh @3400rpl Driver Seat, Adj. Front Passenger Seat,
Heated/Cooled Seats

2.8 4x4 MT 2755 cc, 174.5bhp kmph Top Speed, Sunroof, Adjustable
Rs. 31.49 lakh @3400rpm Driver Seat, Adj. Front Passenger Seat,
Heated/Cooled Seats

2.8 4x4 AT 2755 cc, 174.5bhp 157 kmph Top Speed, Sunroof,
Rs. 33.28 lakh @3400rpm Adjustable Driver Seat, Adj. Front
Passenger Seat, Heated/Cooled Seats v
Toyota Fortuner
Rs. 27.83 lakh
 CHAPTER 3

OBJECTIVES OF STUDY
 OBJECTIVES OF STUDY

 To study the consumer buying bahviour towards Toyota Fortuner in Lucknow City

 To analyze the level of satisfaction towards use of Toyota Fortuner in Lucknow City.

 To get the opinion of respondents regarding Toyota Fortuner in Lucknow region with

respect to after sales service, resale value, fuel efficiency, vehicle satisfaction, opinion

about price, source of information.

 To study the preferences of respondents while buying Toyota Fortuner.

 To make suggestions in the light of the findings of the study.

SCOPE OF THE STUDY

 Now a day luxury products like car has become a commodity of necessity and has

become one important element of life of even to the middle class people. At present days

all the marketers have been trying to discover how consumers satisfied by using their

brand of products they buy. Hence knowing the customers satisfaction of the different

market segments helps a seller to select their target segment and evolve marketing

strategies to increase the sales. To be a successful marketer it is absolutely essential to

read the minds and perceptions of the customers of Automobiles. Hence, Automobile

manufacturers should make researches on customer’s satisfaction of owners of cars.

 PROBLEM DEFINITION

 At present there are many passenger car in market they are unlicensed individual, dealer

or retailer they buys up vehicles and instead of registering them under their own name,

will post the same vehicle for sale with a markup. They might misrepresent the real

condition of the car or hide major issues to make it look appealing. Most of the sellers

and manufacturers mislead the buyers about a vehicle’s make, price, quality or

performance. Some dealers and lenders asked the car buyers to buy credit insurance to

pay off the car loan if buyer should die or become disabled but credit insurance is not

required by federal law. Actually dealer requires buying credit insurance for car

financing; but it is included in the cost of credit. Invoice Price is the manufacturer’s

initial charge to the dealer is usually higher than the dealer’s final cost because dealers

receive rebates, allowances, discounts, and incentive awards. Generally, the invoice price

should include freight. Most of the dealers sell the car at the invoice price plus freight and

their percentage of margin. While comparing models and prices in advertisement and at

dealer showrooms are differing. Some dealer chits the customers without giving all the

after sales support and warranty which are offering by manufacturers. Dealer requiring

consumers to purchase fuel and maintenance discount coupons that they didn’t want,

adding in some cases thousands of rupees to the purchase price of the cars. Most of the

sellers get sign from buyers in the contract to a superior “for approval,” after that if they

have made changes and buyer agrees to them. In the present modern technology age due

to fast changing dynamics of the technology world the opportunities are myriad and

consumer preferences undergo a dramatic change. Because of the above stated problems

may car customers not satisfied about the performance of car attributes and car sellers’
behaviours. Only a limited number of attempts have been made to study the impact of

brand preference factors on customer satisfaction. Based on these basic issues, the

researcher has developed an interest to study the car buyers’ behaviour and attitude

towards buying small cars.

 CHAPTER 4

RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

Research methodology is a way to systematically represent research on any problem. It tends

taken by the researcher in studying the research problem along with the logic behind them. It

tends to define the methodology for the solution of the problem that has been undertaken for the

purpose of the study. The methodology may include publication research, interviews, surveys

and other research techniques.

Research Design: Descriptive research design- It attempts to describes and explains conditions

of the present by using many subjects and questionnaires to fully describe a phenomenon.

Data Collection

To make any research work, collection of reliable and valid data is very important. Without data

any research comparison is not possible. There are two types of data, which can be used for the

study. These are:

Primary data (Questionnaire)

Secondary Data (Books, magazines, Research Paper and newspapers)

Sample size- The sample size consist of 100 respondents.

Sampling Technique: Convenience sampling is a non-probability sampling technique where

subjects are selected because of their convenient accessibility and proximity to the researcher.

Sample Universe: Lucknow

Sampling Area- Indra Nagar and Gomti Nagar, Lucknow

Sampling Unit- Customer of Passenger car in Lucknow City.

STATISTICAL AND PRESENTAION TOOLS

PRIMARY DATA is represented:

 First classified i.e. grouped qualitatively and quantitatively according to the situation or

the type of the data which was collected.

 After classifying is represented in the form of tables i.e. systematically arranged in

columns and rows.

 Some of the data is also graphically represented in the form of PIE DIAGRAM.

SECONDARY DATA is represented:

In the form of tables.

 By the way of BAR GRAPHS and SUBDIVIDED BAR GRAPHS (Graphical

presentation).
 CHAPTER 5

DATA ANALYSIS
 DATA ANALYSIS

1 PERCENTAGE OF FORTUNER OWNERS

OWNERS OF TOYOTA
YES 24%

NO 76%

YES
NO

Figure 1.3

INFERENCE:

 24% of the respondents were owners of Other

 76% of the respondents were owners of Fortuner

2 CUSTOMER SATISFACTION RATING

CUSTOMER SATISFACTION

17%

SATISFIED DISSATISFIED

83%

Figure 1.4

INFERENCE:

 83% of the Respondents were satisfied with their cars and the services of FORTUNER

 However 17% of the Respondents were dissatisfied at the same time.

3 PREFERENCES OF BUYING A NEW CAR

OTHER FORTUNER

35 65

TATA TOYOTA

Figure 1.5

INFERENCE:

 65% of the respondents would prefer to buy a Fortuner car against its competitors.

 35% of respondents preferred for OTHER.

4 WHERE DO YOU MANAGE TO FIND INFORMATION ABOUT

FORTUNER AND OTHER CARS.

INFORMATION ABOUT TOYOTA

12%
20%

55% DEALERS PRINT MEDIA T.V.

13% INTERNET

Figure 1.6

INFERENCE:

 Information through Internet and Print media accounts for more than half or 75% of the

information shared with the masses.

 Rest 25% was shared by T.V. and Dealers for providing the information.
 5 FORTUNERHAS THE MOST FUEL EFFICIENCY THAN

OTHER CARS

FUEL EFFICIENCY OF TOYOTA

100 78
80
60
40
22
20
0

YESNO

Figure 1.7

INFERENCE:

 78% of the respondents felt that Fortuner has the most fuel efficiency.

 While 22% felt it isn’t the most fuel efficient.

6 THE FEATURES OF FORTUNER AS COMPARED TO OTHER CARS

FEATURES OF TOYOTA
12%

8%

10%
GOOD VERY GOOD
NOT SO GOOD
70% SATISFACTORY

Figure 1.8

INFERENCE:

 70% of the respondents felt that the features of the Fortuner are good.

 While 8% of respondents thought it was not so good, 10% thought it was very good

and 12% felt satisfactory about the features.

 7 THE QUALITIES THAT BEST DESCRIBES FORTUNER

FEATURES THAT BEST

DESCRIBES TOYOTA
38
40
30 29
20
10 18
15
0

HANDLING FUEL DESIGN COMFORT

EFFICIENCY

Figure 1.9

INFERENCE:

 Fortuner is best known for its design & comfort.

 Then comes Handling and Fuel Efficiency.

 8 HOW DO YOU FIND THE INTERIORS OF FORTUNER AND

OTHER CARS

INTERIORS OF TOYOTA
3%7%

GOOD
16%
VERY GOOD NOT SO GOOD

SATISFACTORY
74%

Figure 1.10

INFERENCE:

 The interiors of Fortuner are very good according to 74% of the respondents.

 16% said it was very good, 7% said it was satisfactory and 3% felt it was not so good.
 9 WHAT SHOULD BE DONE TO IMPROVE FORTUNER ?

WHAT SHOULD BE DONE TO IMPROVE TOYOTA

13%
15%
72% MAKE IT MORE AFFORDABLE
CHEAPER SPARE PARTS
MORE SERVICE STATIONS

Figure 1.11

INFERENCE:

 If Fortuner is made more affordable then it would win more customers, a theory

which was backed by 72% of the respondents.

 15% and 13% respectively want cheaper spare parts and more service stations.
 10 WHAT SHOULD BE DONE TO MAKE TOYOTA FORTUNER THE

BEST CAR

WHAT SHOULD BE DONE TO MAKE

TOYOTA THE BEST CAR
MAKE IT MORE
15 FUTURISTIC

MAKE IT MORE
10 SPORTY

GIVE IT A RETRO
60 LOOK
15
GIVE IT A
CONCEPT CAR
LOOK

Figure 1.12

INFERENCE:

 To make it the best car in its class it should be made more futuristic which

was felt by 60% of the respondents.

 15% of the respondents thought it should be made more sporty.

 10% wanted it to have a retro look and 15% wanted to give it a concept car

look.
11 ARE YOU HAPPY WITH THE AFTER SALES SERVICES PROVIDED BY

TOYOTA FORTUNER

HAPPY WITH AFTER SALES SERVICES PROVIDED BY TOYOTA

15%

85% HAPPY
UNHAPPY

Figure 1.13

INFERENCE:

 Overall 85% of the respondents were happy with the after sales service

provided by Toyota Fortuner.

 15% were unhappy with Toyota Fortuner due to poor after sales

services provided by them.

CHAPTER 6

FINDINGS
 FINDINGS

 76% of the respondents were owners of Toyota Fortuner

 83% of the Respondents were satisfied with their cars and the services of

TOYOTA FORTUNER, However 17% of the Respondents were dissatisfied at the

same time

 18% of the respondents would prefer to buy a Toyota Fortuner car against its competitors

 Information through Internet and Print media accounts for more than half or 75% of

the information shared with the masses. Rest 25% was shared by T.V. and Dealers for

providing the information

 78% of the respondents felt that Toyota Fortuner has the most fuel efficiency

 70% of the respondents felt that the features of the Toyota Fortuner are good. While 8%

of respondents thought it was not so good, 10% thought it was very good and 12% felt

satisfactory about the features

 Toyota Fortuner is best known for its design & comfort. Then comes Handling and

Fuel Efficiency.

 If Toyota Fortuner is made more affordable then it would win more customers, a theory

which was backed by 72% of the respondents.15% and 13% respectively want cheaper

spare parts and more service stations.

 To make it the best car in its class it should be made more futuristic which was felt by

60% of the respondents.15% of the respondents thought it should be made more

sporty.10% wanted it to have a retro look and 15% wanted to give it a concept car

look.
 CHAPTER 7

RECOMMENDATIONS
 RECOMMENDATIONS

 Toyota Fortuner should adopt the defensive marketing strategy because as being

the second largest car producer in the international market,

 Toyota Fortuner must at the moment carry out a feasibility study for launching a

vehicle in the domestic market where it has models like the Innova and Camry amongst

others.

 Toyota Fortuner should conduct market survey in Indian market for quails in order

to know the perception of Indian consumers.

 Toyota Fortuner should adopt an offensive marketing strategy for entering in the small

car segment. This market is dominated by Maruti Suzuki and Hyundai in the Indian

domestic auto market.

 Toyota Fortuner must plan out an ideal marketing producing capacity ,becaue it faces

the problem of over and under capacity in case of upturn and downturn of the market.
CONCLUSION
 CONCLUSION

Over the period of time, fear of a slowdown in the United States of America have increased. The

impact of the subprime crisis along with a slowdown in mortgages has led to a significant

lowering of growth estimates. Since the United States dominates the global economy, any

slowdown there would have an impact on most of the global economic variables.

For India, it could mean a further appreciation in the rupee vis--vis the US dollar and a darkening

of business outlook for sectors dependent on US companies. The overall impact of a US

slowdown on India would, however, be minimal as the factors driving growth here are more

local in nature. Unlike the rest of Asia, India is a strong domestic demand story, so any slowing

in the US is likely to have a more muted impact on India. Strong growth in domestic

consumption and significant spending on infrastructure are the two pillars of Indias growth story.

No sector has a dominant influence on earnings growth and risks to our estimate are limited.

Corporate India is also learning to master the art of efficient capital management, reduction in

costs and delivery of value-added services to sustain profit margins. Further, interest rates are

expected to be stable primarily due to control over inflation and proactive measures undertaken

by the RBI
LIMITATIONS
 LIMITATIONS

Since the road to improvement is never ending, so this study also suffers from certain limitations.

Some of them are as follows:

 Because of illiteracy, it was a time consuming method in which continuous guidance

was required.

 Questionnaire method involves some uncertainty of response. Co-operation on the part of

informants, in some cases, was difficult to presume.

 It is possible that the information supplied by the informants may be incorrect. So, the

study may lack accuracy.

BIBLIOGRAPHY
 BIBLIOGRAPHY

Books:

Kotler Philips, Marketing Management: 30th Edition

Chabra T.N., Marketing management 2005

C.B. Gupta, Marketing management 2006

Magazines

Business standard Motoring May 2008 edition

Internet:

www.google.com

www.toyota .com

www.yahoo.com

www.domain-b.com

www.wikipedia.com
ANNEXURE
 QUESTIONNAIRE FOR CONSUMER

A) NAME

B) ADDRESS

C) CONTACT NUMBER

D) INCOME GROUP

_________15,000-25,000 _________25, 000-50,000

_________50,000-75,000________________Above 75,000

1. DO YOU OWN A TOYOTA FORTUNER?

o YES NO

IF YES, THEN WHICH ONE?

(i) TOYOTA FORTUNER (ii) OTHER

2. HOW SATISFIED ARE YOU WITH THE SERVICES OFFERED BY TOYOTA

FORTUNER AND OTHER CARS ?

(i) TOYOTA FORTUNER CARS (ii) OTHER CARS

3. IF SATISFIED, THEN ARE YOU HAPPY WITH THEIR CHARGES AND

TIMELY DELIVERY THEY WERE OFFERING?

(i) HAPPY (ii) UNHAPPY

4. IF GIVEN A CHOICE TO CHOOSE A CAR COMPANY, WHICH COMPANY

WOULD YOU CHOOSE?

(i) TOYOTA FORTUNER (ii) OTHER

5. WHERE DO YOU MANAGE TO FIND INFORMATION ABOUT TOYOTA

FORTUNERAND OTHER CARS ?

(i) DEALERS (ii) PRINT MEDIA

(iii)T.V. (iv)INTERNET

6. DO YOU THINK TOYOTA FORTUNER HAS THE MOST FUEL EFFICIENCY

THAT OTHER CARS

(i) YES (ii) NO

7. HOW DO YOU FIND THE FEATURES OF TOYOTA FORTUNER AS

COMPARED TO OTHER CARS?

(i) GOOD (ii) VERY GOOD

(iii)NOT SO GOOD (iv) SATISFACTORY

8. WHICH OF THESE QUALITIES DO YOU THINK BEST DESCRIBES TOYOTA

FORTUNER ?

(i) HANDLING (ii) FUEL EFFICIENCY

 (iii)DESIGN (iv)COMFORT

9. HOW DO YOU FIND THE INTERIORS OF TOYOTA FORTUNER ?

(i)GOOD (ii) VERY GOOD

(iii)SATISFACTORY (iv) NOT SO GOOD

10. WHICH OF THESE QUALITIES DO YOU THINK BEST DESCRIBES OTHER

CARS ?

(i) HANDLING (ii) FUEL EFFICIENCY

(iii)DESIGN (iv)COMFORT

11. HOW DO YOU FIND THE INTERIORS OF OTHER CARS ?

(i)GOOD (ii) VERY GOOD

(iii)SATISFACTORY (iv) NOT SO GOOD

12. ACCORDING TO YOU WHAT SHOULD BE DONE TO IMPROVE

TOYOTA FORTUNER ?

(i) MAKE IT MORE AFFORDABLE

(ii) CHEAPER SPARE PARTS

(iii)MORE SERVICE STATIONS

13. ACCORDING TO YOU WHAT SHOULD BE DONE TO MAKE TOYOTA

FORTUNER THE BEST CAR?

(i) MAKE IT MORE FUTURISTIC

(ii)MAKE IT MORE SPORTY

(iii)GIVE IT A RETRO LOOK

(iv)GIVE IT A CONCEPT CAR LOOK

14. ARE YOU HAPPY WITH THE AFTER SALES SERVICES PROVIDED BY

TOYOTA FORTUNER AND OTHER CARS ?

(i) YES (ii) NO

(iii) HAPPY BUT IT CAN BE BETTER