MAJOR PROJECT

ON
CUSTOMER SATISFACTION FOR
TOYOTA

Project report submitted in partial fulfilment

of requirement of degree of
Bachelor of Business
Administration(2021-2024)
Under the guidance of
DR. AMANPREET K. LUTHRA
Submitted by: -
JAGRIT GOLA
Enrolment Number- 02090201721

SRI GURU TEGH BAHADUR

INSTITUTE OFMANAGEMENT AND
INFORMATION TECHNOLOGY
1
CERTIFICATE

This is to certify that the Major Project entitled “A Study on Consumer Satisfaction for Toyota”
submitted by Mr. Jagrit Gola, Roll No. 02090201721 has been done under my guidance and
supervision in partial fulfillment of the requirement for the award of Bachelor of Business
Administration.

To the best of my knowledge the work and analysis mentioned in this Project Dissertation have
been undertaken by the candidate herself and necessary references have been recognized and
acknowledged in the text of the report.

DR. INDERPREET KAUR

HEAD OF DEPARTMENT

DR. AMANPREET K. LUTHRA

COORDINATOR

2
ACKNOWLEDGEMENT

I would like to express my gratitude to all those who gave me the possibility to complete this
Major Project Report.
I am deeply indebted to my guide Dr. Inderpreet Kaur and Dr, Amanpreet K. Luthra from SRI
GURU TEGH BAHADUR INSTITUTE OF MANAGEMENT AND INFORMATION
TECHNOLOGY whose help, stimulating suggestions and encouragement helped me in all the
time of research and writing of this project.

The learning was immense and valuable.

JAGRIT GOLA
02090201721

3
DECLARATION

I hereby declare that the project work entitled “A Study on Consumer Satisfaction for
Toyota” submitted to the Delhi Institute of Advanced Studies, is a record of an original work
done by me under the guidance of Dr. Inderpreet Kaur, Head of Department and Dr.
Amanpreet K. Luthra, Coordinator and this project work is submitted in the partial
fulfilment of the requirements for the award of the degree of B.B.A.

I hereby certify that all the endeavour put in the fulfilment of the task are genuine and original
to the best of my knowledge and I have not submitted it earlier elsewhere.

JAGRIT GOLA
020902017

4
TABLE OF CONTENTS

S.NO TOPIC PAGE NO.

1. Institute Certificate 02
2. Acknowledgement 03
3. Declaration 04
4. Table of Content 05
5. Chapter 1 - Introduction to Topic and Company 06-26
6. Chapter 2 - Review of literature 27-29
7. Chapter 3 - Research Methodology 30-33
 Objective of Study
 Scope of Study
 Research Design
 Data Collection Tools Used

8. Chapter 4 – Data Analysis & Limitations 34-45

9. Chapter 5 – Suggestions & Limitation 46-47

10. Chapter 6 – Finding and Conclusions 48-50

11. Bibliography & Reference 51-52

12. Annexure Questionnaire 53-54

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CHAPTER - 1

INTRODUCTION TO TOPIC AND

COMPANY

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CUSTOMER SATISFACTION

Concept Identification

Gaining and maintaining the loyalty of customers is essential as businesses become more
customer-focused and demand-driven. The best approach to win over customers is through
customer pleasure. There are many similarities between customer pleasure and customer
loyalty. Customer value is the perspective of the customer of the benefits received in relation
to the sacrifices made in order to receive those benefits. When value meets or surpasses
expectations, customers are happy. There is no hope of satisfying them if their expectations of
value are not realised. But determining what clients want is a challenging and complicated task.
It's crucial to comprehend its components in order to be able to produce and deliver client value.
From a customer's point of view, value is essentially the ratio of advantages to risks involved
in purchasing the goods.

CUSTOMER SATISFACTION

AN INSIGHT

Harold E. Edmondson asserts that "Customer Satisfaction" appears in literature more

frequently than any other buzzword describing a newly discovered secret to commercial
success. Before moving on to the study of customer satisfaction dynamics, it is critical to
understand what customer satisfaction actually entails and who customers are.

Who really is a customer?

If you have effectively segmented your market and are aware of the needs of your target market,
establishing who your clients are should be rather simple. The fact that the customer base can
be separated into the user and the perceived customer is a nuance that usually goes unnoticed
by many businesses. The individual or group who chooses which products to purchase and, in
essence, controls the purse strings is the seeming client. The user is the individual or group
who really makes use of the product or who receives a service directly.

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What does satisfaction really mean?

Like the definition of "customer" above, "satisfaction" also seems straightforward. But there is
a nuance that requires attention, just as with customers. Most definitions of satisfaction limit it
to just meeting the client's needs.

There are numerous methods to define customer satisfaction. Knowledge your client and
having a clear understanding of the part that customer satisfaction will play in your plan are
essential to finding the best course of action for your business. For instance, a focus on
customer satisfaction might promote revenue generation from high-value consumers alongside
current segmentations, or it can be a company-wide goal founded in brand values. For the
former, enhancing customer service may be adequate, but for the later, a broader notion of
customer happiness that is more related to company reputation is required.

Building a Company around Customer Satisfaction -

Consumer service should be the cornerstone of any business due to the rise in customer
expectations and competitive pressures. Prior to achieving this, one must acknowledge that
every employee of a firm actively participates in providing customer service. Customers within
a corporation, both internal and external, are included.

Organizations that prioritise their customers put both profit and customer pleasure first. Getting
customer happiness results in making money. The management of these organisations
frequently interacts with outside clients. The employees give the client's wants their undivided
attention. However, it is the management's responsibility to give the workers the assistance
they need to accomplish these objectives. Internal customer satisfaction is the only focus of all
other departments and employees in the company who do not directly interact with external
clients.

The Influence of the salesperson in Customer Satisfaction

Brent G.Goff and James S. Boles investigate the effects of non-product related construct on
consumer happiness with significant retail purchases such as vehicles in their study titled "The
influence of salesperson selling behaviour on customer satisfaction with products." According

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to the article, a salesperson's selling orientation and customer orientation (SOCO) will have an
impact on a customer's contentment with the dealer and salesperson, as well as, subtly, on their
satisfaction with the manufacturer or product.

Customer satisfaction is a significant issue from both the manufacturer's and retailer's
viewpoints because it is linked to a number of desirable outcomes. Future purchases and
repurchases of the same product from the same supplier are influenced by customer
satisfaction. In other words, it helps a business keep its current clients and foster loyalty. A
salesperson can affect a customer's expectations about a product by assisting a buyer in
obtaining product information and offering instructions regarding what should be anticipated
during the purchasing process and use of a product. Thus, the risk of discontent might be
decreased (Grewal and Sharma, 1991).

Internal Marketing – how it affects Customer Satisfaction

By concentrating all organisational efforts of the business on delivering top-notch customer

service, successful firms go above and beyond to assure the delight of their customers. These
businesses anticipate that by doing this, they will be able to both keep and win over new clients.
The internal aspect is the only aspect of customer satisfaction that is frequently ignored.

In order to achieve customer pleasure and loyalty, the internal customer or employee is crucial.
Some businesses fail to recognise that how they treat their internal clients affects how their
clients see them on the outside. Internal customers of a company are its employees or other
divisions within the company. Their success at work has an impact on the company's capacity
to provide outstanding products and customer service (Boone and Kurtz, 1999). Employees'
general attitudes and performance toward customers improve significantly when they are happy
at work. An organization's members or employees can better comprehend and carry out their
responsibilities by using internal marketing. Internal marketing teaches staff members how
their activities affect the company's ability to satisfy customers, which not only keeps them
content.

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Customer Satisfaction as part of Service Profit Chain

The internal steps necessary to spur growth and raise profitability are described in a Harvard
Business Review article. The steps in the "Service-profit chain" are described in the article,
which also discusses the ways that high service quality affects business success:

Profitability / Growth
Customer Loyalty
Customer Satisfaction
Value
Employee Productivity
Employee Loyalty
Internal Quality
Leadership

Automobile Industry History

Nicolas J. Cugnot, a French engineer, created the first vehicle that could travel on roadways in
the year 1769. This vehicle was actually a three-wheeled, steam-powered military tractor that
ran on its own power. The car's range, however, was quite limited; at most, it could only drive
continuously for fifteen minutes. Additionally, because of their hefty and huge steam engines
and lengthy starting times, these autos were unfitted for use on public roadways. The first
American to create a steam-powered car was Oliver Evans.

Between 1832 and 1839, Robert Anderson, a Scotsman, made the first electric carriage.
However, in 1842, Americans Thomas Davenport and Robert Davidson from Scotland were
among the first to create more practical autos that used non-rechargeable electric batteries. The
construction of highways made travelling comfortable, therefore short-range, electric battery-
powered cars were no longer the ideal choice for long-distance travel.

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With Henry Ford's introduction of mass manufacture of automobiles in 1914, the automobile
industry finally came of age. Ford used a variety of techniques to make the new invention—
the car—popular with both the wealthy and the common people.

The global automobile industry is currently stagnating in developed countries due to their
declining domestic auto markets, according to current trends, whereas developing countries
like Brazil and India have been consistently posting higher growth rates each year due to their
booming domestic auto markets.

Measures to be adopted by global leaders of the World Automobile Industry.

The leading companies in the global automobile industry are considering a number of important
economic measures in order to enter developing country markets without incident and establish
a reputation for themselves. The efficient measures consist of:

 Lowering the prices at which their factories sell the cars they produce.
 Raising after-sales service standards to maintain client satisfaction
 Opening production facilities in underdeveloped countries to lower effective production
costs, save on transportation costs, and improve quick delivery of vehicle units.

Automobile Industry Trends

According to the Automobile Industry Trends, the top automakers are focusing on the Asian
markets, which are predicted to have rapid growth over the coming ten years. Due to saturation,
the auto markets in the United States, Europe, and Japan have almost reached maturity and are
expected to contract over the course of the next ten years. Contrarily, the car markets, which
are present over the entire Asian continent (with the exception of Japan), are expanding rapidly
and will be the final destination for the majority of the world's top automakers.

According to the Automobile Industry Trends, China and India's expanding markets, in
particular, are supported by their enormous population growth rates, which contribute to the
expansion of these two countries' national economies.

A growing portion of the populations of the BRIC nations (Brazil, Russia, India, and China)
are now able to buy cars thanks to their countries' rapid economic growth. Recent international

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studies show that within the next ten years, these rising car markets will account for nearly
90% of the growth in global auto sales.

The growing per capita income of the developing countries is a reflection of their economies'
strength. As a result, rising GNP and per capita income have improved the population's ability
to make purchases in these expanding marketplaces.

In contrast to the rest of the world, a growing percentage of the population in affluent countries
is ageing quickly, necessitating the development of autos to accommodate this physiological
shift in global population. The Indian automobile market appears to be doing well, in large part
because of the country's expanding demand for cars. The Indian automobile markets
experienced the fastest growth in the world in the fiscal year that concluded in February 2004,
with a registered growth rate that reached about 20%.

The small car segment dominates the Indian automotive industry, accounting for almost two
thirds of the country's overall auto market. The world's largest market for tiny automobiles in
this regard is India, followed by Japan.

The Indian passenger automobile market, now one of the biggest in the world, is expected to
grow even more during the coming ten years and break into the top five markets worldwide.

India Automobile Industry

As a result of India's increasing openness, the introduction of new and existing models, the
simple availability of financing at a relatively low rate of interest, and price reductions provided
by dealers and manufacturers have all stoked demand for vehicles and led to a significant
expansion of the Indian automobile industry.

According to data from the ministry of trade and industry, the manufacturing of automobiles
has continued to expand rapidly from 2001-2002 in the first three quarters of 2004-2005.

Automobile Network Dealers in India

Maruti Suzuki is the market leader in terms of national dealer networks and approved service
centres for automobiles. In an effort to keep up, the other top automakers are likewise

12
constructing service centres and dealer workshops in all of the nation's main cities and
metropolises.

The government appears to have benefitted the automobile industry by easing the rules for
foreign investment and technology import. Total vehicle production rose from 4.2 million in
1998–1999 to 7.3 million in 2003–2004. In the following several years, it is probable that more
than 10 million of these vehicles will be produced.

The sector's rising exports are evidence that the industry has embraced international norms.
After a brief decline in 1998–1999 and 1999–2000, these exports had strong growth rates of
well over 50% in 2002–2003 and 2003–2004, surpassing two and a half times the export level
for 2001–2002.

Major Global Manufacturers in Automobile Industry

 Toyota Motors
 Volkswagen
 Honda
 Ford
 Hyundai
 Nissan
 Chevrolet
 Kia
 Mercedes
 BMW

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Toyota Motor Corporation is a global Japanese automaker with its main offices in Toyota City,
Aichi, Japan. Kiichiro Toyoda established it, and it became a corporation on August 28, 1937.
One of the biggest automakers in the world, Toyota produces around 10 million automobiles
annually.

The business was initially established as a subsidiary of Toyota Industries, a manufacturer of

machines that Kiichiro Toyoda's father, Sakichi Toyoda, created. The Toyota Group, one of
the biggest conglomerates in the world, now includes both businesses. The firm created its first
product, the Type A engine, in 1934 while it was still a division of Toyota Industries, and its
first passenger automobile, the Toyota AA, in 1936.

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Following World War II, Toyota benefited from Japan's alliance with the United States to study
American automakers and other businesses. This allowed Toyota to develop The Toyota Way
and the Toyota Production System, which helped the small business grow into an industry
leader and became the focus of numerous academic studies.

The Toyota Corolla, the all-time best-selling car in the world, was developed in the 1960s as a
result of Toyota taking advantage of a rapidly expanding Japanese middle class to sell
automobiles to. A global expansion that would enable Toyota to become one of the largest
automakers in the world, the largest firm in Japan, and the ninth-largest company in the world
by revenue by December 2020 was also made possible by the strong economy. In 2012, when
it announced the production of its 200 millionth vehicle, Toyota made history by becoming the
first automaker in the world to create more than 10 million automobiles annually.

Since the 1997 launch of the Toyota Prius, Toyota has received recognition for being a pioneer
in the creation and marketing of more fuel-efficient hybrid electric vehicles. The business now
offers more than 40 different hybrid car models for sale worldwide. However, more recently,
the business has also been charged of greenwashing due to its scepticism of fully electric
vehicles and its focus on the creation of hydrogen fuel cell vehicles, such the Toyota Mirai, a
more expensive technology that has lagged well behind electric batteries.

Daihatsu, Hino, Lexus, Ranz, and the company's own Toyota are the five brands under which
Toyota Motor Corporation manufactures automobiles. The company also owns stakes in
vehicle manufacturing joint-ventures in China (GAC Toyota and FAW Toyota), the Czech
Republic (TPCA), India (Toyota Kirloskar), and the United States. These stakes total 20
percent in Subaru Corporation, 5.1 percent in Mazda, 4.9 percent in Suzuki, 4.6 percent in
Isuzu, 3.8 percent in Yamaha Motor Corporation, and 2.8 percent in Panasonic (MTMUS).

Toyota's stock is a part of the Nikkei 225 and TOPIX Core30 indices and is traded on the
London Stock Exchange, Nagoya Stock Exchange, New York Stock Exchange, and Tokyo
Stock Exchange.

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History of Toyota

Under the leadership of Kiichiro Toyoda, the son of the company's founder, Toyota's history
began in 1933 as a section of Toyoda Automatic Loom Works dedicated to the manufacture of
automobiles. In 1929, Kiichiro Toyoda visited Europe and the United States to learn more
about the manufacture of automobiles, and in 1930 he started looking into gasoline-powered
engines. The Japanese government urged Toyoda Automatic Loom Works to expand
automotive production because it required domestic vehicle manufacture because of the
conflict with China. On September 1, 1933, Kiichiro Toyoda took advantage of the chance to
set up the Automotive Production Division and get ready to construct prototype cars. The
division created its first Type A Engine in 1934, and in May 1935 and August 1935,
respectively, it was employed in the Model A1 passenger automobile and the G1 truck. In 1936,
work on the Model AA passenger automobile began. The Dodge Power Wagon and 1930s
Chevrolet are immediately recognisable in early automobiles, and certain parts are even
interchangeable with the American-made counterparts.

Despite being best known today for its automobiles, the Toyota Group is still in the textile
industry and continues to produce automated looms that are now computerised and electric
sewing machines that are sold all over the world.

Beginning

In 1937, Toyota Motor Co. was founded as a stand-alone, autonomous business. Although the
name of the founding family was written in Kanji, which is pronounced "Toyoda," the company
name was altered to Toyota because it includes 8 strokes, which is considered to be lucky in
East Asian culture. Since Kanji are fundamentally Chinese characters, the corporation and its

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cars are still referred to in Chinese-speaking markets by their original Kanji names, but with
Chinese pronunciation.

Both Ford and GM had established plants in Japan where vehicles were imported from America
in knockdown kits and locally assembled during the 1930s as the Japanese economy developed
and grew. Ford opened a facility in Yokohama in March 1925, and GM began construction on
a factory in Osaka in April 1927. With 28,000 automobiles produced in 1929, Ford and GM
jointly controlled the majority of the Japanese automobile market. The business bought locally
made GM and Ford goods, reverse engineered them, and hired engineers who had previously
worked at the Japanese Ford and GM factories to produce the company's first vehicle, the
Toyota AA.

For the Imperial Japanese Army's trucks, the firm focused on truck construction during the
Pacific War (World War II). Military trucks were kept as straightforward as possible due to the
terrible shortages that existed in Japan. The vehicles, for instance, had a single headlight in the
middle of the bonnet. The war came to an end just before the Allies were supposed to bomb
the Toyota facilities in Aichi.

Postwar Growth

After the Second World War, Japan faced severe economic hardship. With the type SA,
commercial passenger automobile production commenced in 1947. By the end of 1949, the
business was on the verge of going out of business, but it was able to secure a loan from a
group of banks that included conditions like having an autonomous sales operation and getting
rid of "extra staff."

Only 300 trucks were built by the company in June 1950, and it was about to go out of business.
The union went on a two-month long strike after the management announced layoffs and wage
reductions. An agreement that includes layoffs, compensation cuts, and the resignation of the
current president, Kiichiro Toyoda, ended the walkout. Taizo Ishida, the Toyoda Automatic
Loom company's chief executive, succeeded Toyoda. The US military placed an order for
approximately 5,000 vehicles during the first few months of the Korean War, reviving the
industry. Ishida received praise for putting an emphasis on equipment investment. For instance,
the Motomachi Plant, built in 1959, provided Toyota a definite advantage over Nissan in the
1960s.

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Toyota Motor Sales Co., a distinct sales organisation, was founded in 1950. (which lasted until
July 1982). The Toyopet dealer network was founded in April 1956. The Crown was the first
Japanese automobile to be imported into the United States in 1957, and Toyota Motor Sales
Inc. and Toyota do Brasil S.A., the company's American and Brazilian branches, were also
created.

Global Presence

In the 1960s, Toyota started to grow. A new R&D centre, a presence in Thailand, the production
of the 10 millionth model, the awarding of the Deming Prize, and alliances with Hino Motors
and Daihatsu were all established. In So Bernardo do Campo, Brazil, on November 12, 1962,
the first Toyota was produced outside of Japan. [6] Toyota exported its one millionth unit by
the decade's end, solidifying the company's global position.

Five Land Cruisers were the first Japanese vehicles to enter the American continents when they
arrived in El Salvador in May 1953. A consignment of 115 Crowns was the first Toyota to be
delivered to Canada; it arrived in February 1965.

The first Toyotas to be shipped to Europe were two Toyopet Tiaras that were delivered to
Finland in June 1962 for evaluation. Despite the importer introducing the cars to the media in
October of that same year, no sales occurred. Erla Auto Import A/S of Denmark was the first
European importer, bringing in 400 Crowns as a result of a May 1963 arrangement to serve as
the distributor for Sweden, Norway, and Denmark. Following the establishment of footholds
in nations with little to no domestic vehicle production, the Netherlands followed in May 1964,
and other markets followed in 1966. Salvador Caetano I.M.V.T. of Portugal, Toyota's first
European CKD assembler, was founded in 1968.

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Product of Toyota

Toyota officially lists about 70 different models as of 2009, including sedans, coupes, vans,
trucks, hybrids, and crossovers, all of which are offered under the company's name. These
vehicles, which range from the tiny Toyota Yaris and compact Corolla to the mid-size Camry
and full-size Avalon, are produced in large quantities as passenger cars. The Innova,
Alphard/Vellfire, Sienna, and other models are minivans. The Scion brand was used to market
a number of compact vehicles, including the xB and tC.

SUVs
Due to the market move toward SUVs in the late 2010s to the early 2020s, the Toyota SUV
and crossover lineup expanded quickly. Toyota offers a variety of crossover vehicles, ranging
in size from the subcompact Yaris Cross and CH-R to the midsize Harrier/Venza and
Kluger/Highlander. The Raize and Urban Cruiser are some other crossovers. Toyota SUVs
range in size from the full-size Land Cruiser to the smaller Fortuner. The Rush, Prado, FJ
Cruiser, 4Runner, and Sequoia are more SUVs.

Pickup trucks
With the SB, which was exclusively offered in Japan and a small number of other Asian
nations, Toyota made their debut in the pickup truck market in 1947. Following it in 1954 were
the RK (renamed the Stout in 1959) and the little Hilux in 1968. The Hilux (just known as the
Pickup in various regions) gained notoriety for being incredibly robust and dependable after
further refining. Later, extended cab and crew cab versions were added, and Toyota still

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manufactures these vehicles today under different names depending on the region, in a range
of cab lengths, with gasoline or diesel engines, and in 2WD and 4WD models.

The Hilux was a significant model for the firm in North America, which prompted the
development of the Tacoma in 1995. With a design aimed at better meeting the needs of North
American consumers who frequently use pickup trucks as personal automobiles, the Tacoma
was built on the Hilux. The Tacoma became North America's best-selling small pickup thanks
to the successful design.

Toyota made the decision to enter the previously dominated full-size pickup market after the
success of its little Hilux pickups in North America. The T100 was released by the firm for the
1993 US model year. The T100 had a full-size bed that was 8 feet long (2.4 metres), but its
suspension and engine were more like those of a compact pickup. Sales were below
expectations, and the T100 received criticism for having a small V6 engine (particularly when
contrasted to the V8 engines typical of American full-size trucks), being too small, and being
too expensive (because of the 25 percent tariff on imported trucks) 1995 saw Toyota equip the
T100 with a more potent V6 engine from the new Tacoma as well as an extended cab model.
The larger Tundra, which would be produced in the US with a V8 engine and style that more
closely matched that of other American full-size trucks, would take the place of the T100 in
1999.

Luxury vehicles
Toyota offers two flagship vehicles for the domestic Japanese market: the Century limousine
and the Crown premium sedan.

Toyota wanted to increase the number of luxury models it offered in the 1980s, but it soon
realised that its current Japanese-market flagship models lacked widespread appeal and were
unable to compete with established names like Mercedes-Benz, BMW, and Jaguar, as well as
the Acura and Infiniti brands introduced by Japanese rivals.

Before the decade was up, Toyota unveiled Lexus, a brand-new division created to promote
and maintain luxury cars outside of Japan. Since August 1983, the business has been
developing the brand and its vehicles covertly at a cost of more than US$1 billion. Strong sales
followed the 1989 debut of the Lexus LS flagship full-size sedan, which was primarily to blame

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for the Lexus brand's successful launch. The division thereafter began to provide sedan, coupé,
convertible, and SUV vehicles.

Prior to 2005, all vehicles sold in Japan under the Lexus nameplate but marketed internationally
as Lexus between 1989 and 2005 were actually Toyota models.

Buses
The 17-passenger Toyota Coaster is a minibus that was first produced in 1969. The Coaster is
frequently employed by minibus operators in Africa, the Middle East, South Asia, the
Caribbean, and South America to run as public transportation. It is also commonly used in
Japan, Singapore, Hong Kong, and Australia.

Technology of Toyota

Hybrid electric vehicles

With the introduction of the Toyota Prius in 1997, Toyota became the first company to
commercially mass-produce and sell such vehicles, making it the market leader in sales of
hybrid electric vehicles. Toyota is also one of the largest companies to support the mass market
adoption of hybrid vehicles globally. Hybrid Synergy Drive is the name of the company's series
hybrid technology, which was later added to several Toyota models, starting with the Camry.
The technology was also added to the luxury Lexus line.

In more than 90 nations and territories as of January 2020, Toyota Motor Corporation sells 44
Toyota and Lexus hybrid passenger car models. Since 1997, the automaker has sold more than
15 million hybrid automobiles. As of January 2017, the Prius family of hybrid gasoline-electric

21
vehicles had sold about 4 million units globally, making it the most popular brand in this
category.

Toyota currently offers a number of hybrid vehicles in addition to the Prius, including the
Alphard/Vellfire/Crown Vellfire, Avalon, Aqua, Camry, C-HR/IZOA, Corolla/Levin, Corolla
Cross/Frontlander, Crown, Harrier/Venza, Highlander/Kluger/Crown Kluger, Noah/Voxy,
Raize, RAV4/Wildlander, Sequoia, Sienna There are now eight hybrid models available from
Lexus: the ES, IS, LC, LM, LS, NX, RC, and UX.

Plug-in hybrids
Late in 2009, the Prius Plug-In Hybrid Concept was displayed, and soon after, a global
demonstration programme with 600 pre-production test cars started. The cars had data tracking
devices so Toyota could keep tabs on how they were doing; they were leased to fleet and
government customers. The car was based on the third-generation Toyota Prius and included
two extra lithium-ion batteries in addition to the standard hybrid battery pack. Until the
additional batteries are completely used up, the automobile can be driven with little to no
assistance from the internal combustion engine. At that time, the additional batteries are
disconnected from the system. They don't work along with the primary hybrid battery pack.

After the demonstration programme was finished, the Prius Plug-in Hybrid's production model
was presented in September 2011. The United States Environmental Protection Agency (EPA)
evaluated the production Prius Plug-in as having a range of 18 kilometres (11 mi) in mixed
mode and a top electric-only speed of 100 km/h (62 mph) (mostly electric, but supplemented
by the internal combustion engine). Toyota eventually only produced a tiny number of
vehicles—75,400—between 2012 and 2016.

Early in 2016, the second-generation Prius Plug-in (known as the Prius Prime in the US) was
launched. This model would be developed alongside the fourth-generation Prius, as opposed to
the previous generation, where the plug-in battery was constrained by having to be added to the
existing Prius. This would enable Toyota to increase the range to 40 kilometres (25 mi), with a
top speed of 135 km/h (84 mph), without requiring the assistance of the internal combustion
engine. Beginning in late 2016, the second-generation Prius Plug-in went on sale, with Toyota
anticipating sales of up to 60,000 units annually worldwide.

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The Toyota RAV4 PHV (RAV4 Prime in the US), a second plug-in hybrid variant, was
introduced in December 2019. With a combined output of 225 kilowatts (302 hp) and an
estimated all-electric range of 68 kilometres (42 miles), the automobile is Toyota's second-
fastest vehicle currently being produced (behind the GR Supra 3.0 sports car). Midway through
2020, sales began.

Sales volume of Toyota cars across India in 2021

Modal Sales
 Innova crysta 55,250
 Urban Cruiser 27,015
 Glanza 26,326
 Fortuner 10,915
 Yaris 2,235
 Camry 500
 Vellfire 477

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Company Strategy of Toyota

The Toyota Way

The Toyota Way is a set of values and conduct that guides the company's management and
production methods (which is further defined as the Toyota Production System).

Since 1948, the business has been building its corporate philosophy and passing it on to new
hires as tacit knowledge, but in 2001, when the business began to expand internationally,
management formally identified and defined the Toyota Way. Toyota divided it into two
primary categories: respect for people and ongoing improvement. Three principles make up
the pillar of continuous improvement: challenge (create a long-term vision), kaizen (a
continuous improvement process), and genchi genbutsu ("go and see" the process to make
correct decisions). Respect and teamwork are two guiding principles that fall under the
"respect for people" pillar.

The Toyota Way was released in 2004 by Dr. Jeffrey Liker, an industrial engineering
professor at the University of Michigan. Liker refers to the Toyota Way as "a system meant
to give the tools for employees to continuously improve their work" in his book. According
to Liker, The Toyota Way's 14 guiding principles can be divided into four categories:

 long-term philosophy
 the right process will produce the right results
 add value to the organization by developing your people
 continuously solving root problems drives organizational learning.

Toyota Production System

The Toyota Way also influenced the way that the business approached production, where it
was a forerunner of lean manufacturing. The two basic pillars of Jidoka and just-in-time
(making only what is needed, when it is needed, and in the amount that is needed) are how
the corporation defines the Toyota Production System (automation with a human touch).

There are three competing genesis myths for the Toyota Production System:

 That during a 1950 trip to train with the Ford Motor Company, company executives
also studied the just-in-time distribution system of the grocery store company Piggly-
Wiggly.

24
 That they followed the writings of W. Edwards Deming.
 They learned the principles from a WWII US government training program (Training
Within Industry).

In the 1990s, the business started imparting the Toyota Production System to its parts
suppliers after developing it in-house. Since other businesses were interested in the training,
Toyota eventually began providing training sessions. In order to improve non-profit
organisations' productivity and, consequently, their capacity to help people, the corporation
also provided the training to them.

Logo and branding

With the Model AA, Toyota joined the passenger automobile market in 1936. To create a
new logo emphasising speed for its new product line, Toyota organised a competition. After
receiving 27,000 submissions, one was chosen that also led to the alteration of its name from
the family name "Toyoda," which means rice paddy, to "Toyota." The new name was thought
to sound nicer because the Japanese language's eight-stroke count was symbolic of fortune
and wealth. The katakana characters for Toyota were greatly stylised in the original design.

The katakana character logo was complemented by different wordmarks that included the
English translation of the company name in all capital letters, "TOYOTA," when the business
began to grow globally in the late 1950s.

In October 1989, Toyota unveiled a global logo to mark the company's 50th anniversary and
set it apart from the just-launched luxury Lexus line. Three ovals unite to form the letter "T,"
which stands for Toyota, in the logo. The two perpendicular ovals that overlap inside the
larger oval, according to Toyota, symbolise the trust and mutually beneficial relationship
between the company and its customers, while the larger oval that surrounds both of these
inner ovals signifies the "global expansion of Toyota's technology and limitless potential for
the future." Beginning in 1990, the new logo was used on all printed materials, commercials,
dealer advertising, and the majority of automobiles.

Toyota is known as in nations or areas that use traditional Chinese characters, such as Hong
Kong and Taiwan. Toyota is written as "(pronounced as Fngtián in Mandarin Chinese and
Hng Tshan in Minnanese)" in nations that use simplified Chinese characters (such as China
and Singapore). The Japanese name "Toyoda," given to the founding family, is written using
these characters.

25
In Japan, Toyota continues to use the katakana character logo as its corporate badge, notably
on the headquarters building. As a tribute to the company's past, certain limited edition
automobiles still have the "TOYOTA" wordmark on the grille.

The organisation received its own generic top-level domain,.toyota, on July 15, 2015.

26
CHAPTER-2

REVIEW OF LITERATURE

27
Murlidhar, A. Lok Hande & Rana Vishal S. (2019) The author makes an effort to assess
how well the Toyota Company is performing in terms of export, domestic sales, production,
and profit after tax. Pie charts and bar graphs are used in this context to display firm
performance over time.

Mistry Dharmendra S. (2019) Was a study that examined how different criteria affected the
profitability of the chosen organisations. It was determined that the debt equity ratio, inventory
ratio, and total assets were significant drivers that had an impact on the profitability. It
suggested enhancing solvency in order to lessen the fixed financial burden on the business's
profits and provide shareholders with the benefit of trading on equity.

Dawar Varun (2018) Study to examine the impact of different core corporate policy factors,
such as dividend, debit, and capital spending, on the stock prices of Indian automakers.
According to the study, capital structure is not related to stock prices, although dividend and
investment policies are.

Ray Sabapriya (2018) Analysed a sample of automakers to assess the performance of the
sector through various measures, including sales, production, and export trends, during the
years 2003–2004 through 2009–2010. According to the report, the automobile sector has been
going through disruptive stages due to an excessive debt load, underuse of assets, and unstable
liquidity. For industry success in the future, the study recommended enhancing labour
productivity, labour flexibility, and capital efficiency.

Singh Amarjit & Gupta Vinod (2018) Provides a summary of the automotive industry. The
Indian automobile industry is a hub for production, and numerous joint ventures with foreign
partners have been established in India. Keyless entry, electrically controlled mechanisms,
increased driving control, soft-touch interiors, and other creative essential features will need to
be prioritised in the future along with safety, durability, and emission reduction, according to
a SWOT analysis of the automotive industry.

Shinde Govind P. & Dubey Manisha (2017) The study was conducted taking into account
the performance of important competitors in segments such passenger vehicles, commercial
vehicles, utility vehicles, two and three wheelers, and also analysing SWOT analysis and
important elements affecting the evolution of the automotive sector.

28
Sharma Nishi (2017) analysed the financial performance of the passenger and commercial
vehicle segments of the automotive sector using four financial criteria: liquidity, profitability,
leverage, and management efficiency analysis over the ten-year period from 2001-02to 2010-
11. The analysis comes to the conclusion that while Tata Motors and Mahindra & Mahindra
Ltd.'s profitability and managerial effectiveness are good, their liquidity position is not.
Commercial vehicle segment's liquidity condition is substantially stronger than that of the
passenger car segment.

Zafar S.M.Tariq & Khalid S.M (2016) The study investigated how ratios are computed from
financial statements that are generated in accordance with intended management depreciation
and stock valuation strategies. A ratio is just a straightforward comparison of a numerator and
a denominator, hence it cannot give a full and accurate picture of a firm. Promoter manipulation
of results and potential omission of other elements affecting corporate success

Dharmaraj, A.and Kathirvel N. (2015) Contains a summary of the 1991 New Industrial
Policy Act, which permits only foreign direct investment. The impact of FDI on the financial
performance of the automobile sector is being investigated. Conclusion: When comparing post-
FDI to pre-FDI, profitability shows a growing tendency while the liquidity measures indicate
only slight changes. The post-FDI efficiency ratio demonstrates how well businesses are using
the resources at their disposal.

Rapheal Nisha (2015) The author makes an effort to assess the financial success of the Indian
tyre sector. In order to examine the performance with regard to financial indicators, sales trends,
export trends, production trends, etc., the study was carried out for the years 2003-04 through
2011-12. The outcome implies that increasing labour productivity, adaptability, and capital
efficiency is the key to industry success.

29
CHAPTER – 3

RESEARCH METHODOLOGY

30
RESEARCH:

Research is defined as the creation of new knowledge and/or the creative use of previously
acquired knowledge to create new concepts, theories, and understandings. This could entail
synthesising and analysing past research to the point where it yields novel and original findings.

This definition of research is consistent with a general understanding of research and

experimental development (R&D), which encompasses routinely performed creative work to
add to the body of knowledge, including knowledge about people, culture, and society, as well
as the use of this body of knowledge to create new applications.

METHODOLOGY:

A discipline's chosen collection of procedures or processes is known as its methodology.

RESEARCH METHODOLOGY:

In essence, research technique refers to the "how" a certain study is really carried out. More
specifically, it concerns with the methodical techniques a researcher uses when creating a study
to ensure reliable results that satisfy the investigation's goals and objectives.

For example,

a) Information to gather (and what data to ignore).

b) Who to gather it from (this is known as "sampling design" in research).
c) How to gather it is referred to as "data gathering methods."
d) What to analyse it with ("data analysis methods").

31
OBJECTIVES OF THE STUDY

The main purpose of this study:

a) To ascertain the consumer satisfaction towards Toyota

b) To determine whether consumers are satisfy with the service and price of Toyota cars
or not.
c) To study the opinion of customer regarding its features like mileage, price etc.

SCOPE OF THE PROJECT

 The project was limited to Delhi NCR and Indian region. The respondents to be
surveyed had to be those who already have Toyota car.

RESEARCH DESIGN AND METHODOLOGY:

We'll acquire the data from both primary and secondary sources. As secondary sources, we
used the internet and other pertinent manuals and publications to acquire data. An online
questionnaire that will be developed to effectively capture the required data. The questionnaire
will be sent to interested participants by email and WhatsApp.

Data Sources:

The data is collected directly from each customer who visited the showroom.

Sampling Unit: Customers

Sampling Size: 50

Both primary and secondary data were gathered for this project report's sources of information.

1. PRIMARY DATA:

Researchers collect primary data directly from original sources via experiments,
questionnaires, and other techniques including interviews.

2. SECONDARY DATA:

32
Material that has already been assembled and was initially obtained for another purpose makes
up secondary data. Initially, general terms were established to investigate the research,
including perceived benefits, considered dangers, consumer preference, Toyota, and perceived
convenience, as well as thought technological barriers. Other scientific publications were
picked when these keywords were combined across numerous search engines. In addition to a
few selected scholarly works, many textbooks were considered relevant for this study. Reports,
journals, research papers, and other documents are examples of secondary data. Important
information sources were books and reports on online buying from different economies.

 One questionnaire will be prepared on “Google Survey” and circulated through

WhatsApp and Emails.
 The questionnaire’s purpose will be finding out that how many people are aware and
prefer Toyota.

33
CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

34
Q1. OVERALL EXPERIENCE WITH TOYOTA VEHICLES

SATISFIED NO OF RESPONDENT

YES 45

NO 5

OVERALL EXPERIENCE WITH

TOYOTA VEHICLES

YES NO

INTERPRETATION: the survey suggests that 45 people are satisfied with the overall
experience with Toyota vehicles, while 5 aren’t

Q2. Recommendation of Toyota vehicles

Would you recommend? NO OF RESPONDENT

YES 45

NO 5

35
Recommendation of Toyota
vehicles

YES NO

INTERPRETATION: the survey suggests that 45 would recommend Toyota vehicles to friends
and family, while 5 wouldn’t

Q3. MOST VALUABL ASPECT OF TOYOTA VEHICLES

ASPECTS NO OF RESPONDENT

Reliability 15

Fuel efficiency 9

Safety features 10

Comfort 16

36
MOST VALUABL ASPECT OF TOYOTA VEHICLES

RELIABILITY FUEL EFFECIENCY SAFETY FEATURES COMFORT

INTERPRETATION: the survey suggests that 15 people loves the reliability, 10 like the safety
features, 16 likes the comfort and 9 likes the fuel features

Q4. PERFORMANCE SATISFACTION

SATISFACTION RATE NO OF RESPONDENT

VERY SATISFIED 29

SATISFIED 10

NEUTRAL 6

DISSATISFIED 4

VERY DISSATISFIED 1

37
PERFORMANCE SATISFACTION

VERY STAISFIED SATISFIED NETURAL

DISSATISFIED VERY DISSATISFIED

INTERPRETATION: the survey suggests that 29 people are very satisfied with the performance
of Toyota vehicles while other 10 satisfied, 6 are neutral, 4 are dissatisfied and 1 is very
dissatisfied

Q5. CUSTOMER SERVICE RATINGS

RATING NO OF RESPONDENT

EXCELLENT 32

GOOD 10

FAIR 4

POOR 4

38
CUSTOMER SERVICE RATINGS

EXCELLENT GOOD FAIR POOR

INTERPRETATION: the survey suggests that 32 people love the customer experience while 10
find it good, 4 find it normal and other 4 find it poor.

Q6. PRICING

SATISFIED NO OF RESPONDENT

YES 35

NO 15

PRICING

YES NO

INTERPRETATION: the survey suggests that 35 people pricing of Toyota vehicles is

satisfactory while 15 oppose
39
Q7. ECO FRIENDLY FEATURE IMPORTANCE

Important in Decision NO OF RESPONDENT

Making

YES 18

NO 32

ECO FRIENDLY FEATURE

IMPORTANCE

YES NO

INTERPRETATION: the survey suggests that 18 people find ecofriendly features an important
aspect in their decision of buying a vehicle while 32 oppose

40
Q8. INTERIOR DESIGN AND FEATURES

SATISFIED NO OF RESPONDENT

YES 42

NO 8

INTERIOR DESIGN AND FEATURES

YES NO

INTERPRETATION: the survey suggests that 42 people are satisfied with the interior designs
and features while 8 aren’t.

41
Q9. HANDLING & PERFORMANCE IN VARIOUD ROAD CONDITIONS

RATING NO OF RESPONDENT

EXCELLENT 18

GOOD 22

FAIR 2

POOR 8

HANDLING & PERFORMANCE IN VARIOUD

ROAD CONDITIONS

EXCELLENT GOOD FAIR POOR

INTERPRETATION: the survey suggests that 18 people find the handling & performance of
vehicle in various road condition perfect, while 22 find it good, 2 find it fair and 8 find it poor.

42
Q10. FUEL EFFECIENCY

SATISFIED NO OF RESPONDENT

YES 43

NO 7

FUEL EFFECIENCY

YES NO

INTERPRETATION: the survey suggests that 47 people are satisfied with fuel efficiency while
other 7 are not

43
Q11 CONSIDER PURCHASING ANOTHER TOYOTA VEHICLE

RESPONSE NO OF RESPONDENT

YES 32

NO 18

CONSIDER PURCHASING
ANOTHER TOYOTA VEHICLE

YES NO

INTERPRETATION: the survey suggests that 32 people would consider buying another Toyota
vehicle while 18 wouldn’

44
Q12. WARRANTY AND AFTER SALES SERVICE

SATISFIED NO OF RESPONDENT

YES 35

NO 15

WARRANTY AND SALES

SERVICE

YES NO

INTERPRETATION: the survey suggests that 35 people are satisfied with warranty and after
sale service while 15 aren’t

45
CHAPTER 5

SUGGESTIONS AND LIMITATION

46
LIMITATIONS:

According to the study's total sales satisfaction rating, the business is doing very well and its
clients are happy with the level of service they are receiving.

The only problem noticed are:

 Some of the customers have complained about the slack in the delivery process and
timings. Therefore, this is the area which I recommend to the showroom to focus a little
bit more. It needs to improve its delivery process and time. Need to become little quick
and fast.
 Some of the customers have also complained about the after purchase services provided
by the showroom. Even though the complaints are minor, the showroom needs to
resolve the customer after purchase service issues in order to achieve the customer
satisfaction.

Suggestions

The overall satisfaction index from the study reveals that the company is performing very well
and customers buying are much satisfied with the service given to them.

 The company must improve its service and maintenance for attracting more customers.
 The company can improve or enlarge seating capacity of the car for satisfying more
customers.
 The company should also concentrate more on Mileage of the cars.

47
CHAPTER 6

FINDINGS AND CONCLUSION

48
FINDINGS

 Toyota enjoys a high patronage from its customers.

 More than 80% of the customers had a good experience of shopping at Galaxy Toyota.
 The satisfaction levels can also measured with the level of recommendations to friends
and associates; it is evident that more than 80% customers are satisfied with the service
offered at Toyota.
 The sale satisfaction index of Galaxy Toyota showroom is 8.4 on scale of ten, which is
exceptionally good; the showroom should persist on high levels of commitment to
maintain the good image it has created. The industry SSI (2003) is 104 out of 126
according to J D Power Asia pacific. And Hyundai scores 105 out of 125
 In the interview it was found that the customers are happy about the training program
under taken by the showroom, which train the customers to negotiate minor breakdowns
comfortably.
 It has been observed that 25% of customers have reported a slack in the delivery
process.
 This is the only area of concern that has emerged from the city.
 Toyota is one of the ten largest companies in the world.
 It is currently as profitable as all the other car companies combined and became the
largest car manufacturer in 2007
 Enhanced the development of environmentally friendly products
 Developed a new product line-up which responds to the customers’ requirements in
each region
 Friendly vehicles, such as hybrid vehicles
 Strengthen product line-up in

49
CONCLUSION

2. This minor project provides a detailed company description of the giant automaker
Toyota Motor Corporation (TMC), along with an in-depth analysis and evaluation of
their business activities.
3. The introduction includes history as well as general knowledge about the business
process of the company. Main part includes the Core Competence Value Chain
Analysis and that include information about primary and support activities that help the
company to maintain operations, meet customer expectations and gain competitive
advantage. The last part of this report provides recommendations that may help Toyota
to maintain the productivity and attract more customers.
4. Toyota is one of the largest manufacturers of cars in the world, with scores of factories
in dozens of countries. Its standing in the automotive world as the most successful and
most profitable carmaker is unquestioned.
5. In sharp contrast, Australia has one of the smallest car industries in the world and while
it is one of the oldest, it has never spread its manufacturing wings across the oceans.
6. And yet Australia has played an important role in the development of the world's largest
carmaker over a 50 year period, a length of association no other country outside Japan
can match.
7. It was Australia where today's world car industry leader first tasted success beyond its
Japanese domestic market. It was through Toyota Australia that the Japanese company
learned many lessons which have underpinned its global success, and it was Toyota
Australia that achieved many breakthroughs within the group: first successful Land
Cruiser exports, first successful production outside Japan, first finance arm to fund
dealers' inventory and first exporter of the Camry apart from the parent company itself.
It is a proud record which has earned Australia a special place in Toyota's history.

50
CHAPTER 7

BIBLIOGRAPHY AND REFERENCE

51
BIBLIOGRAPY

Book by one author:

 Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World’s
Greatest Manufacturer. Madision, Wisconsin, USA: McGraw-Hill.
 Bodek, N. (2008). Toyota managers know the road to Lean is by way of motivation.
 Besser, T. (1995, May). Rewards and Organizational Goal Achievement: A Case Study
of Toyota Motor Manufacturing in Kentucky. Journal of Management Studies, 383-399
 A Brief Understanding of International Business Strategy --A Case Study of Toyota by
Peter LIU
 Sales handbook, Toyota Kirloskar motors India Limited,2014-15
 Ebrochure Toyota Motors PDF

Reference

http://galaxytoyota.com/facilities.html#

http://www.priceindia.org/auto/wp-content/uploads/2014/15/Toyota-price-list.jpg

http://www.toyotabharat.com/inen/about/toyota_awards.aspx

http://www.toyota-global.com/

http://www.toyota.com/awards.html

http://www.toyota-global.com/

https://en.wikipedia.org/wiki/List_of_Toyota_vehicles

https://en.wikipedia.org/wiki/The_Toyota_Way

https://en.wikipedia.org/wiki/History_of_Toyota
m,.\

52
ANNEXURE
QUESTIONNAIRE

1. Are you satisfied with your overall experience with Toyota vehicles?
a) Yes
b) No
2. Would you recommend Toyota vehicles to friends or family?
a) Yes
b) No
3. Which aspect of Toyota vehicles do you value the most?
a) Reliability
b) Fuel efficiency
c) Safety features
d) Comfort
e) Technology features
4. How satisfied are you with the performance of your Toyota vehicle?
a) Very satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Very dissatisfied
5. How would you rate the customer service provided by Toyota dealerships?
a) Excellent
b) Good
c) Fair
d) Poor
6. Are you satisfied with the pricing of Toyota vehicles?
a) Yes
b) No
7. Are eco-friendly features important in your decision to purchase a Toyota vehicle?
a) Yes
b) No
8. How satisfied are you with the interior design and features of your Toyota vehicle?

53
a) Very satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
9. How would you rate the handling and performance of Toyota vehicles in various road
conditions?
a) Excellent
b) Good
c) Fair
d) Poor
10. Are you satisfied with the fuel efficiency of your Toyota vehicle?
a) Yes
b) No
11. Would you consider purchasing another Toyota vehicle in the future?
a) Yes
b) No
12. Are you satisfied with the warranty and after-sales services provided by Toyota?
a) Yes
b) No

54