130497271 Summer Training Project Report
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SUMMER TRAINING PROJECT REPORT
TOYOTA KIRLOSKAR MOTOR LIMITED
MARKETING STRATEGIES
TRAINING SUPERVISOR SUBMITTED BY
MANISH GARG SHWETANK SHARMA
MARKETING MANAGER ENROLLMENT NO: 0892061709
SESSION: 2007-2010
TRINITY INSTITUTE OF PROFESSIONAL STUDIES, DWARKA,DELHI AFFILIATED FROM
GURU GOBIND SINGH INDRAPRASTHA
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UNIVERSITY, NEW DELHI!"
PREFACE
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ACKNOWLEDGEMENT
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4(+.3 .-5 '( #3 / #-*& '$5# '( MR! MANISH GARG )(& -# .%)+.
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(SHWETANK SHARMA)
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CONTENTS
Chapter 1 Introduction 1
1.1. Overview of Industry as a whole
1.2. Profile of the Organization
1.3. Growth of the Organization
1.4. S.W.O.T nalysis of the Organization
1.!. "o#$etition Infor#ation
Chapter 2 - Objective & Methodolog
!1
2.1. Signifi%an%e
2.2. &anagerial usefulness of the study
2.3. O'(e%tives
2.4. S%o$e of the study
2.!. ðodology
Chapter " Conceptual #i$cu$$ion %Theoretical
!
'ac(drop & )iterature *evie+, -
Chapter ! - #ata nal$i$ ..
Chapter . - /inding$ and *eco00endation$
NNE3*ES4 Include the 5ollo+ing detail$ in thi$ $ection 6
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'I')IO7*89: 1
CHAPTER 1 - INTRODUCTION
1.1. OERIEW - INDIAN AUTOMO!ILE INDUSTRY
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>(//&*-$. %$##& *$& %&(3+*'-( #'$&'3 -1974-' ' /(3. SA! I 19C0$ #%$&$'
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HEAD8UARTERS: TOYOTA CITY4 JAPAN
ASSEM!LY PLANTS OER THE WORLD
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L'%, +*$
OERIEW
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 odel, the L!, and the new glo"al #ary went
on sale. In $apan, a new #orolla range was introduced, ephasi%ing the iportance of this "est&
selling car.
In anufacturing, several new projects were started around the world. In 'ay, anufacture of the
#ary "egan in (uang%hou, #hina, while in the )nited !tates, the *entuc+y plant, which in
Octo"er cele"rated 20 years of production, started anufacturing the first Toyota hy"rid vehicle to "e
ade in orth -erica, the #ary y"rid. In ove"er, the Texas plant "egan producing the new
Tundra truc+, a +ey vehicle in Toyota/s orth -erican lineup. In $apan, Toyota 'otor *yushu, Inc.
"egan full&scale operations at its engine factory, while Toyota 'otor Toho+u #o., Ltd. increased its
anufacturing capacity.
In huan resources developent, following the esta"lishent of the -sia acific (lo"al roduction
#enter in Thailand in -ugust 2001, Toyota esta"lished the orth -erican roduction #enter in the
).!. in e"ruary, and the 3uropean (lo"al roduction #enter in the )nited *ingdo in 'arch.
3sta"lished as "ranches of the (lo"al roduction #enter in $apan, these were created to spread
Toyota/s anufacturing +nowledge and s+ills throughout the world in pace with the rapid growth of
Toyota/s overseas anufacturing. The centers educate trainers for local anufacturing plants in all
regions, with trainees passing on what they learn to tea e"ers on their return to their plants.
In 45, Toyota focused its efforts on three +ey areas7 environent, safety and energy. It ade a
special effort in the area of the environent "y expanding its lineup of hy"rid vehicles, and has
wor+ed on 45 relating to plug&in hy"rid. In addition, as part of Toyota/s efforts to respond to the
diversification of energy, in 2008 Toyota introduced a flex fuel vehicle9 in the :ra%ilian ar+et that will
run on ;00< "ioðanol fuel. ro this point on, "ased on the philosophy of providing =the right car,
in the right place, at the right tie,> and in accordance with the infrastructure and custoer needs of
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each region, Toyota will continue to proote efforts to develop environentally friendly technology
and vehicles.
CORPORATE DATA
!ince its foundation, Toyota has conducted "usiness with =contri"uting to the developent of a prosperous
society through the anufacture of autoo"iles> as a guiding principle. ?hen I "ecae president two years ago,
I called on all eployees to wor+ with e in returning to our origins and as+ing earnestly whether Toyota is truly
contri"uting to society and whether we are doing everything we should "e doing. On the occasion of Toyota/s
80th anniversary, we will reinforce our easures designed to return to our core principle, which is to @repay the
earth and society through technological innovation Aand contri"ute to enhancing the Buality of lifeeverywhere.
Company Name Toyota Motor Corporation
E*'&+*3$, August 28, 1937
Tokyo Head Offie1!"!18 #oraku, $unkyo!ku, Tokyo 112!87%1, &apan
'(one) *%3+3817!7111
Nagoya Offie "!7!1 Meieki, Nakamura!ku, Nagoya City, Ai(i 'refeture "%!
8711, &apan
'(one) *%2+2!2111
H$', O+$ T""'-C3"4 T""' C+ 4 A+3+ P$$$ ;71-
-
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GUIDING PRINCIPLES
onor the language and spirit of the law of every nation and underta+e open and fair corporate activities to "e
a good corporate citi%en of the world.
4espect the culture and custos of every nation and contri"ute to econoic and social developent through
corporate activities in the counities.
edicate ourselves to providing clean and safe products and to enhancing the Buality of life everywhere
through all our activities.
#reate and develop advanced technologies and provide outstanding products and services that fulfill the needs
of custoers worldwide.
oster a corporate culture that enhances individual creativity and teawor+ value, while honoring utual trust
and respect "etween la"or and anageent.
ursue growth in harony with the glo"al counity through innovative anageent.
?or+ with "usiness partners in research and creation to achieve sta"le, long&ter growth and utual "enefits,while +eeping ourselves open to new partnerships.
'-.C-'T/
:e contri"utive to the developent and welfare of the country "y wor+ing together, regardless
of position, in faithfully fulfilling your duties.
:e at the vanguard of the ties through endless creativity, inBuisitiveness and pursuit of
iproveent.
:e practical and avoid frivolity.
:e +ind and generousC strive to create a war, hoeli+e atosphere.
:e reverent, and show gratitude for things great and sall in thought and deed
MANAGERIAL INFORMATION
10 -euties
1+ $oard of iretors *24 peop5e+
Name Tit5e
ujio #ho9 #hairan
*atsuhiro a+agawa Dice #hairan
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*atsua+i ?atana"e resident
To+uichi )ranishi 3xecutive Dice resident
*a%uo O+aoto 3xecutive Dice resident
*yoji !asa%u 3xecutive Dice resident
'itsuo *inoshita 3xecutive Dice resident
Eoshii Ina"a 3xecutive Dice resident
Ta+eshi )chiyaada 3xecutive Dice resident
'asatai Ta+ioto 3xecutive Dice resident
-+io Toyoda 3xecutive Dice resident
Tetsuo attori !enior 'anaging irector
Eu+itoshi uno !enior 'anaging irector
Ta+eshi !u%u+i !enior 'anaging irector
-tsushi iii !enior 'anaging irector
ajie ?a+ayaa !enior 'anaging irector
iroshi Ta+ada !enior 'anaging irector
Teiji Tachi"ana !enior 'anaging irector
!hinichi !asa+i !enior 'anaging irector
!hin *anada !enior 'anaging irector
-+ira O+a"e !enior 'anaging irector
Eoshio !hirai !enior 'anaging irector
Eoichiro Ichiaru !enior 'anaging irector
!hoji I+awa !enior 'anaging irector
!hoichiro Toyoda onorary #hairan
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Tadashi -rashia 'anaging Officer
'asaoto 'ae+awa 'anaging Officer
'aoru uruhashi 'anaging Officer
!atoshi O%awa 'anaging Officer
!eiichi !udo 'anaging Officer
Easuhi+o Ichihashi 'anaging Officer
Tadashi Eaashina 'anaging Officer
Ta+ashi ata 'anaging Officer
$aes 3. ress 'anaging Officer
(ary L. #onvis 'anaging Officer
?ahei irai 'anaging Officer
Tatehito )eda 'anaging Officer
Ta+ashi !higeatsu 'anaging Officer
Eu%o )shiyaa 'anaging Officer
Easuori Ihara 'anaging Officer
Ta+ahi+o Ijichi 'anaging Officer
Toshio urutani 'anaging Officer
Tetsuo -gata 'anaging Officer
!enta 'orio+a 'anaging Officer
irono"u Inoue 'anaging Officer
*a%uhi+o Ta+arada 'anaging Officer
'asayu+i a+ai 'anaging Officer
Toshi+i ayaa 'anaging Officer
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Ta+ahiro Iwase 'anaging Officer
-+ihito Tsuji 'anaging Officer
Eoshihi+o 'asuda 'anaging Officer
o"uo *o"ayashi 'anaging Officer
Eoshiasa Ishii 'anaging Officer
Tatsuya *ane+o 'anaging Officer
Ta+eshi !hirane 'anaging Officer
'asanao Too%oe 'anaging Officer
*atsunori Itasa+a 'anaging Officer
To+uyu+i Ta+ahashi 'anaging Officer
4eal A4ayF Tanguay 'anaging Officer
4yoichi !asa+i9 'anaging Officer
!eiho *awa+ai9 'anaging Officer
Easuhiro Eo+oi9 'anaging Officer
Ta+ahiro ujio+a9 'anaging Officer
'asano"u *awase9 'anaging Officer
Eu+io ishi+awa9 'anaging Officer
irofui 'uta9 'anaging Officer
Thierry o"reval9 'anaging Officer
9ewly appointed
-s a result of the a"ove changes, T'# now has, ; chairan, ; vice chairan, ;president, G executive vice presidents, ;H senior anaging directors, ; honorarychairan, ; senior advisor, e"er of the "oard, 8 auditors and J anagingofficers, for a total of G2 executives.
20 .etiring Corporate Auditors and Managing Offiers *1% peop5e+
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Eoshiro ayashi A-ppointed as -dvisorF
iroshi O+a"e A-ppointed as -dvisorF
Tadashi Ishi+awa A-ppointed as -dvisorF
itoshi ishiyaa A-ppointed as -dvisorF
-lan $. $ones K
Eoshi+atsu Tana+a A-ppointed as -dvisorF
o"uyoshi isada A-ppointed as -dvisorF
'itsuhisa *ato A-ppointed as -dvisorF
$ohn . #onoos K
Ta+is $. -thanasopoulos K
30 -euties6 Areas of .esponsii5ity and Tit5es
1+ -eutie ie 'residents and /enior Managing iretors
Name Ne :ormer
Tokui(i;ranis(i
-eutie ie 'resident
&(lo"al lanning Operations&OverseasA-ericas, 3urope 5 -frica, -sia,Oceania 5 'iddle 3astF
&The Americas Operations Group
(Chief Officer)&Europe & Africa OperationsGroup(Chief Officer)
-eutie ie 'resident
&OverseasAOverseas lanning -ericas,3urope 5 -frica, -sia, Oceania 5'iddle 3astF
&Europe & Africa Operations
Group(Chief Officer)
#a
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(Chief Officer)&Design Group (Chief Officer)&Motorsport BusinessManagement Dept.
&Motor ports Di!.
#yo=i/asa
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Toyoda &roduct 'anageent&IT 5 IT!&urchasing&uality&*T & *T Group (Chief Officer)&e+TO,OTA Di!.
&roduct 'anageent&IT 5 IT!&urchasing&*T & *T Group (Chief Officer)&e+TO,OTA Di!.
TetsuoHattori
/enior Managing iretor
&Dehicle 3ngineering (roup A#hiefOfficerF
&3nvironental -ffairs iv.
/enior Managing iretor
&uality (roup A#hief OfficerF&Dehicle 3ngineering (roup A#hiefOfficerF
&uture roject iv.&'otor !ports iv.
>ukitos(i
:uno
/enior Managing iretor
&Toyota 'otor orth -erica, Inc.&Toyota 'otor !ales, ).!.-., Inc.
/enior Managing iretor
&The -ericas Operations (roupA#hief OfficerF
&Toyota 'otor !ales, ).!.-., Inc.
Takes(i/u
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&ousing (roup A#hief OfficerF&Legal iv.
/(ini(i/asaki
/enior Managing iretor
&uality (roup A#hief OfficerF
/enior Managing iretor
&Toyota 'otor 3urope DM!-&Toyota 'otor 3ngineering 5'anufacturing 3urope DM!-
/(in#anada
/enior Managing iretor
&Inforation !ystes (roupA#hief OfficerF
&4esearch iv.&(lo"al 3xternal -ffairs iv.
/enior Managing iretor
&(overnent 5 u"lic -ffairs(roupA#hief OfficerF
Akira
Okae
/enior Managing iretor
&-sia, Oceania 5 'iddle 3astOperations (roupA#hief OfficerF
/enior Managing iretor
&-sia, Oceania 5 'iddle 3astOperations (roup A#hief OfficerF
&Taiwan Office
>os(io/(irai
/enior Managing iretor
&roduct evelopent (roupA#hief OfficerF
&45 'anageent iv.&TOEOT- evelopent #enter 2A(eneral 'anagerF
/enior Managing iretor
&Technical -dinistration (roup&roduct evelopent (roup&3nvironental -ffairs iv.&45 'anageent iv.
>oi(iro?(imaru
/enior Managing iretor
&$apan !ales Operations (roupA#hief OfficerF
ustoer !ervice Operations(roupA#hief OfficerF
/enior Managing iretor
&oestic !ales Operations(roupA#hief OfficerF
ustoer !ervice Operations(roupA#hief OfficerF
/(o=i?kaa
/enior Managing iretor
&roduction 3ngineering (roup
A#hief OfficerF
/enior Managing iretor
&roduction 3ngineering (roup
A#hief OfficerF
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2+ Managing Offiers *On5y t(ose it( ne responsii5ities or t(ose ne5yappointed 5isted+
Name Ne :ormer
#oi(i?na
&'iyoshi lant A(eneral 'anagerF&'yochi lant A(eneral 'anagerF&Operations 'anageent#onsulting iv.
&(lo"al !trategic roductionlanning iv.
&roduction #ontrol iv.&roject lanning 5 'anageentiv.
&(lo"al roduction #enter
A(eneral 'anagerF
&Ta+ao+a lant A(eneral 'anagerF&Tsutsui lant A(eneral'anagerF
&Dehicle lanning 5 roduction3ngineering iv.
&!taping roduction 3ngineeringiv.
&:ody -sse"ly 3ngineering iv.&(eneral -sse"ly 3ngineeringiv.
Akira/asaki
hina iv.&Toyota Technical #enter, #hina
&Toyota Technical #enter, #hina
?aoNi(as(i
&T' rootion iv.&Technical !ervice iv.ustoer 4elations iv.&uality iv.ustoer uality 3ngineeringiv.
&uel #ell roduction 3ngineeringiv.
ustoer 4elations iv.&uality iv.ustoer uality 3ngineeringiv.
&uel #ell roduction 3ngineeringiv.
Tadas(iAras(ima
&Toyota 'otor 3urope DM!-&Toyota 'otor 3urope DM!-AT''3 #opanyF
&Toyota 'otor 3urope DM!-
MasamotoMaekaa
&$apan !ales lanning iv.&$apan 'ar+eting iv.&Toyopet channel Operations iv.
&oestic !ales lanning iv.&oestic 'ar+eting iv.&Toyopet channel Operations iv.
/atos(i
O
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Tos(io:urutani
&'otorsport :usiness 'anageentept.
&(lo"al lanning iv.&(lo"al 'ar+eting iv.
&Overseas lanning iv.&Overseas 'ar+eting iv.
TetsuoAgata
&Toyota 'otor 3urope DM!-A45M'anufacturing #opanyF
&onsha lant A(eneral 'anagerF&3nvironental -ffairs iv.&(lo"al !trategic roductionlanning iv.
&roduction #ontrol iv.&roject lanning 5 'anageentiv.
&!ervice arts -dinistration iv.
#a
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&!taping ie 5 Tool iv.&ie 5 'old iv.
Taka(iro?ase
&*aigo lant A(eneral 'anagerF&!hioyaa lant A(eneral
'anagerF&Tahara lant A(eneral 'anagerF
&*aigo lant A(eneral 'anagerF&!hioyaa lant A(eneral
'anagerF
#atsunori?tasaka
&ealer uan 4esourcesevelopent iv.
&$apan leet !ales 5 #onversionDehicle iv.
&Toyota channel Operations iv.
&ealer uan 4esourcesevelopent iv.
&Toyota channel Operations iv.
.ea5C0 Tanguay
&Toyota 'otor 3ngineering 5'anufacturing orth -erica,
Inc9
&Toyota 'otor 'anufacturing orth-erica, Inc.
&Toyota 'otor 'anufacturing#anada, Inc.
.yoi(i/asaki
&-sia, Oceania 5 'iddle 3astroject iv.
&Toyota 'otor -sia acific T3 LtdA!ingaporeF
&Toyota 'otor -sia acific #o., LtdAThailandF
&Toyota 'otor Thailand #o., Ltd
&Toyota 'otor Thailand #o., Ltd.
/ei(o#aakami
&TOEOT- evelopent #enter 2
Aeputy (eneral 'anagerF
&(eneral 'anager, #hassis
3ngineering iv. 2
>asu(iko>okoi
&)sed #ar :usiness iv.&L3N)! oestic !ales 5'ar+eting iv.
&(eneral 'anager, L3N)!oestic !ales 5 'ar+eting iv.
Taka(iro:u=ioka
&Ta+ao+a lant A(eneral 'anagerF&Tsutsui lant A(eneral'anagerF
&!enior 3xecutive irector, Toyota'otor 'anufacturing A)*F Ltd.
Masanou
#aase
&TOEOT- evelopent #enter ;
A(eneral 'anagerF
&roject (eneral 'anager,
Technical -dinistration iv.
>ukioNis(ikaa
&e&TOEOT- iv.&:usiness evelopent iv.&'arine :usiness iv.&:iotechnology 5 -fforestation:usiness iv.
&IT 5 IT! lanning iv.&IT 5 IT! !ales iv.
&roject (eneral 'anager, To+yo!ecretarial iv.
Hirofumi
Muta
&onsha lant A(eneral 'anagerF
&Dehicle lanning 5 roduction3ngineering iv.
&(eneral 'anager, roduction
3ngineering lanning iv.
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&!taping roduction 3ngineeringiv.
&:ody -sse"ly 3ngineering iv.&(eneral -sse"ly 3ngineeringiv.
&irose lant A(eneral 'anagerF&irose lant 3lectronic#oponents 3ngineering iv.
&irose lant 3lectronic#oponents 'anufacturing iv.
T(ierryomrea5
&Toyota 'otor 3urope DM!-AT''3 #opanyF
&Toyota 'otor 3urope DM!-AT''3 #opanyF
9 ewly appointed99On -pril ;, 2006, Toyota 'otor 3ngineering and 'anufacturing orth -erica, Inc.
was esta"lished "y integrating the functions of Toyota Technical #enter, ).!.-., Inc.and Toyota 'otor 'anufacturing orth -erica, Inc.
"0 Organi
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product, price and supply&and&deand strategies
2F (overnent 5 u"lic -ffairs (roup M (eneral -dinistration 5 uan 4esources(roup
& The transfer of soe divisionsMdepartents of the (eneral -dinistration 5 uan4esources (roup to the (overnent 5 u"lic -ffairs (roup, have ta+en place asfollows7
-fter #hanges :efore #hanges(overnent 5 u"lic -ffairs (roup (eneral -dinistration 5 uan
4esources (roup
& u"lic -ffairs -dinistration ept. AtransferF& u"lic -ffairs -dinistrationept.
& To+yo !ecretarial iv. AtransferF & To+yo !ecretarial iv.& To+yo (eneral -dinistration iv.
AtransferF
& To+yo (eneral -dinistration
iv.
urposeTo optii%e the structural organi%ation and distri"ution of huan resources "yconsolidating the divisions and departents relevant to governent 5 pu"lic affairs
HF roduction #ontrol 5 Logistics (roup & The nae of the roduction #ontrol 5 Logistics (roup has changed.
-fter #hange :efore #hange!trategic roduction lanning(roupAnae changedF
roduction #ontrol 5 Logistics(roup
urposeTo create a nae that reflects a strengthened stance toward planning that considersthe actual situation of glo"al production activities
F ousing (roup Aousing #opanyF
& The nae of the ousing (roup Aousing #opanyF has changed.
-fter #hange :efore #hangeousing (roup Anae changedF ousing (roup Aousing #opanyF
urposeTo reflect the achieveent of the original o"jective to reinforce operational structuresthrough the introduction of the @copany@ syste
1F ivisionsMdepartents not "elonging to a groupC -sia, Oceania 5 'iddle 3astOperations (roupC #hina Operations (roup
& The transfer of soe divisionsMdepartents to relevant groups.
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P('(# $3 '' ( ' )(..(4- %$# -'&(3+* #(/ () ' '*(.(-# 4 $& 3.(%-
'( %(#-'-( T(('$ $# $ -&(/'$. .$3&!
SPRIORITIES OF TOYOTA IN GROWTH STRATEGY
F(&'-)- (+& %&(3+*' .-
A##&'- $ *(/%'-'- 3 - '*(.(
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MARKET SHARE OF TOYOTA
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T 3*$3(.3 I3-$ (-' '+& () ' $%$# $+'(/$5&, T(('$ K-&.(#5$&, -# +-.3-
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1.; S.W.O.T ANALYSIS
S$%>3*
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*$&/$5& 4-' 6!78 /-..-( +-'#! T *(/%$ -# #'-.. -3 &-$.# G&$. M('( 4-'
8!C9 /-..-( +-'# - ' #$/ %&-(3! I'# #'&( -3+#'& %(#-'-( -# $#3 +%( $ +/& ()
)$*'( -*.+3- $ 3--)-3 %&(3+*' &$, -. '$&'3 /$&5'- $3 $ *(//-'/' '(
.$ /$+)$*'+&- $3 ?+$.-'! T *(/%$ /$5# $ .$& &$ () -*.# )(& ('
%&-$' *+#'(/ $3 *(//&*-$. (&$-#$'-(#, )&(/ ' #/$.. Y$&-# '( .$& '&+*5#! T
*(/%$ +## /$&5'- '*-?+# '( -3'-) $3 #$'-#) *+#'(/& 3#! I'# &$3 -# $
(+#(.3 $/! T *(/%$ $.#( /$-/-@# %&()-' '&(+ ))-*-' /$+)$*'+&-
$%%&($*# !! T('$. +$.-' M$$/'"!
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WEAKNESS
B- - $# -'# (4 %&(./#! T W(&.3 /$&5' )(& *$ -# - $ *(3-'-( () (& #+%%.
$3 #( *$& /$+)$*'+& 3 '( /$5 #+& '$' -' -# '-& /(3.# '$' *(#+/ 4$'!
T(('$ /$&5'# /(#' () -'# %&(3+*'# - ' US $3 - $%$! T&)(& -' -# %(#3 '(
).+*'+$'- *((/-* $3 %(.-'-*$. *(3-'-(# '(# /$&5'#! P&$%# '$' -# 4 ' *(/%$
-# -- '( #-)' -'# $'''-(# '( ' /&- >-# /$&5'! M(/'# - *$
&$'# *(+.3 # ' $.&$3 $&&(4 /$&-# - ' *$& /$&5' - &3+*3!
T *(/%$ 3# '( 5% %&(3+*- *$ - (&3& '( &'$- -'# (%&$'-($. ))-*-*! >$&%.$'# &%' $ + -#'/' - %#- )-3 *(#'#, $# 4.. $# ' - *(#'# ()
'&$-- $3 &'$-- .$(+&! S( -) ' *$& /$&5' %&-*# $ 3(4 '+&, ' *(/%$
*(+.3 # (& *$%$%$*-'! I) ( ' ('& $3 ' *$& /$&5' %&-*# $ +%'+&, ' '
*(/%$ /$ /-## (+' ( %(''-$. #$.# 3+ '( +3& *$%$*-' -!! -' '$5# '-/ '(
$**(//(3$'! T-# -# $ '%-*$. %&(./ 4-' - (.+/ *$& /$+)$*'+&-!
OPPURTUNITIES
L+# $3 T(('$ (4 $ $ &%+'$'-( )(& /$+)$*'+&- -&(/'$.. )&-3.
-*.#! L+# $# R 00 &-3, $3 T(('$ $# -' P&-+#! B(' $& $#3 +%( $3$*
'*(.(-# 3.(%3 ' (&$-@$'-(! R(*5'- (-. %&-*# $ # #$.# () ' 4
&-3 -*.# -*&$#! T(('$ $# $.#( #(.3 ( -'# '*(.( '( ('& /('(&
/$+)$*'+&, )(& $/%. F(&3 $# (+' -'( ' '*(.( )(& -'# 4 E%.(&& SUV
H&-3! S+* /(# *$ (. )-&/ +% T(('$# -'' $3 -#'/' - &-3 RD!
T(('$ -# '( '$&' ' +&$ (+' /$&5'! T *(/%$ $# .$+*3 -'# 4 A(, 4-*
-# '$&'3 $' ' #'&'4-# (+' /$&5' $3 *$%'+ (& $''/%'# '(" ' $'+& () 3$*
$3 D *+.'+& - $ & *(/%'-'- #/'! T -*. -'#.) -# $ +-?+ *(&'-., 4-'
/(3.# '3- $' '-& &$& T $&&(4 #/' -# ('(&-(+# )(& -' $&&(4 /$&-# $3
3-))-*+.'-# )(& &$3-!
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THREATS
P&(3+*' &*$..# $& $.4$# $ %&(./ )(& -*. /$+)$*'+&! I 200C ' *(/%$ $3 '(
&*$.. 880,00 #%(&'# +'-.-' -*.# $3 %-*5 +% '&+*5# 3+ '( )$+.' )&(' #+#%#-( ##'/#!
T(('$ 3-3 (' - 3'$-.# () (4 /+* ' &*$.. 4(+.3 *(#'! T /$(&-' () $))*'3
-*.# 4& #(.3 - ' US, 4-. ' ' 4& #(.3 - $%$, E+&(% $3 A+#'&$.-$!
A# 4-' $ *$& /$+)$*'+&&, T(('$ )$*# '&/3(+# *(/%'-'- &-$.& - ' *$& /$&5'!
>(/%'-'-( -# -*&$#- $./(#' 3$-., 4-' 4 '&$'# *(/- -'( ' /$&5' )&(/
>-$, S(+' K(&$ $3 4 %.$'# - E$#'& E+&(%! T *(/%$ -# $.#( %(#3 '( $
/(/' - ' %&-* () &$4 /$'&-$.# #+* $# &+&, #'. $3 )+.!
1.= COMPETITE S.W.O.T ANALYSIS
STRENGTH
I $ &$ 4 (4- $ *$& 4$# $ 3-#'$' 3&$/ )(& $ $#' /$(&-' () I3-$#, MUL &(..3
(+' -'# )-' *$&, ' M800! T *(/%$ .$.3 -' $ %(%.# *$&, 4-' $ 796** *.-3&
- '$' 3.-&3 9!C% $' $ $))(&3$. %&-* () R#! 6C,000! T )-' -*. 4$#
&.$#3 )(& #$. - D*/& 198! I-'-$.., ' *$& 4$# *&-'-*-@3 )(& -'# 3-/-+'- #-@, +'
-' %&(3 '( #%$*-(+# (+ '( *$&& )(+& $3+.'#! B''& '*(.( $3 $ $))(&3$.
%&-* 3+ '( $ -& .. () -3--@$'-( .%3 MUL $*- $ 3(/-$' %(#-'-( - '
I3-$ %$##& *$& /$&5'
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WEAKNESS
MARUTI SUUKIJ# -#' 4$5##, -# ' .$*5 () %&(3+*' 3#- *$%$-.-'! I '
*(/- $, ' #(+.3 )(*+# ( $*?+-&- %&(3+*' 3#- $3 .$ %&(3+*'-( 5(4(4
$# ' K(&$ )-&/# 3-3 - ' -'-# $3 $&. -'-#! A.#( ' R#$&* $3
3.(%/'# $3?+$&' )(& - 3.(%/' () M$&+'- S+@+5- $& - $%$ 4-* -# $
/$(& 4$5 %(-'! M$&+'- S+@+5- $.#( 3# '( -#' - *$%$*-' $3 $&* $3
3.(%/' - I3-$ '( #'$ $&$#' () *(/%'-'-(!
THREAT
M800 $3 &+.3 ' %$##& *$& /$&5' $# ' (. *$& - ' '&.. #/' - '
I3-$ $+'(/(-. -3+#'& $3 4$# (4 )$*- ' 3$& () *$-$.-@$'-( )&(/ ( () -'#
(4 )$/-. //, A.'( F(& ' )-' )4 /('# () 200, M800 %&)(&/3 4.., #..-
1C,01 +-'# - $+$&, 1,C18 +-'# - F&+$& $3 1C,C0 - M$&*! B+' &$3+$.. A.'(,
$('& MUL %&(3+*', $ $'- -'( M800# #$&! A.'( &%(&'3 #$.# () 8,99 +-'#,
8,2 $3 9,011 +-'# - $+$&, F&+$& $3 M$&* %*'-.! I A%&-., -'# #$.#
-*&$#3 '( 9,C0 +-'# $3 - M$ 200, A.'( '((5 (& M800# %(#-'-( $# ' .$'
#..- *$& 4-' #$. () 10,7 +-'#, #.-'. (& M800# #$.# () 10,016 +-'#! A$.#'# ).'
'$' A.'( $3 '$5 ' '(% #%(' *$+# () -'# %&-* &3+*'-( - S%'/& 200 R#!
2,000 )(..(43 ' .$+* () ' (A> A.'( )(& R#! 0!2 / - ' )-' 45 () A%&-.
200!
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A**(&3- '( ' /$$- 3-&*'(& () T(('$ K-&.(#5$& M('(&, A'#+#- T((#-/$, '
3*-#-( '( -'&(3+* I($ & I3-$" 4$# $#3 ( '& )$*'(! F-', (& ' .$#' )-
$, ' > #/' '4 R# C .$5 '( R# 10 .$5" () ' *$& /$&5' $# &(4 20
%& *' & $&! T /+.'- +'-.-' -*. #/' $# $.#( &(4 $' 3(+.3--' ..#!
S*(3, 4-' $ -/%&(- .-)#'. $3 ''& &($3#, ' I3-$ *(#+/& 4$'# '( '$5 -#
-*. )(& .( 3&-# 4-' )&-3# $3 )$/-.! T-&3, '& -# $ .$'' 3#-& () *+#'(/,
-*.+3- '(# (4- MPV#, '( #5 $''&-+'# .-5 &$'& -'&-(& #%$* $3 (&.($3-
$-.-', 4-. %$##& *$& + .((5 )(& ''& #'.- $3 -/%&(3 &-3- *(/)(&'!
I($ &-# '('& ' #%$* $3 )+. *((/ () $ MPV 4-' ' #'., $-.-' $3
%(4& () $ #3$! T(('$ K-&.(#5$& M('(& $# 3#*&-3 -' $# ' )-' '&&(4 #$'-
%$##& *$& - ' I3-$ /$&5'
2.2 MANAGERIAL USEFULLNESS
T /$&5'- 3%$&'/' *$ +# '-# #'+3 '( $* '-& /$&5'- #'&$'-# )(& ''&
#$.#! T-# &%(&' .%# ' /$&5'- 3%$&'/' - '$5- 3*-#-(# '( 4$' *$ -
3-#'&-+'-( *$.# $3 4$' #(+.3 3( #( '$' /$&5'- %&(./ *(+.3 #(&'3 (+'
$3 (4 '( #.. '-& &$ () %&(3+*' - ' *(/%'-'- /$&5'!
T & ##* () & %&(*' &.$'3 '( /$&5'- -# %&(-3- $ -4 '( /$$/'
)(& *$.5 (+' ' (&$-@$'-(, #( '$' ' *$ /$-'$- $ -$. )-' '4 '
(&$-@$'-($. (*'-#, #5-..# $3 (+&*# $3 -'# *$- /$&5' (%%(&'+-'-#! $.#(
- $ %&(%& #$% '( *(/%$# '$&' %&()-' $3 &(4'! -' %&(-3# )3$*5 '( '
(&$-@$'-( $(+' '-& #$.#, #$.# #*/# $3 4$' -/%$*' 3(# -' $# ( ' 3$. $3
*(#+/! & /$&5' $&* %&(-3# +#)+. #+#'-(# '( ' (&$-@$'-(! /$&5'-
$&* .%# ' )-&/ - & *(/%(' () ' '('$. /$&5'- '$#5! -' .%# ' )-&/
$*?+-& $ ''& +3'$3- () ' +&, ' *(/%'-'-( $3 ' /$&5'- -&(/'!
-' $.#( $-3# ' )(&/+.$'-( () ' /$&5'- /-! %&(3+*'! 3-#'&-+'-( $3 %&-*- 3#! -'
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$.#( .%# - '$5- ' -)(&/$'-( () *(/%'-'( #'&$'-# $3 '-& -/%$*' ( ' +&!
' #'+3 &$.# ' )$*' '$' /$ $ *(/ +% 3+&- ' %&(*' $3 '# )$*'# *$ -'&
+#3 $ (%%(&'+-'-# - %.(&- $3 %$3- ' +#-## $# 4.. $# *$ +#3 $#
#$)+$&3 $$-#' '&$'# *(/%'-'( '( %&%$& $ ))*'- /$&5'- #'&$'! E&
/$&5' $&* %&(# +#)+. '( ' (&$-@$'-(! M$&5'- $&* .%# ' )-&/ - &
*(/%(' () '('$. /$&5'- '$#5!
2.6 O!JECTIES OF STUDY
T (*' () &%(&' -# (' (. '( )(*+# ( *(/%'-'( +' $.#( '( ' ' *(/%'-'-
%(#-'-( - ' $'-($. $# 4.. $# -'&$'-($. /$&5' '&(+ *+#'(/& #$'-#)$*'-(! T#
$& $# )(..(4#!
T( 3-#*(& $3 '&$#.$' ' 3# $3 3#-& () *+#'(/& -'( %&(3+*'# $3 #&-*#
#( $# '( *&$' ' 3/$3 () ' %&(3+*' '&(+ %.$- $3 %&(3+*- %.$3
%&(3+*'"!
T( #& ' *+#'(/& '&(+ *$. () 3-#'&-+'-(!
T( )$* ' 5 *(/%'-'-(!
T( 5(4 $(+' ' /$&5'- #'&$'-# +#3 T(('$!
T( 5(4 $(+' ' /$&5'- #'&$'-# () ' *(/%'-'( () T(('$!
T( )-3 (+' ' /$&5' #$& () T(('$!
T( 5(4 4& T(('$ #'$3# $# )$& $# ' B>G Q/$'&- /(3.# *(*&3!
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2.; SCOPE OF THE STUDY
T# $& #(/ () ' #*(% () ' #'+3 :
1! T %' #'+3 *$ '33 '( $**## ' %' /$&5'- *(3-'-( () I3-$
$+'(/(-. #*'(&!
2! T #'+3 *$ +#3 '( 3#- $ %&(%& %&(3+*', %&-*, %.$* $3 %&(/('-($.
#'&$' )(& ' /$&5'!
! F&(/ ' %' #'+3 4 *$ 5(4 ' /$&5' #$& () 3-))&' %&(3+*'# $3
$**(&3-. )(&/+.$'3 #'&$' '( $* -'!
! T +.' () /$&5'- #+**## *$ -'&%&'3 '( $#### ' &$' () /%.(
#$'-#)$*'-( - $&-(+# 3%$&'/'#!
C! T-# #'+3 *$ $%%.-3 '( )-3 (+' $ ))*'- 3-#'&-+'-( *$. '( $* '
#$. () $&-(+# %&(3+*'# () T(('$ /('(!
2.= RESEARCH METHODOLOGY
T-# %&(*' 3%3# +%( ' %&-/$& $# 4.. $# #*(3$& #(+&*# 4-* $& $# )(..(4#!
P&-/$& S(+&*:
O#&$'-(
E%&-/'
T$.5- 4-' *(#+/,&'$-. $3 3-#'&-+'(!
S*(3$& S(+&*:
B$.$* #' () ' *(/%$
>(/%$ 4#-'
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SAMPLE SI?E AND AREAS COERED
A *+#'(/&$#3 #+& 4$# *(3+*'3 - 4-* 100 %(%. 4& $#53 '( )-.. '
?+#'-($-& - 4-* C0 %(%. .( '( *-'-# () D.- $3 GURGAON!
B*$+# -' 4$# (' %(##-. '( *(#-3& $* $3 & %( () '(# *-'-# (& () -..$# #(,
PROBABILITY SAMPLE (& RANDOM SAMPLE 4$# '$5!
STATISTICAL AND PRESENTAION TOOLS
PRIMARY DATA -# &%'3:
F-' *.$##-)-3 -!! &(+%3 ?+$.-'$'-. $3 ?+$'-'$'-. $**(&3- '( ' #-'+$'-(
(& ' '% () ' 3$'$ 4-* 4$# *(..*'3!
A)'& *.$##-)- -# &%'3 - ' )(&/ () '$.# -!! ##'/$'-*$.. $&&$3 -
*(.+/# $3 &(4#!
S(/ () ' 3$'$ -# $.#( &$%-*$.. &%'3 - ' )(&/ () PIE DIAGRAM!
SE>ONDARY DATA -# &%'3:
I ' )(&/ () '$.#!
B ' 4$ () BAR GRAPHS $3 SUBDIVIDED BAR GRAPHS G&$%-*$.
%'$'-("!
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2. LIMITATIONS OF THE STUDY
S-* ' &($3 '( -/%&(/' -# & 3-, #( '-# #'+3 $.#( #+)) )&(/ *&'$-
.-/-'$'-(#! S(/ () '/ $& $# )(..(4#:
B*$+# () -..-'&$*, -' 4$# $ '-/ *(#+/- /'(3 - 4-* *('-+(+#
+-3$* 4$# &?+-&3!
+#'-($-& /'(3 -(.# #(/ +*&'$-' () %(#! >((%&$'-( (
' %$&' () -)(&/$'#, - #(/ *$##, 4$# 3-))-*+.' '( %+/!
I' -# %(##-. '$' ' -)(&/$'-( #+%%.-3 ' -)(&/$'# /$ -*(&&*'!
S(, ' #'+3 /$ .$*5 $**+&$*!
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CHAPTER 6 @ CONCEPTUAL DISCUSSION
MARKETING
W$' -# /$&5'-
T& $& /$ 3-))&' 3)--'-(# () /$&5'-! >(#-3& #(/ () ' )(..(4- $.'&$'-
3)--'-(#:
;T $../&$*- )+*'-( '$' .-5# ' +#-## 4-' *+#'(/& 3# $3 4$'# - (&3& '(
' ' &-' %&(3+*' '( ' &-' %.$* $' ' &-' '-/+#'(/&
3# $&, '&)(&, & &($3!
W-.#' *+#'(/& 3# $& &($3, *+#'(/& 4$'# $& +#+$.. ?+-' $&&(4!
A 4$' -# $ 3#-& )(& $ #%*-)-* %&(3+*' (& #&-* '( #$'-#) ' +3&.- 3!
>(#-3& '-# $/%.:
>(#+/ 3 '( $' 4 ' $& +&!
W$' ' 4$' '( $' $3 - 4$' 5-3 () -&(/' 4-.. $& (&/(+#.! F(& #(/,
$'- $' M*D($.3# #$'-#)-# ' 3 '( /' +&! F(& (' $ /-*&(4$3 &$3/$.
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/'# ' 3! S(/ *(#+/ $& & #$'-#)-3 +.## '-& )((3 *(/# #&3 4-' $
(''. () )- >$&3($!
>(#+/& 4$'# $& #$%3 #(*-$. $3 *+.'+&$. )(&*#, ' /3-$ $3 /$&5'- $*'--'-#
() +#-###!
T-# .$3# ('( $('& -/%(&'$' *(*%' '$' () *+#'(/& 3/$3:
>(#+/& 3/$3 -# $ 4$' )(& $ #%*-)-* %&(3+*' #+%%(&'3 $ $-.-' $3 4-..-## '(
%$ )(& -'!
F(& $/%., /$ *(#+/ $&(+3 ' .( 4$' $ M&*3#! B+' &.$'-. )4 $& $.
$3 4-..- '( + (!
B+#-### '&)(& $ (' (. '( /$5 %&(3+*'# '$' *(#+/ 4$', +' ' $.#( $
'( /$5 '/ $))(&3$. '( $ #+))-*-' +/& '( *&$' %&()-'$. 3/$3!
B+#-### 3( (' *&$' *+#'(/& 3# (& ' #(*-$. #'$'+# - 4-* *+#'(/& 3# $&
-).+*3! I' -# (' M*D($.3# '$' /$5# %(%. +&! H(4&, +#-### 3( '& '(
-).+* 3/$3 3#-- %&(3+*'# $3 #&-*# '$' $&
A''&$*'-
W(&5 4..
A& $))(&3$.
A& $$-.$.
B+#-### $.#( '& '( *(//+-*$' ' &.$' )$'+ () '-& %&(3+*'# '&(+ $3&'-#-
$3 ('& /$&5'- %&(/('-(!
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MARKETING MI
T /$&5'- /- -# &$.. $**%'3 $# ' +# $3 #%*-)-*$'-( () ' )(+& P# 3#*&--
' #'&$'-* %(#-'-( () $ %&(3+*' - ' /$&5'%.$*! O -( () ' (&--# () '
/$&5'- /- #'$&'# - 198 4 $/# >+..-'( #$-3 '$' $ /$&5'- 3*-#-( #(+.3 $
+.' () #(/'- #-/-.$& '( $ &*-%! T-# -( *('-+3 - 19C 4 N-. B(&3, -
-# A/&-*$ M$&5'- A##(*-$'-( %-3'-$. $33#, '((5 ' &*-% -3$ ( #'%
)+&'& $3 *(-3 ' '&/ M$&5'-M-! A %&(/-' /$&5'&, E! &(/ M*>$&',
%&(%(#3 $ P *.$##-)-*$'-( - 1960, 4-* 4(+.3 # 4-3 %(%+.$&-'! T )(+& P# *(*%'
-# %.$-3 - /(#' /$&5'- ''((5# $3 *.$###!
DEFINITION
A.'(+ #(/ /$&5'( $ $333 ('& P#, #+* $# %(. $3 %$*5$-, '
)+3$/'$.# () /$&5'- '%-*$.. -3'-)-# ' )(+& P# () ' /$&5'- /- $# &)&&-
'(:
P&(3+*' A (*' (& $ #&-* '$' -# /$## %&(3+*3 (& /$+)$*'+&3 ( $ .$& #*$. 4-' $
#%*-)-* (.+/ () +-'#! A '%-*$. $/%. () $ /$## %&(3+*3 #&-* -# ' ('. -3+#'&!
A .## (-(+# +' +-?+-'(+# /$## %&(3+*3 #&-* -# $ *(/%+'& (%&$'- ##'/! T%-*$.
$/%.# () $ /$## %&(3+*3 (*'# $& ' /('(& *$& $3 ' 3-#%(#$. &$@(&!
P&-* Q T %&-* -# ' $/(+' $ *+#'(/& %$# )(& ' %&(3+*'! I' -# 3'&/-3 $ +/&
() )$*'( -*.+3- /$&5' #$&, *(/%'-'-(, /$'&-$. *(#'#, %&(3+*' -3'-' $3 '
*+#'(/ %&*-3 $.+ () ' %&(3+*'! T +#-## /$ -*&$# (& 3*&$# ' %&-* ()
%&(3+*' -) ('& #'( $ ' #$/ %&(3+*'!
P.$* Q P.$* &%'# ' .(*$'-( 4& $ %&(3+*' *$ %+&*$#3! I' -# ()' &)&&3 '(
$# ' 3-#'&-+'-( *$.! I' *$ -*.+3 $ %#-*$. #'(& $# 4.. $# -&'+$. #'( ( '
I'&'!
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CRITICISMS
P'& D(. *.$-/# '$' ' /$&5'- /- $%%&($* .$3# '( +%&()-'$. 3*-#-(# *$+# -'
-# (' &(+33 - )-$*-$. (*'-# #+* $# -*&$#- #$&(.3& $.+! A**(&3- '(
D(. -' $# & *.$& 4$' *&-'&-$ '( +# - 3'&/-- $ (%'-/+/ /$&5'- /-!
O*'-# #+* $# %&(-3- #(.+'-(# )(& *+#'(/ $' .(4 *(#' $ (' &$'3 $3?+$'
%&()-' /$&-#! D(. *.$-/# '$' 3.(%- /$&5'- $#3 (*'-# 4-. -(&-
%&()-'$-.-' $# +.'3 - ' 3('*(/ *&$# $3 ' $%$# *((/-* *(..$%#! H $.#(
*.$-/# '$' %++- $ ROI $%%&($* 4-. -(&- /$&5'- (*'-# -# +#' $#
%&(./$'-*! H $&+# '$' $ ' %' $.+ $%%&($* /$-/-@- #$&(.3& $.+
%&(-3# $ &$'-($. )&$/4(&5 )(& /$$- ' /$&5'- /-!
S(/ %(%. *.$-/ ' )(+& P# $& '(( #'&(. (&-'3 '(4$&3# *(#+/& /$&5'# $3 3(
(' ())& $ $%%&(%&-$' /(3. )(& -3+#'&-$. %&(3+*' /$&5'-! O' *.$-/ -' $# '(( #'&(
() $ %&(3+*' /$&5' %%*'- $3 -# (' $%%&(%&-$' )(& ' /$&5'- () #&-*#!
A %$33 ##'/ $#3 ( S P# #'## ' -/%(&'$* () P.$*, P&(3+*', P&-*,
P&(/('-(, P(%., P&(*##, $3 P#-*$. -3*
MARKET RESEARCH
M$&5' $&* -# )(& 3-#*(&- 4$' %(%. 4$', 3, (& .-! I' *$ $.#( -(.
3-#*(&- (4 ' $*'! O* '$' $&* -# *(/%.' -' *$ +#3 '( 3'&/- (4 '(
/$&5' (+& #%*-)-* %&(3+*'! MRA4& -# $ & ((3 %.$')(&/ )(& /$&5' $&* $3
$$.#-#
F(& #'$&'- +% $ +#-## '& $& $ )4 '-# '$' $& -/%(&'$':
M$&5' -)(&/$'-(
M$&5' -)(&/$'-( -# /$5- 5(4 ' %&-*# () ' 3-))&' *(//(3-'-# - ' /$&5',
' #+%%. $3 ' 3/$3! I)(&/$'-( $(+' ' /$&5'# *$ ('$-3 - #&$.
3-))&' $&-'-# $3 )(&/$'#!E$/%.# () /$&5' -)(&/$'-( ?+#'-(# $&:
-
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W( $& ' *+#'(/
W& $& ' .(*$'3 $3 (4 *$ ' *('$*'3
W$' ?+$'-' $3 ?+$.-' 3( ' 4$'
W -# ' #' '-/ '( #..
M$&5' #/'$'-(
M$&5' #/'$'-( -# ' 3--#-( () ' /$&5' (& %(%+.$'-( -'( #+&(+%# 4-' #-/-.$&
/('-$'-(#! W-3. +#3 $## )(& #/'- -*.+3 (&$%-* 3-))&*#, %($.-'
3-))&*#, 3/(&$%-* 3-))&*#, +# () %&(3+*' 3-))&*#, $3 %#*(&$%-*
3-))&*#!
M$&5' '&3#
T +%4$&3 (& 3(44$&3 /(/'# () $ /$&5', 3+&- $ %&-(3 () '-/! T /$&5' #-@ -#
/(& 3-))-*+.' '( #'-/$' -) (+ $& #'$&'- 4-' #(/'- *(/%.'. 4! I '-# *$#, (+
4-.. $ '( 3&- ' )-+ )&(/ ' +/& () %(''-$. *+#'(/ (& *+#'(/& #/'#!
I.$& 1998
B+' #-3# -)(&/$'-( $(+' ' '$&' /$&5' (+ $.#( 3 -)(&/$'-( $(+' (+&
*(/%'-'(&, (+& *+#'(/, %&(3+*'# '*! A )4 '*-?+# $&:
>+#'(/& $$.#-#
>(-* M(3..-
>(/%'-'(& $$.#-#
R-#5 $$.#-#
P&(3+*' $&*
A3&'-#- $&*
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CHAPTER ; - DATA ANALYSIS
;.1 PERCENTAGE OF TOYOTA OWNERS
O@N-./ O: TO>OT
>-/
2"D
NO
74D
E3!
,O
F-+& 1!
INFERENCE:
2 () ' %(3'# 4& (4 () H(3$
76 () ' %(3'# 4& (4 () T(('$
-
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;.2 CUSTOMER SATISFACTION RATING
C;/TOM-. /AT?/:ACT?ON
GH?N A N-@ CA.
F-+& 1!C
INFERENCE:
18 () ' %(3'# 4(+.3 %&)& '( + $ T(('$ *$& $$-#' -'# *(/%'-'(!
7 () %(3'# %&)&&3 )(& M$&+'-!
21 $3 2 %*'-. %&)&&3 )(& H+3$- H(3$!
-
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;.; WHERE DO YOU MANAGE TO FIND INFORMATION A!OUT
TOYOTA
I,O4'-TIO, -:O)T TOEO
;2OTA
8OTA TH- $-/T CA.
60;1
;0
;1
'-*3 IT 'O43
)T)4I!TI#
'-*3 IT 'O43
!O4TE
(ID3 IT - 43T4O
LOO*
(ID3 IT -
#O,#3T #-4
LOO*
F-+& 1!12
INFERENCE:
-
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1C 4& +$%% 4-' T(('$ 3+ '( %((& $)'& #$.# #&-*# %&(-33
'/!
-
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-
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444!'(('$!*(/
444!$((!*(/
444!3(/$-!*(/
444!4-5-%3-$!*(/
http://www.toyota/http://www.yahoo.com/http://www.domain-b.com/http://www.toyota/http://www.yahoo.com/http://www.domain-b.com/