Toyota's advertising strategy

"In the end, there will be a road and a Toyota." This is a door-to-door advertisement, which is familiar to China people. But there is no road in front of Toyota. The road is made by Toyota people step by step. In 1997, among the top 500 companies in the world, Toyota's sales amounted to 95 1 100 million dollars. Toyota's success can be summed up in eight words: good management and good marketing. Especially in exploring the international market, the firmness and flexibility of Toyota's strategy are worth learning from China enterprises committed to international plaza competition.

As the saying goes: it is easier to start a business than to keep it. This sentence also applies to enterprises participating in international competition. It is difficult to open the market, and it is even more difficult to consolidate it. After Toyota entered the American market, it was challenged in many aspects: Volkswagen and Toyota are both small cars, and their after-sales service is no worse than Toyota's; With the support of the government, powerful GM and Ford also started the development of small cars. The trade friction between the two countries has more or less dampened the self-esteem of the American public. In this case, in order to consolidate the market, Toyota adopted the strategy of "people are taller than me" and beat its competitors with new technology. 1970, the U.S. government promulgated the muskie Act to limit automobile exhaust emissions. Before that, Toyota took the development of fuel saving and purification technology as its development strategy, and began to study this technology from 1964. In order to develop exhaust gas recirculation devices and catalytic converters, 1000 billion yen and 1 10,000 people were invested in seven years. Only the exhaust gas treatment system developed three Toyota catalytic modes, Toyota lean combustion mode and Toyota catalytic mode, and these devices were quickly installed on the "Chaser" limousine, thus gaining a leading position in this field. At the same time, it also cooperated with other Japanese automakers to develop fuel-efficient cars that saved 25%-30% of fuel, and later developed devices to prevent accidents and ensure the safety of drivers after accidents. For Americans who are eager to drive economic and safe cars after the oil crisis, this is tantamount to a long drought. In the past five years, when other manufacturers' car sales plummeted, Toyota's car sales tripled and won customers with new models. Recently, Toyota successfully developed a new type of energy vehicle-Ni-MH battery electric vehicle, with a top speed of 120 km/h and a battery life of about 7 years. The biggest advantage of this kind of car is that it solves the inevitable exhaust pollution problem of all kinds of gasoline and diesel vehicles, and it is an optional model to overcome the contradiction between developing automobile industry and protecting the environment on which human beings depend. Although the price of this kind of car is high and the technology needs to be improved, it can't be popularized at present, but Toyota has a very positive attitude and invested a lot of energy in tackling key problems. Their purpose is to face the 2 1 century, build a strong technical reserve for developing a promising future market and occupy the commanding heights. This long-term strategic vision is very commendable.

Some inspiration

Toyota's strategy and tactics to explore the international market undoubtedly gave us a vivid marketing lesson. What did this lesson teach us? First of all, any enterprise that wants to compete in the international market faces the same problem: how to successfully enter the predetermined target market. Determining a reasonable market entry strategy is an important guarantee for the success of market development. One of the important reasons for Toyota's successful entry and occupation of the American market is to successfully identify market opportunities and formulate effective entry strategies. Secondly, to open up the market, we must first be familiar with the market and solve the problem of "what to produce and for whom". The so-called "know yourself and know yourself." Blind export with inaccurate market positioning or ignorance of consumer demand and competitors' situation in the target market can only be a bitter pill to brew. Imagine that at the beginning of Toyota's entry into the American market, if it did not compare with its competitors on the basis of market research, its ending would be terrible. Thirdly, to occupy the market, we must win customers first. Turning around the market is actually turning around customers. The quality that assures customers is the best quality, and the products that are accepted by customers are good products. Toyota's success lies in taking the color, quality and cost of products as the yardstick of customer demand. The innovation of automobile production technology is also to produce impeccable products for customers, not to innovate for innovation's sake. It can be seen from Toyota's experience that it is not advisable for some enterprises in China to ignore customers' needs and try to win the market through "excellent departments" and "excellent countries". Finally, strategy and tactics should be implemented together. The reason why Toyota can quickly open the international market in a relatively short period of time is that it successfully uses the sharp weapon of strategic management, and insists on strategic firmness and strategic flexibility from beginning to end, and has a complete set of strategies and tactics from production to sales. Among them, the unique "lean production mode" provides cheap products for the implementation of marketing strategy, and the flexible marketing strategy builds a bridge between products and users for Toyota. At the same time, in correctly handling immediate and long-term interests, Toyota aims to occupy the market for a long time, not for temporary profits, which is also commendable. Occupy the market through price war, the loss is temporary for the initiator; What is important is that they have gained a considerable market share at a low price, which enables them to exert their huge production capacity and may reduce their costs due to mass production. Toyota's success fully proves this point.

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