Marketing Plan Assignment : Toyota

A MARKETING PLAN FOR
THE TOYOTA
FORTUNER IN THE
MALAYSIAN MARKET

Table of Contents
INTRODUCTION...........................................................................................................................4
2.0 THE MALAYSIAN AUTO MOBILE MARKET-PLACE......................................................4
2.1 Size of the market and market segment ...........................................................................4
2.2 Key market players and their market share ...................................................................4
2.3 The SUV market segment ..............................................................................................5
3.0 THE TOYOTA FACTOR .........................................................................................................5
3.1 Brief history .....................................................................................................................5
3.2 Toyota performance strategies.........................................................................................6
3.3 TOYOTA performance (GENERAL)..............................................................................6
3.4 Toyota performance in the SUV segment .......................................................................6
4.0: THE MALAYSIAN AUTOMOBILE MARKETING ENVIRONMENT ..............................7
4.1 Law and policies ..............................................................................................................7
4.2 The social and cultural factors impact..............................................................................7
4.3 Economic factor impact ...................................................................................................7
4.4 Technological impact ......................................................................................................7
4.5 Overall conclusion from the analysis and its impact on Toyota.....................................8
5.0: THE COMPETITIVE ENVIRONMENT – SUV SEGMENT................................................8
Porter's five force model.........................................................................................................8
5.1: the intensity of the existing rivalry .................................................................................8
5.2: the treat from new entrants..............................................................................................8
5.3: the bargaining power of the buyers.................................................................................9
5.4: The threat from substitutes..............................................................................................9
5.5: the threat from suppliers................................................................................................10
5.6: overall conclusion from this analysis and its impact on Toyota ..................................10
6.0: THE KEY SUCCESS FACTOR (KSF) IN THE SUV MARKET........................................10
6.1: identify the KSFs...........................................................................................................10
6.2: how does the Fortuner score in the KSF test?...............................................................11
7.0: A COMPETITIVE ANALYSIS OF THE FORTUNER........................................................12
7.1: the competitive analysis ...............................................................................................12
7.2 Conclusion from the analysis........................................................................................12

8.0: THE ROLE OF THE MARKETING RESEARCH...............................................................13
8.1: the proposed marketing research strategy.....................................................................13
8.2: the impacted findings from the marketing research......................................................13
9.0: THE PROPOSED MARKETING STRATEGY IF THE FORTUNER.................................13
9.1: a summary of the SUV market environment.................................................................13
9.2: the objective for 2019 and 2020....................................................................................13
9.3: the target market segment..............................................................................................14
9.4: The profile of the target consumer ...............................................................................14
9.5: packing the value proposition (relative to price)...........................................................14
9.6: promoting the Fortuner brand........................................................................................14
9.7: the service factor...........................................................................................................14
9.8: the place factor (where to buy and service Fortuner)....................................................15
9.9: The people factor ..........................................................................................................15
10.0 STRATEGIC CONTROL .....................................................................................................15
11.0 CONCLUSION......................................................................................................................15
REFERENCES..............................................................................................................................17
APPENDIX....................................................................................................................................19

INTRODUCTION
Marketing management defined as the process of the designing strategies and planning
for the product and services in terms of advertising, promotion and sales to reach desired level of
target customer in the market place. Report will present the marketing plan of the Toyota in
terms of launching the new 2020 version of Toyota Fortuner SUV in the Malaysian market.
Report will highlight the information about the Malaysian auto mobile market such as key
players and their market share and define the brief history of Toyota about last 10 years
marketing strategy in Malaysia.
2.0 THE MALAYSIAN AUTO MOBILE MARKET-PLACE
The Malaysian auto-mobile industry already reach a certain level of saturation with a
sales volume of about 580 thousand motor vehicles. The recent year shows that auto-mobile
market is only growing at a low single digit rate. Malaysia ranked at third place in the Asian
countries. The passenger car is the most popular vehicle in Malaysia. The MPV and SUV
divided sale share is 73 thousand and 61 thousand units(Sone, Abu and Nyein, 2018).
2.1 Size of the market and market segment
Toyota produces a variety of cars such as SUV, Luxury, sedan, lorry and buses in the
Malaysian market. The total market share of the SUV in the Malaysian market is 13.5 %. the
Toyota compact car includes the four door Corolla sedans and it has a 17.7 % market share in
the Malaysian market. The market segment includes the design, manufacture, assembly and sale
of passenger vehicles and commercial market such as lorry and related parts and
accessories(Ozturk Joiner and Cavusgil, 2015).
2.2 Key market players and their market share
The key market player in Malaysian auto-mobile industry such as Perounda had a rather
prosperous 2018 and registering with 227,243 vehicles. The market share of this company in the
market is 42.6% in the Malaysian market. The Honda company produce the total 102,282 units
in the Malaysian market which was the less share as compared to 2017 data of market analysis.
The another key player such as Proton had a total volume in 2018 is 64,744 units and has the
12.1% total market share in the Malaysians market(Mooi, Sarstedt and Mooi-Reci, 2018).
Apart from this Toyota produce a 43,446 units in the market place and also gain a 8.1%
market share from the Malaysian market place which was the less share as compared 2017 data
of the market analysis report. The other key player such as BMW produce the 12,008 units in the

market place and gain a 2.3% market share. The Mercedes has the 2.5% total market share in
the Malaysian auto-mobile industry.
2.3 The SUV market segment
SUV market in the Malaysian market-place
The SUV market in Malaysia has improved and grown over the last three years and the
HR-V Brief history of SUV market in Malaysia being the main contributor towards the Growth
of SUV. The Proton is the company who effectively produce the SUV in the Malaysian market
and the company will focus on increasing sales as well as improving consumer perception.
Business unit will rely on the SUV to test the various working reforms and activities which bring
introduce to win back customer confidence(Fawcett, Abegg and Fawcett, 2018).
Unit sold analysis of the Malaysians auto-mobile industry market
The unit sold analysis graph shows that current market of auto mobile industry of the
Malaysia is results in the less rate of unit sold.
Illustration 1 shows that in 2015 the unit sold of vehicles increased as compared to 2014
but the in 2013 the unit sold is higher than 2014.
Sales trend analysis of auto-mobile industry in the Malaysians
The sales trend analysis of the Malaysian auto-mobile market decreased over the years
because diagram shoes that in 2014 the sales of vehicles is very high and but in the 2018 the
sales trend analysis is less than compared to the 2014 sales rate in the Malaysian market.
3.0 THE TOYOTA FACTOR
3.1 Brief history
Toyota motor company is the Japanese multinational auto mobile manufacturer which
recognised as the Worlds sixth largest company by revenue. Headquarter of the company in the
Toyota city, japan. The UMW Toyota motor is the appointed as Distributor, assembler and
Exporter of the company vehicles in Malaysia. It established in 1982. it is also a Lexus vehicles
in Malaysia(Monden, 2018).
The marketing strategy of the Toyota in terms of transform the business into profitability.
The company also looking at the opportunities to launching the new 2020 new version of Toyota
Fortuner SUV in the market-place. To support the strategic decision company will make the
various key tactical plan. For example the product price will be kept lower than as compared to
its competitors who offer a similar range of products.

3.2 Toyota performance strategies
Toyota motor corporation is an auto mobile manufacturer which undertakes the design,
manufacturer, assembly and sale of passenger cars, minivans and sport utility vehicles and
accessories. Company also provides the finance to its dealers and customers for buying the
Toyota vehicles. It uses the market line premium strategy which provides in-depth coverage of
the company performance. The company also uses its management platforms for responding
quickly to rapid changes in the business environment. It also builds a strong production
foundation through improving productivity on a global level. Company creates a lean corporate
structure by continuously eliminating waste and through setting lead times in terms of quality,
cost and products throughout its entire global supply chain(Coetzee, Van der Merwe and Van
Dyk, 2016). Toyota also strengthen risk management to respond quickly and accurately towards
changes on world affairs.
3.3 TOYOTA performance (GENERAL)
Performance of Toyota in the market place
Illustration 3 shows that the net revenue of the Toyota is regularly changed and but
performance of 2018 is 2400 units which more than 2017 year. With this data Toyota ranked as
the second most valuable corporate brand in Asia.
Sales trend analysis of Toyota
The Illustration 4 Graph shows that the sales of Toyota company shoes the tremendous
growth in the market place. It reached the highest sales in the 2011-2012 during 2003 to 2015. in
the last years it sold 141,347 units which involves Etios, Liva, Innova, Fortuner and Prado and
registered 9.7% growth as compared to 2013-2014 year. It's all vehicles now equip with the
more safety and comfort feature which welcomed by the market as well as industry(Levinson,
Manley and West, 2016).
3.4 Toyota performance in the SUV segment
Performance of the Toyota in SUV segment is increases because through continuing
theme of SUV, customer in Malaysian market expect Toyota to introduce the all new important
model Toyota rush in early Q2 model of the car which already being previewed at its home
market. The global popularity of the SUV enables the Toyota to increases its market share in the
Malaysia(Monden, 2018).

4.0: THE MALAYSIAN AUTO MOBILE MARKETING ENVIRONMENT
4.1 Law and policies
Law is the important factor which affect the profitability and productivity of the auto-
mobile industry of Malaysia. The pollution law is the important part of this factor. It also
includes the product safety laws which has great impact on the auto-mobile industry.In context
of Malaysia, a country has strict laws, if in case Toyota fails to comply with legislation related to
industry then in such case such instance can have negative effect on the sustainability of an
enterprise in Malaysian market.
4.2 The social and cultural factors impact
It also affects the auto-mobile industry of Malaysia due to changes in the social cultural
changes and people's preference. Every year new models released in the market place which
change the people's mind. In some markets the SUV demand is higher but in some markets its
demand is very less due to changing trends (Ansah and Sorooshian, 2017).
4.3 Economic factor impact
It is the important determinant in the Auto-mobile industry which influence the over all
performance of the industry. Toyota investing in low emission and environment friendly
vehicles. Technological advancement also affect the sales of the companies because through
technological advancement automotive maker can always make different feature cars in the
market-place which affect the other companies sales rate as well as productivity. Changes in the
Economic factors have significant effect on the profitability of Toyota. In context of Malaysia,
decrease in the exchange rate by government has provided Toyota an opportunity to gain
transactional benefit. In context of Malaysia, favourable economic condition has helped firm in
improving financial performance.
4.4 Technological impact
It is the important determinant in the Auto-mobile industry which influence the over all
performance of the industry. Toyota investing in low emission and environment friendly
vehicles. Technological advancement also affect the sales of the companies because through
technological advancement automotive maker can always make different feature cars in the
market-place which affect the other companies sales rate as well as productivity.In context of
Malaysia, nation consists of wide variety of technology which has provided Toyota an
opportunity to add more features in the car. It ha also enabled firm to provide more services to

customers. But at the same time, technological advancement has given rise to stiff competition in
the market.
4.5 Overall conclusion from the analysis and its impact on Toyota
It has been found from the above analysis is that changes in the economic as well as
social factors in Malaysian market has significant effect on the business performance of Toyota.
The other fact which has been found from the above analysis is that changes in the economic
factors in context of Malaysian market has great impact on the profitability of organization. It
has been found that changes in the legal factors have significant effect on business policies,
strategies and plans of Toyota for tuner.
5.0: THE COMPETITIVE ENVIRONMENT – SUV SEGMENT
Porter's five force model
Porter's five force model is the strategic tool that analyze the present market competition
and how this present market condition affect and force taking any decision. Toyota uses this
porter's five force model to focus on how Toyota motor corporation can build the sustainable
competitive advantages in SUV manufacturer and also use this model to identify the present
market condition and it factors that include in the Porter's five force model which is bargaining
power of the customers, threats of new entrants, bargaining power of the suppliers, threats of the
substitute products and rivalry among the existing competitors, with thee factors Toyota identify
how these factors affect the SUV segment of the Toyota motors (Chernev, 2018).
5.1: the intensity of the existing rivalry
As there are number of global player in the auto mobile market whether they are small or
big brand name, the level of competition is always high. There are many competitors of Toyota
fortuner in the market like Ford Endeavour and other brand like Hyundai, Land rover andmany
more which give the tough competition to the Toyota fortuner. And according to their innovation
in design, technological changes and other features like passenger safety, fuel efficiency. Toyota
have to make changes in the and this also affected the price of the vehicle. Overall level of
competitive rivalry is very high for the Toyota for tuner in the auto mobile industry.
5.2: the threat from new entrants
The treats of the new entrants is low in the auto mobile industry in Malaysian market and
for the Toyota fortuner and its SUV segment. As to establish new brand company there is a need
of very high amount of capital investment for the management and for the foundation.Without

the differentiation and innovation it is very difficult to grab a market share to compete with well
known and established company like Toyota. For all the new entrant in the auto mobile market
and to grow its market share as compared to the Toyota fortuner it would have to spend a lot of
money on manufacturing, marketing and promotion and all these factors create major obstacle
for the new entrants (Lindgreen and Di Benedetto, 2018). In context of Malaysian auto mobile
market, threat of new entrant is low, as there are many companies like Toyota fortuner has
already captured wide market share and successful gained the loyalty of customers, it would be
difficult for s\mall firm to enter into market.
5.3: the bargaining power of the buyers
The bargaining power of the supplier in Malaysian market for the Toyota motors and its
SUV segment case is weak. As there are number of suppliers available in the Malaysian market
but apart from this number of the suppliers, moderate size is also a reason that the power of the
suppliers does not affect the manufacturing of the SUV segment of the Toyota. As these
suppliers are small in the size and moderate and because of this their ability to integrate further.
And this become the reason that the suppliers power for the Toyota is nil. And Toyota motors
can switch any time to any suppliers without any trouble. In context of Malaysian market, there
are number of suppliers ready to supply Toyota fortuner with raw material as organisation has
good image in the market. Many of the suppliers in Malaysian market are ready to enter into
contract with big companies like Toyota with motive of earning high profit. In context of
Malaysia market, as Toyota has good brand image, firm can force suppliers to reduce prices for
products.
5.4: The threat from substitutes
The threats of the substitute products before the Toyota fortuner is moderate. As there are
several number of the substitute and public transport is available for the Toyota. In several areas
people may find it more easy convenient to use substitutes. Like middle class and lower class
often use public transport and if they plan to buy then may go for other substitute which is lower
in price than the Toyota SUV segment like fortuner. But Toyota has released model of fortuner
that environmental friendly and low on fuel consumption due to this customers attracts toward
the fortuner. All these factors made the threats of substitute moderate for the Toyota fortuner.In
context of Malaysian market, threat of substitute is higher and lower class often use public
transport and if they plan to buy then may go for other substitute which is lower in price than the

Toyota SUV segment like fortuner. But Toyota has released model of fortuner that
environmental friendly and low on fuel consumption due to this customers attracts toward the
fortuner. All these factors made the threats of substitute moderate for the Toyota fortuner. In
context of Malaysian market, threat of substitute is high.
5.5: the threat from suppliers
The bargaining power of the supplier in Malaysian market for the Toyota motors and its
SUV segment case is weak. As there are number of suppliers available in the Malaysian market
but apart from this number of the suppliers, moderate size is also a reason that the power of the
suppliers does not affect the manufacturing of the SUV segment of the Toyota. As these
suppliers are small in the size and moderate and because of this their ability to integrate further.
And this become the reason that the suppliers power for the Toyota is nil. And Toyota motors
can switch any time to any suppliers without any trouble. In context of Malaysian market, there
are number of suppliers ready to supply Toyota fortuner with raw material as organisation has
good image in the market. Many of the suppliers in Malaysian market are ready to enter into
contract with big companies like Toyota with motive of earning high profit. In context of
Malaysia market, as Toyota has good brand image, firm can force suppliers to reduce prices for
products.

5.6: overall conclusion from this analysis and its impact on Toyota
It has been analysed from the above that In context of the Toyota SUV, launch of the
substitute products in Malaysian market by the competitors in the market can lead to the
decrease in the demand for goods offered by organisation. The other fact which has been
discovered through porter firm force analysis is that as switching cost for buyer is low they can
force Toyota company to reduce the prices of the products which can lead to the decline in
profitably of firm in Malaysian market.
6.0: THE KEY SUCCESS FACTOR (KSF) IN THE SUV MARKET
6.1: identify the KSFs
Key success factors
In addition to a stronger GDP growth in 2017 (5.2%) than in 2016 (4.2%), some other
factors contributed to the 2017 growth : a stronger currency, infrastructure developments, rising
consumer confidence and the launch of some popular models, such as the Honda CR-V and BR-
V and the much liked Perodua Myvi. The Malaysian brand has decided to go almost solo for this
new model; the previous Myvi’s resulted from a close collaboration with Toyota/Daihatsu –
Illustration 1: Automobile sales in Malaysian market.

some of the previous models were based on the Daihatsu Boon, although specific styling
elements were added for the Malaysian market. The result is a modern looking compact B-
Segment hatchback that is bound to appeal (Automotive Outlook Malaysia,2019).
Identification of key success factor In the SUV market.
Key success factor can be defined as the key areas where an organization need to
concentrate on in order to achieve success and for accomplishment of desired marketing
objectives. These are those elements which increases the potential of organization or industry in
order to foster market growth. Customer makes buying decision based on the key success factors.
The key success factor of Toyota in Malaysian market are :
 Production as well as manufacturing facilities: In context of Toyota, Just in time
production as well as lean manufacturing approach has assisted an organization in
achieving success. Both these operational management approaches has supported an
enterprise in achieving leadership position in Malaysian market (Atwal and Williams,
2017).
 Extensive research and development : Toyota invest huge amount of money on
executing market research. In addition, this, an organization produces goods or services
according to the needs of customers.
 Management philosophy : It is the Just in time distribution strategy which has assisted
Toyota in achieving success in Malaysian market.
 Innovative activities: Innovation is the factor which has drive towards the success.
Business entity has started a multi purpose vehicle plan in Malaysia and in other market
of the world (Weinstein and Pohlman, 2015).
 Capable management and workforce management philosophy : The principle of
Toyota these are challenge, kaizen , Genchi, teamwork and respect which has assisted an
enterprise in achieving success in Malaysian market .
 Distribution and marketing activities: In context of Toyota, marketing as well as
distribution activity of an enterprise has focus on catering to the diverse needs of
customers in Malaysian market. . It is the high quality of services which has assisted
business entity in achieving success (Armstrong and et.al., 2015. ).
6.2: how does the Fortuner score in the KSF test?
Fortuner score in KSF in Malaysian market

Key Success Factors Fortuner score
Global experience 0.42
Financial position 0.5
growth 0.64
Customer loyalty 0.45
Market share 0.4
7.0: A COMPETITIVE ANALYSIS OF THE FORTUNER
7.1: the competitive analysis
Competitors analysis table
Toyota fortuner Mitsubishi Out lander
Price RM 153,800 RM 155,000
Engine 4 Cylinder, In-line 2.4 liter engine
Ergonomics Contemporary styling, tough
build, interior and
Toyota's great after
sale services attract
the people most.
Its variant and the comfort
seats are attract the
customers most.
Design 2.7 4*7 MT 2.0 L (CKD)
Brand reputation
As the Toyota fortuner has many key success factors that lead it into the Malaysian market like
its reliable, powerful, fuel efficient diesel engine, automatic transmission, easy to maintain, big
brand image, fortuner also give good resale value all these key success factors of the fortuner
make it very success in the SUV segment market. The fortuner become the big brand itself.
When anyone thinks about to but luxury SUV, customers blindly opt for b Fortuner and not even
consider the any other option in the market (Homburg, Jozić and Kuehnl, 2017).

7.2 Conclusion from the analysis
Conclusion
From the above analysis fortuner is better than the ford Endeavour in terms of price
which is less than the other SUV and the engine is more powerful.
8.0: THE ROLE OF THE MARKETING RESEARCH
8.1: the proposed marketing research strategy
Marketing research
Exploratory – It is used to investigate a problem which is not clearly defined and identify the
better understanding of existing problem.
Descriptive – It is used to clearly identify the situation. It gives all the answer what, when,
where,who and how associated with particular research.
Causal – As it names refers, it used to identify the cause and its effect relationship between the
variables.
Toyota fortuner applies the descriptive research as it gives all the knowledge about the
problem. How the problem occur and what are the cause of the problem, all this answer can be
identify with the help of the descriptive research and help the Toyota to over comes the problem
(Chonko and Hunt, 2018).
8.2: the impacted findings from the marketing research
Considering the demand of the customer through market analysis Toyota For tuner is
planning to add more technical features in the car. In addition to this, business entity is planning
to launch cars in more colours as well as range. Considering the consumer behaviour in
Malaysian market , Toyota is planning to implement personal marketing strategy, as it will assist
an enterprise in developing strong relationship with customers.
9.0: THE PROPOSED MARKETING STRATEGY IF THE FORTUNER
9.1: a summary of the SUV market environment
Summary of SUV marketing environment
It has been analyzed that in context of Malaysian market increase in the demands of
consumer has assisted an organization in sales of SUV. The other fact which has been discovered
is that higher ground clearance, off road capability features and higher seating position etc. all
these features has attracted the customers and has supported an enterprise in generating the

demand for SUV (Chaffey and Ellis-Chadwick, 2019). In addition to this, It has been found from
the market analysis that creative design a swell as technical features has provided the growth
opportunities to firm.
9.2: the objective for 2019 and 2020
Objective of 2019 and 2020
In context of SUV, The objective of organization is to drive the better view of road
ahead. In addition to this, other objective of brand is to develop such vehicles which can pass
over jagged rocks without scratching the bottom.
The SUV objective for year 2020 , is increase the traveling capacity of car.
9.3: the target market segment
Target market segment
Demographic market segmentation strategy is adopted by organization to categorize
Malaysian market into small segments. . SUV has categorized the wide market in small parts on
the basis of gender, age etc. Business entity can also adopt the behavior market segmentation
strategy, as company can segment market on the basis of the behavior of customers.
9.4: The profile of the target consumer
Profile of target consumer
TOYOTA in context of Malaysian market is targeting the young generation people
belonging to the age of 18 to 36 years for selling the SUV cars. As young people are more
conscious about the features as well as design of the car rather than quality or price. These
people considered to be as an adventurous
An enterprise can also target families, as they required huge amount of space for traveling
together (Andrews and Shimp, 2017). Targeting the families would be easier for Toyota.
9.5: packing the value proposition (relative to price)
Packing the value proposition
In context of Toyota., an organization provides high value proposition to customers by
offering good quality of vehicles at low price. Business entity can adopt the differentiation
pricing strategy, as it will assist firm in maintaining its profitability.
9.6: promoting the Fortuner brand
Promotion of Fotuner brand

Presently, Toyota is utilizing the personal selling strategy for promoting its brand,
products and services. But company can also use the social media for promoting goods or
services, as this marketing strategy will provide firm an ease in reaching to the wide number of
target customer group in Malaysia.
9.7: the service factor
Service factor.
In context of Toyota, an organization conducts market research in order to identify the
needs and demands of customers. Business entity has adopted the customer centric approach for
developing the services. But it is required by an enterprise to concentrate on the quality of
services as it will assist them in gaining the customer loyalty. Business entity can also provide
additional facilities such as online car booking facilities , as this marketing strategy will help an
organization in attracting more number of customers. It will also assist business entity in
increasing sales as well as profitability (Camilleri, 2018.).
9.8: the place factor (where to buy and service Fortuner)
Place factor
In context of Toyota, an organization has form strategic partnership with other retail
companies as well as distributor in Malaysian market in order to sell SUV. An enterprise is
completely dependent on the dealers for selling its products or services in the market. It is
required by an organization to sell its products directly to customers as it will support an
enterprise in increasing profitability (Aslam, 2018.). Direct distribution strategy will also aid
firm in reducing the cost associated with distribution of goods or services. In addition to this,
Toyota can mark online presence, as by marketing the online presence an enterprise can provide
customer an ease in accessing to the information. It is a strategy which can provide an
organization an ease in positively influencing people to buy products.
9.9: The people factor
People factor
In context of Toyota, an enterprise is concentrating on fulfilling the needs of customers.
But an enterprise now is required to provide the proper training to staff, as this strategy will help
an enterprise in delivering the professional services to customers. It will also support firm in
providing the high level of satisfaction to customers.

10.0 STRATEGIC CONTROL
Strategic control can defined as a procedure which can be utilized by an enterprise for
controlling the formation as well as implementation of strategic plan. In context of Toyota
company, an organization has implemented strategic surveillance control which has assisted an
enterprise in controlling the multiple sources of threats.
11.0 CONCLUSION
From the above study it has been concluded that the market place of the Toyota fortuner
is very big and high in the Malaysian auto mobile market. It has used various tools to identify the
factors that affect the Toyota fortuner SUV segment and the decision process taken by the
company. Also, concluded that with the help of the Porter's model there is low impact of
suppliers and new entrant on the Toyota SUV segment but the buyer and competition have
impact the more on Toyota. And the other factors like people, place, strategic factors affect the
Toyota.

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APPENDIX

QUESTIONNAIRE
Question 1. Will you prefer to buy the Toyota SUV car ?
 Yes
 No
 Might be
Question 2. What factor influences you to buy SUV car ?
 Colour
 Technological features
 Price
Question 3. What is the main factor which effect your buying decisions?
 Economic factors
 Social factor
 Personal factors
Question 4. What your expectation related to the features in car ?
 Automatic gears
 Automatic window locking system
 Power staring
Illustration 1
Illustration 2: Unit sold analysis of Malaysian auto-mobile

Illustration 2
Illustration 3: Sales trend Analysis of the Malaysian auto-mobile market
Illustration 3
Illustration 4: Five year performance of Toyota

Illustration 4
Illustration 5: Sales of Toyota