Marketing Opportunities for Launching Toyota Fortuner in Malaysia

This report explores the market opportunities for launching the Toyota Fortuner in Malaysia, including the size of the automobile market, key players and their market share, the SUV market segment, and Toyota's marketing strategy. It also analyzes the Malaysian automobile marketing environment, including the impact of laws and policies, social and cultural factors, economic factors, and technological factors. The report concludes with a proposed marketing strategy for the Fortuner.

Marketing

Table of contents
1.0 Introduction and Purpose of this report 5
2.0 The Malaysian automobile market 5
2.1 Size of the market and market segments 5
2.2 Key players and their Market Share 5
2.3 The SUV market segment 6
3.0 The Toyota Factory 6
3.1 Brief History 6
3.2 Toyota's Marketing Strategy 7
3.3 Toyota's Performance (In General) 7
3.4 Toyota's Performance in the SUV Segment 7
4.0 The Malaysian Automobile Marketing Environment 7
4.1 Law and Policies 7
4.2 The Social and Cultural factor impact 8
4.3 Economic Factor Impact 9
4.4 The Technological factor Impact 10
4.5 The Environmental factor Impact 11
4.6 Overall conclusion from this analysis and its impact on Toyota150 12
5.0 The Competitive Environment 12
5.1 The intensity of existing rivalry 12
5.2 The threat of new entrants 13
5.3 The Bargaining power of Buyers 13
5.4 The Threat from Substitutes 13
5.5 The Threat from Suppliers 13

5.6 Overall conclusion from this Analysis and its impact on Toyota 13
Figure 1: Porter 5 force analysis 14
6.0 The KSF Factor in the SUV Market 14
6.1 Key Success Factors 14
6.2 KSF factors for the Toyota Fortuner 15
6.3 Conclusion of this Analysis 15
7.0 A Competitive Analysis of the Toyota Fortuner 15
7.1 Competitive Analysis 15
7.2 Conclusion of the Analysis 16
8.0 The Role of Market Research 16
8.1 Proposed Marketing Research Strategy 16
8.2 Expected Findings from the Research 16
9.0 The Proposed Marketing Strategy for the Fortuner 16
9.1 Summary of the SUV Market Environment 16
9.2 The objectives for 2019 and 2020 16
9.3 The Target Market Segment 17
9.4 Profile of the target buyer 17
9.5 Packing Value proposition 17
9.6 Promoting the Fortuner Brand 17
9.6.1 Positioning the Fortuner Brand 17
9.6.2 Creating a Tagline 17
9.7 Service Factor 17
9.8 The Place Factor 17
9.9 The people factor 18
10.0 Strategic Control 18

11.0 Conclusion 18
References 19
Appendices 22

1.0 Purpose of this report
The purpose of this report is to the implementation of market opportunity to launch the new 2020
version of the company's flagship Sports Utility Vehicle the Toyota Fortuner in the country of
Malaysia. The Report will be helpful in understanding the automobile market of Malaysia and
understand the particular segment of sport utility vehicles and its particulars in order to
implement the most suitable strategy that will utilise the market condition to its fullest. The
report will elaborate on the history of the company to understand its previous policies and
marketing strategies to understand past trends and accentuate on future strategies. The report will
also provide an understanding of the national market scenario of Malaysia, its competitive
environment, and the market conditions of the particular segment of SUVs particularly the mid-
range flagship devices.
2.0 The Malaysian automobile market
2.1 Size of the market and market segments
The Malaysian automobile market consists of 27 vehicle producing companies (Marii.my, 2019).
It has the third largest automotive industry in Southeast Asia and the 25th largest in the world
with over 500,000 vehicles being produced annually. The industry contributes up to 4% of the
country’s GDP. It employs over 700,000 personnel for its workforce and creates a nationwide
ecosystem (Yoshida and Kojima, 2015). With the wish to make the local carmakers the proton
and Perodua internationally competitive, the governments of the country does not make ample
changes for the more open segment in the automobiles market for the industry.
2.2 Key players and their Market Share
Year Brand Market share
2018 Perodua 42%
2018 Proton 29%
2018 Toyota 9.8%
2018 Honda 17.2%
2018 Nissan 3.2%
2018 Mitsubishi 1.7%
2018 Naza <1%
2018 Suzuki <1%
2018 Isuzu <1%
Figure: Market share of key players

(Source: Toyotaeconomics.weebly.com, 2019)
The market trend of the Malaysian automobile industry is in terms of having middle-class
people. People in Malaysia wishes to have one or more cars, but their first car is always stable
within their comfort zone of affordability. Proton in the market of Malaysia has not done well in
recent days due to the protectionist format of government presented. However, there are
International brands operating in Malaysia due to their range of affability as well as luxury. Few
of the market players in the automobile industry of Malaysia are as follows:
Honda procures 17.2% of the sales volume of passenger vehicles in Malaysia from the year in
2018. Proton had 29% of sales volume. Nissan holds 3.2%, Mitsubishi and Naza hold 1.7% share
and <1%. Isuzu and Suzuki hold <1% each. However, the market is led and controlled mostly by
Perodua over with that 42% plus volume as seen in 2018 (Toyotaeconomics.weebly.com, 2019).
2.3 The SUV market segment
The market segment of SUV in Malaysia is diverse into companies like Perodua BMW, Mazda,
Peugeot, Naza, Lexus, Mitsubishi, Honda, Toyota, Ford, Hyundai and Kia.
The organisation KIA presented its new SUV the KIA Cerato. They have become a major
competitor for every international brand automobiles in Malaysia with their very first intelligent
variable transmission designed for addressing a rubber band like the feeling of a continuously
variable transmission system. Toyota has come up with their VVTI 4 cylinder petrol engine with
1.5-litre dual Sporting version As Toyota Vios (Carsifu.my, 2019). However, the car only does
come with CVT that somehow is inferior to the product KIA is presenting. In order to make sure
that Toyota Fortuner gains a significant amount of success or have opportunity to lay their
foothold strong in the Malaysian automobile industry or market, they have to come up with even
more statistically advanced features along with proper affordability Support to the middle-class
people of Malaysia.
3.0 The Toyota Factory
3.1 Brief History
In Malaysia, Toyota distributor was strictly provided to UMW Toyota Motor Sdn. Bhd.
(UMWT). They were the only distributor, assembler and exporter of Toyota vehicles in
Malaysia. It was founded in 1982 October as Sejati Motors which was then renamed to UMW
Toyota Motors in October of 1987. There is a huge plan in execution related to the expansion of

the Malaysian market with the prior advent of a proton from the economic crisis. The economic
crisis had use negative impact over the development of UMW Toyota Motors and therefore to
mitigate those issues the organisation wishes to make changes a pushing Toyota brand in the
market by emphasising on customer satisfaction. The economic boom which was experienced by
Malaysia help in industrialising the Toyota operation and it was admirably one of the most
reliable for my fish and value for Money Company for the people in Malaysia (Laksana and
Dewanto, 2018).
3.2 Toyota's Marketing Strategy
Toyota strictly follows the 4 P's of marketing make in order to ensure that their product is
properly utilised and enjoyed by people. In terms of place in the marketing mix for Toyota, they
always sell their vehicles through we use of dealership and one to one basis. The focus on the
differentiation strategy which aims to provide better quality and better service have led the
organization to better market leaders. The utilization of radio, Yellow Pages, Billboard, word of
mouth, brochures, television and newspaper fall under the category of promoting their product
presented by Toyota. Promotional act like a rebate on down payment to buy cars also seems to be
quite operational under the strategies of pricing the product.
3.3 Toyota's Performance (In General)
Toyota’s performance in unit sold for 2016 and 2017 (passenger
vehicles)
2016 44586
2017 47615 +3029
2018 43446 -4619
Toyota’s performance in unit sold for 2016 and 2017 (commercial
vehicle)
2016 19171
2017 21887 +2716
2018 22105 +218
3.4 Toyota's Performance in the SUV Segment
Toyota has produced many new technologies in the market including the first hybrid Gasoline-
electric vehicle that was mass produced, the Prius, which has sold over 2 million vehicles as of
2010, an automatic parking guiding system and four-speed electronically controlled automatic
among many others (Sulastri, Restuti and Marhadi, 2018). The Toyota sold 43446 units and

22105 units for passenger and commercial vehicle in 2018 respectively which was more than that
of 21887 unit sold in 2017 or commercial vehicles and 4619 less than 47615 for a passenger
vehicle in 2017. This certainly constitutes that commercial vehicle management and industries
using commercial vehicle often supports Toyota for their price affordability. (Chartnexus.com
2019).
4.0 The Malaysian Automobile Marketing Environment
4.1 Law and Policies
Situation Impact on the Industry Threat or Opportunity for the
firm
Political and Legal:
● When the partisan
government took over,
they abolished GST(6%)
during the period until
September 2018 until
subsequently, they impose
it (Kesrarat,
Songcharoenkit,
Nanthapornpisut and
Thawonthammarat, 2017).
● The labour cost of
the industry will
increase and the
cost of
production will
follow suit but it
will also follow
suit.
● Consumers took
advantage of and
bought cars
● Though this may at first
appear to be a threat, it
can be used as an
opportunity as with an
increase in the minimum
wage there will be an
increase in the spending
capacity of the common
man. Which will imply
an increase in sales
● Toyota enjoyed big
profits and sales
4.2 The Social and Cultural factor impact
Situation Impact on the
Industry
Threat or Opportunity
for the firm
Social:
 High-income people are
opting for outdoor lifestyle
● With more
average income
people will be
● This an opportunity as
Toyota is a leading
brand for mid-range

(Ng, Yeow, Jee, Thong and
Lee, 2016)
interested in
buying vehicles
to increase
social status.
● People will be
looking for
more eco-
friendly
options when
buying cars
cars that will be the
focus of a growing
middle-class
population.
● This will be an
opportunity as Toyota
is a leading innovator
in the eco-friendly
Hybrid car market.
4.3 The Economic Factor Impact
Situation Impact on the
Industry
Threat or Opportunity
for the firm
Economic:
● The Malaysian economy
has shown quite an
important growth level in
its GDP. The GDP growth
from 2016 till 2018 in
Malaysia ranges from
4.2% to 4.7%. However,
in the level of the industry
sector in the year 2016, the
GDP value shows a 36.8 %
fall (Rachmawati,
Mulyawan, Gunanta and
Nababan, 2018).
● There is a loss of
● Car owners will be
unable to finance
cars and their
vehicles may be
foreclosed by
financial
institutions
● While the
Automobile
industry in
developed
countries mainly
depends on the
substitution of old
cars the market and
● This can be considered
a threat as to increase
in prices sales are
likely to deteriorate
● This is an opportunity
as with the
development of the
oca economy even if
the international
economic situation
worsens the domestic
market will remain
unsaturated.

insignificant amount when
the discussion is
considered on profits being
made by the organization
(Othman, Sundram, Sayuti.
and Bahrin, 2016)
Malaysia still has
potential.
4.4 The Technological factor Impact
Situation Impact on the
Industry
Threat or Opportunity
for the firm
Technological:
● Consumers want higher
quality cars with safety
features (Lamonge, Lapian
and Tumbuan, 2019).
● With the Aim of reducing
Automobile accidents,
there is a new trend to
adopt autopilot
technologies, perfecting
the unmanned driving
advancements (Zhang,
Rasiah and Lee, 2017)
● Automobile
companies have to
shift their focus
from developing
new fuel engine
cars to creating
more efficient
Hybrid cars
● Automobile
industry will have
to sell better
quality cars
● This will come as a
threat as Toyota is a
leader in the hybrid car
market but with an
increasing focus on the
Hybrid car, segment
competition will
increase.
● This is an opportunity
for the company as
Toyota has already a
leading innovator in
new vehicular
technologies and this
has already advanced
significantly in this
sector.

4.5 The Environmental factor Impact
Situation Impact on the
Industry
Threat or Opportunity for
the firm
Environmental:
● Due to rising concern for
the environment, people are
looking for alternative
options other than fuel
engines (Islam, Ghani,
Kusuma and Hong, 2016).
● With global warming rising
at a rapid pace low fuel
emission is a must
requirement for any vehicle
(Roehler, Elliott, Quinlan.
and Zonfrillo, 2019)
● Hybrid cars
are the future
of eco-friendly
modes of
transport
● Low emission
engines need
to be the focus
of Auto
companies.
● This is an opportunity as
Toyota is already a pioneer
in this segment.
● This is a threat as Toyota is
a veteran in the car
industry and a lot of their
old vehicles whose fuel
economy have worsened
are still in circulation.
4.6 Overall conclusion from this analysis and its impact on Toyota
Political factor: The labour cost of the industry will increase and the cost of production will
follow suit but it will also follow suit. Toyota enjoyed big profits and sales
Social factor: People are going for outdoor rides and wish to have an affordable car with all
facilities.
Economic factor: The rise in the GDP rate in Malaysia that there will be enough opportunity for
organisations to increase their sales value. However, the fall in the performance of GDP
contribution, from industry sector in Malaysia certainly indicates a threat in the automobile
industry.

Technological factor: The technological advancement of autopilot and unmanned driving system
have certainly allowed the organisation like Toyota to bring up new innovation for safety and
security
Environmental factor: The presence of old cars with not much-advanced features creates a
certain level of uncertainty in advancement to the field of environmental safety and
sustainability.
5.0 The Competitive Environment
Key
1 Very Small threat
2 Small Threat
3 Medium Threat
4 High Threat
5 Huge Threat
Forces Facts Findings
5.1The intensity of
existing rivalry
 Highly competitive as along
with its domestic brands that
hold a strong market share
 The active population of cars
in the country is around 11
million units
 there are many SUV models
on sale in the Malaysian
market
High Threat 4
5.2 The threat of new
entrants
 Internationally acclaimed
brands who are just reaching
their full potential
 Nissan, Tata Motors, and
Mazda who al function in the
mid-range car segment
Small Threat 2
5.3 Bargaining power
of buyers
 New competition in
developing countries like
Malaysia
 Dealerships have exclusive
contracts with the
manufacturers
Huge Threat 5
5.4 Bargaining power
of suppliers
 Auto unions are powerful and
stable
 Suppliers hold moderate power
as manufacturers
Small Threat 2

5.5 Threat of
substitute
 Attributes of the consumer
have resulted in an increase of
focus on the demand for
reduced running costs
 Public transport systems have
gained popularity
Big Threat 4
5.6 Overall conclusion from this Analysis and its impact on Toyota
The existing market for SUVs in Malaysia is highly competitive as along with its domestic
brands that hold a strong market share in the segment international companies are also gaining a
fair share of the market. The active population of cars in the country is around 11 million units as
of 2014. The leading car companies that lead in the market are Ford, Mitsubishi, Honda,
Chevrolet and domestic companies like Proton and Perodua. Seemingly the threat is huge when
discussing the existing rivalry.
New entrants in the market include- internationally acclaimed brands who are just reaching their
full potential in developing markets with the help of collaborations with local companies. They
include brands like Nissan, Tata Motors, and Mazda who al function in the mid-range car
segment that Toyota leads in most segments. Since Toyota is leading and has the best price the
threat is not much and can be denominated to the small threat.
The bargaining power of the buyers had remained constant with the lack of options as the market
was regulated with local car brands and these companies held the bargaining power. But with the
arrival of new competition in developing countries like Malaysia, there has been a significant
rise in the bargaining power of the power (Zhumanov, Zhumanova, and Yin-Fah, 2018). As the
dealerships do not have exclusive contracts with the manufacturers on the rise of the products,
there is a lot of scope for direct bargaining.
Attributes of the consumer have resulted in an increase of focus on the demand for reduced
running costs which has contributed to a shift in demand. Due to different environmental and
social factors, public transport systems have gained popularity and private vehicle are losing
relevance.
Suppliers hold small power as manufacturers often have a vast range of suppliers with suitable
alternative options throughout the world and especially in Malaysia this trend is Rampant. Auto

unions are powerful and stable resulting in a balanced threat to the automobile industry (Koay,
and Ong, 2016).
The intensity of existing rivalry
The threat of new entrants
Bargaining power of buyersBargaining power of suppliers
Threat of substitute
0
5
Figure 1: Porter 5 force analysis radar
(Source: self-made)
6.0 The KSF Factor in the SUV Market
6.1 Key Success Factors
What customers
want
How the industry is responding Key success factor
Affordable price The industry is willing to ensure that cost
effectiveness in production is maintained
which allows production cost to minimise and
provide customers with affordable prices
Ability to provide
affordable prices for
cars
Quality product Implementation of new technologies and
innovation of older technologies in use is
certainly enabling the industries to provide
quality products
Presenting
innovativeness towards
the maintenance of
quality

Environment-
friendly engines
Changes towards hybrid engine and utilisation
of low carbon fuel are helping Industries to
ensure safety and security towards the
environment
Ability to produce
environment-friendly
engines and cars
Low
maintenance
cost
Easy accessibility of the parts required in cars
and engine provided by the industry allows
the customers to have a low maintenance cost
Ability to produce cars
with low maintenance
cost
Product
availability
Partnership with dealers and showrooms
around the country help in providing care to
the customers easily
Ability to increase the
accessibility of cars to
customers
6.2 KSF factors for the Toyota Fortuner
Key Success Factor Strong Medium Weak
Affordable price 
Quality of products 
Safety and environment-friendly 
Low maintenance cost 
Product availability 
Analysis:
The Toyota Fortuner is a leading product in its segment and has led the market of SUVs in many
countries including Malaysia. It is a mid Range SUV with dynamic features that separates itself
from other vehicles in the segment (Golden, 2016). Though priced at a mid-range it includes
features that were previously only limited to higher-end models of SUVs. including dynamic

suspensions for light off-roading and an efficient fuel economy. It has ABS and other premium
features at a very affordable price and which contributes to its KSFs.
In terms of the customer loyalty, price and product quality the company have managed to
maintain strong effectiveness. However, the advertisement efficiency seems to be in moderate
effectiveness.
6.3 Conclusion of this Analysis
Though the Fortuner has been a leader in the mid-range Suv segment, the new 2020 Fortuner, in
order to hold its position needs to develop its already salient features further. To remain relevant
in the current technological aspect of the motor vehicles industry especially the SUV segment,
features such as Auto-guidance systems, ABS, Four wheel power drive and updated autopilot
systems need to improved and implemented. With growing competition, it should be the ultimate
goal and objective of the company to remain relevant in an aggressively developing market.
7.0 A Competitive Analysis of the Toyota Fortuner
Company: Audi, BMW, Land Rover, Range Rover, Hyundai, Nissan, Honda, Hyundai, Nissan
and Renault
Product: Honda BR-V and CR-V, the Hyundai Tucson, the Nissan X-Trail and the Renault
Duster
Key
1 Very unfavourable/poor
2 Unfavourable
3 Average/Medium
4 Strong
5 Very Strong
7.1 The Competitive Analysis
Competitors
Criteria Toyota
Foruner
Honda
CRV
Mazda
CX5
Naza Vocalno
SUV
Quality 2 2 3 2
Safety 1 2 1 1
Product range 2 2 1 1
Distribution
outlet
2 1 1 1

maintenance
cost
1 1 1 1
Availability 1 1 1 1
Total 10 9 8 7
Key
1 Very unfavourable/poor
2 Unfavourable
3 Average/Medium
4 Strong
5 Very Strong
Weight Table
Criteria Weight Toyota
Fortuner
Honda CRV Mazda CX5 Naza Volcano
SUV
Rank Score Rank Score Rank Score Rank Score
Quality 0.3 2 0.6 2 0.6 3 0.9 2 0.6
Safety 0.2 1 0.2 2 0.4 1 0.2 1 0.2
Range of
products
0.2 2 0.4 2 0.4 1 0.2 1 0.2
Distribution
outlets
0.1 2 0.2 1 0.1 1 0.1 1 0.1
Maintenance
cost
0.1 1 0.1 1 0.1 1 0.1 1 0.1
Availability 0.1 1 0.1 1 0.1 1 0.1 1 0.1
Total 1 1.6 2.1 1.6 1.3
7.2 Conclusion of the Analysis
In response to the above Competitive rating table, we see that Toyota hold the highest position
with a total score of 10. However, the weighted table seems to be dominated by the Honda CRV
and that needs to be well evaluated by the management of the Toyota. The score has been
increased due to the efficient quality products provided to the customer. The product range and
the availability of the products also have contributed towards its position. It certainly does derive
the situation that the company needs to concentrate upon holding the consistency in being the
table topper when competitor rating table is analysed. The efficiency of Honda and Mazda cars

also cannot be taken lightly because they are well-renowned automobile companies and can
change strategies for their own beneficial Ground at any moment
8.0 The Role of Market Research
8.1 Proposed Marketing Research Strategy
The proposed market research strategy will involve identifying the key elements that will
determine the marketing strategy for the new Fortuner. To understand the market there will be
both primary and secondary research conducted. In response to the primary research work survey
with the dealership in Malaysia and interview with the managers of the dealership, units will be
conducted. The service will be analysed through to SPSS format which should have in
correlating which changes as well as the requirement to be incorporated for better marketing
structure. The undertaking of a focus group interview will be helpful and effective in
understanding the changes. Toyota can also have a call to the numbers from KYC of the people
who bought Toyota cars and ask about their required changes.
8.2 Expected Findings from the Research
The research may show that there is a considerable amount of competition in the market,
especially in the SUV segment. The Target buyer may be looking for the most affordable choice
with the most exclusive features and thus the Marketing strategy will have to highlight the
strength of the new Fortuner. Most of the competition may come from new entrants in the market
that is growing at a rapid pace. The consumer may be looking for an affordable vehicle that will
fulfil their day to day to needs and can also be used for occasional off-roading. The research
could also result in understanding the affordability of cars. Environmental awareness among car
companies could also be evaluated properly.
9.0 The Proposed Marketing Strategy for the Fortuner
9.1 Summary of the SUV Market Environment
The SUV market of the Malaysian automobile industry is highly competitive as there is an
increase in international competition along with domestic brands. The main competitors that will
be relevant to mid-range SUV like the Fortuner are brands like Honda, Mitsubishi, Proton, Ford,
Suzuki and other internationally relevant brands that are looking to expand their market into
developing countries like Malaysia.
9.2 The objectives for 2019 and 2020
The objectives of Toyota Fortuner for the upcoming year is to

● Retain their significant market share and expect growth especially in the SUV segment.
● Expand their dominance in the Asian market namely in developing countries like
Malaysia with new models and old upgrade
● Enhance competition in every sector of the automobile market by putting forward new
and revolutionizing technology.
● Retaining employees up to 90% for stable production rate
● Toyota can increase its unit sale by 30 units every 2 years
9.3 The Target Market Segment
The Toyota Fortuner is a mid-range SUV with exclusive features that were previously limited to
luxury vehicles of the segment. The car is targeted the everyday individual who will use the car
for daily commute as well as use it for occasional off-roading and long tours. The target
individual will have a requirement for space and thus will mostly have a family.
INCOME
Urban Suburban
High 
Medium  
Low 
Analysis:
From the above table of market segmentation residence is somewhat directly related to the
income level. The resident of the urban area will be having high income and some of the
suburban people will be having a high income. Whereas, the people from the suburban will be
having a maximum of medium income and low income for people in the rural area
9.4 Profile of the target buyer
The profile of the target buyer will be the people who work and live in urban and suburban areas,
earn a minimum income of about 10,000, who has an outdoor lifestyle.
9.5 Packing the Value proposition
The Toyota Fortuner is a leading product in its segment and has led the market of SUVs in many
countries including Malaysia. It is a mid Range SUV with dynamic features that separates itself
from other vehicles in the segment. Though priced at a mid-range it includes features that were
previously only limited to higher-end models of SUVs. including dynamic suspensions for light
off-roading and an efficient fuel economy.

9.6 Promoting the Fortuner Brand
9.6.1 Positioning the Fortuner Brand
The Fortuner Brad has to be positioned as a sophisticated and bold SUV that will target Urban
families of the upper-middle-class segment. It will be positioned as a Sports Utility Vehicle that
has both reading and off-roading capabilities.
9.6.2 Creating a Tagline
The Tagline of the Toyota Fortuner needs to inculcate the very spirit of the Urban Commuter
who is the target of the product and the tagline “Comfort is your right, avail it” will be apt for
this purpose.
9.7 The Service Factor
Toyota is known for its extremely reliable servicing capacities with spare parts both original and
duplicate but compatible being readily available. The 80 service centres provided will e certainly
capable enough to serve the customers with the information about the cars (Chen, Li, Xu and
Wang, 2016).
9.8 The Place Factor
Since the automobile market in Malaysia is still growing and the needs of the consumer are
increasing the Fortuner will be a particularly relevant product in its segment. For every outlet
service, there will be a customer care number that would help them to know the centre equipped
with the service equipment. The providing of the information related to the 80 outlets would be
essential in the placer factor. Since all the outlets cannot be accessible to all the customers, the
organization will be providing pamphlets, banner and online information on outlets and their
position.
9.9 The people factor
In response to the people to be targeted Toyota needs to make sure that they have equal
opportunities provided to both the service managers and the people in the service department.
The company will also ensure their salary statement in such a way that they allow every
employee to lead a satisfying life of employment. Providing the Employment safety protocols
would also have a positive impact on the employees.
However, the people factor also includes the workers in the organization, upon whom the
performance and the operation depends a lot. The workers and the technician need to be well
trained so that they are ever ready to deal with the changes in the requirement.

10.0 Strategic Control
In case promotion and pricing fail to accomplish the required goals of the Fortuner the product
can be rebranded and re-released for being updated t the relevance of the market (Gupta,
Agarwal and Aggarwal, 2015). The Fortuner with previous versions have been relatively popular
in the market but with such a tense competition the company needs to imply a drastically
invigorating marketing strategy to utilise the full potential, that Toyota as one of the most
relevant brands in the 21st century, enjoys in the Automotive market. However, lowering of
prices of the product could lead to an excellent option. Like the price of Toyota can be decreased
by 3% at an average to ensure that the organisation gets enough chance to cope with the less
revenue in future.
11.0 Conclusion
Toyota Motor Corporation is one of the oldest and relevant car companies that exist in the
market. It is the highest producer of cars in the market and holds significant shares in the market
internationally. The automobile market of Malaysia is developing the market with a lot of scope
for these brands to grow. The average consumer in this segment is looking for a new car and not
substituting an old one. The competition in the SUV segment is stiff with the entries of many
acclaimed brands looking to utilise this market condition. The Fortuner has been a successful
brand that has remained at the top of the segment. But to remain relevant the company must
implement innovative business ideas and technological updates.

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Appendices
6.2 KSF
Figure 1: KSF Toyota Fortuner
(Source: self made)
7.0 Positioning Map
Figure 2: Positioning Map

(Source: self made)
Radar map Competitor rating
Figure 3: Radar map Competitor rating
(Source: self made)
Weighted rating radar map

Figure 4: Weighted rating radar map
(Source: self made)
2Key Differentiating Attributes
Key attributes Analysis
Brand reputation In 2018 the company was ranked 7th in best
global brands. In 2019 the company secure 30th
position in world’s most admired company list
Price In 2018 the company secures 2nd position in
terms of pricing. They had $43,721M with all
AAA rankings
Competitive Profile Matrix

.
Figure 3: CPM
(Source: self made)