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Case
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Reference no. IMD-5-0564-JP
Japanese language
Subject category: Marketing
Published by: Institute for Management Development (IMD)
Originally published in: 2010
Version: 30.07.2021
Length: 28 pages
Data source: Field research

Abstract

This is a Japanese version. This is part of a case series. 1998 was an excellent year for Toyota in Europe. The company posted record sales in 10 European countries and had topped Nissan's sales in Europe for the first time ever. However, on a global scale, the European market was still a weak spot for Toyota. The market share in Western Europe stood at only 3% while the company had secured over 10% in other international markets such as the US. Early 1999 marked a turning point and Toyota publicly announced its goal to raise the European market share to 5% by the year 2005. However, many executives considered the different positioning and perception of the Toyota brand across Europe as a main obstacle to growth. The new President of Toyota Europe had to decide whether there was a need to reposition the brand? If yes, should he recommend a unified brand image within Europe? How could this be achieved? The case provides a lot of data on the European market for automobiles, customer segments and positioning of Toyota vs the competition. Moreover, the case outlines the intricacies of growing a business by making bold changes to the positioning of products and brands. A video is available to accompany the case series.
Location:
Industry:
Size:
> 150,000 employees
Other setting(s):
1999

About

Abstract

This is a Japanese version. This is part of a case series. 1998 was an excellent year for Toyota in Europe. The company posted record sales in 10 European countries and had topped Nissan's sales in Europe for the first time ever. However, on a global scale, the European market was still a weak spot for Toyota. The market share in Western Europe stood at only 3% while the company had secured over 10% in other international markets such as the US. Early 1999 marked a turning point and Toyota publicly announced its goal to raise the European market share to 5% by the year 2005. However, many executives considered the different positioning and perception of the Toyota brand across Europe as a main obstacle to growth. The new President of Toyota Europe had to decide whether there was a need to reposition the brand? If yes, should he recommend a unified brand image within Europe? How could this be achieved? The case provides a lot of data on the European market for automobiles, customer segments and positioning of Toyota vs the competition. Moreover, the case outlines the intricacies of growing a business by making bold changes to the positioning of products and brands. A video is available to accompany the case series.

Settings

Location:
Industry:
Size:
> 150,000 employees
Other setting(s):
1999

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