1. What is the Toll Brother’s strategy to success in the market place?
The Toll brothers' success during the 1970s was the result of several factors. From the start, they emphasized quality construction and customer satisfaction. Their efforts would eventually earn them a reputation as the "dream house" builder in their markets. Just as importantly, the brothers determined early on that they were going to pursue a conservative financial strategy that would allow them to evade the homebuilding cycles that so commonly wreaked havoc on the industry. To that end, they tried to keep construction costs to a minimum and were careful not to invest heavily in land that might become overpriced when the economy soured.

Further to this, Besides top-flight management and strict controls, Toll benefited from a savvy marketing strategy during the mid-1980s. Toll billed itself as a designer of luxury homes, but it did not build custom homes. Instead, it offered customers a variety of floor plans with customized options. Thus, Toll effectively brought the efficiencies of the mass homebuilding sector to the luxury segment.

2. Does the company relied to operational excellence, customer intimacy, and product leadership?

The company relied on customer intimacy, coupled with operational excellence and both delivering product that gave them product leadership and to customer, the value of his money. Also, the dynamism of adapting to the Market change contributed to their success.

3. What evidence support your conclusion?
Based on what the Toll brother’s did for success in the market place, On April 30, 2014, the company had over $360 million in cash and marketable securities, total assets of over $8.2 billion and shareholders' equity of $3.6 billion.
To support its real estate operations, the company operates its own land development, engineering, marketing, golf