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Toyota’s New Marketing Strategies to Rebuild the Company’s Image

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This paper explores new marketing strategies initiated by Toyota Motor Company (“Toyota”) to improve the trust and overhaul of the company’s image in response to a $10M recall in 2010. The vehicles that were recalled resulted from an introduction of acceleration-related accidents for which Toyota encountered hundreds of lawsuits (Jacobs & Chase 2014). Naturally, the recalls and lawsuits threatened to tarnish the company’s image. Thus, in an effort to reconstruct this persona, the company improved in its total quality management (“TQM”) program which resulted in many new marketing strategies including, global advertising campaigns, technological developments, quality and safety reforms (Kozaki, Oura & Amasaka, 2012). Specifically, this included one of the new marketing initiatives included an international computer database being able to track all repairs, while decreasing customer complaints from months, to days (Jacobs & Chase, 2014). Additionally, Toyota accommodated the advertising strategy by eliminating national advertising campaigns for which they promoted the cars for safety, dependability, and reliability. The automaker also reorganized its just-in-time (“JIT”) and the Toyota Production System (“TPS”) production processes (Amasaka, 2009). Toyota announced a new managing director to restore and overlook all safety-related concerns, in addition to the company building Swift Market Analysis Response Teams (“SMART”), teams responsible for finding safety defects and determining the cause of accidents in the US and internationally (Jacobs and Chase, 2014). It is crucial that Toyota utilize the strengths, weaknesses, opportunities, and threats (“SWOT”) analysis moving forward to have the ability to analyze the current state of the company after the recall setback.

Toyota’s New Marketing Strategies to Rebuild the Company’s Image For many years,

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