英国代写essay:丰田的销售

2017-02-07 09:24

从丰田的销售历史可以看出，在国际市场上灵活运用价格措施，取得了丰硕的成果。丰田采用的最普遍的价格措施是以极低的价格进入市场，有时甚至会赔钱，然后迅速扩大并保持其市场份额。其产品被消费者广泛接受后，又合理地提高了价格。在两个1955-1964和1964-1974，世界汽车产业展开激烈的价格战。每一次降价的始作俑者都是丰田，其竞争对手被迫降价与之竞争。这种价格策略的目的是树立丰田“高质量、低价格”的良好形象，以期提高市场占有率，确立市场地位。所以它从不受短期的利润和损失的限制。丰田的价格策略是灵活的，它与营销策略，如产品质量相匹配。当其价格优势不显著时，丰田将专注于质量战略。

英国代写essay:丰田的销售

From the sales history of Toyota, we can see that it obtained fruitful results by applying price measures cleverly in the international market. The most common price measure adopted by Toyota was to enter the market at the cost of very low price, sometimes even losing money, and then it rapidly expanded and maintained their market share. After its products were widely accepted by consumers, then it lifted the price reasonably. During the two periods of 1955-1964 and 1964-1974, the world auto industry unfolded the fiercest price wars. Each time the initiator of lowering price was Toyota, and its competitors were forced to cut the price to compete with it. The purpose of this price strategy is to establish the good image of Toyota’s products of “high quality and low price” to improve its market share and establish its market position for a longer time. So it’s never constrained by short-term profit and loss. Toyota's price strategy is flexible, and it matches with marketing strategies, such as product quality. When its price advantage is not significant, Toyota will focus back on the quality strategies. In addition to the products and technology, marketing is an important part of realizing profits of enterprise. At the beginning of Toyota’s entering the international market, it strived to integrate management, after-sale services and components supply and to win the trust of consumers by the high quality. In 1965, Toyota established 384 dealerships and warehouses with a storage capacity of auto components worthy of $2 million. Until 1976, Toyota had 1000 retail stores with an integration of sales and services. The sales strategy adopted by Toyota when it entered the U.S. was selective distribution strategy. First of all, it picked Los Angeles, San Francisco, Portland and Seattle on the west coast of the United States to establish sales network. And based on these four cities, it opened up a snowballing expansion. Due to its limited ability, Toyota adopted distribution sales outlets based on agencies, and set up a marketing service for agents to provide support and assistance. The number of agents of Toyota grew rapidly, which increased from 384 in 1965 to 1000 in 1970. Its unique sales network made Toyota’ sales in the United States catch up with America's third largest auto company—Chrysler in five years.