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英國代寫essay:豐田的銷售

2017-02-07 09:24

從豐田的銷售歷史可以看出,在國際市場上靈活運用價格措施,取得了豐碩的成果。豐田采用的最普遍的價格措施是以極低的價格進入市場,有時甚至會賠錢,然后迅速擴大并保持其市場份額。其產品被消費者廣泛接受后,又合理地提高了價格。在兩個1955-1964和1964-1974,世界汽車產業展開激烈的價格戰。每一次降價的始作俑者都是豐田,其競爭對手被迫降價與之競爭。這種價格策略的目的是樹立豐田“高質量、低價格”的良好形象,以期提高市場占有率,確立市場地位。所以它從不受短期的利潤和損失的限制。豐田的價格策略是靈活的,它與營銷策略,如產品質量相匹配。當其價格優勢不顯著時,豐田將專注于質量戰略。

英國代寫essay:豐田的銷售

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.

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