Toyota Global & Domestic Marketing
Global and Domestic Marketing Toyota Motor Corporation conducts both domestic and global marketing with 51 overseas manufacturing companies in 26 countries and regions. Toyota’s vehicles are sold in more than 170 countries and regions (Toyota, 2010). This paper will identify the environmental factors that affect global and domestic marketing decisions and address how they relate to the marketing decisions by analyzing the influence of global economic interdependence and the effect of trade practices and agreements, examining the importance of demographics and physical infrastructure, analyzing the influence of cultural differences, and examine the importance of social responsibility and ethics versus legal obligations. Further insight to Toyota’s marketing decisions can be understood by analyzing the effect of political systems and the influence of international relations, analyzing the influence of the Foreign Corrupt Practices Act of 1977, as well as the influence of local, national, and international legislation, and the explination of the effect of technology. Toyota’s global economic interdependence is essential to maximizing sales revenues by focusing on both purchasing vehicle parts and materials from specific countries and increasing market share in each country and region in which they do business. Toyota must also consider the targeting of specific groups and classes of people within a country because those groups may be dependent on the success of Toyota. For instance, the U.S. federal government has given out federal automaker loans that are helping minority business in the U.S. remain open and viable. If the automakers fail, suppliers and workers fail (Michigan Cronicle, 2008). The effect of trade practices and agreements plays a large role in Toyota’s strategies and operations within the boundaries of the countries. For example, Toyota must consider different tariffs, taxes, trade barriers and agreements when pricing and
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