Toyota 2012 Annual Report Download - page 15

Management and
Corporate Information Investor Information
Changes for Making
Ever-Better Cars
Toyota Global Vision Business and
Performance Review Financial Section Special FeaturePresident
ʼ
s Message Medium- to Long-Term
Growth Initiatives
TOYOTA ANNUAL REPORT 2012
Deeper and closer
New Strategy for Emerging Market Compact Cars
8 Models
Sales of one million annually
in more than 100 countries
The Toyota Global Vision calls for us to increase the ratio of total global sales taken up by
emerging markets to 50%, up from 40% in 2010. Therefore, emerging markets have become one
of our primary areas of focus, and along with strengthening locally conducted R&D functions,
we are striving for regionally focused better carmaking for the timely provision of high-quality,
affordable cars suited to regional markets and needs.
Toyota’s Medium- to Long-Term Growth Initiatives Ⅲ: Expanding into Emerging Markets
Making High-Quality,
Affordable Cars Attuned to
Regional Needs Launched in 2004, Toyota’s IMV (Innovative internation-
al Multi-purpose Vehicle) Project is aimed at creating an
efcient production and distribution structure for IMVs.
The project involves developing products best suited
to emerging markets and converting to a global supply
structure based on concentrating output for exports at
four plants, including those in Thailand and Indonesia,
so as to achieve growth in a tough business environment
marked by a strong yen and erce competition. We aim
for 100% local procurement, rather than procurement
from Japan, so as to strengthen our responsiveness to
foreign exchange uctuations.
The growth of the emerging markets is driving
the annual growth of IMVs, and we have launched ve
models, such as a pickup truck, multipurpose sports car,
etc., worldwide except for Japan, China and the US, with
sales topping 5 million vehicles. In 2010, we made further
advances with global IMV models in each region, such as
launching the Etios to meet local needs in India, and as of
May 2012 sales had topped one million vehicles.
Henceforth, as we continue to develop the IMV Project
actively in emerging markets, we will also pursue our
new compact car strategy for selling compacts that
retail for around ¥1 million in more than 100 countries
worldwide, with the rapidly growing middle class
making up the customer base for these cars. We will
launch eight such models based on the Etios, and to
follow up on the success of the IMVs we are targeting
sales of upwards of one million specialized compacts in
emerging markets.
Toyota aims to develop and expand the IMV Project
concept of offering attractive vehicles to our global
customers through our new compact car strategy, and
to increase our market share in emerging markets by
promoting the establishment of local businesses and
by building local parts distribution networks and supply
chains.
Toyota’s Overseas Business and
Emerging Market Initiatives
Making New Compact Cars
Our Global Strategic Vehicles
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Contents
0821
IMV
（
2004
∼）
- Greater independence and autonomy for affiliates outside Japan
- Set up local parts distribution network and supply chain
Etios
（
2010
）
- Exclusive models for emerging markets
- Tailored to needs of the market
-
Stronger emphasis on a good product at an affordable price
- Leaner development processes based on a common platform
- Five models in five countries, with no production in Japan,
simultaneous worldwide launch
- Higher-quality global blueprints
- Local procurement