Marketing communication: principles and practice

Figure 13.3
Demographic segmentation of the small-car market
Source
: Based on NCO, 1997

---

I N T E G R A T E D M A R K E T I N G C O M M U N I C A T I O N
259
The two key segments of females 25–50 and the over 55s were identified as the main areas
of opportunity and strategies were developed for them. Studies showed that Toyota had a
strong following in the over 55 market, driven by the traditional strengths of reliability and
quality, while Toyota was considerably weaker in the female 25–50 segment. Therefore
launch communications were targeted at these two groups but with the emphasis on the
second sector as this represented the major opportunity but was where the Toyota brand
needed the most work.
All activities below were based on information gained through extensive secondary-
and primary-market research on these groups.
Internal communications: coordinating the message
Aside from designing the product, the actual planning process for the launch of the Yaris in
the UK took fourteen months to organize, with over nine different departments from Toyota’s
UK operation involved. In these circumstances, it was vital that one consistent message was
delivered to the market from every potential point of contact. Therefore internal coordination
of the message was essential between these internal departments, the Toyota dealer network,
and the Toyota field team who managed the dealers.
Interdepartmental coordination was achieved via a launch committee which met every
two weeks and whose meetings were always attended by the major departments. Through
regular dialogue, the launch committee ensured that all activities across functions were
coordinated, deadlines were met, and relevant issues were resolved as they arose.
The communications message for the customer was shared with the launch committee 
at an early stage and all subsequent communications from advertising to training for
dealerships, to finance communications, to press releases followed and reinforced the basic
messages.
Ten weeks before launch the entire launch programme was presented to the Toyota 
field team to ensure they understood the strategy. This was critical as the field team 
would be instrumental in ensuring dealers also delivered the same Yaris message. Two
separate meetings were subsequently held with dealers two months and one month before
the national launch to cascade the information to them so they could plan local launches
effectively.
Therefore with a consistent foundation, the external communications strategy could be
devised and specific activities developed.
External communications: the communications message
The launch of the new Yaris was the most significant communications event for Toyota in
1999. Over £10 million was spent on advertising alone, with further investment in direct
marketing, promotions, the Internet, and literature. The investment not only launched the
new model in a very impactful integrated campaign, but, as outlined, was also an important
step in the ongoing development of the Toyota brand.