Client Name

Indus Motor Company Limited

Faculty Advisor

Dr. Yasir Mansoor Kundi, Assistant Professor, Department of Management

SBS Thought Leadership Areas

Entrepreneurship and Innovation

SBS Thought Leadership Area Justification

The Entrepreneurship and Innovation focus aligns seamlessly with our Experiential Learning Project, as it captures both the creative ideation and the structured execution that underpinned our Toyota Yaris initiative. By conducting Gemba visits at five IMC dealerships in Karachi, we unearthed critical customer frustrations—outdated infotainment, absence of rear‑view cameras, ergonomic shortcomings, and a skewed price‑to‑feature balance—that competitors had overlooked . Recognizing these gaps exemplified entrepreneurial opportunity scanning, enabling us to craft solutions that resonated directly with real user needs.

To validate our hypotheses rapidly, we employed conjoint analysis and surveyed 144 customers, revealing that modern infotainment (58.3%), fuel efficiency (57.6%), comfort (50.7%), and resale value (47.9%) drove purchasing decisions . This data‑driven experimentation mirrors the Lean Startup ethos: build minimal offerings, measure user response, and iterate before committing extensive resources. Such an approach ensured our product enhancements were not mere conjecture but grounded in quantitative consumer insights.

Our “35‑Year Anniversary Celebration” campaign epitomized pull‑marketing innovation by bundling dealer‑requested audio upgrades and alloy wheels into a limited‑edition 1.3 GLI CVT model. By structuring the offer to maintain buyers within the lowest 18% tax bracket through a nominal “Delivery Insurance Fee,” we preserved competitive pricing and achieved a 250% increase in orders, selling out in under two weeks . This rapid market success reflects entrepreneurial agility: the ability to transform insight into compelling offers that generate immediate ROI.

Beyond product tweaks, we proposed a holistic solution integrating factory‑fit infotainment and rear‑view cameras, transparent pricing strategies that align variant features, and after‑sales improvements such as ergonomic seating and trunk upgrades. Innovative financing models—including zero‑markup limited‑time offers—and localized cost‑engineering to hedge currency fluctuations further demonstrated business model innovation. A CRM‑driven loyalty program was designed to cultivate ongoing customer engagement, embedding an entrepreneurial mindset across Toyota’s dealership network.

Our long term strategy is to enrich the core through short term embedding, medium term redesign of the cabin into smart connectivity, and introduction of a hybrid Yaris by 2029 30 to meet the regulatory changes and soaring fuel prices. Instead of being a short‑term innovation, this phased innovation plan future-proofs the Yaris, but it also depicts the long‑term vision typical of entrepreneurship leadership.

Last but not least, with a focus on making dealerships ambassadors of innovation by allowing them to collect ongoing feedback, pilot local trials, and help create a community of brand advocates, we have created a culture of innovation sustainability. Our ELP is an exemplary example of what Entrepreneurship and Innovation thought leadership can achieve in terms of a real world business transformation since it has integrated opportunity recognition and rapid prototyping, market‑tested promotions, system level solutions, and a long term and aspirational roadmap.

Aligned SDGs

GOAL 9: Industry, Innovation and Infrastructure

Aligned SDGs Justification

The theme on Industry, Innovation and Infrastructure (SDG9) is interchanged into our discussion of Toyota Yaris in the Pakistani market. Through the analysis of Indus Motor Company substantial dealer distribution network and domestic production, the report highlights the fact that strong industrial infrastructure supports all the product availability as well as after sales services which directly leads to the presence of resilient industry systems . The lengthy description of variants of face lift and added features in the car such as using infotainment systems and rear view cameras depicts that they are determined to remain innovative which is the requirement of SDG9 that states that research and development must be used to bring about sustainable industrialization.

This alignment is also supported by our strategic outlook (2025-2030) that suggests localized cost engineering as well as collaboration with financial institutions to enhance access to auto financing, which will enhance the economic infrastructure and allow broader use of advanced vehicle technologies. In addition, the innovative trends of value creation are also embodied in the campaign designs and customer-facilitated feature improvements, which show that responsive product development can lead to an inclusive industrial expansion. Overall, the report does not only chart the work of Toyota to strengthen the automotive sector in Pakistan, but it also serves as the example of how the focused innovation can drive the sustainable industrial progress to achieve SDG 9.

NDA

Yes

Abstract

Using careful analysis, the study shares the outline of the Toyota Yaris product life cycle, providing useful information about the company’s progress in the Pakistani market for B-segment sedans. The findings are established with robust market research at all the IMC dealerships in Karachi. These research driven insights are further reinforced by the secondary research derived from the IMCs annual statement, the reports key source, and industry publications. This holistic approach forms an integrated blueprint that provides valuable customer insights, preferences, market gaps, sales figures, customer satisfaction KPIs, and most importantly it is the root of the scope and objectives of this report.

The research foundations on three major objectives, firstly the study delves into the multifaceted dimensions of customer perception by assessing Yaris’s market standing. To further scrutinize the prevailing sentiments towards the brand, identify latent gaps and examine the Yaris’s competitive positioning juxtaposing its perceived value against the rival brands, the team analyzed the data on both the quantitative and qualitative fronts. It is for the scrutinization of these findings, which allowed for versatile strategies to be constructed that resonate holistically with the Pakistani customers and market. The second objective takes on a more technical and data centric approach to dissect the correlation between pricing and the perceived customer value that ultimately forms the most crucial element in the customer buying journey. A conjoint analysis particularly on the dichotomy between the 1.3 GLI and 1.3 ATIV CVT variants allows for a critical analysis as to what features particularly undermine Customer Perceived Value (CPV), thus making it possible to benchmark Yaris against the industry standards, which ultimately paves way for actionable enchantments. Lastly the culminating objective of the research resonates the ideology of Brand Characterization, this psychographic segmentation architects an enduring brand identity of the brand. The team conclusively leveraged on Reliability as the character and persona of Yaris, such cohesive brand lexicon harmonizes reliability, innovation, and affordability and finally consolidates emotional resonance and sustained loyalty.

To effectively deliver on these objectives, the team designed and conducted a successful and engaging marketing campaign. The campaign was designed on the findings of the research that ultimately led to the development of roadmap for legacy-building to cultivate and nurture a timeless brand ethos that transcends transient market trends.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

Notes

We would like to express our sincere gratitude to Mr. Imtiaz Ali, Brand Manager for Toyota Yaris at Indus Motor Company Limited, for his invaluable support throughout the course of this project. His vision, clarity, and commitment to brand excellence provided us with the direction and purpose necessary to make this research meaningful. As our primary point of contact within the organization, Mr. Imtiaz played a pivotal role in initiating this project and continuously guiding us with industry insights and strategic expectations. His trust in our capabilities motivated us to deliver with dedication and professionalism.

We are also deeply thankful to our faculty advisor, Dr. Yasir Mansoor Kundi, Assistant Professor at the Institute of Business Administration (IBA), Karachi, for his constant mentorship and academic guidance. His expert supervision helped shape our approach, refine our research methodology, and stay aligned with the project objectives. Dr. Kundi’s insightful feedback, encouragement, and emphasis on practical relevance were instrumental in ensuring the successful execution of this report.

This project would not have been possible without the unwavering support of both Mr. Muhammad Imtiaz and Dr. Yasir Mansoor Kundi. We are grateful for their contributions, which enriched our learning experience and helped us bridge the gap between classroom theory and real-world applications.

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