(Full Version) Exam Product Management - Updated 22 July 2021

MINISTRY OF EDUCATION AND TRAINING FINAL EXAM
NATIONAL ECONOMICS UNIVERSITY PRODUCT MANAGEMENT
Mode of study: Full-time Intake: 60 - 61

Form: online LMS
Institute of Advanced Educational Programs
Exam date: July 30, 2021
Exam time: 9.00 A.M.
Allowed time: 90 minutes
INSTRUCTIONS
1. Read these instructions carefully before starting;

2. The exam comprises of 02 parts;
3. All students must complete PART A – Case analysis (40%);
4. All students must complete PART B – 03 short answer questions (60%);
PART A – COMPULSORY CASE ANALYSIS (40%)
Toyota
The world’s largest automaker, Toyota has come a long way in its nearly 80-year history. The
company launched its first passenger car, the Model AA, in 1936, copying the body design of
Chrysler’s landmark Airflow and the engine of a 1933 Chevrolet. Toyota then suffered several
challenges, including a financial crisis in 1950. However, when consumers wanted smaller,
more fuel-efficient automobiles during the 1973 oil crisis, the company responded. The Toyota
Corona and Toyota Corolla offered basic features and acted as the company’s new entry-level
cars. Toyota also launched the Cressida, with the fuel efficiency consumers desired but space
and amenities like air conditioning and AM-FM radio.
During the 1980s and 1990s, Toyota gradually added more models ranging in price, size, and
features. In 1982, the company introduced the Camry—a four-door, mid-sized car that offered
more space than the Corona and became the best-selling passenger car in North America. The
first of the company’s popular SUVs, the 4Runner, appeared in 1984 looking and acting much
like a pickup truck. It later morphed into more of a passenger vehicle and led the way for the
Rav4, Highlander, and LandCruiser. Toyota also introduced a full-sized pickup truck—today’s
Tundra—and several sporty and affordable cars that targeted young adults.
In 1989, it launched Lexus, its luxury division, promising an unparalleled experience starting
with white-glove treatment at the dealership. Toyota understood, however, that each country
defines luxury differently. In the United States, it meant comfort, size, and dependability; in
Europe, attention to detail and brand heritage. As a result, the company varied its advertising
depending on the country and culture.
In 1997, Toyota launched the Prius, the first massproduced hybrid car, for $19,995—between
the Corolla and the Camry. The company’s keen focus on developing a clean-energy car was
brilliantly timed. Before the second-generation Prius hit showrooms in 2002, dealers had
already received 10,000 orders. Over the next decade, Ford, Nissan, GM, and Honda followed
the Prius with models of their own.
Toyota also started creating vehicles for specific target groups, like the Scion for young adults.
Having learned this market wanted more personalization, the company now builds the car
“mono-spec” at the factory, with just one well-equipped trim level, letting customers choose
from dozens of customization elements at dealerships. Toyota marketed the Scion at music
events and has showrooms where “young people feel comfortable hanging out and not a place
where they just go stare at a car,” said Scion Vice President Jim Letz.
Another big reason behind Toyota’s success is its mastery of lean manufacturing and
continuous improvement. Its plants can make as many as eight models at the same time,
bringing huge increases in productivity and market responsiveness. The company also
relentlessly innovates; a typical Toyota assembly line makes thousands of operational changes
in a year. Employees see their purpose as threefold: making cars, making cars better, and
teaching everyone how to make cars better. The company encourages problem solving, always
looking to improve the process by which it improves all other processes.
Toyota has integrated its assembly plants around the world into a single giant network that can
customize cars for local markets and shift production quickly to meet surges in demand from
markets worldwide. The company is thus able to fill market niches inexpensively as they
emerge, without building whole new assembly operations. “If there’s a market or market
segment where they aren’t present, they go there,” said Tatsuo Yoshida, auto analyst at
Deutsche Securities Ltd.
Over the years, Toyota automobiles have consistently ranked high in quality and reliability. In
2009 and 2010, however, the company recalled more than 8 million cars for potential perceived
problems ranging from sticking accelerator pedals to sudden acceleration to software glitches
in the braking system. The Lexus, Prius, Camry, Corolla, and Tundra brands were all affected.
Next, Toyota lost billions of dollars when an earthquake and tsunami in Japan destroyed the
company’s plants and parts suppliers in 2011. TMC President Akio Toyoda said, “We have
faced many challenges since 2009, but have learned valuable lessons including the need for
Toyota to maintain sustainable growth.”
Despite these challenges, Toyota recouped its losses. Its strong focus on hybrid vehicles has
proved profitable and helped the company rebound. It sold its 4 millionth unit in 2012 and
plans to continue to innovate hybrids, believing “there are many more gains we can achieve
with hybrids.” Today, Toyota offers a full line of cars for the global market, from family sedans
and sport utility vehicles to trucks and minivans. In 2013, the company earned more than 22
trillion yen (or $217 billion) and sold 8.87 million automobiles, edging past General Motors to
become the world’s largest carmaker.
Questions
1. Toyota has built a huge manufacturing capacity that can produce millions of cars each year
for a wide variety of consumers. Why was it able to become so much bigger than any other
auto manufacturer?
2. Has Toyota done the right thing by manufacturing a car brand for everyone? Why or why
not?
PART 2 – SHORT ANSWER QUESTIONS (60%)
Question 1 (20%)
Using a diagram, identify and explain the stages of the new product development process and
the possible actions upon completion of each stage. Identify and explain five criteria that may
be used by managers to abandon the new product development process before full
commercialisation.
Question 2 (20%)
Organisations must be effective at generating ideas for new products to maintain and grow their
positions in the marketplace.
a) List and explain five techniques for generating new product ideas.
b) Identify and explain the use of five creativity techniques used in generating new ideas.
c) Describe five common barriers that organisations can encounter in generating new
ideas.
Question 3 (20%)
Identify four commonly used types of market testing used to support the new product
development process. For each of the four types of market test:
a) Provide an example of the stage of the new product process in which it can be used.
b) How the test can be conducted.
c) The advantages and disadvantages.
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MINISTRY OF EDUCATION AND TRAINING FINAL EXAM

NATIONAL ECONOMICS UNIVERSITY PRODUCT MANAGEMENT

Mode of study: Full-time Intake: 60 - 61

1. Read these instructions carefully before starting;

PART A – COMPULSORY CASE ANALYSIS (40%)

PART 2 – SHORT ANSWER QUESTIONS (60%)

--- THE END ---

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