Case study 3... I have copy and paste the instuctions below

3... I have copy and paste the instuctions below - Case Study ExampleThis has increasingly attracted much focus as the next prat by majority of Asian automakers. According to current statistics, several young people aged between 22- 30 years plan to purchase go vehicles. Further, the same statistical data indicates that about 64% of fe manlikes within this age group have already purchased a motor vehicle compared to 44% of their male counterparts (Nickell, 2012). In this regard, Asian automakers try to fulfill the desires of Gen Y by availing them with what they need in a unique way. According to Beard (2003), Gen Y possesses purchasing baron to a tune of $170 billion which is expected to continue growing as they progress in their careers. Moreover, by Asian automakers targeting Gen Y, this could be a sanctify of trust that Gen Y is a brand royal whose desires are not only to serve them as individuals, but the entire community. Marketers continue facing a big challenge in handlin g Gen Y who does not prefer publicize since they believe advertising causes them to purchase products they do not require. Moreover, they view advertising as one way of increasing product price which goes contrary to their desire of lowest price possible. Analysis of the strategy behind Honda and Toyota creating new vehicles such(prenominal) as the Element and the Scion By both Honda and Toyota manufacturing motor vehicles such as Element and Scion, it shows their efforts in establishing a relationship with Gen Y with a view of upward(a) their brand name (Rechtin, 2009). Notably, Hondas strategy acknowledges Gen Y varied preferences. According to Keegan and Green (2011), Toyota and Honda are using adaptation and extension strategies to access the global market place opportunities. Both automakers seem to have noted the maturationd purchasing power of Gen Y by becoming much innovative in meeting their needs. In this regard, they have introduced new automobiles in the market at a price within reach of majority of this age group. The rationale behind Toyotas decision to typeset the number of Scion vehicles available for sale In 2006, Jim Press, a top executive with Toyota, United States commented on limiting the number of Scion motor vehicles. He explained that any upgrade increase in sale of this brand could only accrue benefits to the Japanese automaker although he stressed that this decision would not lead to loss of customer preference for Scion. Additionally, Jim Press said that Scion is an incubator that was meant to help Toyota understand the preferences of the younger generation. The rationale behind limiting Scions sale volume could be explained in various ways including Scion brand could have attained maturity stage and, to remain popular with Gen Y, Toyota had to create exclusivity image for this brand (Mandel et al., 2006). If Toyota continued with production of more Scions, it could have suffered diseconomies of scales. This is because, as it continued pursuing the growing market demand, at some point the rate of input increase could equal the rate of fruit increase - leading to rise of unit cost. What this means is that Toyota could be needed to produce more to meet the market demand. This would also require the company to increase labor and build additional plants in order to produce more cars. More so, by limiting Scion sales volume, Toyota could build long-term brand consignment from its existing clientele. This is