What Must Toyota Do to Regain Our Trust?
Posted by admin on Friday May 27, 2011 Under Toyota NewsThe Toyota Motor Corporation is the largest car manufacturer in the world, but they didn’t get there by building cars of an inferior quality. Toyotas have long been considered the benchmark by which all other makes are judged, but in recent months that advantage has largely disappeared.
Toyota’s problems are being blamed on a number of factors including a relentless quest to displace General Motors as the world’s largest car company, management infighting where Toyoda family members battled to regain control of the company and a management disconnect between what takes place in Japan and elsewhere in the world.
But I’m not writing about these problems specifically. Rather, what must Toyota do to regain the customer’s trust in their products?
As an automotive writer who attends auto shows, meets with industry leaders and keeps his pulse on what customers are thinking about through my Auto Trends website, I can offer the following suggestions on how Toyota can win back customers and put its present crises behind it:
Come clean. It isn’t enough for Akio Toyoda to offer one thousand apologies for Toyota’s screw ups. While having the chairman of the company take responsibility is laudable, ‘fessing up can go much further. Specifically, Toyota has to admit where it went wrong even at the risk of huge lawsuits. Toyota will end up paying hundreds of millions of dollars in fines and legal settlements, but they’ll also save themselves billions in lost sales.
Shake up. Toyota is much too concentrated in Japan. The entire board consists of paternal, Japanese executives who understand the home market but are out of touch with what goes on in the rest of the world. Google the name Jim Press and see what he has to say about Toyota management. You’ll learn that the company is great at selling vehicles, but not at identifying problems quickly. Someone needs to shake up the way the company is managed and run.
Get real. Toyota has a perceived culture of not being transparent and some have gone on record as saying that the company covers up it problems. An AP investigative report accused Toyota of this much, something Toyota has to counter. They can do that by always letting customers know what is going on and avoid posturing. If you’re believable, customers will trust you. If not, good-bye.
If Toyota continues to be defensive, even combative, people will see through it and look elsewhere for their new cars. Volkswagen and a resurgent General Motors are closing back in while Ford, Honda and Hyundai are demonstrating that their vehicles are certainly worth a look.
Matthew C. Keegan