...and Business Development Toyota Crisis: Management Ignorance? – A Swedish Case of Consumers Perceptions Master’s Dissertation in Management of Innovation and Business Development, 15 ECTS Final seminar 2010-05-27 Authors: Yuanyuan Feng Supervisor: Mike Danilovic Hamlstad University Feng(2010) TOYOTA CRISIS: MANAGEMENT IGNORANCE? – A SWEDISH CASE OF CONSUMERS PERCEPTIONS Yuanyuan Feng School of Business and Engineering, Halmstad University, Sweden Abstract Since the late 2009, the famous vehicle manufacture Toyota has suffered a severe crisis due to unintended quality problems in its cars which had triggered Toyota’s largest officially recalls of its cars around the world. This crisis threatens the company’s previous reputation of good quality cars, as well as the brand image built up over time. This study aims to elaborate on the Toyota crisis in order to understand why Toyota faces this crisis and how they deal with the crisis; and investigate consumers’ perceptions of Toyota brand as the outcome of the crisis, with a focus on Swedish market. A qualitative research along with a number of face-to-face interviews with Toyota Swedish dealer and Swedish vehicle consumers is conducted. The findings reveal that the impact of the Toyota crisis in Sweden is not as serious as that in America; there remain satisfied and loyal Toyota’s customers who are not swayed by the negative publicities; While Toyota should manage the crisis even in a better way in order...
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...Business Development Toyota Crisis: Management Ignorance? – A Swedish Case of Consumers Perceptions Master’s Dissertation in Management of Innovation and Business Development, 15 ECTS Final seminar 2010-05-27 Authors: Yuanyuan Feng Supervisor: Mike Danilovic Hamlstad University Feng(2010) TOYOTA CRISIS: MANAGEMENT IGNORANCE? – A SWEDISH CASE OF CONSUMERS PERCEPTIONS Yuanyuan Feng School of Business and Engineering, Halmstad University, Sweden Abstract Since the late 2009, the famous vehicle manufacture Toyota has suffered a severe crisis due to unintended quality problems in its cars which had triggered Toyota’s largest officially recalls of its cars around the world. This crisis threatens the company’s previous reputation of good quality cars, as well as the brand image built up over time. This study aims to elaborate on the Toyota crisis in order to understand why Toyota faces this crisis and how they deal with the crisis; and investigate consumers’ perceptions of Toyota brand as the outcome of the crisis, with a focus on Swedish market. A qualitative research along with a number of face-to-face interviews with Toyota Swedish dealer and Swedish vehicle consumers is conducted. The findings reveal that the impact of the Toyota crisis in Sweden is not as serious as that in America; there remain satisfied and loyal Toyota’s customers who are not swayed by the negative publicities; While Toyota should manage the crisis even in a better way...
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...Critically evaluating a business response Introduction Between 2009 and 2011, the Toyota recall crisis has aroused massive attentions, discussions and criticisms in a wide range of media circles (Piotrowski and Gray 2010). This paper will firstly review the whole crisis situation and then evaluate Toyota’s response from three different perspectives. There are many arguments about the deep root problems of Toyota’s poor reactions. This paper will only focus on two perspectives to offer recommendations. One is the corporation’s communication strategy; the other is the corporation’s crisis strategy. Case study overview Toyota Motor Corporation is one of the baggiest car manufactory in the world. It is the car industry leader on both sales and production. The brand name was treated as the synonymous with good quality and safety (Kingston 2010). However, between 2009 and 2011, Toyota was experiencing sequent recalls due to its safety issues. Recalls were mainly triggered by several car accidents in U.S. The first recall was caused by the problems with floor mats that might trap accelerator pedals in November 2009. But the crisis did not end there. Toyota continually conducted more recalls due to wide range reasons. The problems include sticky gas pedals, software glitches, steering control and fuel leakage. Before February 2011, there were nineteen separate recalls and encompassed over twenty million cars in total within different car models (Cole 2011). Toyota’s initial response...
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...Kyla Patillo Toyota in a Crisis Crisis Management Toyota is a well-known brand throughout the auto industry. The innovative Japanese company is famous for its car models such as the Camry, Corolla, and even the Lexus. Toyota U.S.A. first got their start in October 1937 in a once was Rambler dealership in Hollywood, California. In 1958 they began selling a few different models and in 1989 began their own brand of luxury cars where the Lexus was first introduced. Unique models and satisfactory customer service put Toyota in the top three bestselling automobile companies in America. Things were looking great for Toyota with wide economic growth they had little complaints, and even in a recession sales were still booming. With things going so well for Toyota why invest in crisis prevention? Toyota was soon going to find its answer to that very question. On August 8th, 2009, Mark Saylor-an off duty patrol man and three members of his family were driving close to Santee, California in his Lexus. All of a sudden the Lexus began to accelerate exceeding 100mph, one of the occupants called 911 reporting frantically that the Lexus “had no brakes,” seconds later the car crashed and caught fire claiming the lives of everyone inside. The birth of the Toyota crisis concerning the sticky gas pedals had begun. Toyota did not have much to say on the incident, instead of immediately creating an investigation to find out exactly why this happened and addressing the issue Toyota summed it up...
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...Abstract Toyota Motor Corporation, headquartered in Tokyo, Japan, is a multinational manufacturer of motor vehicles. Its brands include Lexus, Prius, Avalon and the Camry, the “best-selling car in America for nine years running and 13 of the past 14 years” (Pressroom.Toyota.com, 2011, October 17). Started in 1937, Toyota has numerous manufacturing facilities around the world, with regional offices in North America, Latin America, Europe, and Southeast Asia. Over the years, Toyota built a reputation of high-quality vehicles and excellent workmanship, and in 2008, it overtook GM as the #1 carmaker in the world by sales volume (Treehugger.com, 2009, January 21). However, in 2010, this reputation was put on the line when safety issues led to a massive recall of vehicles. To make matters worse, Toyota’s crisis communications failed to shore up confidence in the general public on the way the situation was being handled. This crisis management assessment will investigate some of the issues with Toyota’s “Open Letter to Toyota Customers”. How could a company that built itself on the pillars of safety, quality and reliability go from hero to villain in the blink of an eye? Rather than rebuilding trust and confidence with the public during a crisis, the “open letter” simply enraged much of the public and has become a case study in poor crisis communications. Next, we will review a second crisis communication letter, prepared by yours truly, that could be delivered by Toyota to the...
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...A Lesson in Communicating Bad News: The Toyota Recall Crisis: Missteps, Miscommunications, and Missed Opportunities Mari E. Friedrich MGT 460 June 24, 2015 Abstract The paper will serve to examine the corporate leadership failures of the Toyota 2009-2010 defective acceleration recalls. Focusing specifically, on a case that occurred in the state of California in 2011, resulting in a massive recall by Toyota, and nearly 30 percent of all U.S. vehicle recalls in 2010. This study will center on Toyota’s response on the case facts and its internal and external communications with Toyota North America, the Toyota owners, and the National Highway Traffic and Safety Administration (NHTSA). It will also address key stakeholder issues and risks to the Toyota brand. Finally, desirable outcomes will be outlined for resolving the ethical challenges by Toyota, as well as possible solutions that could have been implemented and recommendations for the future. A Lesson in Communicating Bad News: The Toyota Recall Crisis: Miscommunications, Missteps, and Missed Opportunities Case Introduction There has been an unprecedented period of corporate crises over the past decade. Effective crisis management has been a key element in whether a company can ride the storm and come out the other side. There is a constant presence of crises in the world of business and global business today that the public has seen firsthand. A crisis can happen to any company, large or small in every...
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...& Recommendations | 10 | 7 | Bibliography | 14 | INTRODUCTION Toyota Motor Corporation, is a Japanese multinational automaker headquartered in Toyota, Aichi, Japan. In 2010, Toyota Motor Corporation employed 317,734 people worldwide, and was the world's largest automobile manufacturer by production. The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his father's company Toyota Industries to create automobiles. TMC is part of the Toyota Group, one of the largest conglomerates in the world. It created its first product, the Type A engine, and, in 1936, its first passenger car, the Toyota AA. Toyota Motor Corporation group companies are Toyota (including the Scion brand), Lexus, Daihatsu and Hino Motors, along with several "non-automotive" companies. Sakichi Toyoda invented the Toyoda Model G Automatic Loom in 1924 incorporated the principle of Jidoka, which means that the machine automatically stops itself when a problem occurs, later becoming a part of the Toyota Production System. RESEARCH PROBLEM: Toyota has long been recognized as an industry leader in manufacturing and production. Toyota's management philosophy has evolved from the company's origins and has been reflected in the terms "Lean Manufacturing" and Just In Time Production, which was instrumental in developing Toyota's managerial values and business methods collectively known as the Toyota Way. In 2010, the Toyota Motor Corporation ranked first by the International Organization of Motor...
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...Team B Assesses Public Relations for Toyota SUA Recalls MKT/578 University Of Phoenix Team B Assesses Public Relations for Toyota SUA Recalls In August of 2009, an off duty California Highway Patrol officer and three family members died when their Lexus crashed after the accelerator pedal stuck. The car was traveling at a high rate of speed and could not be stopped according to a panicked call from the driver (MacKenzie and Evans, 2010). This tragedy kicked off a crisis for Toyota as it had to deal with accusations that a faulty accelerator pedal is what caused the crash. The company faced negative publicity from the media, the public and the NHTSA (National Highway Transportation Safety Administration) as a result of this accident and other accidents involving sudden unattended acceleration (SUA) from a stuck accelerator pedal. In response to these incidents and the publicity, Toyota eventually recalled 7.5 million vehicles to fix the stuck accelerator problem and shut down production of its effected vehicles until the problem could be solved. In this paper, Learning Team B has evaluated the role public relations played in this case and how the company could better prepare for a similar crisis. Problem Toyota realized it had a public opinion problem after numerous reports of “runaway” cars were claimed to have been caused by an accelerator pedal that would remain pressed down after the driver released the pedal. This resulted in the California accident...
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...Nhi Nguyen 1 Toyota Communicating Through Crisis INTRODUCTION Since September 2009, the famous vehicle manufacture Toyota has suffered a severe crisis due to unintended quality problems in its cars. In responding to the crisis, Toyota has recalled more than 10 million vehicles worldwide for accelerator pedal, carpet and floor mat flaws that may cause unintended acceleration. This catastrophe has led to millions of dollars in settlements and U.S. fines, as well as hundreds of product liability lawsuits against the automaker, threatening the company’s previous reputation of good quality cars, as well as the brand image built up over time. This research paper aims to elaborate on the Toyota crisis in order to understand why Toyota faces an escalating crisis and how they deal with the crisis, and evoke lessons from Toyota scandal. ABOUT TOYOTA MOTOR CORP. Toyota is one of the world’s largest automakers, based in Toyota, Aichi, Japan. Since its establishment in 1937 in Japan, Toyota has a long history of building safety, reliable and high quality vehicles. Today, the company manufactures vehicles and parts at 53 production sites in 27 countries and regions around the globe, with a variety of sub-brands categories such as Lexus, Yaris, Corolla, Camry, Toyota trucks, and the world’s first gas/electric hybrid Prius, etc. (toyota.com). Its vehicles have been well known for quality, reliability and fuel efficiency. According to the article, “Accelerating into trouble,” from the Economist...
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...CASE ANALYSIS CRISIS MANAGEMENT AT TOYOTA CASELET Toyota Motors Corporation, one of the largest automakers in the world. In January 2010, Toyota was forced to recall millions of cars after problems with braking, floor mats and acceleration pedals in its vehicles. The recalls even led Toyota to halt sales and production of eight of its most popular models. Due to growing number of recalls, sales plummeted thereby affecting the company's position in the global automotive industry. Analysts began to question Toyota's legendary quality and felt that the recalls represented a major failure on part of the company. After the recalls, Toyota went into crisis management mode and announced a fix for the accelerator problem. Various crisis management initiatives undertaken by the company to regain the trust of customers and restore its image as a quality automaker. As part of its crisis management process, Toyota placed ads in print and television media, involved executives and used social media platforms to address its customers. However, some analysts felt that the crisis communication team of Toyota was weak which led to a delay in identifying and addressing the situation. Crisis management experts were of the view that the image of Toyota would depend on how quickly it can fix the problems and how well it communicates with its customers. ISSUES: 1. Understand the importance of crisis management and various issues and challenges related to it. 2. Analyze whether Toyota's...
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...important role in a company, which is why I chose the company Toyota. Toyota offers a full line of products for just about every need and lifestyle such as cars, trucks, SUV’s, hybrids, motorcycles and minivans. Toyota a massive car empire manufactures vehicles every day; this company has 53 production sites in 27 countries around the world (Piotrowski Chris 2010). In the fiscal year 2009 Toyota sold approximately 7.5 million vehicles worldwide in about 170 countries under the Toyota, Daihatsu, and Hino brands which ranked them as the 5th largest company in the world (Piotrowski Chris 2010). In 2005, Toyota was 8th on the Forbes list of over 2000 leading world companies but due to a largely financial crisis in 2008 the company had an enormous debt and had to borrow 3 billion dollars to keep on producing (Piotrowski Chris 2010). “A fatal car crash in Southern California in August 2009 led to the start of a massive recall” (Andrews Anthony P 2011). This lead to the entire reason of the terrible human resource management Toyota had to deal with the recall, they did handled the entire recall poorly. Toyota did not act quick enough to the public about the information of the mechanical failures of the vehicles which led to a fine by the US government of 16 million dollars in addition Toyota had to deal with massive public pressure and legal lawsuits (Andrews Anthony P 2011). The mechanical issues decimating the Toyota models and the car failures were not the entire reason of terrible...
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...Process improve Toyota Process Improvement Abstract This paper will address the identification of processed used by Toyota Corporation during the accelerator crisis. It will identify the process used and the core problems with the process. In part A of the paper the paper addresses the issues that began with sticky gas pedals, floor mats, and pedal entrapment and braking issues on some models of Toyotas vehicles. The quality of the vehicle was the issue. In part B of the paper the issue was safety and this lead to drivers dying because of safety issues. In part C of the paper Toyota has a lean process established that had no buy in from employees or Leadership which contributed to issues with their product. Toyota thought they had implemented a learn culture that consist of problem solving, teamwork, and a continuous improvement culture to sustain lean. Toyota Process Improvement Toyota is considered a global leader in the automobile business. Toyota has dominated the market with accolades from several organizations endorsing the Lexus as well as the Camry on a top ten list of best cars to own. Toyota had the market share of 12.8 percent. Toyota was based in Japan in 1933 and was introduced to the United States of American in 1957. Toyota made a name for them for producing reliable vehicles with superb quality. This paper will identify several processes for improvement that Toyota has researched, developed, or incorporated due to the crisis of the accelerators...
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...The crisis situation with Toyota started when leaders made a huge mistake and ignored the warning stage where no serious actions were initiated by management to take the appropriate steps. “The committee represented just one of three Congressional panels investigating the 2009-2010 recall of Toyota vehicles related to problems of sudden acceleration and the company’s delay in responding to the crisis” (Greto, Schotter, & Teagarden, 2010). This has led to the major recall started in late 2007 leading to many deaths by early 2010. Denial of malfunctions and mismanagement has led to this crisis that put Toyota’s brand in a chronic stage. In the case of Toyota, even though media brought high crises alert to the consumer, “Corporate leaders failed to be transparent and Toyota's corporate leadership team failed to effectively deal with the acute crisis stage and dissipate the enormous negative results that this stage brought into focus” (Heller, V. & Darling, J. (2011). Based on the strategic, structural, and cultural challenges, there are many apparent causes of Toyota's accelerator recall crisis. First, Toyota was desperate to drive growth globally; therefore, the key driver to such potential growth is to lower prices. “The nonfamily management was determined to accelerate Toyota’s growth with an aggressive globalization strategy” (Greto et al, 2010). Toyota’s cutting cost was the cause of installing poor quality parts and products. Secondly, in order to manufacture cheaper...
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...issues of quality and ethics in Toyota Motor Corporation in line with the recall crisis at Toyota and its overall impacts to the brand as revealed by (Greto, Schotter & Teargarden, 2010) in their study titled, “Toyota: The Accelerator Crisis.” In her process identification, Ndagire introduces us to the drivers of the Toyota accelerator crisis and in her response, she contends with the fact that nonfamily members who were obsessed with quantity influenced the crisis in quest. In addition, the author says that the reason behind the recall crisis at Toyota was the nonfunctional management structure. Ndagire goes on o mention that failure by the top management to involve the employees in decision making especially concerning the TPS system demoralized the employees hence they could not support the corporate brand while the stakeholders would only do so upon invitation and satisfaction of the model quality. Also to not from the process identification is that Toyota did not manage public relation in U.S in the verge of the accelerator crisis thus need for crisis management. According to Ndagire, for the CEO to restore Toyota‘s reputation, he should change the management structure by ensuring flow of information among different units as well as minimizing on cost cutting. Further, she concludes that Toyota lost sight of its long-term philosophy by focusing on quality rather than quality and that three different quality dimensions were not addressed at Toyota. After analyzing the...
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...9/11/2015 Abstract Prior to October 2009, Toyota was seen as a leader in manufacturing and quality that other companies were trying to emulate (Cole, 2011). The company was facing a recall crisis because the National Highway Traffic Safety Administration had to pressure them to recall additional vehicles after a driver died in what was identified as a stuck accelerator followed by reports of unintended acceleration as a result of sticky gas pedals (Cole, 2011). Communication was the process identified that Toyota needed to improve. Communication between customers, management, employees, and the media was selected as the process for improvement. Project Management Institute (2013) reports that Business research from Forbes, PricewaterhouseCoopers LLC, and Towers Watson proves that companies realize that effective communication is important for success. According to Project Management Institure’s The High Cost of Low Performance: The Essential Role of Communications, “PMI’s 2013 Pulse of the ProfessionTM report revealed that US$135 million is at risk for every US$1 billion spent on a project. Further research on the importance of effective communications uncovers that a startling 56 percent (US$75 million of that US$135 million) is at risk due to ineffective communications” (p. 2). This paper discusses the process of how to improve communication at Toyota. Introduction Toyota experienced the accelerator crisis because of a breakdown in communication. We start...
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