An ant knocks down an elephant

  At the beginning of 2009, Toyota only ran out of GM and reached the top of the world’s largest auto company. By the end of the year, it had encountered a “recall door” for 8 million cars: Toyota President Akio Toyoda returned the “Toy Surname” to the president’s position. Forced to start an apology tour in Japan, the United States and China: January 29, 2010, Davos, Switzerland, Toyota Zhang Nan was chased by the media and said: “I am deeply sorry for the anxiety of consumers.” February On the 5th in Japan, on February 24th in the United States, and on March 1st in China, Akio Toyoda expressed apologies to consumers over and over again, repeatedly screaming in front of the spotlight of the media, but still could not answer the doubts of the public.

  In the United States, Toyota sold a total of 10,027 new cars in February 2010, a decrease of 8.7% compared with the same period of last year. It is the lowest since 1998, and the market share of 12.8% is also 3.1 percentage points lower than the same period of last year. After returning to 5 years ago, the ranking was also overtaken by Ford and retired to third place.

  January is the peak season for Chinese auto sales. The sales volume of many automakers has increased by more than 100% year-on-year. Toyota sales have fallen out of the top ten. Due to the impact of the Toyota recall in January, it has not yet been fermented rapidly. In Toyota, 70,000 RAV4s were built in China. After the recall, many places have already unsubscribed from RAV4, and Toyota’s follow-up performance is worrying.

  In addition to the market failure, Toyota has to pay more than $2 billion in recall costs. In addition, the number of deaths caused by Toyota car defects in the United States has increased to 37 before 29 accidents. As of mid-February, there were 44 class actions against Toyota in the country, involving $3.6 billion. In the stock market, the decline in Toyota’s stock price is in the billions of dollars.

  In fact, car recalls are commonplace in the United States. In the United States, an average of 10 vehicles are sold for every 100 cars sold. Ford’s cruise control switch is poor (it may not be as dangerous as the Toyota recall), and a recall of up to 14.9 million vehicles lasted for 10 years, setting a record for the largest recall in history. 270 people were killed and 800 people were injured. Therefore, the 95-year-old Firestone tires were dismantled from each other and eventually parted ways. GM also implemented a recall. In December 1971, due to the impact of the throttle linkage, the vehicle may suddenly accelerate and cause the car to lose control. GM recalled 6.7 million vehicles.

  Why did Toyota’s recall be so “excited” by the parties? In addition to the “conspiracy” of the US government, such as the rise of the Obama administration’s trade protectionism, the protection of domestic industries and employment opportunities (especially the US “state-owned enterprises” such as GM and Chrysler), inhibiting the rising unemployment rate and recovering from falling through the beating of Toyota. In addition to the support rate, Toyota actually stepped into the quagmire that he dug.

  a wave caused by a foot pad

  Toyota recalled the door because it was a traffic accident.

  In August 2009, California highway patrolman Mark Seiler and his family drove a Lexus ES350 sedan on Interstate 125. The vehicle suddenly got out of control and ignited a fire. Both Siller and his family lost their lives. The alarm phone record showed that one minute before the accident, a family member of the same car in the same cell phone called the police to say that the car throttle could not rebound and the brake did not work.

  The investigation into the accident was concentrated on a seemingly insignificant foot pad: the car was out of control due to the sliding of the foot pad and the card throttle. On September 29, 2009, Toyota Motor announced that it plans to recall 3.8 million vehicles sold in the United States. In 2007, Toyota had recalled in the United States because the foot pad was easy to slide forward and the throttle was abnormal. 55,000 Camry and Lexus ES350.

  Things are not just as simple as a foot pad. On November 8, 2009, the US “Los Angeles Times” and other media surveyed Toyota’s “automatic acceleration door” and found that automatic acceleration stems from car design defects. Toyota has to increase the number of recalls since then. It reached 4.26 million units, but it is still called a mat problem.

  Things are not over. On January 21 this year, Toyota once again recalled 2.3 million vehicles in the United States. The reason for this recall may be closer to the facts: it is the CTS accelerator pedal problem. Compared with car mats, the importance of the accelerator pedal to car safety is self-evident, coupled with the media’s constant disclosure of multiple casualties due to automatic acceleration, and the former employee of Toyota Motor Corporation, Dimitus Bühler The lawsuit filed against Toyota shows that Toyota has been trying to deal with consumer disputes “privately” for many years, and Toyota’s trust value has dropped to a low point in an instant.

  Since then, even though Toyota has successively implemented recalls in Europe, China, and Australia, it has been difficult to make up for it. Instead, the problems of brakes, ABS, and oil pipelines have caused more problems for Americans. At 10 am on March 2, the US Congress held a third hearing on the Toyota recall. Many members of Congress said that Toyota’s electronic throttle design is flawed, but Toyota has some concealment. It is confirmed that when Mr. Toyoda was in Beijing on March 1st, he changed the statement that “the electronic throttle does not exist in the design problem” at the US hearing, saying that “the problem of the control system of the electronic throttle valve” also caused the sudden One of the reasons for acceleration.

  Lost tradition

  At the American hearing, Mr. Toyoda said: “It is very frank, we may be developing too fast.”

  Toyota’s long-standing safety, quality, and sales third value “has become confusing”. Excessive pursuit of expansion speed makes Toyota innocent to listen to the voice of consumers – and this is precisely the foundation of Toyota’s successful entry into the United States: In order to design a car that meets the needs of American consumers, Toyota sent investigators in the name of learning English. After spending half a year in the average American family, they decided to design the car according to their living habits: At the beginning of the Lexus brand in 1989, Toyota took the initiative to recall the first model LS400 in the first time due to a series of faults such as overheating of the taillights. At that time, the head of the US company sent a letter of apology with his autographed sign to each owner of the recalled vehicle. The maintenance team also personally went to the customer to provide repair service, and after the recall was completed, the car was cleaned and the fuel tank was added. full.

  Twenty years later, this glorious tradition has been _. Never return. Toyota Akio did not face the media until January 29, and Toyota’s recall public relations advertisement appeared on mainstream newspapers in the United States on January 31. Although Feng Man Zhang Nan finally apologized in Japan on February 5th, the degree of jealousy was nicknamed by the Japanese media as saying hello. Although he was in tears when attending the US hearing. However, it has not helped, and the subsequent Beijing press conference not only took only one hour, but was also accused of taking the text and pre-ordering the media.

  On February 24, at the US hearing, Rep. John Mika presented a copy of the internal information of the Toyota Washington branch in July 2009, indicating that the branch was invited to convinced the US quality in September 2007. The inspector stopped investigating the models that suddenly exploded, and escaped a large-scale forced recall law. The company said that the problematic cars were only stuck on the pedals, so they only needed “equipment repairs”. Rather than a more serious car call, the result is a hundred million dollars, which has deepened the negative associations between the parties on Toyota’s “grass and life”.

  On the same day, Ronda Smith, a retired woman from Tennessee, USA, testified at the hearing that she had experienced an accelerated life and death in October 2006. However, she had been involved with Toyota for several months and even complained about national road traffic safety management. The bureau has no results. If it is counted from that time, Toyota’s recall has been dragged on for three years. This is the period when Toyota is attacking the city in the United States. Toyota’s market share in the US is about 10% from 2003. All the way up to more than 17%, the fire of the stars that could have been solved in a small range has become a prairie.

  Japanese enterprises’ “Chrysanthemum and Knife”

  The situation of Akio Toyoda is very similar to that of the 2001 American Little Ford (William Clay “BiLl” Ford Jr). Since L999, there have been many Firestone tire explosions on Ford cars. Although Ford and Firestone pushed each other, they still had to implement the recall together. Ford spent $13.5 billion to replace 20 million tires installed on its Explorer SUV series. After the crisis, Little Ford took over. At that time, Ford had profited from $6.5 billion in 1999 and fell to a loss of $5.45 billion in 2001. Such tremendous pressure prompted Xiao Ford to turn to Eastern philosophy such as Zen Buddhism, Tibetan Buddhism and Vipassanaism to balance the body and mind. Eastern philosophy also guided him to a “Green Ford Motor Company” road, which eventually led the company back on track.

  And the Akio Toyoda, who is the Oriental himself, can be like a small Ford to turn the tide?

  ”Chrysanthemum and Knife” refers to the two extremes of the Japanese character as a chrysanthemum and a knife. In the recall, the performance of Toyota and Toyoda Akio has once again confirmed this point. Chrysanthemum is their attitude, soft and courteous, and has repeatedly been rebuked in Congress for “shame for you.” Toyota is still temperate and courteous. However, as strong and persistent as a knife, Toyota insists that the recall is not due to the accelerator pedal. Due to defects in electronic components, the public is still not clear about the two fundamental issues of recalling “what causes” and “how to solve.”

  Later, when Mr. Toyoda was interviewed by the TV Festival in Beijing, he faced the question of why Wu Chenggang “why the Chinese and American consumers get the same difference in service”. He compared the tastes of Mapo tofu around the world, indicating that the car is based on Designed by roads and use environments, Toyotas in different countries are not the same. Of course, the service is different.

  ”Chrysanthemum and Knife” pointed out that Japan inherited the filial piety and loyalty in Chinese Confucian culture, but abandoned the benevolence. Therefore, in corporate ethics, Japanese employees must be loyal to the company, and their loyalty to the company exceeds their concern for the consumer’s interests – “benevolence”. Whether it is a snow-printed dairy incident, a Panasonic electrical explosion, or a Sony TV recall, Japanese companies have always been strikingly similar in their recalls. At first, they were slow to respond, and they wanted to make a big deal. They were small: they couldn’t hold it. Then, the words are flashed until the evidence is conclusive, the recall is late, and the existence of the problem is acknowledged, and the damage to the company has already been caused.

  Specifically to Toyota, when he resigned as the only outsider on Toyota’s board of directors and Toyota North America’s general manager Jim Pzess in 2007, Toyota lost the most effective channel for passing US information to the Japanese board of directors. . Similarly, the departure of Deborah wahl Meyer, the vice president of marketing at Lexus, and Jim Farley, the general manager of the Lexus brand, also caused Toyota to lose its high-level local talent. The corporate culture of stubborn “dead loyalty” is the biggest problem facing Toyota. Secondly, it is the malady of big enterprises, and the extreme cost control that has been successful, but now it is widely questioned, and the close proximity of parts companies.

  In China, because the consumer protection system is very imperfect, it is a vacuum for Japanese product recalls. Before Mr. Toyoda came to Beijing, no Toyota China executives apologized for the recall. Ironically, when Akio Toyoda apologized in the venue, he would be a real consumer outside the venue. The owner of the car was ruthlessly towed away by the staff.