case analysis 案例分析 商务英语

caseanalysis案例分析商务英语AnalysisonToyota's“Recall”BackgroundandHistoryofToyotaToyotaisoneoftheworld'stoptenautomotiveindustrycorporations,Japan'slargestcarcompany,foundedin1933,nowhasdevelopedintoahugeindustrialgroup,whichgivesprioritytocarproduction,andinvolvesothersectorssuchasfinancial,machineryandelectronics.Intheearlytime,Toyotawasmainlymanufacturingtextilemachinery.In1933,Toyotaxiichiro,thefounderofToyota,setupthecardepartmentintextilemachineryproductiondivision,whichstartedthehistoryofToyotamotorcompanytomanufacturecars.Fig.1Toyotaxiichiro  Fig.2ToyotacarFigure3isthelogoofToyota.Toyota'sthreeovalslogowasusedfromthebeginningof1990.Thelargeovalonthelogorepresentstheearth,inthemiddle,twoverticalovalsarecombinedintoaTword,onbehalfofthecompany.Fig.3thelogoforToyotaItsymbolizestheconfidenceandambitionofToyotacompanyforthefuture,keepingafootholdonthefuture.Inaddition,itisalsoasymbolofToyotatokeepafootholdonthecustomer,meaningtheguaranteetocustomers.Furthermore,itisasymbolthattheuser'sheartandautomobilemanufacturer'sheartarelinkedtogether,withmutualtrust.Atthesametime,thelogoheraldsToyota'ssuperbtechnologyandinnovationpotential,too.In1937,Toyotamotorindustrycompanywasfoundedwiththecapitalof12millionyen.In1938,thefactorybeganproduction.In1950,Toyotasalescompanywasfounded.Afterthesecondworldwar,Japanwastransformedintothepost-wareconomicrecovery.Atthismoment,forthefutureofJapan'sautomobileindustry,itwasaverydangerousperiod.Forexample,In1949,theJapanesecar'sproductionwas25622trucksand1008cars.Thetotaloutputwas26630units.Fig.4ToyotaworkshopAtthattime,theJapaneseindustrylaborproductivitywasonlyaboutoneninthtooneeighthofAmericanindustrylaborproductivity.Thiswasaveragelaborproductivityoftheindustrialindustry.ComparedwiththeautomobilemanufacturinginAmerica,whichwasrelativelymoredeveloped,thegapincarmanufacturinglaborproductivitybetweenJapanandAmericawaslarger.HowcanToyotagetoutofthiscrisis?(1)TheJITproductionmodeConfrontedwithsuchagrimreality,Taiichiohno,whowasthedirectorofthesecondmachineryfactoryofmotherfactory,thoughtthereasonforthegapisn'tthatAmericanspaid10timesmoreenergy,theremustbeseriouswasteandunreasonablephenomenonintheproductionofJapanesefactory.Aslongasitcaneliminatethewasteandunreasonablephenomenon,laborproductivityaresupposedtobe10timesasmuchthannow.Theconceptfinallybecamethemostrevolutionary,wellknownforitsextraordinaryproductionmanagement,theToyotamodeofJIT(JUSTINTIME)production.Thatistosay,thebasicideaoftheToyotaproductionmodeistothoroughlyeliminatewaste,andthetwopillarsofsupportingthisthoughtis"Just-In-Time"and"Automation".Sincethen,withthegoalthattocatchupwiththeUnitedStatesinthreeyears,Toyotachallengedtotheoldsystem,strivedforprosperity,foughttenaciously,andovercomeamajordifficulty,makinglaborproductivityrisingperpendicularly.By1982,comparedwithGeneralcompanyintheUnitedStates,theproportionoflaborproductivitywascompletelyreversed.Thisyear,GMproduced6vehiclespercapita,whileToyotareachthelevelof55vehiclespercapitaproduction.Intheviewofprofitcreatedpercapita,thisyear,theprofitofGeneralcompanywas$1400percapita,whiletheprofitofToyotawas$14000percapita,whichisexactly10timesasmuchasGM's.(2)ZeroinventorymanagementToyotaisthefirstthatsuggestedzeroinventorymanagementintheglobalindustry.Fornow,itisalsotheenterprisethatisdoingthebestinzeroinventorymanagement.Toyota'szeroinventorymanagementcanmakeitthatasformorethanhalfofthemainrawmaterialsandsemi-finishedproducts,theyarereadytobepreparedatthesceneintenminutesearlywhentheyareneededinproductionline,insteadofbeingtransportedintothewarehouse.Inothertimes,the"stocks"areexpectedtobeontheroad.Zeroinventoryisnotequaltotheinventoryiszero,butbystrengtheningthemanagementonstrengthenyourlogistics,maketheinventoryinthefieldoftimeandspaceasfaraspossibleclosetozero.Undertheactionofsuchaproductionmodeandthemanagementpattern,Toyotamotorcompanyenteredintoahigh-speeddevelopmentstage.In1957,ToyotasalescompanyintheUnitedStateswasfounded.Until1972therehavebeen10millioncarsproducedinaccumulation.In1984,Toyota-GMjointventurecompanystartedproduction.In1988,Toyota'sU.S.companyannouncedopening,In1992,ToyotaBritishcompanystartedbusiness.In1994,ToyotaTurkeyautomobileindustrytradingcompanywasopened.AtpresenttheplightoftheToyotaIn2007,withannualoutputofnearly9.5millioncars,JapanToyotamotorcorp.,surpassedGeneralmotors,becomingthebiggestcarmakerallovertheworld.Ontheotherhand,fromtheendof2009tonow,becauseofqualityproblems,Toyota hasrecalledaccumulativelytotalabout6millionvehiclesintheglobal,whichisraretobeseeninthewholeautomotiveindustries.In2010,therehasbeenaneventofToyota"Recall".DuetothepedalandbrakeproblemsofToyotacars,sinceJanuary2010,Toyotatotallyrecallednearly8millionvehiclesinfourmonthsaroundtheworld.InMay2015,thetwoautogiantToyotaandNissan,becauseofthehiddentroubleofairbag,willlaunchtherecall.Itrelatestomillionsofvehicles,whichwerecaughtinthisproblem.Inadditiontothepaymentofarecallandlossesofstoppingproduction,Toyotaalsofacesaunprecedentedcrisisoftrust.Fig.5Toyotarecalls             Fig.6RelatedcarsManyindustryanalyststhink,duringseveralyears,intheprocessofrapidexpansionofToyota,theconceptof"customerfirst"becameloose,anditignoredqualitymanagement,combinedwiththelackofresponsetothecrisismeasures,eventuallyleadingtoagrimandcostlyconsequenceintheend.Thereisatableabouteachautomanufacturer’smarketsharein2010.Accordingtothetable,itiseasyforustoseethatthoughtheToyotastilloccupiedthemostmarketsharesamongothercompanies,itssharesdecreasedby5.4%whilesharesofothersallincreased.Tab.1Eachautomanufacturer'smarketsharein2010Automanufacturer2010.1.1-1.202010.1.21-2.15MarketshareschangesHonda11.2%13.0%+1.8%Ford10.6%11.7%+1.1%Nissan8.5%9.1%+0.6%Volkswagen2.2%2.6%+0.4%Chevrolet10.3%10.0%+0.3%Mazda2.2%2.5%+0.3%Toyota17.5%12.1%-5.4%Accordingtothedisclosureofmessagepersonages,beforetheexposureofqualityproblem,theinternalofToyotahasmasteredrelativeinformationoftheproblem.Becauseofconcerningaboutthatmayaffectthecompany'sreputationandsales,relevantdepartmentsdecidedtokeepitconfidential,evennottoreportittothehighestlevelinatimelymanner.Whendealingwiththespecifictechnical,thetechnicalqualitymanagementdepartmentofToyotaevenpassedthebuck,thusmissingthebesttimetosolvetheproblem.AnalysisonthecrisisFromtheperspectiveofthecausesofthecrisis,Toyotaatleastreflectstwoproblems:(1)Lessqualityconsciousness.IthasbeentalkedaboutspecificallyinthepublichearingthatMr.ToyodasaidToyotawasconfusedinseveralprinciplesofsafety,qualityandyield.(2)Lessserviceconsciousness.Duringtheperiodof"Toyota'srecall"event,therehasbeenseveralchancesthatToyotacouldsolvetheproblemininfancyofthecrisis.Butunfortunately,becauseofprocrastination,itbecamethecrisiseventthatcausedcommonattentionofsocial.Presumably,asfortheproblemofToyotavehicles,sincetheproblemoccurreduptonow,Toyotamaynotregarditasaspecialprojecttoconquer,evennottakeitintoformaldiscussionininternal.Athence,Toyotawassoslowtorespondtoconsumercomplaints,andthe moreseriousconsequenceistomaketheproblemvehiclesproductioncontinue,thusleadingtothesituationoftoday.Fromtheperspectiveofthesolvingprocessofthecrisis,Toyotahasexposedseriesofmoreseriousproblems,thefocusoftheincidentisabouttwoaspects,oneisthereasonforToyotavehiclesacceleration.AnotheristheToyota'sattitudetowardtheevent.Asforthesolutionofthisincident,Toyotastillgivesnosatisfyinganswertothepublic.Whattheydidisjustsettingupqualityadvisorygroups,strengtheningthequalitydetailsandrecallingthevehicle,whichcannotfundamentallyresolvethecrisis.Therefore,theeventisnotonlycausedbythatToyotaneglectedtheattentiontosafety.Intermsofawell-knowncarbrands,recallingvehiclesisnotasingleevent,butitreflectsthecultureoftheenterprisehasappearedseriousproblem,thefoundationofthehealthydevelopmentofanenterprisehasbeenshaken,whichcouldbethebeginningofthedepthoftheToyotacrisis.Solutions1.SolutionA:Focusoncustomers(1)CommunicatewithcustomersandcompensateBasedontheprincipleofrespectforthelaw,respectforcustomers,ifthecustomercomplaintsthecarhasqualityproblem,thecompanyshouldrespondtothereasonabledemandsputforwardbycustomersactivelyandcarefully.Inaddition,Toyotashouldtrytheirbesttodealwiththeprobleminfast,withoutallsortsofexcusestopostpone,becausethemoreorthelongertheydelay,thelessinitiativetheyhave.Sincerelytoshowthetruthtoconsumers.Toweakencontradictionsandtransformationcrisis,Toyotashouldbehonest,openlyexplaindetailsandsincerelyacceptcriticism.Shirkingandbeingvaguewillonlymakecustomerfeelitsuspicious,increasingdifficultyoncrisismanagement.Fig.7Ensureafter-salesworkSincerelyapologizetoconsumers.Afterthecrisis,consumersnolongerpayattentiontothefact,butpayattentiontotheattitudeofthecompanytoevents.Soaftertheoccurrenceofcrisis,Toyotamustshowitscardsinthefirsttimeandbeagoodlistenertoconsumers.Toyotaissupposedtospeeduptheprogressofrecallandusetheleasttimetorecallallcarsthathavequalityproblems,meantime,makecorrespondingrangeofcompensationandprovidequalityafter-salesservice.Asaspecificmeasureofqualityimprovement,Toyotashouldstrengthentechnologyfieldsurveysystem,forexampledispatchingtechnicianstothelocaltechnicaltodoanalysis.Inaddition,inthedecision-makingprocessoftherecall,Toyotashouldlistentomorevoicesoflocalconsumers,invitesomewhoknowmoreaboutthelocalmarkettoparticipateindecisionmakingtomakebetter,fasterandmoreaccuratedecisions.(2)CarryoutthesalespromotionactivityDepreciatesalespromotionofdesignatedmodelsandgivegiftstothecustomerofbuyingacar,purchasedesireofcustomerswillbeincreased.Foroldcustomers,willbeprovidedwithfreewashingandinspectioncarservice,thusmaintainingcustomerrelationship.(3)CarryoutthenewcartestdriveToyotashouldencouragecustomerstodotestdriveswiththevehiclewhichusedtobeinproblembutnowisimproved.Thetestdriversshouldbetheowneroforiginalproblemvehicleandautoindustryexperts.Toyotadesignatesplacesallovertheworldtocarryoutthenewcartestdrive,provingproblemshavebeensolvedperfectly.2.SolutionB:Focusonpublicrelations(1)Mediapublicrelations1)AdheretothemediaTodaythereisahighlydevelopedinformationsocietyandanyattempttoblockmediaapproachiswrong.Infrontofanemergency,ifthemoreyouhide,themoreitwillexpose.Inthistime,onlybypassingtherightinformationtothemediaandguidingactively,themediaislikelytothinkyouhavethesinceritytosolvetheproblem,andthoserumorsjustmaysubside.2)ConstructmediachannelsToyotashouldestablishgoodrelationsofcooperationwithoneortwomedia,whichcanbeoutputthroughtheirpositivenewsoncecompanyencounteringnegativereports,soastoguidethepublicopinionandquellnegativereports.Inaddition,thegoodrelationswithmedia,alsocanhelpenterprisepromotetheirpositivenews.When meetingwithnegativereports,itcanalsogetthemessageinthefirsttime,helpingenterprisetotakemeasures.3)MakegooduseofmediacoverageUsingthedomesticmediaandthemostauthoritativewebsitetoreporttherelevantmeasuresandactionstakenbyToyotaonprocessing"Recall"toshowthatToyotasincerelysolvesthismatterandberesponsibletocustomers,thusobtainingthepublicrecognition.(2)GovernmentpublicrelationsToyotashouldholdahearingandcommunicationwithgovernmentdepartmentsactively,takingtheinitiativetocontactwithgovernmentdepartments.Toyotaisexpectedtoactivelyparticipateinthetechniqueprojectandthesocialpublicwelfareundertakings.Throughinteriorjournalsofenterprise,newsreports,conferences,publicrelationsactivitiesandothermedia,canToyotadeliverpositiveinformationofenterprisetogovernment.Atthesametime,theenterprisehighlevelleadersshouldtaketheleadandtaketheinitiativetoinviterelevantgovernmentdepartmentstoenterprisestovisitorhavemeeting,understandingthegovernment'sguidancetotheenterprisepolicy,whichhelpsenterprisetakemeasurestomaintaingoodrelationshipwithgovernment.3.SolutionC:Focusontheinternalofenterprise(1)Makeinternalself-check,investigateforresponsibilityTofindouttherootcause,technicalpersonnel,designstaffandexternalexpertsshouldconductacomprehensiveinspectionandtestingfromdesigntoproductiontothepracticaluse,andeachlinkshouldbeexamined.(2)Accordingtothecauseoftheproblemandlink,theimprovementoftechnicalresearch,productionandsafetyguidanceshouldbecarriedon,tosolvetheproblemofinternallinksintheshortesttime.(3)Whetheritisatechnicalproblem,designproblemorproductionproblem,thedepartmentsandindividualsthatcauseproblemsshallbeinvestigatedforresponsibilityaccordingtotheinternalprocedureofToyota,andthefurthermeasureswillbetakenwhenitisnecessary,inordertogiveconsumersasatisfyingreply.(4)StrengthenthequalitymanagementsystemFromdesign,productiontofinallyputintotheconsumptionfield,onthebasisofadheringtotheprincipleofcompanymanagement,Toyotashouldstrengthenthequalitysupervisionandtighttheresponsibilitysystem,andtheresponsibilityofeachdepartmentandpersonalresponsibilityshouldbeclear.Foroverseasmanufacturers,productqualitystandardsshouldbeinaccordancewithinternationalqualitystandards.Ifthereareproductsthatdon'tmeetthestandard,the manufacturewillbeinvestigatedfortheirresponsibility.Fig.8Strengthenthequalitymanagement(5)PromoteawarenessoftheemployeestofaceanddealwiththecrisisToyotashouldchooseemployeerepresentativesandstrengthenthecommunicationbetweenenterpriseandstaffrepresentatives.Enterprisesexplainsthedetailoftheincidenttoemployeerepresentatives,makingtherepresentativesrecognizeeffectsoftheevent,toresolvetheundesirablemoodofstuffbecauseofnegativenews.Allowingemployeestoparticipateinthemeasures-makingabouthowtodevelopthroughthecrisiswillincreasethestaff'sparticipationandthesenseofduty.Analysisonsolutions1.SolutionA:FocusoncustomersAdvantages:Afterseriesofmeasures,Toyotacansincerelyillustratethetruthofthemattertoconsumersinfirsttime,andapologizetoconsumerintime.Listeningtocustomersisagoodwaytounderstandconsumers,accordingtowhichToyotawillknowtheneedofconsumersandmakeeffectivemeasures.Inthisway,willconsumersgetacertainpsychologicalsatisfactionandcomfort,returningtoToyota'sattitudeandpurchasingagainthatmakethembecomeloyalcustomersofToyota.Disadvantages:Duetorecall,compensationandpromotionactivities,theprofitsoftheToyotawillhaveacertaindegreeofloss.2.SolutionB:FocusonpublicrelationsAdvantages:IfToyotamakesenougheffortstoclarifythefacts,thegovernmentwillvigorouslysupportandhelpToyotatidehimthroughdifficulttimes.Besides,themediawillalsotrackreport,helpingToyotacleartheimageofenterpriseandrestorereputation.Disadvantages:Thismeasurecannotfundamentallysolvetheproblemsexistingintheenterprise,butmaketheenterpriseputalltheenergyandresourcesonpublicrelations.3.SolutionC:FocusontheinternalofenterpriseAdvantages:Aftertheincident,thestaffwillformastrongcohesion.Theproblemsoftheproductionwillbeclearup,aswellasthemanagementandsupervisiononqualitywillbeobviouslyimproved.Disadvantages:Althoughtheenterprisecansolvetheenterpriseinternalproblems,butthereisnoobviousandvisiblebenefitforconsumers.Breakingawayfromconsumers,thetrustcrisisandmarketcrisiswillstillexist.SelectionofchoiceObviously,thebestsolutionistheonecombinedsolutionA,solutionBandsolutionC,theyallsolvesomeproblemsindifferentaspectsandeachofthemshouldn’tbeignored.IfIhavetoputprioritytoone,aftercomprehensiveconsideration,IthinksolutionAisthemostappropriateandimperative,whichcanalleviatethepressureoftheToyotaandhelpitgetoutofthetrouble.Atfirst,wemustadheretotheprinciplethatthecustomerisgod,andToyotaalsohastheconceptof"customerfirst"initscorporatephilosophy.AmericanmarketingexpertNeilBarnesJaneinhisbook"ComplainisaGift"wrote:"Whencustomersaredissatisfiedwiththeproduction,theyhavetwochoices,oneisthattheycansaysomething,theotheristowalkawaydirectly.Iftheywalkaway,itismeaningthereisnochanceforenterprisestoeliminatethediscontentofconsumerstothem.Whenourproductscausescustomers'dissatisfaction,aslongaswehavetheopportunitytomakeourproductsbacktoasatisfyingcondition,customersaremorelikelytoreturntobuyingtheproduction.Therefore,althoughtheproductmayappearproblem,wemustberesponsibletothecustomersandputtheminthefirstplace."Thecostofwininganewcustomerisasmuchas7to10timesthanmaintaininganoldcustomer.Iftheattitudetowardstoconsumersorthewayofhandlingcustomercomplaintsisimpropriate,leadingtocustomersleavingbecauseofdissatisfaction,theenterprisewillsufferarealloss.Atthesametime,ifthecustomer'sproblemcannotbesolved,theywillnotonlyrefusetopurchasenexttime,butalsotalktohisotherrelatives,friendsorcolleaguesabouttheaffectterribleexperience,whichmayruintheimageandreputationoftheenterprise.Therefore,whentheproductappearedproblem,itwillmakeenterprisesunderstandthegapbetweenitselfandthemarket,maketheenterprisetofindthewaytoimprovethequalityofservice.Besides,itcanalsoprovidesachanceforenterprisetoimprovecustomerrelationshipandturnadissatisfiedcustomerintoasatisfiedcustomer.Doingquicklyremedycannotonlyexposethatenterpriseattachesgreatimportancetothecustomer,butalsoreducedissatisfactionofcustomersbycuttingtheircostsandtimeinwaitingatthesametime.Ifproblemissolvedappropriatelyandtimely,itcannotonlyrebuildtherelationshipbetweencustomersandenterprise,whichisdamagedbecauseofthedissatisfactionontheproduction.Butalsomakecustomersfeelthesincerityofenterprisetothem,increasingtheirsatisfactionandloyaltytotheenterprise.Researchshowsthatifwecansolveproblemsforcustomersonthespot,95%ofcustomerswillcomeandbuyagainlater.Iftheproblemisdelayedsolatetosolve,70%ofthecustomerswillpatronizeagain.Iftheenterprisedoserespondtocustomercomplaintsaroundthetimelonger,customer'ssatisfactioncanreducemorethanhalf.Therefore,rapidlyandtimelyhandlingcustomers'problem,makingperfectremedyistheimportantguaranteetoeliminatedissatisfactionofcustomers,winingcustomers.ConclusionInanewmarketenvironment,weshouldnotsimplyunderstandcorporatecrisisasaconflictofinterestordifferencesofvalues,emotionandconfrontationarelikelytobetherootofcausingenterprisemajorcrisis.Fortheenterprise,thekeypointofcrisismanagementperhapsshouldbelisteningcarefully,trackingpublicopinion,respondingtopublicsentimentinatimelymanner,thuseliminatingtheseedsofthecrisisinthebudandrestoringthetrustofconsumers,societyandgovernment.Thatcannotonlymakethebrandimageberestored,butalsofurtherplumpandenhancethebrandimage!