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The car in front of you is a...
It started with car owners being told by their local dealers “there is not a problem” and just a few days later led to a full, global, public apology from the company’s President, Akio Toyoda.
Three well known crisis-management issues emerge from this ongoing Toyota experience – the total power of the customer, the monetary value of reputation and the eternal importance of a simple, clear, easy to understand message.
Toyota underestimated the first (some dealers telling customers there was not a problem), now understand the second (billions of dollars in the recall, millions off share value) and have yet to get the third (whether it affects your car).
Strong leadership has to come to the fore in a crisis of every kind, through clear ownership, plan and communication. Toyota can still turn this around, and to do so they must show clarity in those three areas, by everyone in the organisation.
How does your company do, in a crisis?
Action: Don’t wait for a crisis to find out – have a clear plan for this occurrence in place.
With my very best wishes
David
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Poll: My company handles a crisis well (Agree / Disagree)
Toyota's reputation has been shot to pieces. Millions of pounds off share value but also, as you say David, it is the reputation that counts and customers have had their say.
I wouldn't buy a car like that. It's too dangerous. Toyota's problem is they have too many people manufacturing too many different parts. They have lost control. And that's what happens when you don't have control.
I have a friend who just won't drive her car now as she is petrified about the brakes. The business model surely relies on customer confidence and that is just not there. I suspect there will be a lot of sweating going on in Japan as this situation is sorted out.
Can't stand Toyotas now. It's been a mission of mine in the last few days to look at the brand and assess the cars. Don't like them. And the stories you hear about how dangerous they are only compounds that view.