In the automotive media around the Spring Festival, the hottest topic is Toyota's recall. As a matter of common reason, car recalls are "sensational" in Europe, America, and other places far from the domestic level. This caused a big sensation for two reasons: First, Toyota recalled; Second, a large number of recalls. While industry insiders have offered suggestions and warnings, domestic commercial vehicle companies should also take the opportunity to examine themselves and find feasible ways to avoid risks and cope with the crisis.
"Fast and good" can stand up
Now that Toyota has become the world's oldest leader, it has been forced by small parts. Looking back at the old man's judgment three years ago, we can see that it is far-sighted.
It is worth noting that soldiers who do not want to be generals are not good soldiers, have ambitions and work hard for them. However, on the road of pursuing the ideal, when and when it is fast, how to achieve "fast and good" is already a matter for Toyota to recall the door to the domestic commercial vehicle industry.
The domestic commercial vehicle industry has already achieved rapid development, especially in the global market, which was unbearable. In 2009, the domestic commercial vehicle market had a “good view†and it really made the eyes of multinational commercial vehicle companies. Since the beginning of 2010, commercial vehicle companies have expressed cautious optimism about the market while enjoying the good harvest of the previous two months.
It is obviously inopportune to discuss the crisis in front of such a flourishing era. What's more, the fierce competition in the market makes the concept of “now the car the king†deeply rooted in people’s minds.
However, the commercial vehicle in China is exactly where Toyota is today. Under the premise of stable domestic sales, domestic commercial car companies have never concealed their ambition to enter overseas. Since 2005, the pace of domestic car companies entering the overseas market has accelerated. If the pace is fast, there may be more or less risks hidden: If you fight price war, you will damage the quality; if you do not serve, you will only sell. Perhaps the unpredictable crisis is behind such a large increase.
The reason why this is said is that the current industrial status and development goals of domestic commercial vehicles are the original intention of Toyota. Toyota's rise to rely on the cost advantage, coupled with fast and accurate market response, and domestic commercial vehicle companies have many characteristics. Toyota's painstaking efforts in overseas markets, although it is difficult for the domestic commercial vehicle companies to compare with them at the current stage, they have been eager for globalization, and they are somewhat similar to Toyota.
The difference is that, backed by a huge domestic market, China's commercial vehicle companies will face the "years of age" cycle, but rarely worry about the sudden shrinkage of market size. There is no worry in the rear, and the impetus to enter overseas is even greater. In fact, even if every company declares that it is indispensable to enter the overseas market, it is not uncommon for the East to make a breakthrough. As a result, commercial vehicle companies with disorderly competition in the country and more disorderly competition overseas will face Toyota's mistake once they face the dilemma of quantity and quality, especially at the moment of fleeting development opportunities.
As a result, it has determined that domestic commercial vehicle companies, which are making rapid progress and have a good momentum, must learn “the evil of Toyota and the wisdom of commercial vehicles.â€
Toyota's two failures recalled
On February 24, Toyota President Tomoyuki Toyoda had to appear at the hearing of the US Congress and received sharp questions from the US Congressman regarding the Toyota recall. However, after the media broke the news that Mr. Toyoda might be absent from the hearing, it immediately caused strong dissatisfaction among users. Toyota has already become a company that has not fully considered for its customers.
In the entire process of the recall, Toyota Motor’s handling of the crisis was criticized by the media and users. This has many lessons for domestic commercial vehicle companies.
Attitude is arrogant. In the Toyota recall incident, the most criticized was Toyota's admission of a wrong attitude. At the beginning of the incident, Toyota did not recognize the importance of the incident, but with the increasing number of vehicles recalled, Toyoda only came to apologize on Feb. 5, and the degree of blasphemy was dubbed by the Japanese media as if it were greet. When Toyota executives held press conferences and interviewed media reporters, they all held their heads and no apology. The public is increasingly angry at Toyota's actions.
Missed opportunity. From the speed of Toyota’s resolution of the crisis, it also delayed the best time. On January 21, January 26, January 27, and January 28, Toyota recalled a large number of products. During this period, Toyota did not perform any action on the crisis public relations. From the perspective of crisis public relations, the most critical time for resolving the crisis is within 24 hours to 48 hours of the event, because everyone is most concerned about the crisis event. If there is no channel to understand the correct information, all kinds of news It will be overwhelming, and the entire incident may be out of control. Toyota missed this opportunity.
The mistake Toyota made in this recall is worthy of domestic commercial vehicle companies. In particular, in the domestic commercial vehicle environment, word-of-mouth communication is very important. When problems occur in products, or when they are concealed or arrogant, the negative impact on the brand will be even more serious.
China's August 1, 2006 and September 1, 2009, when trucks and passenger cars were included in the recall system, we can see that the implementation of the recall of the own-brand commercial vehicles is rare, not that the product quality is good, there is no problem, But in the face of recalls, most companies are not arrogant, shirk their responsibilities, and are thinking about how to extinguish things in flames. However, as the domestic recall system becomes more mature, users will have a deeper understanding of the recall. Such an approach will be difficult to implement, but it will be fueled by fire. Toyota's recall incident is a good example.
Toyota Supplier Management still has something to learn
In front of this crisis, known as the “most serious†in Toyota’s history, Chinese commercial vehicle companies cannot only be “watchersâ€. Just as a coin has two sides, Toyota’s lessons are worthy of domestic companies’ absorption, and Toyota’s achievements and experience Nor can it be erased. Even if it is the controversial supply of Toyota's spare parts, there is still room for domestic commercial vehicles to learn.
In this incident, Toyota did not make public the parts and components supplier responsible for the main responsibility, and did not punish or terminate the cooperation with the parts suppliers. Toyota executives said that they will not adjust suppliers because of a recall incident. From this we can see some of Toyota's ideas and practices.
In its relationship with parts suppliers, Toyota adopted the “farmer†approach, in which Toyota used grass and fertilization on suppliers’ “land†to help suppliers solve problems and let suppliers cooperate with themselves. The supplier "grew up", Toyota will control through the acquisition of shares, and so on in series to form a long parts supply chain. Help the holding stocks, so that Toyota's strict management standards and procedures into the daily development and production of parts and components companies.
Unlike Toyota, most of China's commercial vehicle companies adopt the "hunter" approach, which is to select the best among a large number of parts suppliers for cooperation, and most of the auto companies and parts and components companies are merely traders. relationship. This method has certain advantages. It can reduce the risk of the entire vehicle company and allow the vehicle to concentrate on building a vehicle. However, in China's national conditions, things often fail to develop according to the company's expectations.
First, hunter-type procurement is suspected of being “deviation†in China. If the Chinese people attach importance to human relations, once they enter the parts procurement system of the entire vehicle company, it is unlikely that parts and components companies will be eliminated. After a problem arises, the attitude of the parts and components companies that are actively correcting and their past cooperation will often leave the entire vehicle company to investigate. However, this will damage the experience of some consumers and gradually accumulate contradictions. In the end, a crisis like Toyota recall may occur.
Second, "hunter" procurement reduced the industry's threshold. Taking heavy trucks as an example, why did Lifan, Dayun, Chang'an, and CIMC compete to enter the heavy truck field? This is because key components such as domestic heavy-duty truck engines, axles, and transmissions all come in the same vein. The lack of a firm grasp of the advantages of spare parts and components in the hands of heavy-duty truck companies makes the competitiveness of the vehicle companies less competitive.
Third, the "hunter" procurement has conned the vicious competition in the industry. Because they are all assembled, companies use “individualization†to please customers and bring them nightmares. In terms of passenger cars, after the user orders food, the company reproduces, the company does not have the right to decide on the configuration, and at most it has a little suggestion right, which ultimately makes the company miserable.
Fourth, "hunter" style procurement is not conducive to the development of both vehicle companies and parts and components companies. The fragmented relationship between commercial vehicle companies and parts and components companies in China not only makes it difficult to find good components for vehicle companies, but also makes the development of the components industry weak.
"Hunter" procurement can play an active role in the start-up stage of the entire vehicle business. This is the way that European and American companies often adopt. However, when China's commercial vehicles have entered a period of steady development, when the user's expectations for domestic commercial vehicles are getting higher and higher, adjusting the procurement method of parts and components for commercial vehicles may bring greater development to the company.
In this process, domestic companies must participate more in the quality control of parts and components and even in research and development and production. Toyota is a benchmark in the automotive industry and can be toppled by a small gas pedal. At present, there are still many problems concerning commercial vehicles in China. Once letting go, one day it will become a major problem.
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