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
Three years ago, the author consulted a veteran expert on the issue of “fast and goodâ€. At that time, he reminded him that, while valuing the pace of development, it was impossible to ignore the “good†development.
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.
The demand for domestic commercial vehicles is Toyota's current status. 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.
First of all, 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.
Second, miss the 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.
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