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Toyota is reducing senior management positions to 60 from 77. The board of directors will also be smaller, with 11 members instead of the current 27 members. It was felt that the large board did not enable discussion of important issues and slowed down decisionmaking. This is part of the new Business Plan and the new global vision for Toyota. The thrust is on sales in emerging markets which Toyota will target for increasing sales to 50% of the total sales by 2015, up from 40% currently. Sales in developed markets are set to decline to 50% of the total sales by 2015, down from 60% currently. The other push is in the hybrid sales area. Toyota will roll out 10 more hybrid vehicles by 2015, in addition to all electric cars, plug-in hybrids. Toyota will continue to have an all-Japanese board, and will use a committee of outside advisors to stay abreast of opinion in other countries. Akio Toyoda announced these plans recently and did this by himself, as he puts his own ideas to work for setting Toyota's direction....

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Adam Bryant talks to 4 women executives about the problems women face in taking up higher management positions. One of the problems addressed directly and at length by the head of Pfizer Nutrition, Amy Schulman, is what she calls "the dutiful daughter," doing what is expected of you. This is also described as a serious problem for women executives in Asia by Riva Gold, where women not having 100% of the skills for a higher management job will step back, whereas men with only 50% of the skills step forward. Schulman says women have to be well prepared and have a good grasp of the subject matter, have acquired experience, and having done that they need to make their voice heard. Any anxieties about not getting it just right, or asking the question about whether "she belongs" need to be left behind. The leaders of companies need to create the environment in which biases and assumptions about women in the workplace do not hinder getting a mix of different voices in the corporation, which can only benefit from that diversity of people and styles. Another point she makes is that women have to spend their political capital, to stand up for colleagues and the team where appropriate, for principles that are significant, to be build credibility and win credit. ...

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Fewer CFO's are given a seat on companies Board of Directors in 2011-2012, according to research by SpencerStuart.

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Incentives for automobile sales are increasing back up to about $3000 a year from $2000, as auto sales reach a level of 16.3 million annual sales in month of October 2014, according to KBB analysts.

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How GM is trying to change its image by investing in cars that are something new and different like a self navigating car that drives itself.

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Policy shift by the National Development and Reform Commission in China to protect domestic carmakers by reducing incentives given to foreign automobile companies. This happens as a rapid deceleration of the car market in China is taking place leaving foreign automakers in a stronger position compared to local automakers.

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The problems for Chrysler may not be as much the culture gap between nationalities, as Daniel Howe of the Detroit News points out, as in other areas. It is not going to be in the union area as the President's auto task force has studied the other risks facing Chrysler, and is aware of the failed effort of United airlines unions to run that airline. In the agreements by which 55% ownership of Chrysler is given to the UAW union, the government leaves the union entirely out of the management of the company, which is left to Fiat. And the UAW seeks to sell off its ownership share at the earliest favorable opportunity. The risk lies in the fact that the new models such as the 40 miles per gallon car Fiat is required to build as one of 3 milestones, each worth an additional 5% stake above the inital 20% stake, will not be built till 2012. Meantime as the President said, Chrysler will have to find ways of staying afloat in a market where it is seeing a 40-50% drop in sales each month this year over 2008, with cars that are "less reliable, less popular, and less fuel efficient than foreign competitors." ...

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How is it that GM would predict sales close to 16 million when no one else sees that happening. Is it just optimistic, even in the face of last years forecast which also stumbled badly with no improvement in the second half as expected. Instead GM closes the year 2007 with sales down 6% over 2006. And much worse numbers for Ford which saw 12% decline, and Chrysler a 3% decline. Chrysler continues to sell to rental fleets. Toyota's and Honda's sales grew by 3.1 and 2.8% respectively. But this year 2008 Toyota doesn't expect to do well with only a 1% increase. Nissan and Hyundai are in the same straits as the Big Three American makers in inventory of cars and sell to rental car fleets. In terms of inventory per point of market share Nissan has excess production capacity and more cars as inventory, about 39,000 per point of Nissan's market share similar to the Big Three. Toyota and Honda have 28,000 per point of their market share.

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The government sets a goal of reducing the number of automakers in China from 70 currently to a much smaller number by 2015. With slower growth in the Chinese market, 55 of these companies sell only 11% of the total cars sold, and no sales for 10 manufacturers. Foreign car companies are investing heavily and control 58% of the 18 million cars sold in China. Domestic car companies are faring poorly. Cherry sales dropped by 30% in November 2011 acccording to the China Association of Automobile Manufacturers. Changan, Guangzhou Automobile Group and BYD have seen sales declines of 10% in 2011 for domestic sales.

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The large increase in auto sales in 2013 to 15.6 million follows a strong rebound in the U.S. market. The gains in sales over 2009 at the peak of the financial crisis, shows Chrysler at 93% gain in sales over 2009, VW at 92%, Nissan 62% and Ford 54%, according to Autodata. Smaller gains of 33% and 26% for Honda and Toyota. Chrysler's sales were 1.8 million in 2013- the company which depended on policymakers in the Obama administration for survival showed remarkable gains under Fiat's CEO Marchionne. VW returning to the market and stumbling repeatedly in the previous ten years, made serious gains with Jetta and Passat models designed and priced for the U.S. market. VW achieved sales of 0.6 million in 2013. Ford sales were 2.5 million, Nissan 1.2 million, Honda 1.5 million and Toyota 2.2 million for 2013. GM sales 2.8 million increasing by 35% in 2013 over 2009. The automobile story may be the biggest story in the U.S. manufacturing recovery. It also may have made a difference in the election campaign of 2012- with winning campaign points in key midwestern states such as Michigan and Ohio for the Obama administration's backing of a renewed auto industry around fuel efficiency improvements, new management, and new relationship with unions. In the period 1998-2007 average sales were 16 million in the U.S. market, with a nosedive to 10.4 million vehicles in 2009, and a rebound to 15.6 million in 2013, according to Autodata. Under previous union contracts with higher wages and pension costs, and a flurry of price incentives, car makers needed higher volume to make profits. Changes since the bankruptcy of 2 automakers include bringing in management from outside the auto industry- Marchionne at Chrysler, Whittaker and Akerson at GM came from other fields (telecom, finance) bringing new perspectives. Mulally at Ford was from Boeing commercial aerospace. Other changes were lower wages and pension costs with renegotiated contracts and relationships with unions, discipline to lower incentives, younger managers moved up and brought in from outside including Reuss and Barra at GM, Farley at Ford, lower sales to fleets, improved fuel efficiency for SUV's and pickups to change the cost of operating, a mix shifted to smaller and midsized cars, improved quality, and changing the buyer perception of American brands....

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Whats the breakdown of costs for Detroit's Three Auto Companies. The following infomation is from documents submitted by Ford Motor Company to Congress. Detroit Auto Companies Foreign Makes like Toyota Hourly cost Hourly cost Hourly wage for workers $29 $26 (Toyota Kentucky plant) Holidays and Vacation pay & pay for Detroit laid off workers $14 $9 Cost of Health Care and Pensions for $16 Toyota has only 300 retired retired workers workers Overall cost $71 $49 The biggest difference is in the cost of paying laid off workers, jobs banks, and in the cost of paying the health care and retirement pensions of retired workers. And for GM there are about 1 million of them, (96,000 active workers, 497,000 retired workers and also the dependents of retired workers) costing GM $4.8 billion on health care. At $1500 per car for GM costs on health care vs. $200 per car for health care costs at Toyota. The difference is $1300. If this is factored in to the profitability of small cars then the field is skewed one way. On a $23,000 car that is a 5% margin right there for adiffernce of $1100 in health care costs. If this is the way profit is calculated on small cars with this health care differential factored in then there is always a muddleheaded tendency to product he bigger cars and trucks because they can absorb this differential better. But it doesn't make sense that this should dictate how the business is run. And it could lead to serious mistakes which appears to be the situation at the Detroit companies, the way they went into the downturn right into 2008 with a product mix that was going to be hit hardest by a change in customer preferences. ...

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Slower growth for luxury car sales in China in 2013. German carmakers BMW, Audi and Mercedes are strong in this segment.

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The transformation of Fiat Auto. Marchionne relying on "my kids", getting good people throughout the Fiat global operations and outside of a younger generation, who were open to doing things in a new way. He had the courage to unassumingly go about the business of remaking Fiat, by removing middle and upper managers who produced a kind of paralysis or sclerosis in Fiat, making change impossible after years of a failed culture embedding itself. And in their place he brought in an energetic courageous bunch of younger managers and designers. It would be fair to say that he tore up the old plans, tore up the old organization charts, tore up the car plans and designs in the pipeline, tore up the failed models and put in place new ones- the Bravo for the Stilo, and tore up the old management, put in new people and tasks and wedded them in an informal way, with their own culture developing along the way. The were teams and their tasks, all wedded together in an informal arrangement, in close proximity, with informal communication. Marchionne saw his role as helping people reach decisions, setting stretch goals, and encouraging levels below him to take responsibility and make courageous decisions. He saw the Cinquicento as his version of the Apple iPod, and benchmarked Fiat against Apple, so he was looking outside the auto industry for people to emulate and for new ideas. He himself was from outside the auto industry. ...

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GM plans to bring 5 to 10 Cadillac models to China by 2016. It plans to build a factory for Cadillacs in China. Even as auto sales are slowing down in China in 2012, sales of luxury and premium cars are growing rapidly. Infiniti, Audi, BMW, Mercedes, Tata's Jaguar-Land Rover, and now GM are competing for sales to China's growing affluent class. According to IHS Global Insight, China's auto sales slowed to 2.5% growth in 2011, yet sales of premium car sales increased by 32%. With sales slowing in Europe and the U.S., car manufacturers are focussing on the luxury segment in China to boost profits. BMW's sales chief, Ian Robertson, says sales will slow in coming quarters from the 32% growth rate of 2011, but he still expects double digit growth for premium cars in future years. In making its large investments in China Ford executives said it expected a growth in China's car market of 5% over the next decade. BMW plans to increase production to 200,000 cars after opening its second plant in 2011, with capacity to ramp up to 300,000 a year....