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How Northwestern University Kellogg School's Inaba Yoshimi is trying to turnaround Toyota's performance in China. Toyota is a latecomer in the China market and cultural hurdles hamper Japanese managers in China. Because Toyota dealerships in Japan use a salesforce that gets income from salary and does not depend on commissions, selling only Toyota cars, the Japanese experience seemed irrelevant to China. The experience of Toyota in China is more like the experience in the U.S. market with a sales force earning income from commissions and dealers selling many brands. In other respects China's market is different from the U.S. The Chinese market is growing very fast, and millions of cusomers are joining the carowning population, all first time buyers in an internet information intensive environment with savy informed customers. Keeping the salesforce motivated and interested in selling Toyota cars is a challenge in China. Also how to allocate cars to dealers based on how many cars move off their lots, and how to buildup a large network of Toyota dealerships and widen the range of product available in China. Management challenges have been tackled by bringing experienced veteran managers from the U.S. to China, who are culture neutral and are seen positively by the Chinese managers and staff. General Motors has a big headstart in China and is marketing to the younger demographic in China. Median age of Chinese buyers is 35 years age. See the related article on Chinese buyers and what drives their buying habits in article by Bremner in Business Week, May 17, 2006....

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Eiji Toyoda, a cousin of Toyota founder, Kiichiro Toyoda, headed the company in a crucial period of its growth in the sixties and seventies. He was president for 1967-1982, was chairman till 1992 and honorary chairman till 1999. During this period going back to the 1950's he set the stage for Toyota to introduce its efficient production systems and rapid growth in the U.S. market following the success of the Corolla in 1968. He passed away in 2013 at the age of 100.

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Joe Nocera describes his personal situation which also reflects the situation of the average investor in his 401(K) for retirement - inexperience in handling the boom-bust cycles in the market and loss of savings, especially in the last two decades with sharp swings in the market. The Employee Benefit Research Institute statistics on savings of the average American are striking, dismal is the right word- only 22% of workers 55 or older have more than $250,000 set aside for retirement, and 60% have less than $100,000 in a retirement account. The average savings of an American near retirement are $100,000.

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Ruffenach gives an excellent account of how many people describe their expectations and how it actually turned out in retirement, the good and the bad. He cites numerous examples to give as broad based a picture as possible. Health and active life, passions and interests, loss of self esteem in work for some and finding substitute interests, taking risks to try something new and the rewards. More people describe positive experiences in those surveyed. Health is the main concern for 41% in actual retirement, children and other things are all less than 10%. Travel should be planned early as it becomes harder as the years go by and one gets older. It is not as difficult as people think to make new friends in retirement, and this active social life with new friends can play a positive part in spending time. In addition there is the opportunity in retirement to take things slowly and leisurely, and spend time more on oneself and one's own interests.

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IMV architecture for rugged vehicles and the Hilux brand of vehicles for emerging markets, are two favorable factors that Toyota hopes will generate half a million more sales than the old Hilux line. Toyota has spent $1.4 billion on building plants in India, Indonesia, Argentina and S. Africa and other countries to develop the new vehicles with new chassis, engines and other parts made in developing countries. These plants say chief engineer Hoskawa help reduce costs by 20-25% for the Hilux line of rugged vehicles with new chassis. But a port strike in India which makes the manual transmitssions, and a problem at the plant in Indonesia which makes gasoline engines- which are then shipped to plants for assembly in South Africa and Argentina- could cause problems. To cushion against such events Toyota keeps 2 weeks supply of engines and other parts in Thailand.

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GM's decision to close the NUMMI plant, a joint venture with Toyota that makes the Pontiac Vibe which is being discontinued, the Corolla, and the Tacoma truck. Its a way to reduce excess capacity for Toyota but also is a sensitive point as Toyoa has pledged to keep plants open. Toyota may decide to make the Prius at NUMMI. About 4600 workerts are employed in the San Francisco Bay area at the NUMMI plant.

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With Toyota facing amajor crisis the company speeded up the appointment of the new CEO, the grandson of Kiichiro Toyoda, who founded the automaker as it diversified from its textile automated looms in the prewar years. Note the statement by Koji Endo, analyst of Credit Suisse in Tokyo, that he expects Toyota to lose up to three times the 1.7 billion loss of the current fiscal year ending March 31, in the next fiscal year of 2009. This suggests that a lot will be happening at Toyota as major actions to reduce capacity and to improve management, reduce bureaucracy and speedup decisionmaking are taken by the new President. Especially so as Akio Toyoda, the new CEO, is different from the tradiitonal CEO's who have come up through manufacturing and not educated in the U.S. He will not have the same patience and comfort factor with Toyota's bureaucracy as these other CEO's like Watanabe who preceded him. By pushing the transition up the other elders like Shoichiro Toyoda may want to give Akio time to prepare for the tough decisions he will have to make, and to setup his own management team as early as possible....

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The U.S. market looks like it is becoming the kind of maturing market that Japan and Germany have become for automobiles. Germany and Japan saw sales peak at high levels and then decline. And they have been declining steadily for several years. The US has a growing population and demographics because of immigration compared to Japan so there wil be continued demand for new cars. However since 2000 carmakers have introduced so many price incentives, interest free loans, and other ways of pushing sales that sales have continued to climb to unsustainable levels. All through the 1990's sales were in the 15 million range, then after 2000 sales climbed, except for the short period of uncertainty after 9/11/2001 Trade Center bombings. Sales climbed up to 17 million and stayed at these higher levels till the recent crises in 2007 saw a drop in sales and a shift to smaller fuel efficient cars. GM was offering 0% financing for 5 years through its Keep America Rolling campaign in the aftermath of 9/11. By 2005 automakers were offering as much as $8000 in discounts on pickup trucks. Employee pricing enabled regular customers to buy at employee prices. The Big Three sold to rental fleets unsold cars, so much so that by 2005 25% of all vehicles made by GM and Ford went to rental fleets, to rental companies in which these companies had large ownership stakes. For GM this became part of strategy. Fixed costs were high and the UAW contracts made it difficult to layoff workers, a jobs bank in which layed off workers could remain till rehired was itself quite costly as money had to be paid to the workers in the job bank. With this kind of inflexibility in the labor market GM could only spread all the fixed costs for its aging workforce which required pension payouts to retirees and health payments to retirees, by selling more automobiles. During this period of inflexibility in labor, and the legacy costs of previous boom years since the 1950's with generous UAW contracts, GM and Ford pushed sales to unsustainable levels; without considering the furture implications of this short term strategy. Another way this could hurt is by pulling sales in future years into current years because of interest free financing or huge discounting which probably happened in 2004-2005 and is seeing a payback today in 2008. At the peak in 2005 carmakers were planning further expansion of SUV capacity or expansion of other carmaking facilities. Gas was still not at the high levels of today. In 1999 gas cost $1.15 cents a gallon, and it was a little higher than that, but nowhere near what we are seeeing today. These new plants are coming up just as the sales are dropping dramatically, the half million SUV's sold in 2008 is about half the sales in 2003, enough to fill 2 plants when many more plants are being built or opening. The new capacity of 4 plants capable of producing 1 million vehicles is looking like a big mistake, like the new Toyota Tundra plant in Texas. Some of the new carmaking capacity is a Toyota plant in Tupelo, Mississippi, a Honda plant in Indiana, and a Kia Motors plant in Georgia. All this means a big drop in factory utilization rates. GM has 2 plants making full size SUV's. Later this year GM will cut production at these plants and at 2 plants making pickup trucks to utilize them only for 1 eight hour shift a day. Toyota has 1 full plant of excess capacity, not including the plant opening in Tupelo, Missisippi, making it likely to be down in utilization very significantly as well. Nissan is only using 65% of capacity at plants in Canton, Mississippi and Smyrna , Tennessee. And these utilization rates reflect the impact at the early stage of the housing crisis, consumption spending is only now beginning to bite, and unemployment is still to take a hit, so th economic recession immpact is still not reflected in auto sales. Even now GM and Chrysler cling to the hope of a sales pickup in late 2008 and in 2009, which is looking less likely by the day. J.D. Powers survey show the North American auto making capacity at 18.7 million cars and production this year at 14.1 million. This means the automakers have disastrously misjudged the auto market, and the role their own actions in pushing sales have affected the market in inflating the sales numbers beyond what is a sustainable sale increase. When credit tightening and lower consumption spending, housing crisis, and higher unemployment all hit the US in full impact by 2009 the situation is likely to worsen significantly and could become a disaster. ...

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Toyota moves back to its utilitarian roots, where costs matter and pricing matters. Higher cost technological advances are being rejected in favor of older approaches that accomplish the same thing in the manufacturing process at alower cost. And pricier features like the solar ventilation system option on the new Prius are being rejected so that the price can be made more competitive with American cars. Even the idea of pricing Toyota's cars at apremium of $1000 or $1500 over American cars is being questioned in this market. The new Prius mad due to come out this year, developed at a time when Toyota was coasting as it emerged as the most profitable and the largest auto manufacturer in the world, has a price tag of $28,000 versus the $22,000 for the current Prius. This has alarmed some of the bigger Toyota dealers so much that Akio Toyoda the new CEO visited Southern California to talk to these dealers about what has gone wrong with the pricing. These dealers told him that they were worried about that price when they were drastically discounting current Prius models to maintain their sales rate. This is also happening when Toyotas are piling up unsold on car lots at most ports in the US. As Toyota competed with GM for top spot in sales Toyota's management of Watanabe and Kinoshita, the outgoing CEO and his assistant, say critics inside Toyota, lost sight of the need for caution as the company's manufacturing capacity expanded in Japan and overseas. Now with the selection of Akio Toyoda to succeed Watanabe as new CEO, the decision has been made to make a shift to anew generation of managers, with the retirement of 3 executives including Kinoshita and Watanabe. ...

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Shoichiro Toyoda's son Akio takes over as new CEO of Toyota. He got the MBA degree from Babson College in Massachusetts and joined the company at 27. Initially Shoichiro was opposed to Akio joining the company. Even today with the Toyoda family owning only 2% of company shares there is a faction that supports Akio and a faction that dislikes the founding family's involvement in running the company. So the job has not been an easy one for Akio. At one point Akio admitted himself into a hospital early in his career after friction with one of his bosses. Things settled down after that and eventually Akio headed the China operations, where he engineered the merger of Tinajin with FAW to give Toyota a more capable partner to expand in China. And to get Akio to take on the new role, the elders at Toyota like his father and others had to ask Fujio Cho to stay on as chairman, even though he has a back ailment that made him keen on resigning. Current CEO Watanabe will become vice chairman and help Cho with his duties. The idea may be to have more experienced people at the top as Akio takes over and makes changes to the conservative culture and bureaucratic ways of Toyota. This eases the transition especially if there are people who are wary of the founding family and Akio's more direct and bolder style of management....

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Dow Chemical CEO, Anthony Liveris, is co-chair of the Advanced Manufacturing Partnership, an effort to bring together federal government, industry, universities and other groups to invest in new technologies that would generate good-quality jobs and increase U.S. competitiveness. He writes this letter in the Wall Street Journal to correct two misperceptions. The first, is that government has no significant role in nurturing an environment that is good for business and manufacturing industry. Because other countries, including China, are now operating like companies, it is important not to let the U.S. be in a disadvantageous position. Government has always been involved in its writing of tax and incentive policies, regulations, trade agreements, and creating a climate of certainty. The second, is that the loss of manufacturing capacity and job losses in the last 10 years are different from the job losses in the 1980's. These are not the low tech and less efficient manufacturing job losses of the 1980's, but job losses as a result of moving advanced manufacturing capacity and research and development centers to outside of the U.S. Of the 8 million jobs lost in the last recession, he says two million manufacturing jobs of higher pay and supporting employment in other sectors were lost. His point: its time to focus on expanding manufacturing in the U.S. because manufacturing is the sector with the highest multiplier effect on other sectors. Public-private partnerships are critical to this effort for increasing technology development and increasing investment. This view is supported by other experts....

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Some of the crude rhetoric at Donald Trump rallies, and use of coarse language, according to the NYT. Working class and older Americans show their anger at a system that appears to have left them behind with slogans, stickers, T-Shirts. The idea of the wall figures in much of this and shows that the wall has become not jut about Mexico but a metaphor that captures this anger, that reflects this anger. Another aspect of the 2016 campaign is that those most vulnerable and most in need of help have not sought the comfort of knowing about programs to improve middle class and working class wages, incomes, to build infrastructure, create jobs, stop companies from shifting jobs overseas, plans for improving accesss to health care and education, to ask for specifics and delivery. This is the supreme irony of the 2016 election campaign that not enough attention is going to what will be done for the middle and working class, and what specifics will be delivered, in what time frame- which is essential for restoring the condition of the American middle and working class to where it was in the 2 decades after the Second World War. ...

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Hilsenrath cites Robert Hall, a Stanford University professor whose research shows three fourths of American households do not have two months worth of income put away as cash or other liquid assets. The Federal Reserve researcher Karen Pence says 41% of households can borrow less than $3000 on their credit cards and 23% have been turned down or discouraged from applying for credit. This shows the general financial weakness of overly indebted American households and the overlayed effects of the housing crisis, and higher unemployment. It suggests the margin for consumers to weather difficulties and increase spending is thin.

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Toyota makes a sharp rebound after the recall and the tsunami in Japan. Still Takahiko Ijichi, senior managing officer, strikes a note of caution. He says "the latest numbers are not necessarily reflective of our true strength." Toyota has to contend with the slowdown in China, the problems in Europe, and the strong yen in coming months.

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American manufacturers are importing more of the parts that go into each product. According to Susan Houseman, a senior economist at the W.E. Upjohn Institute in Kalamazoo, Michigan, the imported portion for these parts is up to 25% from 17%. Even the Bureau of Economic Analysis figure of the share of GDP coming from manufacturing is overstated, says Houseman. That figure was 11.2% for 2009, but is closer to 10.5% if all the imported components are included instead of being counted as domestically made. This is down from 14.2% ten years ago, and about 30% in the 1950's. There is deep concern that the manufacturing decline has weakened America. Houseman says that one cannot separate manufacturing from innovation, and she asks if America can continue to be strong in R&D with a shrunken manufacturing base. James Jordan of the Interstate Maglev project, says Maglev- which uses special magnets to levitate and propel high-speed trains- was invented in the United States. Today equipment for that technology is manufactured and used in Japan, and innovation in high speed trains is taking place in Japan and Germany. The decline in manufacturing is shockingly large. From 1979 employment in manufacturing went down by 8.1 million to 11.6 million, with the largest drop occurring in the last ten years. With it America is losing something significant- all the knowhow and skills that go into making things. Today the airplane wings for several Boeing airliners are made in Japan and shipped here. In a not too distant past these wings would have been built here, and workers with the knowhow and skills for these critical components were part of Boeing's workforce....

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The downturn starting in the 2008 financial crisis destroyed a huge portion of the average American's personal wealth- some estmates running to 40%. This was followed by periods of unemployment which depleted savings accounts, lower wage jobs, and followed by further erosion of savings accounts with little or no interest. The gains on the stock market have one problem- the benefits go in large part to affluent Americans who are already well prepared for retirement. A U.S. Senate report shows a huge retirement savings deficit- about $6.6 trillion, which comes to $57,000 for every American household.