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Akio Toyoda of Toyota Motor praises prime minister Abe's "tremendous leadership," as Abe takes a drive in the hydrogen fuel cell Toyota Mirai in the front lawn of the premier's residence in Tokyo, Japan. Toyota benefits from the yen at 110 to the dollar as this generates higher profits from exports. Sales in 2014 were $230 billion, and net profit $18 billion. Prime minister Abe's economic program depends on companies and their suppliers increasing wages, especially companies with a supplier base as large as Toyota with estimated 1.35 million employees at suppliers in Japan. Toyoda says "both the government and the private sector are of one mind in fighting deflation." Toyota's wage increases in 2014 were only 0.8%. In 2015 hope are high that Toyota will take stronger action. Toyota has refrained from asking suppliers for price cuts in fall 2014, and is likely to do so in spring 2015, so that its suppliers can raise wages. Toyota's 65,000 employees are pushing for a 1.7% monthly base salary increase in April, with bonuses and seniority adjustments bringing the wage increase up to 4%....

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Toyota has passed GM in sales worldwidefor the first quarter 2007. But this is happening against a changing backdrop which is that worldwide sales and markets are shifting to China and India, and GM has the initative in both countries. Its Chinese sales increased by 32% to 876,000 units in 2006 and it plans to inroduce 10 new models or upgrades in the Chinese market in 2007. The other change is that after years of growth Toyota sees a relatively stagnant US market and its strategy is shifting to extracting more profit from each car, by increasing the flexibility of US plants to make more and diverse models, and building plants in low wage areas like the one in Mississippi. Note that the plant in Mississippi is expected to come onstream a year later in 2010 and produce 150,000 not 200,000 Highlander SUV's. Also related to this is the disappointment in Tundra pickup sales which may miss the modest target of 200,000 for 2007. On the manufacturing front Toyota is slowing down product development to ensure that all needed quality checks are performed by engineers. Mr Watanabe, Toyota's CEO, and a manufacturing man himself, has referred to quality checks being skipped or neglected in the rush for sales growth. GM is pursuing cost, efficiency and quality goals of its own and $9 billion in cost savings are planned for this year compared to 2006, another $9 billion is expected to be achieved in 2008. Another factor that is relevant to Toyota's experience in the US market is its fear of being labeled as a foreign company taking away American jobs. Hence the build up of US manufacturing capacity to 1.8 million now to increase to 2.2 million by 2010. And advertising for Toyota continues to foster an image of cars made in America, by American workers for the American buyers. In this new environment leadership in a worldwide market may actually shift back and forth between competitors and new challenges will come up as the Asian market explodes, and profitability and quality will become just as important or more important than sales....

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The National Highway Traffic and Safety Administration has been investigating Toyota since 2004, after State Farm Insurance Company alerted the NHTSA about the jump in complaints.

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Trade deficit and imports of auto parts into the US for Japanese factories in the US. How the weaker dollar is helping the trade deficit with incentives to increase manufacturing of cars in the US for German automakers. (see related article)The reverse is the case for Japan. The weaker yen make manufacturing in the US less advantageous. But Toyota has expanded manufacturing in the US to meet demand and is only now slowing the manufacturing expansion in the US (see related article).

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Fortd's sales drop 18% in September but it does not say over Sept 2006 or over August 2007, appears to be Sept 2006. Overall sales increased 1% Sept 2007 over Sept 2006. GM increased sales by 4.5% and Toyota sees a very slight drop. Only Ford's Edge makes good progress but only from prior Ford customers who traded in other Ford models for the Edge, the new Taurus does poorly with sales 30% less than the Ford Five Hundred which was renamed Taurus. Honda and Nissan saw sales increases of 13.8 and 11%. Chryslers sales declined slightly by 1.6%. Ford's market share fell from 16.5% to 13.3%, whereas GM's market share went from 24.4% to 25.3%, comparing year over year. Toyota sold about 35,000 more cars than Ford in September in the US market. Statistics from Autodata.

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Interview with Honda CEO Takeo Fukui. In June Honda will rollout a new hydrogenpowered fuel cell vehicle called the FCX Clarity. Its powered with electricity produced by combining hydrogen and oxygen in batterylike fuel cells. Honda will have this vehicle available for lease this summer in California and aims to deliver about 200 of these cars by 2010. Fukui's attitude is refreshing when compared to that of other automakers when answering a question by John Murphy of the WSJ about why try to build a hydrogen car when the stations to power the cars do not exist yet. He tells Murphy if you asked were there any gas stations when Henry Ford came up with the Model T, there weren't any, lets build the cars first and the infrastructure will follow. And Honda is working on the technology that will make it possible to charge hydrogen into fuel-cell vehicles at home . He sees it happening first in California and some other states, and in Japan and Europe. And he sees it taking about 10 years to get some sort of infrastructure in place. Considering the long term nature of the demand side with the gradual inclusion of billions of people in China and India as well as Brazil and Russia into the world economy as well as people in other developing countries this is a solution that takes patient and focused development of technology which Honda is setting out to do. He does not see a safety issue in use of hydrogen vehicles as he is confident Honda can develop the expertise to handle the safety issue for hydrogen. What is his thinking on green vehicles? What happened to the Insight the first hybrid car that Honda introduced? The Insight was never intended to be a mass seller, only to establish Honda's record as having the best record in fuel efficiency. What is Honda doing in this area. Honda does see a problem in this area. Toyota he says developed a green image largely on the back of one car the Prius. Honda will come up in 2009 with a dedicated hybrid vehicle to match the Prius. And Honda is setting the bar high for this Honda hybrid, saying that his feeling that this model will have to overwhelm and overtake the Prius. He goes on to say that this is key for us. Honda he says will take on the challenge and compete with Toyota with its products, its technology, and its racing spirit. This gasoline-electric hybrid will be introduced early next year in the USA, Japan, and Europe, and it will be the first of 4 hybrid models Honda will introduce by 2015. Regarding price the company says it will be "affordable". Honda's goal is to sell 500,000 hybrid vehicles a year. Toyota aims to sell 1 million hybrid vehicles early in the next decade and is working on developing its own hydrogen fuel-cell vehicle. Is Honda developing electric cars? Takeo Fukui thinks the practical feasibility of the electric vehicle is very limited. The two biggest issues in his view being driving distance and recharging time. The FCX Clarity can be recharged in one minute, compared to the several hours for an electric vehicle. In his view the electric vehicles will be uselful only for restricted applications like golf carts. Nissan and General Motors are planning to launch electric vehicles. What is Honda's environmental strategy? Honda being a smaller company has to focus its resources wisely with strategic choices. His focus is on the hybrid as the core product, and after that comes fuel cell and clean diesel as the core products to tackle fuel eficiency and CO2 issues. Takeo has spent more than a decade on Honda's racing teams. He drives a CR-V and enjoys driving up and down the mountains, does not race but does get on Honda's test track once or twice a year. And what has he learned from all the years in racing. When he was fully engaged in the motorcycle racing teams he says the pressure was very high and if they did not do well they got bashed by managers and the media. And actually the results were disappointing for years and the teams kept losing. For hime the series of difficulties and challenges was something that he feels everyone should experience because in some ways he acquired wisdom and creativity to get through these experiences. This is some thing Honda and Fukui will need as they try to develop their own hybrid to take the lead from Toyota and come up with industry leading technology in tackling fuel efficiency and CO2 issues. His own approach to management? Two things he always keeps in mind are take time to keep up good communication with associates at work, and testing Honda's own products with his own hands. What does he think about the auto industry in 2008, is it a turning point? He says it has becom clear in 2008 that a company has to have the technology to deal with carborn dioxide and fuel efficiency issues. And its clear that smaller vehicles are more attractive than larger vehicles. And its possible he says that we may go back from automobiles to motorcycles. In fact in India Honda is promoting motorcycles in a big way, while Tata is developing the Nano for mass market, so Takeo is talking about something that Honda sees happening in some places. ...

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The funny German ad for the Jazz is playful and funny. Its a redesigned Honda Fit minicar sold in Europe as the Jazz. Acura's TSX is essentially a European Honda Accord. Saturn is offering a version of the European Opel Astra compact. Ford is bringing the Fiesta here from Europe as the new Verve compact car and it unveiled a prototype of a New York City taxi built on a van Ford sells in Europe. VW is planning to bring more European cars here and build a factory in the US. And Mercedes is brining models here equiped with its new Blue Tec diesel engines. And Daimler is bringing its tiny Sart Fortwo car to the US with a website that has taken 30,000 orders already. The market is going global for cost reasons. And its a market looking more and more like the European market where the local carmakers and the foreign carmakers are all jostling for a share of the pie with a fractured market and each car maker having a small share of the market. Ford, GM and Chrysler compete with Toyota, Honda, Renault-Nissan, VW, BMW and Mercedes all with a small share of the overall market and all these companies now operating as global companies with operations all over the world and building models now for a worldwide market. Ford is clearly following this trend and Mullaly wants to see good European modelsbrought quickly into the US and costs for developing models shared across a worldwide market. Smaller size also works to bring European and Asian models adapted to the US because the US market is moving towards fuel efficient smaller cars. So there is a convergence from a number of angles, for it to make sense to build a good car and sell it in as many places as possible, and the old region based logic does not make sense any more....

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Marketing campaigns in 2011 for the Toyota Siena, Honda Odyssey, Chrysler Dodge Grand Caravan, Ford C-Max. Sales are up 42% for Honda Odyssey since October 2010, when 2011 models and campaign was introduced. The campaign has helped increase sales by 18.5% through November 2010, for Toyota's Siena. This is double the industry average for minivans and is a bright spot for Toyota, whose overall sales have been flat since the recalls. Toyota's Siena campaign shows rapping parents with kids in the back, making it cool to be seen in a minivan. Toyota's national marketing manager says the stories they heard were that people just did'nt want to be seen in a minivan, the soccer-mom joke or feeling playing a part in this. These ads hope to dispel that notion.

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This NYT piece suggests that 9 new members for the 30 member board have already been named and none of them are non Japanese. So the similiar WSJ piece stands corrected as these new members have already been named. With 2.54 million cars sold in the US and about half imported from Japan this does not reflect internationalization by any stretch of the imagination, as the NYT puts it the rest are all "graying salarymen". Toyota still reflects its narrow parochial centre in Aichi prefecture around Nagoya and growth has not changed the outlook. Compare this with Sony. There are advantages for Toyota in its hometown centred way of doing things so as not to be distracted by the latest management fad, and maintain focus on quality and efficiency but considering the expansion in overseas markets its amazing that the Board should be so underrepresented with other nationalities.

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The 129 page internal report on what caused the trading losses of $6 billion at the London based investment unit of JP Morgan Chase bank. The report shows the trading was intended to offset losses of $100 million. Instead the trading assumed large proportions and supervisors ignored the risks, management showed lax oversight. This type of situation occurs in other industries. The costcutting at BP and suppliers resulting in the Gulf Oil Spill and the Toyota costcutting saved small amounts by creating large risks that threatened the companies, with bankruptcy in BP's case and loss of confidence of the customer base in Toyota's case. They also reflected years of costcutting that were showing up in smaller problems that remained unrecognized. BP refinery fires occurred for lack of adequate maintenance. Problems were already developing at JP Morgan Chase with managment changes at the London unit leading to poor oversight and complacency of top management, a culture that took undue risks even as management remained confident in its strategies....

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After major declines in production in 2011 following the tsunami and earthquake, Japan's big three automakers are rebounding quickly in the domestic market. Toyota says its sales in April tripled to 107,826 in April from the prior year and exports increased six fold to 180,050. Nissan says domestic sales increased by 64% to 39, 413, and exports tripled to 52,660. Honda says domestic sales doubled to 55,500, and exports triped to 217,977.

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Serious questions about the future of the car industry and investment in fuel efficient cars as a long term viable alternative, regardless of the specific price at the pump that reflects changing economic weakness in a global economy. Decisions that Obama will have to make in steering the auto industry in a new direction. Management and culture at the car companies remains as ever a big issue and this also will come up because fuel efficiency and making money on small cars and building the cars that the public wants and would pay good prices for, are a result of the resolve, skill and perseverance of management. The only thing that one can say for current management at GM and Chrysler is that it is entrenched and with the same culture that does things the way they have always been. It also lacks the vision and skills to make the changes to get Americans to buy more cars and small cars at prices where they are profitable to car companies. As it reminds us here for all the talk about fuel efficiency and cars, light trucks madeup 58% of GM's sales through November, 64% for Ford, and 72% for Chrysler. The market is bad for all car companies including Toyota and Honda, but things are much worse for the Big Three because of the way in which their sales are way skewed in the direction of SUV's and light trucks and the absence of winning models in the medium and small car segment that command good prices....

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Plans to reduce the number of board members in Toyota's Board of Directors, from the 27 today to something closer to 12 directors. The move is designed to enable serious discussion at the highest levels and lead to speedy decisions.

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The new J.D. Powers Quality Survey put out in Feb 2013 showed the Lexus, Toyota, Mercedes, Buick, Chevrolet, Lincoln and Dodge Ram brands performing at the top level in number of problems reported by owners of 3 year old vehicles. Land Rover, Jeep and VW brands did poorly. Most of the Chrysler Dodge cars performed poorly. The redesign of vehicles initiated by Fiat Chrysler CEO Marchionne does not show up in this study. The redesigned Jeep and other vehicles will show in next years study. The study also showed buyers of economy vehicles were likely to switch easily when buying another car. New models are showing fewer problems and are more dependable compared to previous years, with the average number of problems declining from 170 per 100 vehicles in 2009, to 132 in 2011, and 126 in 2012.

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Car sales have rebounded quickly in Russia. Total sales of 1.8 million are expected in 2010, according to Toyota. Sales should reach 2 million by 2011 according to analysts.

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Siobhan Gorman of the Wall Street Journal interviews Michael Morrell of the U.S. Central Intelligence Agency. Mr Morrell has been at the CIA for 31 years and is a senior advisor to General Petraeus, new head of the CIA. Here he describes the efforts of the CIA and his advice to Gen. Petraeus.

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Matt Vela responded to Shailen's comments on this article on the BW site. Comments were on NYTimes columnist Tom Friedman's remarks, about the dangers of overdependence on Mideast oil vs. GM and Ford's efforts to simply move cars off the lot. A quick reading of reader comments about 5-6 (all comments) shows a huge perception and marketing gap for Ford and GM if this is even anywhere near a representative sample, because they were heavily negative. Friedman said in the NYT, that "GM is more dangerous to America's future" than any other company, that "its like a crack dealer" addicting Americans to SUVs in the face of higher gas prices- by offering buyers of its least fuel efficient SUV's gas capped at $1.99 per gallon. He also said GM is in cabal with Ford and DaimlerChrysler to buy votes in Congress. BY May 2006 compared to 2003, in just 3 years, once popular midsize SUV's like the Ford Explorer, Chevy Trailblazer, and Dodge Durango saw a sales plunge of 50%. And this after the gas promotions such as the Ford one for free gas upto $1000 with aprepaid Master Charge debit card, enough for 6000 miles. Add to this zero percent financing. GM offered rebates of $2500 to $3500 per SUV. In this manner the whole profit structure of SUV's is being lowered, and no new strategy is being developed to deal with changing conditions and changing consumer preferences, and a changing global situation....

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Honda's market share slipped from 11% in 2009 to 9% in 2011 in the U.S. after the tsunami and earthquake led to shortages of cars. Sales are expected to be 50% higher in May 2012, as inventory shortages are reduced, according to Edmunds.com. With increased competition, and new models such as the Crosstour Accord in 2009, CR-Z hybrid coupe, Insight hybrid in 2010 failing to catch on, Honda is increasingly falling back on its best selling Accord, Civic, and CRV sport utility vehicles for increasing sales. The Ridgeline pickup truck introduced in 2005 may be discontinued. The Honda Fit subcompact sales declined by 61% in April 2012 from the prior year. Fiat and Kia small vehicles have increased sales compared to the Fit. The Fit is manufactured in Japan and the strengthening yen makes it unprofitable. A cost competitive Fit will be made in Mexico starting in 2014. Honda's strong point is its higher customer retention rate of 60%, second to Hyundai's 64% repeater ratio, according to January 2012 survey of J.D. Power. Honda normally relies on the U.S. market for over half its operating income, and for the year ending March 31, 2012 most of the operating income, 223 billion of 231 billion yen, was from the U.S., which gives some idea of how much rests on the U.S. market. For now Honda is using incentives to recover market share at the expense of operating profit. During the last fiscal year Honda's operating profits declined to 2.9% of sales. Honda's goal is to move this up to 6% in the coming fical year, still short of the 9% in 2002, and between Nissan's estimated 4.5% and Toyota's 6.8% in the coming year. ...

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Resale value strategy is an important component of strategy for automakers. Honda is a leading example. Ford is following Honda in trying to close the resale value gap.