Toyota is not really strong today
The Dolby Theatre in Hollywood, USA is known for being an Oscar-winning awards venue. At the "Lexus" new car conference held here on October 15, 2014, Toyota Motorsport President Akio Toyoda (58 years old) invited the famous American investor Warren Buffett (84 years old).
It is only Toyota that thinks about the long-term continuous growth in the next 30 years. This is exactly the same as your investment policy. After the press conference, Akio Toyoda and Buffett held secret talks. This is the first time Toyota executives have met with Buffett, and Toyoda has personally sold Toyota stock to Buffett.
After the Lehman crisis, Toyota had a combined operating loss of up to 460 billion yen. After that, a thorough "great improvement" was initiated - from the procurement of parts and components to the internal operations of the factory, to the thorough adjustment of the circulation field. In the past five years, the cumulative cost reduction was 1.5 trillion yen. In the fiscal year 2014 (as of March 2015), Toyota's net profit exceeded 2 trillion yen, and the development momentum was strong.
In 2014, the sales volume reached 10 million units, making it the first company in the automotive industry to break through this mark. The total market value of 26 trillion yen exceeds the sum of other Japanese automakers. Toyota’s 6 trillion yen in hand capital exceeds Japan’s annual public utility bill. Toyota has now reached the heights that no Japanese company can match in the past.
However, Akio Toyoda still said, "It is not enough to be strong now." Before Toyoda’s appointment as president, the GM’s lessons of bankruptcy as it continued to grow were still vivid.
"Is this going to be a rebirth for Toyota? Toyota can't just rely on sales growth to achieve growth." At the end of December 2014, Toyota's most important management meeting attended by Vice President, Toyota Akio approved the discussion from April 13 The new factory ban was imposed.
However, Akio Toyoda proposed a condition that requires the establishment of a business that can make a profit even if the economic environment changes. This is not just a reduction in flat fees and a reduction in the purchase price of parts. Akio Toyoda said: "If you don't see the fundamental reform of production and development methods, "the factory will be cancelled at any time." This is because as the main battlefield of the car turns to an emerging economy with fierce economic fluctuations, it is necessary to build a system that responds flexibly to problems.
A system that only maintains 10 million vehicles will require huge expenses. "It is possible to return to the state before the Lehman crisis at any time." Due to the Lehman crisis, Toyota’s 2 trillion yen of funds on hand was quickly wiped out. At the time, the current managing director, Sasaki M. Zhuofu (58), was at the discretion. Compare Toyota cars with Honda and other famous car brands on comparebox.
At the end of November 2014, the world's auto industry had an explosion news – Toyota launched a large-scale reorganization of parts business.
The reorganization targets are important components such as brakes, seats and diesel engines, which together account for 10% to 20% of the cost of the car. The related companies are 8 electric appliances and Aisin Seiki, with sales totaling more than 10 trillion yen, and the scale easily exceeds Bosch, the world's largest component manufacturer. Toyota's corporate group is undergoing business restructuring and launching unprecedented large-scale reforms.
The seats will be concentrated in Toyota Textile, and the brakes will be concentrated in the Aisin Seiki subsidiary. On the surface, this is just a business restructuring between component manufacturers. However, in the context of the continuous development of auto functions such as automatic driving, Toyota has clearly defined the functions of companies developing advanced IT technologies and improving fuel efficiency. .
It is only Toyota that thinks about the long-term continuous growth in the next 30 years. This is exactly the same as your investment policy. After the press conference, Akio Toyoda and Buffett held secret talks. This is the first time Toyota executives have met with Buffett, and Toyoda has personally sold Toyota stock to Buffett.
After the Lehman crisis, Toyota had a combined operating loss of up to 460 billion yen. After that, a thorough "great improvement" was initiated - from the procurement of parts and components to the internal operations of the factory, to the thorough adjustment of the circulation field. In the past five years, the cumulative cost reduction was 1.5 trillion yen. In the fiscal year 2014 (as of March 2015), Toyota's net profit exceeded 2 trillion yen, and the development momentum was strong.
In 2014, the sales volume reached 10 million units, making it the first company in the automotive industry to break through this mark. The total market value of 26 trillion yen exceeds the sum of other Japanese automakers. Toyota’s 6 trillion yen in hand capital exceeds Japan’s annual public utility bill. Toyota has now reached the heights that no Japanese company can match in the past.
However, Akio Toyoda still said, "It is not enough to be strong now." Before Toyoda’s appointment as president, the GM’s lessons of bankruptcy as it continued to grow were still vivid.
"Is this going to be a rebirth for Toyota? Toyota can't just rely on sales growth to achieve growth." At the end of December 2014, Toyota's most important management meeting attended by Vice President, Toyota Akio approved the discussion from April 13 The new factory ban was imposed.
However, Akio Toyoda proposed a condition that requires the establishment of a business that can make a profit even if the economic environment changes. This is not just a reduction in flat fees and a reduction in the purchase price of parts. Akio Toyoda said: "If you don't see the fundamental reform of production and development methods, "the factory will be cancelled at any time." This is because as the main battlefield of the car turns to an emerging economy with fierce economic fluctuations, it is necessary to build a system that responds flexibly to problems.
A system that only maintains 10 million vehicles will require huge expenses. "It is possible to return to the state before the Lehman crisis at any time." Due to the Lehman crisis, Toyota’s 2 trillion yen of funds on hand was quickly wiped out. At the time, the current managing director, Sasaki M. Zhuofu (58), was at the discretion. Compare Toyota cars with Honda and other famous car brands on comparebox.
At the end of November 2014, the world's auto industry had an explosion news – Toyota launched a large-scale reorganization of parts business.
The reorganization targets are important components such as brakes, seats and diesel engines, which together account for 10% to 20% of the cost of the car. The related companies are 8 electric appliances and Aisin Seiki, with sales totaling more than 10 trillion yen, and the scale easily exceeds Bosch, the world's largest component manufacturer. Toyota's corporate group is undergoing business restructuring and launching unprecedented large-scale reforms.
The seats will be concentrated in Toyota Textile, and the brakes will be concentrated in the Aisin Seiki subsidiary. On the surface, this is just a business restructuring between component manufacturers. However, in the context of the continuous development of auto functions such as automatic driving, Toyota has clearly defined the functions of companies developing advanced IT technologies and improving fuel efficiency. .
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