Toyota 2009-2010 Recall Case Study Crisis Communication

Due to the wide array of recommended objectives, there is multiple research methods that could be used to evaluate their successes or failures. Three questions to assist in measuring the achievements of suggested objectives are: How far have we

come since the initial defect in 2009? Have our sales increased or decreased after the crisis? What can we do to prevent another crisis like this? These questions will be answered in the following sections.

In order to evaluate the success or failure of Toyota’s public relations campaigns, we suggest conducting several focus group interviews. This should include consumers who are and are not Toyota customers. Since this was such a well known crisis situation, it is crucial to include non-Toyota consumers in order to get a better sense of how the general public viewed the corporation. We believe this would be the most efficient way to listen to feedback and consumer insights on what they like or dislike about the brand, and how it could be improved in the future. This is a critical aspect of evaluation because consumer feedback can lead to the development of ideas directly based on customer wants, that could prove to be extremely beneficial in the future. Specific questions to be asked could be: After the recall, how likely are you to purchase a Toyota, why or why not? Do you feel that our efforts to increase our brand’s quality have been effective, why or why not? What do you like the most/least about our brand and why?

Asking these types of open-ended questions lead to more detailed responses that would have actual substance and suggestions, as opposed to simple yes or no questions.

Additionally, another way to evaluate perceptions of the Toyota brand would be to conduct an online survey asking the question: How likely are you to purchase a Toyota? Options for answers could include: Very likely, pretty likely, somewhat likely, or not likely at all. There could also be a space for consumers to add comments explaining whatever selection they chose. Prior to beginning the survey, consumers would be prompted to enter demographic information such as income, gender, geographical location and whether they are or are not a current Toyota customer. This online poll could be posted in email messages, social media posts, and on the company’s website. Conducting this type of survey enables Toyota to analyze percentages of the population, and to better understand how customer demographics play a part in what type of automobile they purchase.

The last suggested evaluation method would be simply to analyze Toyota sales from year to year. An increase or decrease in numbers is a blatant fact that depicts whether Toyota is successful or not. According to the Business Strategy Group, “Since the recall, Toyota has regained its position as the world’s best selling car manufacturer, becoming the first to sell 10 million vehicles within a 12-month period” (Business Strategy Group, 2013). Based on this information it is evident that Toyota has indeed recovered from the 2010 recall crisis.
Overall, Toyota has been successful in rebuilding their reputation since the recall crisis. Hurst stated,

“Today, the story has almost disappeared from the news, and the authors contend that Toyota’s reputation and market position have largely recovered. They say that the company survived both the recession and the recall because of the strengths of its entire ecosystem, suppliers, dealers, employees, and culture. Toyota executives made a number of changes to bridge the gaps between the center and the regions, and overall, their actions seem to have reassured both employees and customers. So in the end, this is a story of how the good guys suffered a setback, but ended up better for the experience [...]” (Hurst, 2011).

Despite previous flaws in their operations, Toyota has made serious efforts to return their brand and vehicles back to its level of high quality. Based on Hurst’s message, it is evident that Toyota has been successful in doing so since 2010, and that the corporation is continuously striving to avoid a similar situation in the future.

Conclusion

In conclusion, Toyota has learned a lot about themselves and their consumers from this incident. Some of their biggest oversights included CEO Akio Toyoda going into hiding upon hearing about the initial safety defects, not hastily acknowledging and responding to the situation, faulty internal company structure, and lack of a firm crisis communication plan readily available.

Through their different campaigns and actions, such as the “Let’s Go Places” and Toyoda making announcements in English, Toyota really marketed to their target audiences on the world’s stage. These specific actions cater directly to almost all of Toyota’s target audiences, both in America and Japan. Both actions affect both populations equally, and by making themselves appear culturally conscious and evolutionary, they have locked in their target audiences for many years to come. These established connections could be continued through future endeavors such as Toyoda visiting Toyota in America, and American CEO Lentz visiting Toyota in Japan. This would show continuous efforts made to be culturally conscious and aware as leaders of the company. As for the “Let’s Go Places” campaign, Toyota could hold a contest potentially called “Let’s See Where You Go” where consumers could post videos documenting trips they have taken in their Toyota. The person with the most interesting video could win a brand new Toyota car. Not only would this drive consumers to want to use or purchase a Toyota, but it also exemplifies that Toyotas are durable cars that are made to last wherever the road may take you.

As a whole, this crisis served as a beneficial learning experience for the company. This led them to reevaluate management and leadership structure within the company, led to the emergence of Toyoda as a better, stronger leader, led to better cross-cultural communication between Toyota in Japan and America, led to new taglines and promotions, and enabled the company to realize flaws in their quality and production. Specifically, this provided Toyota with the perfect opportunity to step back and thoroughly assess their operations and procedures of both their management and car production systems.

1. Toyota STAR safety system

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