只換踏墊不換油門踏板，省一億美金！！
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剛剛看新聞（tvbs）說toyota在美國的聽證會<br>有資料出來說，toyota說服美國官員，<br>以換腳踏墊的方式取代更換油門<br>可以節省一億美元的損失，結果....<br>真是雪上加霜～<br>商人能省則省，拿大事化小，小事化無最好<br>可是如果不能徹底解決，最終還是出事<br>豐田神話真的是過去了～<br>這個未來一定會成為行銷學的一個教學案例...<br>
#2
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該怎麼說呢😌
只想說和泰真是好公司
真是好賺
只想說和泰真是好公司
真是好賺
#3
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那買車不要送踏墊..省更多
#4
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| 剛剛看新聞（tvbs）說toyota在美國的聽證會 有資料出來說，toyota說服美國官員， 以換腳踏墊的方式取代更換油門 可以節省一億美元的損失，結果.... 真是雪上加霜～ 商人能省則省，拿大事化小，小事化無最好 可是如果不能徹底解決，最終還是出事 豐田神話真的是過去了～ 這個未來一定會成為行銷學的一個教學案例... | |||
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回應 baladula (叭啦都藍) 所寫還有更多正面案例呢....蘋果派的艾瘋跟谷勾的下一個手機初版都是臭蟲一堆,很多人買回去珍藏啊...😌
原廠跟你說汽油車引擎設計壽命是開20萬公里,代表其他零件不會更長壽.
修車地獄 vs.車貸地獄 要哪個?好爺人不用選...
#5
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二月份新車銷售排行
頭又大又是第一名
台灣人沒在怕的啦~~
😀
#6
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二月份新車銷售排行 頭又大又是第一名 台灣人沒在怕的啦~~ 😀 | |||
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和泰這麼用心~弄舊東西就不會有問題了~
#7
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敢死ㄟ就敢衝...🙂
◎命運就像強姦~你反抗不了就要學習享受
◎工作就像輪姦~你不能就別人上了
◎生活就像自慰~什麼都要靠自己雙手
◎學習就像叫雞~出錢又得出力
#8
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二月份新車銷售排行 頭又大又是第一名 台灣人沒在怕的啦~~ 😀 | |||
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沒在怕的啦 +1 😀
#9
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沒在怕的啦 +1 😀 | ||||||||||||
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證明
台灣人不怕死
因為
出事的絕對不是我~~
::咖啡批發::阿拉比卡、米爾克(拿鐵專用)、義式炭燒、羅布斯塔與特調
以上一磅只要170元(原價300元)另有牙買加藍山、夏威夷可納等各國精品豆
還有咖啡奶茶即溶包系列、家庭包~<br>
::憲兵忠貞744梯::憲204特車連::
#10
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那是美國日本的代誌
一定與台灣無關😇
台灣和泰雖然也有說要換踏墊 但是沒有省到一億美金阿! 所以一定是不一樣的新聞拉😀
一定與台灣無關😇
台灣和泰雖然也有說要換踏墊 但是沒有省到一億美金阿! 所以一定是不一樣的新聞拉😀
#11
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台灣沒做啥事，應該省更大，也可以說是照樣躺者賺，何來花費可言。
#12
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原來連召回維修也有cost down的作法
#13
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| 剛剛看新聞（tvbs）說toyota在美國的聽證會 有資料出來說，toyota說服美國官員， 以換腳踏墊的方式取代更換油門 可以節省一億美元的損失，結果.... 真是雪上加霜～ 商人能省則省，拿大事化小，小事化無最好 可是如果不能徹底解決，最終還是出事 豐田神話真的是過去了～ 這個未來一定會成為行銷學的一個教學案例... | |||
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應該是指這個吧...轉貼apple的
http://tw.nextmedia.com/applenews/article/art_id/32315056/IssueID/20100223
豐田事件套..海因里希法則剛剛好..😌
海因里希研究分析工傷事故，發現在一件重大災害的背後，
平均有29次輕度災害，和300次有驚無險的經驗。
這個法則完全可以用在企業的安全管理，
它告訴我們一件重大事故的背後會有29件「輕度」事故，
還有300件可能發生的隱憂。
對潛在事故毫無覺察或者麻木不仁，往往導致無法挽回的損失。
#14
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於
2010/02/24 00:23:34
發文
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| 原來連召回維修也有cost down的作法 | |||
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我也是第一次聽到😲
#15
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應該是指這個吧...轉貼apple的 http://tw.nextmedia.com/applenews/article/art_id/32315056/IssueID/20100223 豐田事件套..海因里希法則剛剛好..😌 海因里希研究分析工傷事故，發現在一件重大災害的背後， 平均有29次輕度災害，和300次有驚無險的經驗。 這個法則完全可以用在企業的安全管理， 它告訴我們一件重大事故的背後會有29件「輕度」事故， 還有300件可能發生的隱憂。 對潛在事故毫無覺察或者麻木不仁，往往導致無法挽回的損失。 | ||||||||||||
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發現這個報導的重點除了說toyota想要cost down以外（但又解決不了問題）
就是美國交通部女發言人艾雷爾則指：「豐田公司掩蓋事實的真相，在這份報告中表露無遺。」
如果換踏墊真的能解決就不會到現在這個狀況了
感覺是誠信的問題
不過台灣人還是厲害，死命的支持牛頭牌，
和泰對台灣市場真是無敵阿
#16
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於
2010/02/24 16:58:47
發文
(CNN) -- Akio Toyoda's appearance before U.S. legislators on Wednesday represents not just a fact-finding mission by committee members and a public relations move by Toyota, but a clash of cultures that in many ways created the recall controversy.
"They turned a rather ordinary recall into a brand-threatening crisis," said Jeff Kingston, a professor of Asian studies at Temple University's Japan campus in Tokyo.
Indeed, a key reason why Toyoda is in the hot seat is because the company leadership responded in a very Japanese fashion, Japan watchers say.
"Their decision-making process was painfully slow, but the international media and concerned customers don't want to wait so long for answers," Kingston said. "Anytime the public hears 'brake' and 'problem' in the same sentence, they want quick answers."
Toyoda's long silence as the company deliberated what to do is a hallmark of the Japanese culture of consensus building.
"The decision-making process is really the planning process in Japan -- you don't see a lot of rapid response to a strategic issue," said Michael Alan Hamlin, president of Team Asia, which provides communications advice to multinational companies.
Difficult, too, will be how Toyoda handles hostile questioning, especially since most of his public experience has been before a largely deferential Japanese press.
"There is a huge difference in how Japanese media cover companies," said Hamlin, who lived in Japan for a decade. "They are careful not to upset or annoy business leaders too much, because they don't want their access to information or press conferences blocked because of negative reporting.
"In the West, you take Microsoft, Google or GM -- once they are big, successful companies, they are targets (of aggressive media)," he said. "That's the trade-off for visibility and success."
How the two audiences -- American and Japanese -- view Toyoda's performance may be very different because of cultural differences in body language.
"Japanese when in an apology mode -- especially before an authority like the U.S. Congress -- will be very humble. That means, you don't necessarily look people in the eye," said Deborah Hayden, Tokyo managing partner of Kreab & Gavin Anderson Worldwide, a communications consultancy. "From a Western perspective, that can be mistaken as weakness or perhaps trying to hide something."
Also, Japanese language tends to be indirect -- whereas before the committee members are likely to pepper him with direct questions and "be a bit of political theater," Hamlin added.
"He's got to walk a very fine line of polite respect -- which Japanese have in bucket loads -- and the confidence of being head of one of the largest, most respected companies in the world," Hayden said.
轉載自CNN.
這篇比較有"營養"!!!............. 從美日企業文化來頗析. 不過, 我很懷疑誰會認真讀.
"They turned a rather ordinary recall into a brand-threatening crisis," said Jeff Kingston, a professor of Asian studies at Temple University's Japan campus in Tokyo.
Indeed, a key reason why Toyoda is in the hot seat is because the company leadership responded in a very Japanese fashion, Japan watchers say.
"Their decision-making process was painfully slow, but the international media and concerned customers don't want to wait so long for answers," Kingston said. "Anytime the public hears 'brake' and 'problem' in the same sentence, they want quick answers."
Toyoda's long silence as the company deliberated what to do is a hallmark of the Japanese culture of consensus building.
"The decision-making process is really the planning process in Japan -- you don't see a lot of rapid response to a strategic issue," said Michael Alan Hamlin, president of Team Asia, which provides communications advice to multinational companies.
Difficult, too, will be how Toyoda handles hostile questioning, especially since most of his public experience has been before a largely deferential Japanese press.
"There is a huge difference in how Japanese media cover companies," said Hamlin, who lived in Japan for a decade. "They are careful not to upset or annoy business leaders too much, because they don't want their access to information or press conferences blocked because of negative reporting.
"In the West, you take Microsoft, Google or GM -- once they are big, successful companies, they are targets (of aggressive media)," he said. "That's the trade-off for visibility and success."
How the two audiences -- American and Japanese -- view Toyoda's performance may be very different because of cultural differences in body language.
"Japanese when in an apology mode -- especially before an authority like the U.S. Congress -- will be very humble. That means, you don't necessarily look people in the eye," said Deborah Hayden, Tokyo managing partner of Kreab & Gavin Anderson Worldwide, a communications consultancy. "From a Western perspective, that can be mistaken as weakness or perhaps trying to hide something."
Also, Japanese language tends to be indirect -- whereas before the committee members are likely to pepper him with direct questions and "be a bit of political theater," Hamlin added.
"He's got to walk a very fine line of polite respect -- which Japanese have in bucket loads -- and the confidence of being head of one of the largest, most respected companies in the world," Hayden said.
轉載自CNN.
這篇比較有"營養"!!!............. 從美日企業文化來頗析. 不過, 我很懷疑誰會認真讀.
