Hong Kong Data

She then placed herself only as a person responsible, but certainly not as a culprit. She blamed the American supplier CTS. But these remarks did not calm the crisis. Toyota then changed its communication policy. The brand took full responsibility for the defects found and attributed to the accidents. It recalled more belize phone data than 400,000 vehicles and indicated that "Toyota will have to close ranks and cooperate closely with its dealers". Transparency became the group's main weapon, which even went so far as to change its slogan: "a good company repairs its mistakes, a great company learns from them". The brand's CEO strengthened the group's cohesion through crisis communication. But even if the company reacted, it was much too late. Its various departments did not know how to react when necessary. The car brand found itself seriously tainted and this is still the case almost 10 years later.

which also had difficulties, we can better understand the problem encountered by Toyota. When in 1993, a man discovered a syringe in a can, the brand faltered. But it had an optimal communication department and knew how to best manage problems thanks to an optimal communication strategy and performance management. The brand reacted without delay and set up a crisis unit. A toll-free number was set up to allow people to get information. It informed its various departments around the world of progress in resolving the problem and also informed users very regularly to reassure them. This responsiveness is due to high-level performance management. They set up an effective cycle and knew how to listen to customers and react quickly. They put their brand in second place, unlike Toyota, and simply knew how to communicate.