The determination of endogenous enterprises

Author: Zhou Although Geranche repeatedly to the "China Business newspaper" reporter to emphasize whether or not to remain the general manager of the matter has not yet been finalized, but the reporter from Guangzhou auto Toyota, Toyota and Guangzhou has basically made it to continue to serve as Toyota general manager of the decision.　　No wonder, however, that "caution and caution" has always been the main tone of Toyota's or Guangzhou's Toyota's implementation of any strategy in the Chinese market. Unlike the European and American automakers, which emphasize trading rather than product development, Toyota is an endogenous company that is fully developed internally. This ensures that Toyota in the enterprise culture, management, product development, unity and sustainable, with strong toughness and tension. There is a view that, from the beginning of Toyota, whether in Japan or the United States market after the implementation of a moderate low-key business strategy.　　It was accustomed to being hunted down secretly until technology overtook rivals. We can also see the strategy of introducing Toyota's models in China. Guangzhou, Toyota and other Japanese companies are not aggressive, in the Chinese market, rarely seen Toyota a new model in a niche market to develop the identity of the car early into the market (except, of course, under the specific historical conditions of the hybrid Prius). Such a product launch strategy can minimize the risk of product unsalable due to immature market demand. How to minimize the damage caused by this risk, in this respect, Toyota has done relatively well.　　5 years into production, two of the three models have achieved good results in their market segments. However, the so-called "everything has two sides", the bad performance of the model (Yaris) to the Guangzhou auto Toyota caused by the difficulty, but also more than those who have more models of the company because of a bad performance of the car has more negative effects.　　Toyota's cautious product strategy reflects a huge investment in each model from the introduction to the launch process, which may be "bones" if the performance is bad.　　So how to maximize the survival rate of each model in a prudent vehicle launch strategy is the first challenge that Toyota and Guangzhou Toyota will face in the future.　　Another challenge for Toyota, Guangzhou, is to find a balance between commodity competitiveness and price. In China these years, Guangzhou auto Toyota model has been built in high-end marketing system, rarely use price weapons. Take Yaris as an example, the first to go to the market is the boutique trolley route, its relatively high price and the original set up the actual purchase power of the consumer group has been offset. Market research shows that the actual main consumer group after the launch of the car is the economic strength of the family bought a second or a third car, but Yaris in this range does not have a competitive advantage.　　So that in 2009 China's passenger car market 1.6L and below the cumulative growth of 50% vehicles, Yaris in its niche market share of less than 10%. It is said that it is because experienced Yaris sales embarrassment, before the domestic Highlander listing, Guangzhou Auto Executive deputy general manager Funchenya has several times proWent to Japan to discuss the price issue and insisted on setting prices at the current competitive level.　　And after Guangzhou Auto introduced new products, the price issue will obviously again be placed in the eyes of Guangzhou auto Toyota. At least from the present situation, Toyota is not prepared to make a comprehensive compromise on the price system, because, in the face of doubts about the Toyota pricing system, the Toyota (China) General Representative, the Ministry of clothing Yue Xiong's answer is: "In the medium and long term, we are considering how to develop suitable for the Chinese market, Chinese customers need vehicles Of course, this is not a day or two to come out, this is the direction of our future efforts.　　"The implication of the service is that Toyota will not pay for the price of the model at the expense of quality, and in a certain period of time through the technical breakthrough to bring down the cost of the vehicle model price drop, it is possible." It is clearly a continuation of the style of Toyota's endogenous company. But will Toyota's insistence on a price system waste the time it grabs consumers quickly in the face of China's booming auto market? As for this problem, Guangzhou auto Toyota does need to study hard.