Case Study : Peer Review For Conflict Resolution

Companies don't have a responsible to the financial penalties. The manufactures know that some of their products can detriment to their buyers. Sometimes, they don't tell to us. But if you are going to think, you will not going to use their products often. In fact, people are just keep blaming others instead of personal responbility, in other words they are using scape goating as an excuse. We keep blaming the companies; they just want to make money. Remember, they are selling their products legally. It's up to us if we will going to buy or not. And sometimes, they have warnings about their products. Once in a while, it's our fault too. Many products are can be harmful to us in different ways and how we used it. But as a consumer, you need to make sure you know your limits. On the other hand, producers and makers also need to assurance to their product are not too harmful and friendly enviroment. Also government, they should have a law, where the companies require to have a certificate. That indicates they passed a friendly enviroment material and not too harmful

The failure of CSR in the Volkswagen scandal can be explained partly because the concept is wrongly used by the company that there is no integration between company’s values and its CSR activities. Moreover, the concept itself is flawed because it somewhat contradicts the profit motive which companies inherent seek.

One of the biggest recalls in the recent history of Toyota was the North America, China and Europe that was experienced in January 2010. This recall was associated with the sticking and slow-to-return accelerator pedals. Later on in February 2010, Toyota announced yet another recall that was global and related to the anti braking system software program in some major brands like Prius.

Toyota grew at a record speed and could not keep up with the speed in which it was growing. They are a centralized company and Japan only made the decisions. This prevented the company to keep up with the safety problems. The process that Toyota external suppliers follow when improving product and making sure the product is functioning properly before shipping to Toyota needs to be improved before they release the product from their warehouse to be sent to Toyota. This problem began when the company started to rapidly grow. Toyota’s lack of communication led to the faulty gas pedal recall.

Based on my interpretation of CSR, I see it as a voluntary obligation that companies have promised to their stakeholders to fulfill by improving, or at least not harm, the environmental and social wellbeing. When companies engage in CSR, they voluntarily promise to, for example, carry the responsibility to protect the environment and take actions against bribe or other corruptive activities related to their business. It certainly has some positive influences to specific areas based on my knowledge gained from other classes; nevertheless, when judge CSR in the context of total impacts on our society and environment, it is obvious that CSR has failed its mission to lessen the negative impacts of business based on the evidences that provided by the author. Also, since there is a strong positive relationship between CSR behaviors and consumers’ reactions to a firm’s products and services, it seems to me, now, that CSR for the most companies is just a fancy cover that helps them to create or promote a good image and reputation. The recent case that shows the failure of CSR of Volkswagen even make me believe that CSR programs may be just a marketing or public relation exercise for many

As if this weren’t enough, quality problems mounted week after week. Only months later in February 2010, the NHTSA revealed that it had received claims citing another life threatening defect in the break system for the Toyota Prius. More than 400 thousand Prius recalls resulted. In April of 2010, customers reported handling issues in the Lexus brand which resulted in another recall of 9,400 Lexus cars and a “Don’t Buy: Safety Risk” rating from Consumer Reports. Also in April, the company voluntarily recalled Siennas to address a problem with corrosion on a spare tire cable. Later that month, Toyota voluntarily recalled 2003 Sequoia SUVs to improve the stability controls. 2010 Tacomas were also recalled for defective front drive shafts. Once the quality icon, Toyota had hit a really low point; so low that credit

Of high concern to both our team and consumers looking to purchase a new vehicle is the issue with vehicle recalls. As cited from the National Highway and Traffic Safety Administration (NHTSA) , vehicle recalls have trended upward over the past several years to 51 million vehicles being affected in 2015, 64 million in 2014, 22.1 million in 2013, and 16.5 million in 201226. Within Toyota’s competitors, Toyota is the fourth-largest number of recalls number of vehicles in 2014, totaling just 5.9 million vehicles . For a perspective, General Motors recalled 28.83 million vehicles over the same span, Honda recalled 9.04 million, and Ford recalled 4.78 million vehicles. Though Toyota has had a history with large recalls, more recently they seem to

In addition to the costs, Toyota paid to fix the defective parts and loss in sales, was the fines they had to pay. Toyota was first fined $16.4 million for their “slow response” to the pedal recall (Toyota Unintended, 2010). After a four-year criminal investigation, Toyota was fined an additional $1.2 billion after reaching a deal with the Justice Department. Toyota faced this fine because the company “concealed information about defects from consumers and government officials,” which put lives at risk (Vlasic and Apuzzo, 2014). These fines were a huge hit for the

Even though customers are a major key to success of any business, limiting CSR practices to an external group of stakeholder is insufficient. From the customers’ side, the focus is “on the corporate brand and its societal relationships with external constituencies.” (Lacey, Hensel 316). It is undeniable that implementation of CSR can attract the customers and lead them to be a significant are source of a financial gain. That is because CSR changes the way consumers behave in the market and alter their beliefs toward the company standards.” (Lacey, Hensel 316). Nevertheless, extensive focus on the social gains may cause the business to suffer financially. If that happened, the case is considered to be a failure of executing CSR. Again, this is a result of shifting all the business gears to benefit a sole group the stakeholders.

Due to Toyota’s financial greed and unethical practice, vehicles were wrongly equipped with faulty brakes, sticking pedals and poor quality door looks, which caused death of many Toyota customers and hundreds of dollars in damages. When a company like Toyota acts in an ethically questionable manner, it causes the company to lose customers and develop a negative reputation. Customer tend to lose faith in the company and have to look for better service

The purpose of this report is to examine if the reasoning behind well-known car manufacturer, Toyota’s loss of revenue and leading market position is alone as a result of extensive product recalls following a fatal crash of a Lexus ES 350 on August 28th 2009. The journal article, “Toyota Crisis: Management Issue?” (Yuanyuan Feng 2010) provides an outline of the key factors that triggered the 2009 Toyota crisis, and explores whether the fall in the company’s returns by 19% were caused purely as a result of the recall and safety concerns, or something much deeper.

However, modern theory known as corporate social responsibility (CSR), has complicated the situation in that stating that companies are not only responsible to its shareholders, but also to the stakeholders which its actions may impact (Freeman 1984). While this may seem to contradict the mantra of profit maximisation, Russo and Perrini (2010) suggest that in today’s conscience-minded society, success is based not only on maximising profit but also on a corporation’s stakeholder relationships, which include social and environmental issues.

A voluntary approach that a business enterprise takes to meet or exceed stakeholder expectations by integrating social, ethical, and environmental concerns together with the usual measures of revenue, profit and legal obligation (BNET Business dictionary) by the definition of CSR its cleared that corporate should meet the society expectations by doing ethical measures, but in this scandal they fall from that basic line, they fraud with the basic product, they provide wrong information, they just consider their revenue and also neglect legal

It has been created also a gap between Image and Vision. After the crisis Toyota's relationship with its main stakeholders (suppliers, national and international customers, employees, dealers and investors) was not so strong as before, because it was loosing its reputation. The investors and the suppliers were complaining because recalling million of vehicles, and the customers were disappointed because they were not receiving what they expected.

One potential threat for Volkswagen is that Toyota may respond strategically by also cutting its prices. However, given Toyota’s quality problems over the past year, they will not be able to lower prices, as this possibly would create the perception of lower quality.. First and foremost, Toyota needs to ensure it handles its quality problems to its customers’ satisfaction. The auto maker needs to ensure the public perception is that Toyota is being upfront, honest, and responsible in dealing with recalls and the