Last quote about Toyota
All quotes about Toyota
We are on our way of achieving our target of having 50 percent of our mix in hybrids by 2020. We have no intention at the moment to alter any of our plans with regards to how we're going to compete in the industry, we've got a very clear strategy. We are not a volume chaser, we want to create a sustainable, growing business in Europe. The prudent approach is always to prepare yourself for the worst-case scenario. If we prepare for that and it's better, then we are OK.
Working in manufacturing in the U.S., I understand if people aren't buying your product then I don't have a job. In my mind, it's sort of a reset of the American economy. It's the right thing to do. I don't think we need all the stuff we buy.
If he wants to start a trade war, there'll be a negative impact on Indiana. You might think you're protecting a class of workers, and end up having an impact on others.
That way of life has really evaporated.
PHV is key to that step in making eco-cars widespread. This is a product we are proud of.
As soon as you start wailing on Honda, Toyota or Nissan, you'll have a governor standing up, saying, Hey, these are great companies.
Our union is committed to the premise of working to achieve common goals.
We are seeing what steps we can take to meet our goal and improve productivity.
We'll have a levelling out at some point, but we think it has a ways to go. We may always be a brand that's always a little less light truck and a little higher passenger car because of the strength we have in our passenger vehicles. And that might be OK.
Since the dollar-yen dropped its support line, stocks are following suit.
[If] you look at the industry as a whole, the overall trend is an increase in incentives... And by controlling incentives, we intend to strike a good balance between the number of units and profitability.
If you are running a company, you have to continue to take on challenges. You are running your company for the benefit of society and this remains unchanged. We want to cooperate toward enabling all people throughout the world to truly experience the joy of mobility and to achieving a society of future mobility full of smiles. I am truly thankful for having been given this opportunity to work together with a company such as Suzuki, which overflows with the spirit of challenge. Toyota looks forward to learning much.
"...We want to cooperate toward enabling all people throughout the world to truly experience the joy of mobility and to achieving a society of future mobility full of smiles". "I am truly thankful for having been given this opportunity to work together with a company such as Suzuki, which overflows with the spirit of challenge. Toyota looks forward to learning much".
Suzuki is a fairly small automaker and more stringent safety and fuel efficiency regulations around the world, not to mention changing consumer tastes, demand large R&D budgets as well as enormous production requirements to increase economies of scale. Suzuki doesn't have either of these–but Toyota can help. It's extremely difficult to do this, especially given that you are dealing with two widely different company cultures. Suzuki tried this before, with VW, which did not end positively.
Toyota is very weak in India. Suzuki is OK for the time being as its affiliate, Maruti India, is making record-high profits.
One question will be how much Toyota will open up to Suzuki given its relations with Daihatsu.
We may be a Japanese brand … but we're also one of America's car makers.
Toyota today has increased production in the US, and built up its local sales network. Our cars are produced by American workers at an American plant, and for American customers. I hope Toyota will be seen as basically a US automaker.
Toyota has been making big investments in the U.S. It has built big factories, created jobs. If they make profits, their salaries increase and the benefits for Japan also grow. It's important for each of us to think that way. If the United States grows, without a doubt that benefits Japan.
Since the FOMC's outcome did not become a major market-moving factor, investors are focusing on earnings results from individual companies today.
Cost is going to go up, as a result demand is going to go down. As a result, we're not going to able to employ as many as people as we do today. That's my biggest fear.
We see the aerospace sector as fundamentally having an advantage in that regard.
I cannot overstate how significant that industry is to my state.
We don't have any direct business here with the U.S. whether it's the export or imports there.
If TPP were to be implemented, Japanese carmakers such as Toyota and Honda could have benefited, based on the current tariff of 2.5 percent imposed on exports.
When automakers such as Toyota announced their new strategies in response to the so-called Trump risk, the industry was nervous and asked 'Who's next?'. This is positive news that came at the right time as the automakers were facing capacity constraints in the U.S.
We are deeply grateful to the millions of customers who have made Camry the number one selling car in America for the last 15 years.
We have to run our business as a global business. I have to make sure that we are competitive.
Toyota Motor said will build a new plant in Baja, Mexico, to build Corolla cars for U.S. NO WAY! Build a plant in U.S. or pay big border tax. It's finally happening – Fiat Chrysler just announced plans to invest $1BILLION in Michigan and Ohio plants, adding 2000 jobs. This after Ford said last week that it will expand in Michigan and U.S. instead of building a BILLION dollar plant in Mexico. Thank you Ford & Fiat C!
No one is coming because there is no infrastructure here as yet. We will offer any PhD who accepts a job here a brand new Toyota Corolla and a 100 per cent pay increase.
We're always thinking about methods to increase production in the United States, no matter the political scenario.
If you go to the state that I spend my time in Mexico in, it is BMW, it is Lexus, it is Benz. That's who makes them there.
They have lost about 5 million manufacturing jobs in the past five years. The world is moving forward. Less manufacturing and more services.
I think people can produce in developed markets at much cheaper rates than emerging markets if they organize factory in the right way. That is the case of reshoring manufacturing facilities but not creating jobs. That is why I feel his policies are flawed because you may get to reshore but you won't be creating too many jobs in America.
I believe Toyota is a good corporate citizen for the U.S.
In the near-term, investors are looking at the volatile dollar-yen moves. The Nikkei is likely to gain further in the next few weeks on hopes that companies' earnings will be stronger than expected.
We think the impact on business performance is limited. A cool judgement is needed.
These moves caused a massive spike in (offshore yuan) and (onshore yuan) funding costs, which has led to a liquidation of long dollar/off-shore yuan and dollar/on-shore yuan positions.
Toyota Motor said will build a new plant in Baja, Mexico, to build Corolla cars for U.S. NO WAY! Build plant in U.S. or pay big border tax.
Until you open your markets, you're not selling any more cars over here. That's going to force people to build in the United States.
Toyota looks forward to collaborating with the Trump administration to serve in the best interests of consumers and the automotive industry.
Toyota Motor said will build a new plant in Baja (California), Mexico, to build Corolla cars for U.S. NO WAY! Build plant in U.S. or pay big border tax.
We produce cars in Mexico for markets including North America and Europe and we have no immediate plan to change this.
We will consider our options as we see what policies the incoming president adopts.
I would like to make it an opportunity for us. I don't know yet exactly how, but, regardless of who becomes president, our business is about being good corporate citizens. And by becoming good corporate citizens, we are facing the same goal of making America strong. And so we will continue to do our best.
"I am not in such a position,". "The auto industry is widespread, being supported by many people, including suppliers, materials-makers and after-service businesses. It is important we all be together in whatever we do.".
I am not in such a position. The auto industry is widespread, being supported by many people, including suppliers, materials-makers and after-service businesses. It is important we all be together in whatever we do.
"I don't know yet exactly how, but, regardless of who becomes president, our business is about being good corporate citizens. And by becoming good corporate citizens, we are facing the same goal of making America strong. And so we will continue to do our best,"
Looking at the public economy as a whole we create more jobs, we have a lower sick leave rate, and we have a perceived higher quality of care. For me it's natural step to look at how we can improve the work environment and possibly get a more sustainable labour market where people work longer rather and feel better about working than they do today.
In addition we hired more staff, we created jobs. And we have a lot less sick leave.
Toyota providers produce a great deal of innovation which can only be utilized by Toyota. We wish to alter that to a system where we develop technology with our providers at an earlier phase … so they can make that technology available to non-Toyota consumers.
If we take a component developed with Toyota and sell a million to Toyota and another million to other customers, it would double our return on our development costs.
It could be a win-win for Toyota and its rivals because Toyota could develop another sales line, while customers could gain access to components which may be cheaper and of higher quality than the same parts developed in-house.
Until now, we couldn't sell the same inverter used in Toyota's previous hybrid system to other customers because it wouldn't fit the motor, or the voltage was different. We can avoid this issue if suppliers can sell the entire system.
By putting the president and vice presidents in charge of the department, we prepare to speed up advancement of electric cars. The president will directly supervise the department's operations to make it possible for decisions to be made rapidly and nimbly.
The lithium-ion battery is a key technology for electrifying cars, and there is a clear need, going forward, for improving this technology and its performance even more.
We think that hybrid and plug-in hybrid technology is the best solution in India.
Regulations on lower emissions vehicles are changing very quickly, so we also have to respond quickly. With its small size, the new venture will be able to be more nimble in its planning and decision making, to speed up the process to develop electric cars.
Japan has been famous for its consumer electronics and auto manufacturers, such as Panasonic or Toyota, but these sectors are highly competitive, often suffer from overcapacity, face ongoing price pressure, are dependent on overseas markets and consequently growth opportunities are likely to be limited going forward.
We don't consider these new services to be negative for us. If increased vehicle usage increases the rate at which cars are replaced, this could increase car sales ... and if more ride-hailing companies use cars from our fleets, then our customers will increase.
While we're a company that makes and sells cars, at the same time we're a developer of mobility services.
It's a tall order to develop a lithium-ion car battery which can perform reliably and safely for 10 years, or over hundreds of thousands of kilometers. We have double braced and triple braced our battery pack to make sure they're fail-safe ... It's all about safety, safety, safety.
We have double braced and triple braced our battery pack to make sure they're fail-safe ... It's all about safety, safety, safety.
Our control system can identify even slight signs of a potential short-circuit in individual cells, and will either prevent it from spreading or shut down the entire battery.
The environment where our lithium-ion batteries are produced is not quite like the clean rooms where semiconductors are made, but very close.
State of charge management, safety management and algorithm development is becoming one of the higher tiers of proprietary internal development. It's very internal, very strategic, and companies are seeing management algorithms as a competitive advantage.
If you look at the top three it is Toyotta and Lexus, no surprise there. But above any of the Japanese automakers – above Honda, above Subaru – we see Buick, and that is a big deal.
We will be working with over 1,000 new staff member throughout numerous functions, and our hope is that they will assist us in Toyota's mission to address mobility challenges for everybody, now and in the future.
There is a limit to the research and development that a company can do individually. In addition to the R&D which each company is working on individually, it is very important now to have partners who share the same goal and passion. We would like to always keep our doors open for new partnership opportunities, which will contribute to the making of ever-better cars as well as to the development of the automotive industry.
If we do not do exactly what's being asked of us voluntarily by NHTSA, we can not test an automated system in the state of California. That is unbelievable which suggests testing that is happening today might be halted which indicates testing that will be started might be delayed.
The problem is there is going to be accountability and there is going to be enforcement. We need to go through this with a fine tooth comb.
He wobbles a bit, and this is meant to emulate a seated baby, which hasn't fully developed the skills to balance itself. This vulnerability is meant to invoke an emotional connection.
Will this take off? It might be tough.
We need to see that kind of volume with the plug-in during the upcoming 'step' phase, as we did with the second-generation conventional Prius, to achieve the momentum to get to the 'jump' phase.
They're making people choose between a Lexus and getting the bus with nothing in between.
The new wage agreement gives us a platform on which we can plan further investment in the sector.
Where you used to see the Accord and Camry as the iconic brands for Honda and Toyota, I think you will now see CR-Vs and RAV4 take that over. I think the SUV is now going to become the new benchmark car for the American car buyer.
It's a mandate for us to produce vehicles, but there is no mandate for customers to buy them.
Things do not always go smoothly.
I certainly can't tell you I have a vision of exactly how it happens.
It just takes time. Just as with hybrids, every generation is better the one that came before.
I'm concerned. It's a very ambitious goal and would require -- if you look at where we are today and where we need to go -- a big change in what consumers are seeing and what they're buying.
A few weeks ago, we restarted our assembly operations here in the Cumana plant for our three models, Corolla, Hylux and Fortuner.
It's very difficult to revise production plans after sudden currency moves.
What they produce can be produced by Mercedes, BMW, Toyota, Nissan. Anybody in the world can make it eventually, at much lower cost and probably much more efficiently.
I have built my sales and my reputation at Hyundai as being the value brand. I understand the company's desire to move upstream...but now you're in the same ocean with Toyota and Honda, and Toyota and Honda most specifically in the U.S. have a much longer and better reputation than Hyundai, and we're not there yet.
This could inevitably undermine the price competitiveness of South Korean automakers in UK, as opposed to Japanese and German rivals which have production bases there.
No one is going to rush out and do anything tomorrow, but rather than revamp a plant in the UK to produce a new model, they might revamp a plant somewhere else. Down the line, it could lead to job losses.
This is an important aspect of occupant protection that needs more attention. More than 1,600 right-front passengers died in frontal crashes in 2014.
Looking ahead, we've incorporated enhancements on both the driver's and passenger's side for vehicles built on Toyota's new TNGA platforms, beginning with the 2016 Prius.
This is an important aspect of occupant protection that needs more attention.
When structural improvements are visible only on the driver side, there are large differences in performance. But the inverse is not true. Some vehicle structures look the same on both sides, but they don't perform the same. That's why we can't rely on visual analysis but need to monitor this issue and possibly begin rating vehicles for passenger-side protection.
The electric movement really is gathering pace, legislation demands that it does and the car makers are starting to see that customers finally are willing to buy electrified cars.
There's always space for people to be imaginative because legislation and rules doing the rounds, you know, they dictate certain things: headlamp height and safety, things like that, whereas a concept car shows people that this is what cars could be, this is what we can really, actually properly do if we're given the space to do it.
Now that we have some power back in some areas, we are starting to see the real damage, and a lot of it is water related.
Earnings results in the past few years have been largely helped by foreign exchange rates. But since the start of this year the tide has changed.
With the Prius Prime's 22 miles of electric range, over 50% of Americans can get to work and back home without using a drop of gas, and for those who can charge at work, that number jumps to 80%. And for those with longer commutes, they can rely on the most fuel efficient hybrid system in the industry.
We're used to seeing domestic brands like Mercury, Oldsmobile and Plymouth die ... but this is the first time a U.S.-specific brand, launched by a successful Japanese automaker, has been killed.
This isn't a step backward for Scion; it's a leap forward for Toyota. Scion has allowed us to fast track ideas that would have been challenging to test through the Toyota network. I was there when we established Scion and our goal was to make Toyota and our dealers stronger by learning how to better attract and engage young customers. I'm very proud because that's exactly what we have accomplished.
Scion was the test bed.
I can easily see the Daihatsu brand used in the same way that VW uses Skoda or Renault uses Dacia or Nissan uses Datsun as a low-cost, sub-premium brand to the core brand. That could be a very effective weapon against Suzuki in places like India ... if I were Suzuki that would sound like a risk to doing business with Toyota.
Our commitment is to have a fuel cell car in the Lexus brand around 2020.
The suspects in this crime are two male Asian adults. The males are being described as wearing white t-shirts and blue jeans. The suspects, we believe, fled in a 2009-2012 dark color, dark gray, or black, Toyota Camry.
We must handle the situation on world markets where trends remain mixed.
It is this sort of chicken and an egg situation where if people aren't replacing their hardware – their TVs – then there really isn't an urgent need right now, at least for content providers to scale up to 4K because even now though we see a lot of this at CES and it's fun to look at these really expensive TVs, most people aren't buying one right now and most people don't own a TV like that.
LG is just the latest company to announce a curved gadget. In this case it's the LG Flex 2, a curved smartphone. But it's only the latest curved gadget we've seen. Samsung came out with a curved all-in-one computer for the home and so far there are already curved TVs, curved monitors, curved smart phones, curved sound bars. Really, these companies are trying to make curved happen whether you are interested or not.
The problem is that this problem is sort of a ghost in the machine that is in the Toyota system. It doesn't leave a fault code, it doesn't leave a footprint and you can't make it happen on demand.
While our analysis is not finalised, Toyota believes there are significant inconsistencies between the account of the event of March 8 and the findings of this investigation. To say this incident was sensationalised would be an enormous understatement.
Toyota knowingly sold cars and trucks with defects that caused Toyotas to accelerate suddenly and uncontrollably. These defects exist in hundreds of thousands of Toyotas sold to Californians over the last several years. Toyota has known about these defects, but intentionally did not disclose them to California purchasers.
Take South Korean company Otto, which entered the confectionery industry, or the automobile assembly industry. Several corporations like Toyota, SsangYong, or Iveco began to organise production lines in Kazakhstan.
The vote made us feel good about ourselves. But there was another element that felt very threatened and they should not have. The south should not feel threatened by our progress. Civil rights have made the new south prosper. I mean, you could not have had the investment of Honda, Mitsubishi, Toyota, all of them have invested in the south, the new professional athletics teams in the south, the Olympics in the south – the new south has been born again because of the civil rights laws. And so the irony is those who would benefit the most become oftentimes the most mean or the most frightened.
The battery that is under the boot in the Insight we've moved to the centre of the car, freeing up space at the back. We've also improved the car's performance and balance by placing the heavy battery in the middle.
If you notice that your accelerator pedal is slow to return or if it begins to stick, please contact your Toyota dealer as soon as possible. If that's not taking place, go to the Toyota website at Toyota.com and it will explain which vehicles are affected by this recall.
The combustion engine is a dinosaur and I think it is absolutely the right time to introduce a new technology thread.
It's nothing to do with Britain booming. It's to do with car manufacturers doing better deals because they can.
Despite Senior Investigator Vescio's own injuries, he remained focused and committed to saving the life of the operator of that Toyota. If not for his swift response, the situation could have turned much worse.
It happened so quick. It was hard to think. I pretty much just reacted.
While there are some signs in some countries – such as China and India of a recovery – Europe and the US still need time to recover economically and normalise their financial markets, and therefore we are preparing ourselves, for the foreseeable future, for difficult times ahead.
I realised again that our products are our lives, and the quality of the products – especially those related to safety – is our lifeline.
The company is committed to becoming the leader in the world of electric vehicles and we are doing all we can to achieve that goal together with our alliance partner, Renault.
The last time we had protests like this in 2010, the effects only lasted about a month, but I think this time is going to be different. This is going to have a serious impact.
In the future, it's going to be increasingly difficult to buy an engine which does pollute, so people will spend more money on a little more comfort, on how the vehicle's interior is fitted out.
We are not going to change our thinking towards China and, obviously, we will carry on making and launching cars that please Chinese drivers and contribute to the development of Chinese society.
We're trying to reassure as many customers as we can that the fix is going to come sooner rather than later, but the most important thing is we want to get it right.
The world market is currently contracting and that is the environment we have to operate in, so new plant expansion is just not possible right now.
Cost performance and quality are not mutually conflicting. Something that is high quality has a better cost performance. And so, we have no plans to lower quality in order to increase cost effectiveness.
If anybody owns one of these vehicles, stop driving it, take it to a Toyota dealer because they believe they have a fix for it.
The bottom line is that NASA analysis and testing did not find evidence of that malfunctions in electronic and throttle control caused large unintended accelerations as described by consumer reports.
The old Toyota would probably be in the red.
The new platform of sustainable growth has just begun. I really hope this year will be peaceful so that our efforts start showing tangible results.
The inflators themselves are not so expensive, but there is the cost to cover for the hours spent to fix the problem.
Safety is our top priority and I intend to cooperate fully with the US government.
We're focusing on improving development and marketing. There's plenty left for us to do.
The important thing is to put the greatest effort into trying to sell cars.
We are happy sales have stopped plummeting. They've hit the lowest point and are starting to recover. But realistically sales this year will be the worst since the crisis the French industry suffered in 1997-1998.
As Toyota has been the forerunner of the Japanese car industry, we are concerned about the impact that the huge recall by Toyota could have on consumer sentiment towards Japanese cars.
We have seen increases in the number of car orders from areas such as Japan, Asia and Russia. Additionally, our efforts in dealing with the strong yen have paid off, and our efforts to reduce costs have been more successful than our original targets.
I sincerely apologize for my failure to unite the LDP. I think the LDP party should humbly reflect upon the nation's criticism and make a fresh start.
The world's changed drastically in a year, and faces a once-in-a-hundred years crisis, with a far faster, wider, and deeper impact than expected.
I think the global economy has just embarked on building a new world order after such financial chaos, and I understand that Japan has a responsibility to meet expectations it will contribute to finding an answer. Decisive action is called for to tackle such a crisis.