Comparing Organizational Communications

Comparing Organizational Communications
Ford Versus Toyota

Authors: Elizabeth Zurlnick and Paul Hayes
January 8, 2007

1
Executive Summary

Ford and Toyota motors remain two of the largest companies in the world today. The companies,
however, are on divergent paths. One, Toyota, is gaining market share and increasing the size of its
company. The other, Ford, is rapidly losing market share and downsizing.
Toyota will continue to carry a large market share and in the future will compete with General Motors
for the tops spot. This success is due to a highly organized communications system that reflects the
companys goals throughout. Toyota need to maintain its aggressive learning approach to the industry
and make minor improvements to its potential employee section of its website.
Ford, however, is losing market share and alienating customers. To maintain competitiveness, they need
to improve customer relations, relations with families, and aggressively publicize its Way Forward
campaign.
While these two companies come from different backgrounds, an analysis conducted of their
communications practices brings to light both successes and failures. These lessons are applicable to not
only the company leadership, but students of business and communications alike.

Background and History of Toyota and Ford

Toyota Motors
Originally established in the 1860s as a textile company, Toyota Motor Corporation was the creation of
Kiichiro Toyoda. Completing his first prototype car in 1935, Toyoda was an innovator and researcher. In
the 20s, he traveled to Europe and the United States to research manufacturing techniques and the
automobile industry. On one such trip to Fords River Rouge plant he was impressed with the scale of the
plant but critical of its inefficiencies. By 1933, he had converted one of his textile mills into a dedicated
auto manufacture and research facility. In 1937, the company had produced enough prototypes to warrant
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January 8, 2007

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the establishment of Toyota Motor Co. Throughout these formative years, Toyoda pioneered the concepts
of just-in-time inventory, kaizen or continuous improvement, and kanban parts labeling.
Toyota Motor Corporation is growing. As of 31 March 2006, Toyota employed 285,966 people in over
28 countries. Additionally, revenues and market share for the company are growing. Revenues for 2006
totaled $179 billion with total company assets valued at $244 billion. With only $15 billion in operating
expenses per year, there are not many companies in the world who can claim a value 16 times their yearly
expenses. The company could not sell a single car for 15 years and still operate in the black. As of last
quarter, Toyota overtook Ford as the second largest automaker world-wide.
Ford Motors
Ford Motor Company is closely identified with the history and development of the automotive industry.
In 1913, the first moving assembly line was implemented at Fords Highland Park plant in Michigan. The
new system allowed individual workers to stay in one place and perform the same take repeatedly on
multiple vehicles. The assembly line greatly increased production and efficiency allowing the company
to surpass competitors while making the vehicle more affordable. Henry Ford believed the companys
future was based on the manufacturing of affordable cars for the public. The company began using the
first 19 letters of the alphabet to name each car and in 1908 produced the well known Model T.
In 1925, Ford Motor Company acquired the Lincoln Motor Company and in the 1930s created the
Mercury division focusing on mid-priced cars. In the 1950s the Ford Motor Company went public and
in 1967 Ford of Europe was established. In 1971 the company created its North American Automotive
Operations which consolidated U.S., Canadian, and Mexican operations.
As of today, Ford Motor Company manufactures and distributes automobiles in 200 markets across six
continents and employees about 325,000 people worldwide. Ford Motor Company has 11 wholly owned,
equity-owned joint venture plants around the world. Ford, currently in its second century of business, has
Ford Versus Toyota
January 8, 2007

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eight different brands including: Ford, Volvo, Lincoln, Jaguar, Mercury, Land Rover, Mazda and Aston
Martin.

Assumptions/observations about the industry and environment

The automobile industry produces automobiles and other gasoline-powered vehicles, such as buses,
trucks, and motorcycles. It provides jobs for millions of people, generates billions of dollars in
worldwide revenues, and provides the basis for a multitude of related service and support industries.
The automobile has enabled people to travel and transport goods farther and faster, and has opened
wider market areas for business and commerce. Between 1886 and 1898, about 300 automobiles were
built, but there was no real established industry. In 2005, with automakers and auto buyers expanding
globally, the industry manufactured 53 million cars and employed over 1.76 million people in the US
alone.
Automobile manufacturers can be among some of the largest companies in the world. Some companies,
such as Toyota, are multinational (operations in 28 countries). Some companies, such as General Motors,
share parts with other manufacturers, use parts made in foreign factories, and assemble entire cars in
foreign countries.
The three major automobile manufacturers in the United States are General Motors, Ford, and Daimler
Chrysler. These automakers provide much of the industry's employment in the United States, but lately,
foreign automakers, such as Toyota and Nissan are building automobile assembly plants in the United
States.
The automotive industry is currently growing as a global industry. Over the past year, however, the
industry has seen vast changes in both product and market shares.

Ford Versus Toyota
January 8, 2007

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Guiding Principles:

1. Honor the language and spirit of the law of every
nation and undertake open and fair corporate activities to
be a good corporate citizen of the world.

2. Respect the culture and customs of every nation and
contribute to economic and social development through
corporate activities in the communities.

3. Dedicate ourselves to providing clean and safe
products and to enhancing the quality of life everywhere
through all our activities.

4. Create and develop advanced technologies and
provide outstanding products and services that fulfill the
needs of customers worldwide.]

5. Foster a corporate culture that enhances individual
creativity and teamwork value, while honoring mutual
trust and respect between labor and management.

6. Pursue growth in harmony with the global community
through innovative management.

7. Work with business partners in research and creation
to achieve stable, long-term growth and mutual benefits,
while keeping ourselves open to new partnerships.

The Toyota Precepts

1. Be contributive to the development and welfare of the
country by working together, regardless of position, in
faithfully fulfilling your duties.

2. Be at the vanguard of the times through endless
creativity, inquisitiveness and pursuit of improvement.

3. Be practical and avoid frivolity.

4. Be kind and generous; strive to create a warm,
homelike atmosphere.

5. Be reverent, and show gratitude for things great and
small in thought and deed.

How the principles of Toyota and Ford compare.
Toyotas Philosophy The Toyota Way
The philosophy of Toyota is entitled the Toyota Way. While the Toyota Way has many facets, its two
main pillars are continuous improvement (kaizen) and respect for people. A deeper analysis of the
Toyota Way reveals the companys basic principles and precepts. These two sets of rules essentially
form the companys vision.
But which of these rules guides the
companys communications practices both to
internal and external audiences? While none
of these rules specifically dictate how the
company communicates, they all reflect an
open organization. By examining Toyotas
corporate philosophy we see they appear open
to inputs from both internal and external
audiences.
While Toyota does not have specific
communications goals and principles stated in
the Toyota Way, they have dedicated time
and effort to spelling out specifically how
they intend to live up to the Toyota Way in
their communications efforts. Analysis of
their annual Environmental and Social Report
reveals a well-organized communications
effort with all stakeholders. Their
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January 8, 2007

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Guiding Principles:

1. Products and Customers: We
will offer excellent products and
services.

2. Environment: We will
respect the natural environment
and help preserve it for future
generations.

3. Community: We will respect
and contribute to the
communities around the world in
which we work.

4. Quality of Relationships: We
will strive to earn the trust and
respect of our investors,
customers, dealers, employees,
unions, business partners and
society.

5. Financial Health: We will
make our decisions with proper
regard to the long-term financial
security of the Company.
communications goals are aligned with these stakeholder groups.
Fords Philosophy Keep It Simple
Ford has very basic principles that the company defines in its Sustainability Report.
For each principle, Ford performs a survey from year to year
questioning how they compare to the year prior. The survey
includes questions about employee satisfaction, safety recalls, sales
satisfaction and owner loyalty.
Similar to Toyota, Ford does not have specific communications
goals and principles stated but it does make an attempt through
reports and its website to keep an open line of communication with
employees, stakeholders, investors, customers as well as the public.
The website is direct and to the point. On first glance it offers
information for investors, families, as well as current and future
employees.
Through analysis of the companys website and reports its communication style seems for the most part
to be straightforward and honest. However, the company does not properly communicate its new Way
Forward Plan.
Through the use of reports and press releases Ford communicates its Way Forward plan. It is a
blueprint for restructuring products, manufacturing capacity, cost, as well as brand positioning. The idea
behind the Way Ford plan is to restore North American automotive operations to profitability by 2008.
Ford claims the Way Forward plan includes, tough, sometimes painful, actions intended to respond to
the realities of todays increasingly competitive global automotive industry. The plan is in response to
Ford decreasing revenue and possibly its recent buy-out offers and lays offs. Ford does not successful
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Toyotas Employee Goals

-Creating a workplace environment where employees
can work with their trust in the company

-Stable employment where layoffs and dismissals are
not readily made

-Steadily maintain and improve working conditions
from a medium- to long-term perspective

-Ensure fairness and consistency

-Share the management mindset and sense of
critical urgency through thorough communication

-Reflect business results in working conditions

-Promote personal growth through work

-Communication of the Toyota Way/role

-Promoting teamwork aimed at pursuit of individual
roles and optimization of the entire team

-Thorough consensus building and achievement in
single thrust

-Team results and creating a sense of unity

communicate or emphasize the Way Forward plan. It can only be found on the website in reports and
press releases.
This plan is important for all audience members. It will directly affect employees and investors, so it
should be on the front line. It should be talked about and discussed or at least included on the website;
not only in press releases. This plan seems like something the company would want to communicate and
advertise. However, it seems Ford is falling short of its responsibility to its audience members on this
particular aspect.

Internal Communications Snapshot Communications with employees.
Toyota
Toyota has several stated goals that relate to communication to employees.
To analyze whether these goals are actually
practiced, an interview was conducted of a
dealership manager. Mr Vic Fiore, store
manager of Geis Toyota provided feedback on
whether Toyota walks the walk when it comes
to interaction with employees. While Mr Fiore
could not provide feedback on hiring and firing
policies, he highlighted several of Toyotas goals.
First, he stated that the corporation encourages
training and off-site educational opportunities
for employees. Trips to factories and test
facilities are available to help educate employees
on products. Additionally, implementation of Toyotas new Dealer Daily program has increased the
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January 8, 2007

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Ford Employee Goals:

-A learning community

-Values diversity: we recognize that
diversity is not only a reality of our
global nature; its a distinct
advantage, and one that we value
and embrace.

-Equal Opportunity
Opportunities for employment and
advancement will be available on a
non-discriminatory basis--without
regard to race, color, religion, age,
gender, sexual orientation, national
origin, handicap, or veteran status.

-We take affirmative action in
accordance with law to have
minorities and women represented
appropriately throughout the
workforce and to provide qualified
handicapped persons, disabled
veterans and veterans of the
Vietnam era opportunity for
employment and advancement.

-Employee Resource Groups: We
welcome and value the ideas and
contributions of all employees.

-Worklife Integration: Helping you
find balance is a corporate
commitment.

-Matching people with our hiring
needs is personal, thorough, and
efficient

amount of time salesmen and managers can spend with customers. This new program will be discussed
later. In speaking with Mr Fiore, it appears Toyotas stated communication goals with employees match
what the employees proved as feedback. Toyotas overall goals with respect to employees appear to
promote open communication and reflect that employee satisfaction and input is key to corporate success.
Ford
Fords goals as that relate to communication to employees was more difficult to ascertain. Because of
Fords unwillingness to cooperate, a majority of the information listed below is from the companys
website for future employees. While we had hoped to discuss with several employees how the company
pursues these goals, calls to employees were not returned.
Perhaps these problems were due to the companys recent buy-
outs. Over 32000 employees were offered buy-outs to leave
the company in an effort to cut costs. Undoubtedly, these
cutbacks have affected company morale and would explain a
lack of goals that reflect as Toyota states, Stable employment
where layoffs and dismissals are not readily made.

Internal Communications Snapshot II
Messages conveyed to future employees.
Another way to gauge continuity in messaging is to analyze
messages to future employees. These messages tell prospective
employees what qualities the company is looking for.
Additionally, these messages can paint a picture of how the
company sees itself in the future. For this analysis, we looked
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January 8, 2007

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Ford

-Integrity: behaves with honor and
dignity

-Flawless Execution: passion for
excellence

-Relationship: cares, develops,
safeguards

-Foster teamwork and apply the
knowledge, skills and values
required to support the business.

-Anticipate tomorrows challenges
and opportunities.

-Push the limits with innovative
business solutions. Challenge
norms and search out emerging HR
issues and trends.

-Lead the change effort.

-Take action, deliver results and
resolve problems.

-Embrace diversity and use it to
deliver a competitive advantage.

-Measure results to support
accountability.

Toyota
-None provided
at general qualities the company looks for and also compared job descriptions of two very similar jobs at
each company. It should be noted that while both companies have portions of their websites dedicated to
future employees, Toyotas site was sparse and almost appeared to not want any one to apply. Ford,
however, had much information readily available even in the midst of 32000 buyouts.
Toyota vs Ford What theyre looking for
General Qualities:

Ford spends a lot of time on its website stating in general what
qualities it looks for in potential employees. They even go as far
as to post sample bios and pictures of its current employees.
These images and bios also do a good job of promoting an image
of diversity and inclusion. Toyota on the other hand offers no
additional information. Their jobs site takes you right to searching
for jobs.

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January 8, 2007

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Toyota Description:

Toyota Technical Center, the R&D Division of
Toyota Motor Engineering & Manufacturing
North America, is currently seeking an
Engineer to join our Drivetrain Engineering
department at our Ann Arbor, Michigan
location.

Responsibilities
Develop prototype transmission
components on localization projects.
Increase design responsibility through
value engineering.
Manage an increased number of
projects, responsible for implementation
from prototype to production.
Maintain quality of an increased amount
of drivetrain components manufactured
in North America.
Research North American drivetrain
trends and new technology, and
recommend to Toyota Japan.
Design Role:
Develop local prototype transmission
components.
Create Automatic Transmission
drawings in CAD.
Countermeasure dynomometer
evaluation results.
Design Liaison Role:
Travel to North American suppliers and
Toyota Manufacturing Centers to gather
engineering data.
Compile and evaluate North American
data and make an engineering
recommendation to Toyota Design in
Japan.
Design Research Role:

Research North American Drivetrain
trends and new technology. Report and
recommend future Toyota design
direction.
Ford Description:

Ford Motor Company is a Fortune Five
company and a recognized leader in the
automotive industry offering competitive
salaries and benefit plans. From employee
discounts on our vehicles to educational
opportunities, Ford works with its employees
to strive for a quality of life that is second to
none. By choice, Ford Motor Company is an
Equal Opportunity Employer, committed to a
culturally diverse workforce.

Transmission and Driveline Engineers work
to design, develop, test & implement
transmission systems. This spans the time
from the vehicle's initial concept to
supporting the daily production of
transmissions. The development of a vehicle
lasts 3-5 years, during which time an
engineer's duties can be broken down into
four distinct phases:

-Early Program Development - translate
vehicle & customer requirements into
component & system design specifications

-Design Development - design components
to meet the customer's requirements

-Design Testing - oversee tests that ensure
the transmission will withstand customer
usage

-Program Launch - support powertrain
plants in the manufacturing of quality
transmissions

Whatever the development phase, an
automatic transmission engineer is
responsible for delivering a product that
meets all program targets, including quality,
cost, weight, manufacturability, ergonomics,
and customer satisfaction.

Sample Job Description:

Comparing these two job descriptions it becomes
apparent that Toyota is much more concerned with
providing specifics than Ford. It appears Toyota is
very concerned with weeding out potentially
under qualified applicants with its detailed requirements.
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January 8, 2007

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Toyota Qualifications

-Bachelor's degree in Mechanical Engineering.

-Strong problem solving and
communication skills to lead and report
projects.

-Experience/interest with automotive design and
development.

-Experience and willingness to work with CAD,
CAE.

-Knowledge of Toyota Production System
and quality systems.

-Possibility of long term assignment in
Toyota Japan.

-TTC Transfer or New Hire with Intern/Co-op
Experience.

-Experience in Drivetrain Engineering preferred.

-Positive thinking and highly motivated for
any problem

Ford Qualifications

-B.S. or M.S. in mechanical or electrical
engineering

-The ability to adapt to a dynamic working
environment and work within a diverse team

-Interest in the automotive industry and
Transmission Engineering as a career path

- 0-2 years of automotive-related experience

-Candidates for positions with Ford Motor Company
must be legally authorized to work in the United
States. Verification of employment eligibility will be
required at the time of hire. Visa sponsorship is not
available for this position.

Comparing Qualifications *Reflects company goal or precept

These two descriptions paint the greatest contrast between the two companies. Toyota definitely wants
person who knows about Toyota and is willing to enlist into their corporate culture. This is evidenced by
four of nine qualifications reflecting the companys goals or precepts. Ford, however, has a rather diluted
qualifications listing that only once reflects a company goals or mission. Clearly, Toyota is very up-front
and clear that they want someone who will reflect the companys goals.

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Toyota Corporate
Communications
Employee
Communications
Flagship
Publications
Executive
Communications
Intranet
Websites
Toyota USA
Archives
Vintage Vehicle
Museum
Toyota Product
News Division
Lexus Product
News Division
National
Corporate Media
Relations
Midwest (Detroit)
Northeast
(New York)
Southeast
(Miami)
Washington D.C.
Gulf States
(Dallas)
Gulf States
(Houston)
West Coast
(San Francisco)
Business
Development
Strategic
Planning
Division
administration
Corporate
philanthropy
Video production
center
Community
Relations
Strategic
Planning and
Administration
Field
Communications
Internal
Communications
External
Communications
Organization and staffing of communications infrastructure
Toyota
Communications within Toyota is
organized under the Corporate
Communications Division in
Torrance, CA. The mission of
corporate communications is to
develop and execute a broad base
of communications strategies for
multiple audiences, both inside
and outside the company. The
division is aligned into four primary functional areas.
External Communications is responsible for all product news activities for the Toyota and Lexus sales
divisions as well as corporate media relations. Additionally, this group covers general TMS business
issues with added responsibility for diversity communications.
Field Communications oversees Toyotas group of regionally based communications offices and public
relations agencies in key markets, including the Northeast, Southeast, Washington, D.C., the Midwest,
Gulf States, the Southwest, southern California, northern California and the Pacific Northwest. This
network provides local service to news media and will work closely with Toyota and Lexus regional sales
offices and dealers.
Internal Communications is responsible for internal audience communications, including employee
communications, flagship publications, executive communications, intranet Web sites and the Toyota
USA Archives and Vintage Vehicle Museum.
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Strategic Planning & Administration is a new department with responsibilities for business development,
strategic and long-range planning, division administration, corporate philanthropy and the Toyota Video
Production Center.
Ford
Organization of Fords communications infrastructure was not available due to a lack of response to
queries.

A comparison of existing communication programs-
Toyota
Internal Communications
Communication within the company is accomplished through a variety of methods. The company
retains an intranet as well as standard electronic mail systems. The company relies heavily on internal
training to ensure all employees understand the Toyota Way. This training consists of orientation
training for newly promoted personnel, induction training for newly joined staff, advanced training for
company specialist, career consultant and mentor training. The company also conducts cultural training
and encourages managers to seek intra-company transfers to overseas assignments. The company
maintains 600 on-site trainers at all its locations.
Toyota sees good communication as the basis for all activities. In addition to communication in the
workplace, Toyota has created numerous other opportunities for discussions between labor and
management including Labor-Management Councils, Joint Labor-Management Round Table
Conferences, and various subcommittees. Toyota has established a number of hotlines for swift resolution
of issues related to compliance, gender harassment, mental health and working conditions. Further,
Toyota implements employee morale surveys, and monitors employee job satisfaction, etc. In a survey
conducted in FY2004, responses were received from 83% of the approximately 19,000 employees that
Ford Versus Toyota
January 8, 2007

13
were surveyed. Positive responses such as Im proud to work at Toyota and Im satisfied with my
working conditions continue to be at high levels.
Dealer Daily - Web-based dealer communications system designed to improve communications between
the automaker and its 1,100 Toyota and Lexus dealers. The Internet portal has increased dealer
productivity by nearly 70%, according to Toyota. Because of the new system, dealers spend less time at
their computers and more time selling vehicles, Cooper says. Toyota's Dealer Daily is a large, Windows-
based virtual private network (VPN) that links the dealers' management systems to Toyota headquarters
or to other business units around the clock.
Communications with Employees Families. Since FY2002, greeting cards from the president have
been sent to employees and their families at the end of the year, and since FY2003, various work sites
have held workplace visits for families to facilitate communication between the workplace and home.
Toyota also created the Toyota Fami-net, a family oriented website, and is taking other measures to
enhance relations with employees families.
External Communication Toyota conducts external communications in a number of varieties. The
most popular are its websites and electronic communications programs. Toyota has websites for
corporate communication, dealer communication, Fami-net for families, and websites for each of the
different countries in which it operates. Additionally, they utilize print communications for annual
reports, direct mail, and family newsletters.
Ford
Internal Communications. Because of Fords resistance to the attempts made at contacting the
company directly, a dealer was contacted and was more than willing to answer any questions. The store
manager at Leo Kaytes Ford in Warwick, New York said that Ford headquarters has three ways of
communicating with the dealers. The first being email, the second is direct broadcast and the third is
called Ford Star. Leslie Kaytes, the store manager, said the preferred way of communication is Ford Star.
Ford Versus Toyota
January 8, 2007

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Ford Star is a real time live chat session. Kaytes likes Ford Star because her questions are answered
right away. There is no waiting for an email to come back or being placed on hold. She can talk with
people at Ford headquarters at any time during business hours.
Kaytes said that to become a certified dealer or employee an individual is required to take online classes.
Once the classes are passed dealers take periodic classes to ensure they have retained and are utilizing
lessons learns. The classes also offer incentives to sales people during the course of the year.
Ford has an entire website dedicated to future employees. The first page of the career website says,
Discover Bold Careers. The company offers student programs, co-op programs as well as full-time
programs on its website than can be read about and if interested applied for. The website goes through
topics such as diversity, worklife integration, recreation and fellowships, helping our community,
company benefits, and Meet Ford People.
Ford has employee resource groups that are made up of employees with common interest or
backgrounds that provide insight as well as different perspectives to the company. The groups are
company-sponsored and provide support, identify barriers and offer organized activities for members.
These groups are: Ford-Employee African-Ancestry Network, Ford Asian Indian Association, Ford
Chinese Association, Ford Finance Network, Ford Gay, Lesbian or Bisexual Employees, Ford Hispanic
Network Group, Professional Womens Network, Women in Finance, Ford Parenting Network, Ford
Interfaith Network, Middle Eastern Community @ Ford Motor Company, Ford Employees Dealing with
DisAbilities.
The Meet Ford People link mentioned above is very interesting. The website says, The best way to
learn about working at Ford Motor Company is to let our people tell you. It lists hundreds of employees
who have written a small blurb about why they like working at Ford. Some are actually videos of the
employees talking about their jobs and how Ford is not only a great company to work for but it also
considers ones family as well.
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The Meet Ford People is an interesting approach to enticing new employees. Maybe after reading about
a few employees and seeing their picture a person will feel more inclined to apply; especially if they read
about someone or watch a video that they can relate to.
Communication with Employees Families. Ford does an excellent job of communicating with the
families of employees. However, the website does not directly take a visitor to the family website. A
little searching must be done first. There are five tabs at the top of the screen. The fourth one is titled,
Good Works. Within that page is a link to the environment, community, awards, and funding and
grants pages. Within the community page is where the family website is located.
The companys family page is centered on enriching the lives of its employees, retirees, and their
families. The program strives to put families and communities first. Ford has created the Family
Learning and Service Centers (FLSC). The FLSC slogan is, Strong families build better communities.
FLSC provide high quality child care, family education and services, community service and outreach,
and a volunteer support network. Some programs offered by the family education and services are family
wellness, retiree program, summer and holiday camps, as well as job and career assistance programs. The
retiree program has walking clubs, travel programs, food and friendship programs; the idea behind the
program is to enrich retired life, from financial planning to gardening. FLSC has its own website which
is more than likely offered to employees and their families. They more than likely do not have to search
through the website to find it like non-employees.
External Communication
When the Ford Motor Company website is first opened there is a link on the bottom left entitled
investor information. The company wants to ensure that investors have a direct line to the information
they are looking for. The communication is open and direct. The company knows that people looking to
invest do not have the time to search the site for the necessary information.
Other Communication Methods:
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Annual Reports
Financial Results
Stock Information
Sustainability Reports
Separate websites for any brand of Ford Motor Sales and Corporate Information
FLSC Website
Ford Star
Direct Broadcasting
Direct Mail
Advertising
Leslie Kaytes also discussed the advertising of Ford. There are three tiers: corporate, regional and dealer.
The commercials and advertisements by Leo Kaytes Ford are not controlled by Fords corporate
headquarters only monitored. Kaytes said that unless the dealer is doing something offensive the
corporate headquarter has no control over how they choose to advertise. This is interesting and beneficial
to the dealer but also to Ford as a whole. Warwick, New York is a small community and the Kaytes
family is a well known establishment in this town. The family is often seen in commercial on television
and it works as a communication method. It gives the viewer a sense of reality and builds a relationship
with the community.

Recommendations

Toyota
The old saying goes, What do you get a man that has everything? What can you recommend to a
company that dominates the market and is poised for even greater market share? The best
recommendation for Toyota is that it needs to ensure it continues to aggressively look forward and seek
improvement on its current systems. The Toyota Way is based on a learning environment. One lesson
Ford Versus Toyota
January 8, 2007

17
from the past is that people do not like monopolies. Toyota must strive to paint itself as a learning
company that is not out to destroy all other automakers. Efforts at this have been seen in their recent talks
with Ford executives. The second recommendation would be to improve their jobs portion of their
website. They could include more information on what type of people they are looking for and put a
face on the company much as Ford does with their site.
Ford
There are three recommendations for Ford. The first and most important is to add information to the
website regarding the Way Forward program. This program will be a benefit to all audience members.
Investors, employees, customers will be interested; basically anyone who has an interest in Ford will be
interested in this program. It is a program that is attempting to turn Ford around within the next year.
The goal of Way Forward is to return profitability by 2008. This program could make or break the
company and Ford should be willing to advertise it. Show the public what the company is trying to do to
turn profitability around and make Ford an investors dream again.
The second recommendation is talk more with people. Be willing to communicate with the public. As
a researcher it seemed that Ford was unwilling to talk and discuss the companys profile. The dealer was
more than happy to answer any questions, which is definitely a plus. Dealers are on the front lines and
often the only contact a person has with a company. So, their friendly disposition and character is
definitely a plus for Ford Motor Company.
The third and final recommendation would be to make the family and community page a more integral
and obvious part of the website. As stated earlier an investor has an immediate entrance to the website.
There is a special link for investor information. A person looking to find out the benefits of being a
family member of a Ford employees or simply looking to see what benefits Ford has for the community
should not have to search so hard. It should be made more available.

Comparing Organizational Communications - Ford vs. Toyota

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Comparing Organizational Communications - Ford vs. Toyota

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Ford Versus Toyota

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