Spanish language
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 20 January 2021
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Abstract
This is a Spanish version. In 2011, Daniel Herrero, CEO of Toyota Argentina (TASA) since 2010, was about to meet with the Secretary-General of the union representing automotive industry workers in the country. The company produced vehicles in Argentina since 1997 at their plant at Z rate, and, in 2005, Argentina became one of the four countries selected by Toyota Motor Corporation to assemble models using the Innovative Multipurpose Vehicle (IMV) platform. However, Toyota's manufacturing plant in Z rate (Argentina) had been performing poorly compared to similar plants, affecting its competitiveness, and TASA's management held the union responsible for most of the plant's inefficiencies. Anything was possible as a result of the meeting, from shutting down production at TASA and focusing on their distribution business, to complete capitulation to all the union's demands.
Location:
Industry:
Size:
> 1 billion; Large
Other setting(s):
2010-2020
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 20 January 2021
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 29 March 2021
Length: 9 pages
Data source: Published sources
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 29 March 2021
Length: 10 pages
Data source: Published sources
About
Abstract
This is a Spanish version. In 2011, Daniel Herrero, CEO of Toyota Argentina (TASA) since 2010, was about to meet with the Secretary-General of the union representing automotive industry workers in the country. The company produced vehicles in Argentina since 1997 at their plant at Z rate, and, in 2005, Argentina became one of the four countries selected by Toyota Motor Corporation to assemble models using the Innovative Multipurpose Vehicle (IMV) platform. However, Toyota's manufacturing plant in Z rate (Argentina) had been performing poorly compared to similar plants, affecting its competitiveness, and TASA's management held the union responsible for most of the plant's inefficiencies. Anything was possible as a result of the meeting, from shutting down production at TASA and focusing on their distribution business, to complete capitulation to all the union's demands.
Settings
Location:
Industry:
Size:
> 1 billion; Large
Other setting(s):
2010-2020
Related
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 20 January 2021
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 29 March 2021
Length: 9 pages
Data source: Published sources
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 29 March 2021
Length: 10 pages
Data source: Published sources