CLEAN : Bankrupt Takata faces angry shareholders

The transcript discusses the challenges faced by a company dealing with unknown issues and its business performance, particularly in relation to a potential sale to a Chinese entity. It highlights the company's inadequate response to incidents, emphasizing the lack of accountability and effective management. The critique extends to the leadership's failure to address shareholder concerns and provide timely explanations. In contrast, Toyota's effective leadership strategy is praised, showcasing a successful transition and brand management.

What was the main concern about transferring the business to a Chinese company?

• The company was not profitable.

• The price was too high.

• The transfer was illegal.

• The defect was not understood.

How did the company typically respond to accidents?

• By immediately apologizing and taking corrective actions.

• By ignoring the incidents.

• By increasing production.

• By blaming external factors.

What was the company's approach to handling the defect issue?

• They quickly identified the cause.

• They avoided taking responsibility.

• They collaborated with other manufacturers.

• They increased their investment.

What was the criticism of the company's leadership style?

• They were too innovative.

• They made too many excuses.

• They were too lenient.

• They were too aggressive.

How did Toyota's leadership differ from the other company?

• They were more secretive.

• They quickly changed leadership and improved their reputation.

• They focused on cost-cutting.

• They avoided public appearances.