TIME: Almanac 1993/TIME Almanac 1993.iso/time/091790/0917208.000

Text File | 1992-08-28 | 9.1 KB | 199 lines

                                                                                BUSINESS, Page 62

New Kid on The Dock


Loaded with technical innovations, Toyota's Lexus sets the
luxury-auto trade on its rear bumper, a sobering portent of the
Japanese industry's prowess

By S.C. GWYNNE/DETROIT -- With reporting by Seiichi Kanise/Tokyo
and Adam Zagorin/Brussels


    At first, it sounded like a major marketing disaster in the
making. Last December, only three months after the highly
touted Lexus LS400 luxury sedan had been introduced in the
U.S., Toyota announced the recall of all 8,000 cars it had sold
at that point. The news sent a shudder through Lexus' spanking
new North American dealership network. "My first reaction was,
`Oh, my God, here comes trouble,'" says  Ken Meade, owner of
Lexus of Lakeside in suburban Detroit.

    What happened next, however, might be called Zen and the Art
of Automobile Maintenance. Toyota had taken its sweeping action
on the basis of just two consumer complaints, one about a
defective brake light and the other concerning a sticky
cruise-control mechanism. "The company didn't run and hide,"
recalls Meade. "They stepped right up" and made changes in all
8,000 cars. Lexus owners did not even suffer the inconvenience
of a trip to their dealership: within a few weeks, their cars
were picked up, repaired and returned to them. To serve 10
Lexus owners in Grand Rapids, 150 miles away, dealer Meade flew
in technicians, rented garage space, fetched the cars, fixed
them, washed them and sent them back home.

    "We saw it as an opportunity to cement our relationship with
the customer right from the beginning," says Dave Illingworth,
general manager of Lexus in the U.S., which picked up the
undisclosed cost of the recall operation. That assiduous
concern has paid off in spectacular fashion: from a cold start
one year ago, Toyota's luxury division in July swept past both
Mercedes-Benz and BMW in the vital U.S. auto market. Although
Mercedes retook the lead during August, the Lexus performance
sent shock waves through the global auto industry. BMW and
Mercedes have seen their U.S. sales dip 29% and 19%,
respectively, over the past three years at an estimated loss
of $1 billion each in revenue in that market.

    Toyota's fast trip to the top came courtesy of just two
models: the $38,000 LS400, a four-door sedan powered by the
first Japanese V-8 engine to hit the U.S. market; and the
$21,300 ES250, a smaller,  six-cylinder sedan. The bulk of sales
have come from the LS400, a model that Car and Driver magazine
rated as better than both the $63,000 Mercedes 420SEL and the
$55,000 BMW 735i in terms of ride,  handling and performance.
Up against the industry's pedigreed names, Lexus has created
virtually instant brand loyalty, a feat unprecedented in the
luxury-auto market. Charles Ruffner, a tax attorney in Miami,
is a Lexus convert after owning four Mercedes-Benz over the
years. "The Lexus is the best car I've ever had," says Ruffner,
who describes the Mercedes as "Teutonic and utilitarian, like
driving a Jeep," and its dealers as "arrogant."

    One of the biggest surprises for Ford and General Motors was
that 35% of Lexus buyers traded in a luxury American car to
make their new purchase, something no one, not even Toyota,
expected to happen so quickly. While sales of Lincolns and
Cadillacs have been strong this year, the quick loyalty switch
is worrisome news. "It's already a nightmare for European and
American luxury carmakers," says John McElroy, editor in chief
of the Detroit trade publication Automotive Industries. "Right
out of the box, Lexus made a car that was more technologically
advanced than anything it competes with."

    The Lexus owes its allure to 300 subtle technological
innovations that add up to a remarkably quiet and smooth ride,
even at speeds of up to 150 m.p.h. in the LS400. The Lexus'
computerized engine-control system, for example, retards the
engine's r.p.m. just before a gear shift, which reduces the
lurch common to many automatic transmissions. The car bristles
with luxuries as well: a steering column that automatically
adjusts to different drivers, heated seats and an optional
telephone mounted in the steering wheel.

    The Japanese push into the luxury market began with Honda's
introduction of the Acura Legend in 1986 in the European and
U.S. markets, but the trend has accelerated markedly in the
past year. Nissan introduced its Infiniti line of cars in the
U.S., featuring the opulent V-8-powered Q45 and the smaller
M30, and is adding a new car this month. Another Japanese
manufacturer, Mitsubishi, plans to introduce a luxury car next
year.

    The next marketplace ripe for Japan's "luxmobiles" is
Europe. The Lexus went on sale in Switzerland and Britain
earlier this year, and in 1991 will hit Germany, France, Italy,
the Netherlands and Sweden. In an interview early this year,
BMW chairman Eberhard von Kuenheim accused Toyota of "dumping"
Lexus in the U.S. market at below-market prices, and declared,
"Europe is not willing to destroy its own industry" by giving
Japan free access. Toyota calls that charge "groundless and
meaningless," but spokesman Yoshiharu Tateishi says, "We are
fully aware of the trade friction, and our approach will be
modest and prudent."

    Von Kuenheim's concern stems at least in part from a fact
that U.S. car manufacturers learned painfully in previous
decades: Japanese automakers, according to a recent M.I.T.
study, assemble their luxury cars in a mere 25% of the
man-hours -- 16.9 for each auto -- that their European
competitors need. Japan has gained a huge advantage by applying
flexible automation to the task of building well-crafted cars,
while Europeans do a greater portion of the work by hand.

    For now, both BMW and Daimler-Benz, the maker of Mercedes,
are flush with profits, thanks in part to the booming German
economy. BMW aims to produce a record 520,000 cars this year,
up 1.6% from 1989. Both companies proclaim their readiness to
take on the Japanese luxury cars, but their fear is showing.
"The Lexus is not a Mercedes, but as a portent of what they are
able to do, it is more worrying," says John Evans, a British
spokesman for Mercedes. "You ignore the Japanese at your
peril."

    Such concerns have spawned a heated debate in Europe about
how to prevent layoffs and plant closures like those that
occurred in the U.S. as Japanese automakers gobbled up 23% of
the American marketplace. As a result of formal and informal
quotas imposed by France, Italy, Portugal, Spain and Britain,
the Japanese share of the European car market has remained
steady at around 10% for the past four years. At one extreme
are France and Italy, whose draconian protectionist policies
have limited Japanese cars to 3% market shares. At the other is
West Germany, whose laissez-faire stance has allowed the
Japanese to capture 15% of that market. Lexus, which is moving
cautiously into the protected European market, plans to sell
only 2,500 autos on the Continent this year.

    Most Europeans believe a "transition" period is necessary
to give their automakers time to improve their productivity,
but the countries disagree over how long this should go on.
France's Minister of European Affairs, Edith Cresson, says
liberal policies will result in the "murder of the European car
industry" and argues that the Community should impose a 10-year
transition period, starting in 1993, during which Japanese
imports would be kept at current levels. The European
Commission, which is negotiating a deal with the Japanese, is
pushing for a five-year transition.

    For the Japanese, the venture into luxury cars is a
long-term experiment that will determine the industry's
direction in the 1990s. Lexus' success is the product of a
lengthy exercise in product development, even by Japanese
standards. Toyota spent six years and more than $1 billion
developing the auto, and built 450 prototypes -- three times
the usual number -- to get the product right. The firm spent
two years just deciding on the type of leather interior to use,
and top management pondered for three years before approving
the car's styling.

    One question that Toyota management might be pondering now
is whether, with prices up at the pump because of the gulf
crisis and consumers about to give more thought to automobile
fuel efficiency, Lexus' gas-hungry V-8 (18 m.p.g. in the city,
23 on the highway) may soon prove a sales liability. So far,
that has not been a problem, and Lexus meanwhile is preparing
yet another challenge to the world's luxury carmakers: a
$30,000 luxury coupe that will roll into dealerships  next
spring to compete with the Acura Legend, Cadillac Eldorado coupe
and Lincoln Mark VII.


____________________________________________________________
NUMBER OF CARS SOLD IN U.S. -- Jan.-Aug. 1990

(Cost of representative model)


    Lexus LS400         ($38,000)      26,517     Mercedes 300
series ($47,000)     18,599     BMW 5 series        ($41,500)
     14,915     Infiniti Q45        ($38,000)       8,555