A few weeks back, on the heels of announcing the loss of tens of thousands of jobs, Ford Motor Company sought to build enthusiasm for it’s future by announcing that only Ford-driving employees would be permitted to park near the plants where they work. Hey, you might not have much job security. But, if you buy our products, we’ll give you preferential parking.
Now we learn that employees making the Ford choice will also need to trade off the great parking benefit with the potential that, should they become paraplegiacs in a rollover accident, they will be barred from suing Ford by a new federal regulation prohibiting such lawsuits — an anti-consumer regulation their employer supports.
Earlier posts have pointed out that American auto executives seem transfixed by cost-obsessed strategies for success. Problem is that customers respond to both costs and value. It’s no surprise that Ford and GM are smiling at the new regulation. It promises more cost reductions. It may leave customers in wheelchairs; but, it seems, when given a choice between cost and value, the automakers pick cost regardless of the ethical, legal, and — get this: competitive – concerns that all demand opposition to this atrocious regulation, not support for it.
There is an alternative. A strategy grounded in attending to both cost and value. A strategy that works. Just ask Toyota. For it to work, though, the necessary practices — including the values demanded — must characterize all the employees of an auto company as well as their suppliers and dealers. The focus on an integrated concern for both cost and value must permeate the executives — not just the employees in selected departments — regardless of where they are allowed to park.