Michel Gardel, a Hedonistic COO
Discreet and reserved, tastefully courteous,with a direct and simple approach: Michel Gardel, the French COO of Toyota and Lexus, overflows with energy. A veritable hedonist, he confesses to being an optimist. A forerunner in his professional approach and conscious of globalization very early in his career, Michel Gardel realized from the start that it would be necessary to work outside Europe. According to Gardel, Ford was the company that introduced him to the basics of marketing.
Experience and know-how at the service of Toyota
His professional career reveals his spirit of openness. From Ford to Jaguar France (where he was COO), by way of BMW (Sales Director), Rover France SA (Chairman of the Board of Directors), which is part of the BMW group, to arrive finally at Fiat France as Chairman and Managing Director, he joined Toyota in 2002 as Executive Vice-President. Since then, he has moved up to the position of COO of Toyota France and Lexus. Why a career in the automotive industry? Before arriving in the automotive industry, I worked first in the financial sector (Société Générale). Not having had experience in an automotive environment, I had no particular predilection for this area. My interest in the automotive world dates from my time at Ford (1980 - 1987). For me, this brand was a first-class marketing school, whose two essential precepts I still retain. The first: "talent above all". Have confidence in youth. It makes no difference where you are from, what counts is your ability. The second: the "one-to-two ratio ". In sum, if a marketing action costs $1, it should bring in $2. These are two principles I have always strived to apply.
Toyota is now one of the world leading carmaker. But apart from its strength,what is it that characterizes the brand today? Is it innovation based on clean, hybrid engines, respect for the environment, car safety...?
First of all, I would say quality, then innovation, and finally the Toyota philosophy, the "Toyota
Way". This philosophy is based on two cultural principles, which I consider to be the two major
axes of the company: kaizen,which means "continued improvement", and signifies an ever-increasing search for quality. And all-around respect: of customers, of employees, of suppliers and of the community at large. Toyota does not neglect a single detail. We have, for example, created at Vaucresson headquarters our "Toyota University", which ensures that these principles are well understood by all members of our network.
In your opinion, why is Toyota currently in first place?
Originally an enterprise that manufactured looms, Toyota has been able in only fifty years to impose itself allover the world, thanks to its industrial and sales methods. "Zero defects", "zero stock", and "lean production" were invented by the company. Its secrets: esteem for work, dedication to quality and perseverance. At Toyota, "team members" (workers) are appreciated, their propositions are listened to and their autonomy is favored. Currently, the Toyota system is recognized as the most productive. It is a company that always looks to the long term. And the guiding principles throughout the manufacturing process remain customer satisfaction and overall process quality.
You were one of the first to put a hybrid car on the market. Are you aiming to generalize its production?
Of course. These past few years, we have enhanced our reputation by creating an "ecological" image, thanks to our bold hybrid technology (thermal and electric engines). We were the first to launch mass production of hybrids in 1997 and have been working since 1965 on hybrids in Japan. Toyota sold over 420,000 hybrid cars last year, whereas most of our competitors are still at the starting gate. Demand is so strong at the moment that customers must wait a few months for delivery. Thanks to hybrid cars, energy consumption is reduced, as well as polluting gases and carbon dioxide emissions. For this reason, the "Prius" is the world's cleanest car.
In your opinion, what are the factors that will be key to achieving future leadership as a car manufacturer?
Everything will depend on controlling costs and being able to innovate. We must limit costs because customers have a variety of budget decisions to make (children, sports, vacations, activities) with automotive allowances that are increasingly tighter. Without a doubt, innovation
is also a key success factor. Finally, customer satisfaction is essential: customers no longer accept constraints and want to see their problems solved immediately.
What is luxury for Lexus?
It is everything except ostentation. Having a Lexus means belonging to a group of connoisseurs. It is thus useless to flaunt. Lexus searches for new and more modern codes. We propose tasteful luxury: elegant, refined and addressing a clientele that does not buy a car for its appearance but for its intrinsic qualities and in harmony with society's goals, notably the protection of the environment.
As a Frenchman, is it difficult to work for a Japanese group?
The right word would be "complex". It is necessary to be aware of the ins and outs in order to navigate. The Japanese are not spontaneously predictable - just as we are not for them - but they are open, practical and respect promises and deadlines. We work together in perfect understanding.
His professional career reveals his spirit of openness. From Ford to Jaguar France (where he was COO), by way of BMW (Sales Director), Rover France SA (Chairman of the Board of Directors), which is part of the BMW group, to arrive finally at Fiat France as Chairman and Managing Director, he joined Toyota in 2002 as Executive Vice-President. Since then, he has moved up to the position of COO of Toyota France and Lexus. Why a career in the automotive industry? Before arriving in the automotive industry, I worked first in the financial sector (Société Générale). Not having had experience in an automotive environment, I had no particular predilection for this area. My interest in the automotive world dates from my time at Ford (1980 - 1987). For me, this brand was a first-class marketing school, whose two essential precepts I still retain. The first: "talent above all". Have confidence in youth. It makes no difference where you are from, what counts is your ability. The second: the "one-to-two ratio ". In sum, if a marketing action costs $1, it should bring in $2. These are two principles I have always strived to apply.
Toyota is now one of the world leading carmaker. But apart from its strength,what is it that characterizes the brand today? Is it innovation based on clean, hybrid engines, respect for the environment, car safety...?
First of all, I would say quality, then innovation, and finally the Toyota philosophy, the "Toyota
Way". This philosophy is based on two cultural principles, which I consider to be the two major
axes of the company: kaizen,which means "continued improvement", and signifies an ever-increasing search for quality. And all-around respect: of customers, of employees, of suppliers and of the community at large. Toyota does not neglect a single detail. We have, for example, created at Vaucresson headquarters our "Toyota University", which ensures that these principles are well understood by all members of our network.
In your opinion, why is Toyota currently in first place?
Originally an enterprise that manufactured looms, Toyota has been able in only fifty years to impose itself allover the world, thanks to its industrial and sales methods. "Zero defects", "zero stock", and "lean production" were invented by the company. Its secrets: esteem for work, dedication to quality and perseverance. At Toyota, "team members" (workers) are appreciated, their propositions are listened to and their autonomy is favored. Currently, the Toyota system is recognized as the most productive. It is a company that always looks to the long term. And the guiding principles throughout the manufacturing process remain customer satisfaction and overall process quality.
You were one of the first to put a hybrid car on the market. Are you aiming to generalize its production?
Of course. These past few years, we have enhanced our reputation by creating an "ecological" image, thanks to our bold hybrid technology (thermal and electric engines). We were the first to launch mass production of hybrids in 1997 and have been working since 1965 on hybrids in Japan. Toyota sold over 420,000 hybrid cars last year, whereas most of our competitors are still at the starting gate. Demand is so strong at the moment that customers must wait a few months for delivery. Thanks to hybrid cars, energy consumption is reduced, as well as polluting gases and carbon dioxide emissions. For this reason, the "Prius" is the world's cleanest car.
In your opinion, what are the factors that will be key to achieving future leadership as a car manufacturer?
Everything will depend on controlling costs and being able to innovate. We must limit costs because customers have a variety of budget decisions to make (children, sports, vacations, activities) with automotive allowances that are increasingly tighter. Without a doubt, innovation
is also a key success factor. Finally, customer satisfaction is essential: customers no longer accept constraints and want to see their problems solved immediately.
What is luxury for Lexus?
It is everything except ostentation. Having a Lexus means belonging to a group of connoisseurs. It is thus useless to flaunt. Lexus searches for new and more modern codes. We propose tasteful luxury: elegant, refined and addressing a clientele that does not buy a car for its appearance but for its intrinsic qualities and in harmony with society's goals, notably the protection of the environment.
As a Frenchman, is it difficult to work for a Japanese group?
The right word would be "complex". It is necessary to be aware of the ins and outs in order to navigate. The Japanese are not spontaneously predictable - just as we are not for them - but they are open, practical and respect promises and deadlines. We work together in perfect understanding.
Décembre 2008
