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More incriminating emails for Toyota -- front and -- that sound like a familiar story from -- it is so -- one question -- about why -- -- Yet because I.
It's like executive hubris that he would win for an email from one put on the inside and out of it says.
You know to -- -- Toyota car in the rearview -- get out of the way you know because you know you don't wanna be in front of what I would if so what -- -- -- -- -- -- was -- -- responded yeah definitely and it.
Does it take for where Toyota executive.
Executives to wise up this this time when they have shareholder class action suits and they have a whistle blower suit where they are getting really we'll have the -- They presented it in these cases time and again.
Before there the revelations that after the revelations they keep emailing like nothing's going.
You know I liken this to -- tied -- Tiger Woods scenario where they're gonna be a lot more emails where that came from.
But again like tiger you know they're gonna -- -- price they're gonna fix the problem and they're gonna come back up on top.
Friends and definitely but I -- I -- you're gonna.
Mike what do you wouldn't.
Toyota is getting a school thing in American style all -- capitalism.
You know people focusing in intense scrutiny didn't happen in Japan doesn't happen in Japan.
These companies in Japan the car manufactures the big exporters.
There there helped along by the government they have you know special privileges you don't have this kind of scrutiny.
They're getting as schooling and to our style here and and that's why -- behavior.
Top us might seem like how could they contend also lazy you know we do know they're not sure if that is usually good.
-- -- -- -- But but but you know he'll be -- this these executives but it was those Toyota executives in fact a lot of American Toyota executives.
Who pushed for the company to be more transparent once they saw the scope of the problem here and you can't blame them for not wanting to -- call snow.
Eight million cars before they know really the side and that's a negative thought I was the first thing -- this -- only -- about that everything I said and I didn't want to go and they hit it didn't once think.
Look look those emails once they did they say Edward I think the quote was we're not doing our customers any justice any any favors by not bringing this to their -- -- To our did -- point they fessed up they've addressed that.
-- -- -- -- Didn't just suddenly wake up and -- gonna recall eight million cars this problem has been festering at Toyota for years for years and attacked Sarah the class -- as -- a big whistle blower.
You know now I really years review of the president's point if so -- isn't it.
What happens -- Kristin I mean you know this is -- -- be repeated and scores of companies is scores on where they just you know they don't appreciate the magnitude of grumbled when it's.
You know at the and it did today.
I just think you have to remember that you know as a shareholder specifically to tax fairness shareholder I'd much rather have 61%.
In Toyota this 61% ownership in GM in -- -- -- product they always have they're gonna fix it -- Look it's not in their culture and by the way most companies not not even a cultural thing we'll say we could turn this around before it ends up to this thing we'll see it's and that's got to thank you very much we're out of time.
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