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."