
Building on the successes of the 1970s and responding to increasing pressure from the U.S. government, Toyota deepened its investments in the North American market during the 1980s. In 1981, Japan agreed to voluntary export restraints, limiting the number of vehicles exported to the U.S. annually. To circumvent these restrictions and maintain its market share, Toyota began establishing assembly plants in North America, allowing the company to produce cars domestically while meeting demand. The U.S. government also closed a tax loophole that had previously allowed Toyota to build truck beds domestically to lower import duties on its vehicles.
In the same year, Eiji Toyoda stepped down as president to become chairman, and Shoichiro Toyoda, the son of founder Kiichiro Toyoda, succeeded him as president. Shoichiro immediately took on the challenge of merging Toyota’s separate sales and production organizations, which had long been described as incompatible, like "oil and water." In 1982, these divisions were successfully united under the Toyota Motor Corporation, though it took years of Shoichiro’s leadership to fully integrate the two entities.
Back in Japan, Toyota expanded its offerings with mid-level luxury vehicles, positioning them below the flagship Crown and Century models. The Mark II, Cresta, and Chaser, along with hardtop coupes and sedans, offered multiple trim levels and engine sizes to cater to a wide range of buyers and provide tax advantages based on engine displacement. Simultaneously, Toyota capitalized on the growing popularity of sports cars, with models like the Celica, Corolla Levin, and Sprinter Trueno achieving strong sales.
The 1980s marked a period of strategic growth for Toyota, with investments in global manufacturing, organizational unification, and an expanding product lineup that strengthened its position in both domestic and international markets.