TOYOTA ADJUSTS ITS STRATEGY
By John Holusha, Special To the New York Times
On paper, the outlook at the Toyota Motor Corporation is anything but rosy these days. The company is forecasting a 2.3 percent decline in car shipments in the current, 1987, fiscal year and a 4.8 percent drop in revenues. Profits could fall to one-third of their level in the 1986 fiscal year that ended June 30, top executives warn. The culprit, of course, is the strong yen, which has forced up car and truck prices in the United States, the company's most lucrative foreign market, and squeezed profit margins so much that export earnings declined 66 percent last year, according to company officials. But there is no sense of panic in this tightly knit industrial community that was the boyhood home of Ieyasu Tokogawa, the great shogun, or military leader, of 16th century Japan. The Social Contract Instead, top Toyota executives say they will deal with an increasingly crowded world car market by relying on advanced technology, higher-priced luxury and performance car models and the painstakingly forged social contract between the company and its employees.