Purpose - To describe how Toyota Motor Thailand (TMT) is using local Thai employees instead of the traditional Japanese workforce, and why. Design/methodology/approach - In-depth interviews with Thai and Japanese employees, suppliers and dealers of TMT; and Imai Hiroshi, architect of the philosophy. Findings - A total of seven initiatives were discovered in which people played important roles in bringing the company into the community. Practical implications - For building and harnessing local advantages, multi-national companies have to bridge cultural, knowledge and skill gaps between local and expatriate employees. The actions of these companies have to demonstrate long-term commitment to host countries. Originality/value - CEOs of multi-national companies, particularly Asian subsidiaries, can learn how to build and harness local advantages for global competitiveness.