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Suzuki wants slice of U.S. market
By JOHN O'DELL
Los Angeles Times
05/01/2004
At home, even mighty Toyota bows in deference to Suzuki Motor Corp., which has dominated Japan's mini-car market for decades.
But Suzuki's tiniest models - built for Japan's narrow roads - aren't marketed in the United States, and its conventional cars and sport utility vehicles are rarely more than afterthoughts for Americans. Last year, the company's U.S. operating arm, American Suzuki Motor Corp., sold 14 percent fewer vehicles than it did in 2002. It captured less than half of 1 percent of the U.S. market. Among Japanese automakers, only Isuzu Motors America Inc. did worse.
Suzuki is aiming to make a U-turn in the United States. It plans to introduce nine new or redesigned models by 2007, many of them from a joint venture in South Korea with General Motors Corp., which owns 20 percent of Suzuki. The goal: to triple U.S. sales to 200,000 vehicles by 2007.
There are signs of improvement already. Suzuki's U.S. sales jumped 24 percent in the first quarter, with two new models from the South Korea plant accounting for the growth.
The company wants to convince consumers its cars and SUVs "offer more value for less money," marketing director Tom Carney said.
To spread the word, Suzuki will spend $100 million on marketing in the United States this year, up from $56 million in 2003.
The company "needs to build trust in its products," said Dan Gorrell, vice president of Strategic Vision, an auto industry research firm based in San Diego.
Charlie Vogelheim, executive editor of the Kelley Blue Book, said he believes Suzuki will boost sales, but doubts the company will hit its goal of 200,000 a year by 2007. "You've got to wonder where all those new buyers will come from," he said.
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By JOHN O'DELL
Los Angeles Times
05/01/2004
At home, even mighty Toyota bows in deference to Suzuki Motor Corp., which has dominated Japan's mini-car market for decades.
But Suzuki's tiniest models - built for Japan's narrow roads - aren't marketed in the United States, and its conventional cars and sport utility vehicles are rarely more than afterthoughts for Americans. Last year, the company's U.S. operating arm, American Suzuki Motor Corp., sold 14 percent fewer vehicles than it did in 2002. It captured less than half of 1 percent of the U.S. market. Among Japanese automakers, only Isuzu Motors America Inc. did worse.
Suzuki is aiming to make a U-turn in the United States. It plans to introduce nine new or redesigned models by 2007, many of them from a joint venture in South Korea with General Motors Corp., which owns 20 percent of Suzuki. The goal: to triple U.S. sales to 200,000 vehicles by 2007.
There are signs of improvement already. Suzuki's U.S. sales jumped 24 percent in the first quarter, with two new models from the South Korea plant accounting for the growth.
The company wants to convince consumers its cars and SUVs "offer more value for less money," marketing director Tom Carney said.
To spread the word, Suzuki will spend $100 million on marketing in the United States this year, up from $56 million in 2003.
The company "needs to build trust in its products," said Dan Gorrell, vice president of Strategic Vision, an auto industry research firm based in San Diego.
Charlie Vogelheim, executive editor of the Kelley Blue Book, said he believes Suzuki will boost sales, but doubts the company will hit its goal of 200,000 a year by 2007. "You've got to wonder where all those new buyers will come from," he said.
Full Article Here
