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| How does Mazda fit into the Ford trustmark? |
Mazda must continue to stake out its turf as a unique Japanese brand within the Ford group of brands. Just being Japanese has positive connotations in terms of product quality and manufacturing expertise. Mazda attracts different types of customers than other brands in the Ford group.
We bring tremendous capability in manufacturing, engineering and R&D to the Ford organization. The innovation and efficiency of our people and their kaizen (continuous improvement) approach to life is unique within the Ford group.
As a leading global auto company, Ford as a whole mirrors a multicultural and global customer base. We are a Japanese company, and this is important to Ford in view of industry forecasts for significant growth in Asia over the next two decades. |
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| The new Tribute SUV is the first joint product program with Ford. How is co-development and sharing of a common architecture expected to affect the efficiency of the entire car development process? What are the benefits for customers? |
We must pursue efficiencies through the Mazda-Ford partnership to meet our fourth imperative of “efficiently planning and building profitable products for the future.” Tribute is the first outcome of our common architecture strategy. Tribute represents a future direction in which both companies can use each other's resources, such as information, technology and production facilities, as well as distribution and logistics facilities. The underlying concept exemplifies a “Center of Excellence” where the highest standards related to areas of expertise, efficiency and other merits like cost competitiveness are achieved. Both companies have already put this concept into practice on a global scale.
As Mazda and Ford share leading-edge technologies and development costs, customers will benefit in terms of quality and price. Moreover, in maintaining a distinct difference between the two respective models, our customers will experience the uniqueness of Mazda's brand spirit. |
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What are you doing to make Mazda a stronger and more agile auto manufacturer as well as a value-added and profitable company?
While Mazda has made progress, there is still much to be accomplished. As we look at the coming fiscal year, we don't believe external factors will help us. We expect the Japanese industry to continue to be lethargic with limited growth. We believe the yen will continue to be strong and competition intense in both domestic and overseas markets. To address rapid changes in the business environment, win out over the competition and continue to grow, we have identified three major objectives:1) seek optimal efficiency in every phase of operations; 2) use IT to grow the business; and 3) create an organization full of excitement and passion guided by strong leadership at all levels. |
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