This is an age when a company’s “total strength” is fully put to the test. When considering our company’s strategy for further growth in such times and pondering our direction for the long term, the big issue for us is choosing the way we establish the SUZUKI brand, which encompasses both motorcycles and automobiles as well as various other products. In addition to discussions of specific business functions such as technology, sales, production and individual products, we also feel the need for an “image base” that could bring a big boost to our overall business effort.
Automobiles are products that demand a solid technological basis. And to establish such basis, there are constant discussions as to the nature of the technology to incorporate in each product and what we seek to present with our products. But we thought, we’d like to have another good, strong source of challenge and motivation. The answer was to set forth a big goal, a major effort for “winning races,” and in the process clarify what kind of technologies are demanded in the midst of tough situations in the heat of racing battles.
“Motorsports” is a natural response when pondering the measures and strategies necessary for boosting the two issues of “brand” and “technology,” and this is equally true for both motorcycles and automobiles. SUZUKI makes both motorcycles and automobiles, and the SUZUKI brand today can be characterized by the way our expertise in both bikes and cars bring about a “synergy effect” in many ways, including our strong enthusiasm for motorsports challenges. SUZUKI’s present corporate strength owes much to our long motorsports history with motorcycles. We feel that motorsports is for SUZUKI a focal, starting point of our corporate existence.

Concerning JWRC and WRC specifically, the first thing to keep in mind is the product concept of our company’s vehicles. We do not make our products for the purpose of racing; the products are there in the first place. And considering motorsports entry based on our products which are mass-produced vehicles and very much a part of people’s lives, we were much attracted to the fact that the JWRC and WRC are races open to production-based vehicles.
We believe that in any endeavor including motorsports, it is important to keep up a spirit of challenge, whether it’s keeping up with new model offerings, keeping high aims for new technological development, or constantly aiming for better ranking in any motorsports. Today, when we could recognize our cars becoming better with each step and our brand image growing stronger, we have decided to take a major new step, the step-up to the WRC, to ensure our corporate momentum, the relentless spirit of seeking out new challenges, can be strongly maintained and be deeply woven into our corporate psyche with a fresh new enthusiasm.

Separately from our JWRC and WRC entry plan, we had product planning for up to about 2010, which included the SWIFT, suitable for JWRC entry, and another plan for a new, B-segment, yet-to-be-named vehicle which could be considered for entry in the next step if our JWRC program went well. We took note of the new vehicle, which at that time did not yet have a X-Over (crossover) or 4-wheel-drive image. But we avoided requesting the car be made this way or that way to suit WRC entry. The car was already considered a core vehicle for boosting SUZUKI’s brand image, but whether it will be developed as a WRC-suitable vehicle was still undecided. I had simply formed in my head an image of the new B-segment vehicle in the WRC. Gradually, the product plan, concept and design were finalized and took shape as the SX4. The product concept for the SX4 is a vehicle with a remarkably wide scope of action that responds capably to a whole range of driving situations. Whether driving over mountain paths, seaside boulevards or urban streets, the SX4 feels right at home. Its “S” stands for “sports,” “X” for “X-over (crossover)” and “4” for ”4-wheel drive" and the “four seasons.” With such concept, the car was also exactly what we were seeking for WRC entry.

As an engineer, naturally, I always have desire for new and big challenges. My thoughts and actions as an engineer were always shaped by expectations of whatever developments and dreams might lie ahead of my current work. Entering and getting solid results in the JWRC, then now moving a step, or two steps, up to the WRC - I can say I am living a big dream as an engineer. This is a big team effort. My own personal dream and the other dreams – whatever they may be - of each my fellow team staff coming together in this big project, this should be a greatly rewarding working experience for all of us, from which great results will surely follow. The jobs of engineers are highly specialized into quite narrow areas of responsibility like engines, overall development, chassis, electricals. However, racing, with objectives to be achieved in a short time span, is a stage that brings the minds of all such engineers together into a tight-knitted team effort. That’s the particularly fulfilling aspect of racing as an engineer, to be part of a major racing project and achieve results beyond what’s possible on your own. It’s a great joy, maybe shared only among engineers.
As president, of course, I’d prefer that we proceed at our own comfortable pace and win at the same time; of course, it’s not so easy. So I must find ways to convey to my personnel how I myself is totally committed to make this project a success, my strong desire to work together to win and bask in the glory someday. Time to time, I visit the powerplant development section, join the engineers at engine tests and hold discussions. I don’t drive rally vehicles, but I make sure to sit in the co-driver’s seat to see for myself how the machine is shaping up. To lead the way, it’s important to be at the forefront of development. By being where the action is, I hope to convey an impression to everyone involved that the president sees this project as a genuine priority, by which I can add to their enthusiasm. I also visit the race events, but there, I avoid giving instructions. I just say to them, the results will follow our efforts, just stay confident and keep going.

Development of competition vehicles naturally requires special expertise. It is beyond our capabilities to actually come up with the technology and drivers necessary in the field of rally action. From questions like how to tune-up the cars we developed and how to fine-adjust the cars for each specific rally course, to organizing the team of mechanics on hand at rallies, responding to parts malfunction, selecting drivers, and bringing driver feedback to vehicle design and development team – all such issues require a wide range of expert response. Our work with Mr. Tajima at SUZUKI SPORT goes back a long way, and we are entrusting him with such matters. We were able to get the results so far thanks to the fact that we had the fortune of having SUZUKI SPORT as part of the more than 40,000-personnel global SUZUKI family.

At the time of our JWRC entry, we had a clear goal, of becoming champion in three years. However, the WRC is motorsports at its highest level, just like the Olympics are for athletes. So it’s very difficult to predict any results. First and foremost, we should seek out a high goal and head forth with a strong spirit of challenge. The Olympics have gold, silver and bronze medals, and our goal for now is to have the SX4 fully in the hunt for a medal-place finish within a few years.

Right now, I see our program proceeding smoothly on schedule; I think we are headed in the right direction. If everybody involved can fulfill their role according to plan, I am quite confident about achieving the objectives I envision. Please do expect a lot of action and results.