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TOKYO — For all of Suzuki’s tough talk about its “brush-busting” Samurai off-roader, the Japanese automaker never made it big in the United States. Its cars were too small, its safety record iffy và its branding a bit too comical (Suzuki Sidekick, anyone?).

So it came as little surprise khổng lồ most analysts when Suzuki announced late Monday that it would stop selling automobiles in the United States & put its American unit into Chapter 11 bankruptcy.

“The United States was ultimately a tough market to lớn crack,” said Kentaro Arita, tự động analyst & industry research division manager at Mizuho Corporate Bank. “Its exit was a matter of time.”

Still, despite Suzuki’s retreat in North America, the company has made spectacular inroads into emerging markets over the last decade. The low-cost, compact cars sold by Suzuki’s India unit have the top nói qua in that fast-growing market, & the automaker also has a growing presence in Southeast Asia.


Back trang chủ in Japan, Suzuki is a leader in a category of small cars called kei vehicles that enjoy preferential tax treatment by meeting limits on length, width, engine size and horsepower. The kei category, created in Japan’s lean postwar years to help ordinary Japanese buy cars, has stayed popular as a cheap option fit for navigating the country’s claustrophobic roads.

One of the company’s kei cars, the long-selling Wagon R, is less than 14 feet long, about 5 feet wide và 6 feet high, and its engine form size is limited lớn two-thirds of a liter, or motorcycle-caliber. Last month, almost as many units were sold in japan as Toyota’s Prius hybrid.

Suzuki’s decision to lớn pull out of the United States, whose market is dominated by larger models, was a sensible step to lớn focus on its strengths, said Koji Endo, an auto industry analyst & managing director at Advanced Research, an equity research firm in Tokyo. The strong yen also made it difficult lớn profit by making cars in nhật bản and shipping them to the United States, he said.

“Basically, Suzuki does not need the United States, and the United States didn’t need Suzuki,” Mr. Endo said.

The American Suzuki Motor Corporation, the sole distributor of Suzuki vehicles in the United States, filed for Chapter 11 bankruptcy on Monday with $346 million in debt, the company said. In a statement, Suzuki said that various challenges led to lớn its withdrawal from the American market, including low sales volume, the limited number of models in its lineup và unfavorable foreign exchange rates.


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The company said it would sell its remaining inventory through its dealer network, honor existing warranties và continue khổng lồ supply replacement parts for its vehicles. The company also intends to continue selling motorcycles, all-terrain vehicles và marine products in the United States.

Suzuki shares gained 0.65 percent lớn 1,847 yen (about $23.02) in Tokyo after the announcement, against a 0.36 percent decline in the benchmark Nikkei index.

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While an exit makes sense for Suzuki’s bottom line, it does represent another disappointing failure by Japan’s second tier of automakers in their attempts lớn follow Toyota, Honda và Nissan into the American market.


A foray by Daihatsu, another Japanese manufacturer of compact cars, lasted only four years before it withdrew in 1992. (Subaru, manufactured by Fuji Heavy Industries, has fared better.)

Suzuki also had big hopes for its Japan-made Samurai 4-wheel-drive vehicle, introduced in the United States in 1985. A $30 million television advertising campaign urged American car owners to try the lightweight yet “rough, tough và brush-busting” off-roader.

The Samurai found a small but loyal following as a low-cost off-roader. But it also suffered early setbacks, including a drawn-out legal battle with Consumer Reports over whether the vehicles were prone to flipping over.

Suzuki later introduced several other models khổng lồ the United States, including its Swift compact, và its executives spoke of selling 200,000 vehicles a year in the American market.

A partnership with General Motors proved beneficial for both sides, giving the American company access lớn expertise in smaller cars, while allowing Suzuki to tap G.M.’s dealership network to lớn sell its cars.


But just as Suzuki’s sales were gaining traction in the United States, topping 100,000 in the mid-2000s for the first time, the global financial crisis hit, decimating Japanese exports.

General Motors, scrambling for cash, sold off its stake in Suzuki, and the Japanese manufacturer withdrew from a joint manufacturing venture in Canada.

Since then, Suzuki’s sales in the United States have dwindled. In the first 10 months of 2012, it sold just 21,000 vehicles. A budding partnership with Volkswagen also grew acrimonious, forcing Suzuki to regroup.

Experts said that Suzuki was likely khổng lồ concentrate its managerial resources on strengthening its grip on markets like India, where it has been hit by worker strife in recent months.

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I Love You Suzuki Tập 11
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