Transformation , not just as a word, but as a principle, as a guide, as a future. That’s what Hiroshi Ikegawa , president of Isuzu Motors Mexico , means by the path they’ve been building in Mexico since 2005.
And when he says it, there’s no euphoria. There’s pause, there’s certainty, there’s Japanese discipline delivered with serenity: transformation isn’t an act, it’s a way of remaining.
Isuzu came up with a proposal that seemed out of place: flat-topped trucks (cab-overs) , diesel, and front-endless. In a market accustomed to other shapes, the initial reaction was one of doubt.
“Many customers told us they were wary of getting into a truck like that,” Ikegawa shared with T21 , recalling the company’s early days.
But it wasn’t about convincing with speeches, but rather demonstrating with actions. That’s why they began a period of intensive and prolonged testing with the transporters themselves. That’s where the transformation began.
Over time, these vehicles, which had previously been regarded with suspicion, became a reliable, even common, option.
The gamble, which seemed risky, turned out to be a success. For Ikegawa, this change would not have been possible without a very particular trait of the Mexican customer: their willingness to listen and try before judging. In other countries, he said, they would have closed the door immediately. Here, it was opened.
Closeness to clients was a constant. “We were very close to them,” he repeats several times, as if that were the key to everything. Thanks to this direct contact, they understood what they needed beyond the obvious. And they also learned to build lasting relationships.
Ikegawa fondly recalled the first customer who trusted the brand. He still has his truck. It’s still running, clean, and in perfect condition. For Isuzu, that loyalty symbolizes the heart of what they’ve built: trust that’s sustained by actions.
The portfolio has also evolved. They started with two models and now have 10, covering capacities from 1.5 to 15 tons. But they aren’t satisfied; they know the Mexican market can offer more, and they’re determined to offer a broader range in the coming years.
By 2024, they reached 5,400 units sold. By 2025, the goal is to reach 6,000. But the real horizon is further away: by 2030, Isuzu aims to reach 10,000 units sold .
An ambitious figure, yes, but not impossible if we maintain a focus on proximity, continuous improvement, and, above all, understanding what the customer needs, even before they say it, Ikegawa explained.
This growth doesn’t depend solely on the product. For Ikegawa, it’s equally important to improve the way they listen to customers, how they detect what sometimes can’t even be expressed in words. Understanding the invisible need. This, he asserted, can open up new niches that don’t exist today, as happened in 2005, when no one asked for flatbed trucks until someone offered them.
The transformation has also reached Mexican truckers. Today, many of them value the durability and care of their vehicles more, knowing that they can last for years if properly maintained, Ikegawa commented.
That vision, he said, is also part of the change they have driven together with other brands.
When talking about leadership, Ikegawa speaks from a human perspective. “This is a people business ,” he insisted.
There’s no way to offer good service without understanding the person behind the wheel, the shop floor, or the workshop. That’s why he also strives to grow alongside his team, learn from them, and remain close.
Twenty years after opening its doors in Mexico, Isuzu has established itself as the group’s tenth most important market globally. It has also left its mark on the way it approaches transportation: with technology, yes, but above all with respect for the customer and their word.
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