March 23, 2007


Mazda sets long-term vision for technology development and future growth

Hiroshima, Japan – Mazda Motor Corporation has announced its long-term vision for technology development, “Sustainable Zoom-Zoom”, as part of its brand value improvement initiatives. The company also unveiled its Mazda Advancement Plan (MAP), which integrates manufacturing innovation, accelerated structural reforms, improved brand value, increasing business efficiencies and maintaining a consistent and steady growth rate.

Sustainable Zoom-Zoom articulates Mazda’s role in the automotive industry’s response to global climate and transportation issues, outlining its efforts toward realizing a sustainable environment for the future. Among other aims, Mazda’s primary focus will include harnessing synergies with Ford, improving its Hydrogen RE Hybrid, and introducing its independently-developed Smart Idling Stop System in Japan.

Key technical development initiatives include hydrogen fuel technologies; the introduction of an E85 flexible-fuel engine to the Northern European market in 2009; upgraded gasoline engines beginning in 2010; a new diesel engine that meets Japanese and North American long-term emissions regulations beginning in 2010; a new automatic transmission with improved fuel efficiency and performance comparable to that of a manual transmission, beginning in 2010; a new-generation gasoline rotary engine; reduced vehicle weight; new-generation platforms from 2010; new safety technologies; environmentally-friendly paint shops beginning in 2008; and expanded application of carbon-neutral bioplastics.

Under the company’s MAP strategy, for fiscal years 2007 through 2010, the company has set a goal of 1.6 million global retail sales, an operating profit over 200 billion yen, and a return on sales ratio of six per cent, in addition to a stable payout of dividends, by 2010.

In North America, the company plans to introduce new products, accelerate development of next-generation dealerships, strengthen marketing initiatives to a younger customer base, and work toward gaining 100 per cent control of distributors in the United States and Canada.

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