Isuzu Mid-term Business Plan
(April 2008 to March 2011)

August 28, 2007

Isuzu Motors Limited

Notice to The Readers
Disclaimer
Statements contained in these documents, except for historical or current facts,
are based on certain assumptions and our management’s judgment in light ofcurrently available information. Therefore, these statements may be susceptible tovarious factors, such as uncertainty contained in the assumptions andmanagement’s judgment and economic changes in the future, which may cause
to bring about different results in Isuzu’s future earnings and operating results.

2

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

Contents
Page

I.

On-going Mid-term Business Plan (Apr. 2005 to Mar. 2008)
1.
2.
3.
4.
5.

II.

Performance Target
Domestic Japan CV Business
International CV Business
Footprint of Global Operations
Summary of Current Status

5
6
7
8
9

New Mid-term Business Plan (MBP)
1.
2.
3.
4.
5.
6.

Corporate Philosophy and Basic Concept of MBP
Business Environment Surrounding Isuzu
Positioning of New Mid-term Business Plan
Market Trend Analysis and Isuzu Position
Mid/Long-term Strategy as Vision Enabler
Mid-term Business Focus and Performance Target

11
12
13
14 - 18
19 - 24
25 - 32

I. On-going Mid-term Business Plan
(Status Review for Apr. 2005 to Mar. 2008)

1.
2.
3.
4.
5.

Performance Target
Domestic Japan CV Business
International CV Business
Footprint of Global Operations
Summary of Current Status

1. Performance Target Isuzu achieved MBP performance targets set for Mar. ’07 one year inadvance. Despite domestic market decline this year, consolidated
operating profit is likely to exceed JPY100 bil. at the end of current
fiscal term in March ’08.

JPY in Bil.

On-going Mid-term Business Plan
Year toMar. ’06

Year toMar. '07

Year toMar. ’08 FCST

Sales
Revenue

1,600.0

1,581.9

1,662.9

1,650.0

Operating
Profit

100.0

90.7

107.0

100.0

Over 6.0%

5.7%

6.4%

6.1%

OP % to Sales

5

Performance
Target forMar. '08

Copyright(C) 2007 Isuzu Motors Limited All rights reserved2. Domestic Japan CV Business Achieved MTBP market share targets, building even stronger position while establishingsolid foundation for strong growth of peripheral businesses.
 Completed rebuilding corporate health of dealerships. Newly installed organization alreadyin full-blown operation, aiming at robust business expansion and efficiency improvement.

Industry Sales and Isuzu ShareK. units

New Vehicle/OP Expense Coverage*
35%

200

K. units 90

HD: Share target at 30%
150
27

29

Share

30

29

100

30
25

100

106

105

OP Expense
Coverage Ratio*

70

105
103
100

99
96

95

20

Industry Sales
0

50

90

40

85

15
Mar. '05

K. units

80

60

80

50

110 %
108

Mar. '06

Mar. '07

Mar. '08
%

200

45

30

66

61

64

2-3ton: Share target at 40%
150
38
100

114

40

Share
117

39

40

121

49
40

20

35

10

30

0

89
50

25
Mar. '05

6

Mar. '06

Mar. '07

75

New Vehicle Sales

Mar. '08

70
65

Mar. '05

Industry Sales
080

Mar. '06

Mar. '07

Mar. '08•Note: The percentage ration of total operating expenses to all
sales revenues other than new vehicle sales (e.g. used vehicle,
service, parts, etc)
Copyright(C) 2007 Isuzu Motors Limited All rights reserved

3. International CV Business Increased CV shipment/sales volume and improved profitability throughsteadfast implementation of sales expansion measures Laid down structural underpinnings for robust business growth in international
markets by reinforcing operating capabilities and tapping into new markets
Key Initiatives to Date

CV Shipment and Share of Int’l Sales
k. units

%

250

70

213
64
200

150

100

58

151

148

30

23

25

58

57

17

24

161

39

21
14

25

60

Reinforce
Operating
Capabilities

 Restructure businesses, including
equity position change:- China- Malaysia- Western Europe, Turkey

Reinforce
Collaboration
with GM Enhance direct participation in CV
sales operations- NA, Australia, South Africa,
CanadaBreak Ground in &Enter New Markets

 Take the lead and get front-runneradvantage in emerging markets- India, Russia, CIS nations- Mexico

Maintain &Reinforce On-going
Initiatives

 Expand export sales to resourcerich countries

50

34

40

27
30
125

50
66

80

92

30

20

0
Mar. '05 Mar. '06 Mar. '07 Mar. '08

7

ASEAN
China
North America
General Export% share of International Sales

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

4. Footprint of Global Operations
 Isuzu has been making aggressive investments around the world forengineering and manufacturing activities, as well as in local sales
operations, as a run-up for a globalization of operating organizations.
UK
Benelux
Germany/Austria

Map
Map ofof keykey overseas
overseas operations
operations
where
where direct
direct investments
investments have
have
been
been mademadeSpain/Portugal
UkraineRussiaCanadaChina
TaiwanU.S.

TurkeyPhilippines
Egypt

MexicoVietnamThailandIndonesia

South Africa
Sales Operation

Malaysia

Mfg./Assembly Operation
Australia

R&D Facility
New / re-aligned (After Mar. '06)

8

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

5. Summary of Current Status

Mar. '08
FCST%

1,349.4
454.5
33.7%

1,493.6
597.7
40.0%

1,650.0
550.0
33.3%

%

243.1
18.0%

273.9
18.3%

410.0
24.8%

%

441.6
32.7%

533.4
35.7%

610.0
37.0%

%

210.2
15.6%

88.6
5.9%

80.0
4.8%

Operating Profit
OP % to sales

15.5
1.1%

87.2
5.8%

100.0
6.1%

449.1
158.5
2.8

260.0
380.0
0.7

(JPY in Bil)
Sales
Japan CV
Int'l CV
LCV
DE

< Consolidated BS >Debt
Net worth
DER (multiple)

517.9
26.4
19.6

< Consolidated Cash Flow >Operating CF
Investment CFFree CF
9

50.0
-16.5
33.5

65.6
-7.8
57.8

108.9
-66.0
42.9

Earnings

Mar. '05
Actual Established earnings structure capable ofsustaining sales and profit even at the timeof downturn in domestic industry sales¾ 3-pillar business structure firmly
established around domestic /international CV, and LCV business.
¾ In DE sector, achieved businessexpansion with industrial DEs,
improving profitability

Financial
StatusMar. '03
Actual Established stable financial structure byaccumulating periodic income¾ Reduced external debt
¾ Achieved DER multiple under x1¾ Completely eliminated preferredstocksCash
Flow<Consolidated PL >

 Achieved significant improvement in its
ability to generate OP CF
Æ Completed to lay out solid foundation
for future investment

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

II. New Mid-term Business Plan
(Apr. 2008 to Mar. 2011)
1.

Corporate Philosophy and Basic Concept of MBP

2.

Business Environment Surrounding Isuzu

3.

Positioning of New Mid-term Business Plan

4.

Market Trend Analysis and Isuzu Position

5.

Mid/Long-term Strategy as Vision Enabler(1) CV/LCV Product / Market Strategy(2) DE Business Strategy(3) Alliance Strategy

6.

Mid-term Business Focus and Performance Target(1) By Product, and by Market(2) Sales Volume Plan
(3) Investment Plan
(4) Performance Target

1. Corporate Philosophy and Basic Concept of MBP
Isuzu will always mean the BestA leader in transportation, commercial vehicles and diesel engines,
supporting our customers and respecting the environment.

The pursuit of customers trust

11

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

2. Business Conditions Surrounding Isuzu
Sustainable Growth⇒ Realization of Corporate Vision*

The pursuit of customers trust

Increasing
demand fordiesel engines
and CV

Increasing importance

Sophistication of
DE technologies tocope withenvironmental
Global Environmental Issues /requirement
Energy Issues

Growth in BRICs /Resource-richcountries

Heightening
needs for low
running cost

* Global Leading CV, DE Company
12

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

3. Positioning of New Mid-term Business Plan Aiming at realization of corporate vision, the three-year period under the new
Mid-term Business Plan is positioned as a “period for quantum leap” with afocus on “expansion and reinforcement of underlining earning base”.
to Mar. ‘06

to Mar. ‘07

to Mar. ‘08

Consolidated OP Trend

Former MBP

to Mar. ‘10

to Mar. ‘11

to Mar.’12 & beyond

Vision /long-term goal

MBP
Quantum leap

GlobalLeadingCompany

Prepare for realization of vision
Expand business
Stepping stone:Aggressive investment

 Stabilize sales revenue / earnings
structure- Reinforce earning power ofinternational business- Reduce external debt, enhance net
worth
13

to Mar. ‘09

 Expand/reinforce underlining earningbase- Expand/strengthen international
operations- Enhance product competitivenessand product lineup- Reinforce basic technology
Copyright(C) 2007 Isuzu Motors Limited All rights reserved

4. Market Trend Analysis and Isuzu’s Position(1) Readiness to Cope with Environmental, Global Energy Issues:Done

Emissions Regulations: Global Trend
04 05 06 07 08 09 10

N.A

EuropeJapan

Emission
OBD*
Emission
OBD
Emission

US07
Simplified
OBD II
OBD II

E4
Simplified
E-OBD
New
long-term

Fuel-economy / Low CO2 Regulations Trend’10 and after

US10
Full-blown OBDⅡ

E6
Full-blown
E-OBD

Post New
long-term

OBD

07

N.A

E5

J-OBD

*OBD： Monitoring system for degradation of emission

 Technologies to meet future emission
regulations in / beyond 2010, e.g. Post Longterm & US10, are already under development

14

08

09

10

11

12

13

14

15

(Reinforcement of CAFE standards expected after ’10)

Europe (Legislation pending for LCV) 175gCO2/km
Fuel economy standards forJapanheavy-duty vehicles

160

100％
80
60

Fuel-economy standards for HD:
Isuzu corporate compliance ratio

40
20
0
06

 OBD capabilities already in place,outperforming competitors’ pace withexperience in North America:Underway

07

08

09

10

11

12

13

14

15 CY

 Isuzu HDs already meets fuel-economy
standards for HD well in advance of future
introduction in Japan By leveraging “Mimamoni-kun Telematics”,
reinforce customer support initiatives toenable customers to achieve fuel-efficientdriving and vehicle management
 Develop and aggressively introduce
alternative-fuel vehicles (CNG, bio-diesel,
Dimenthyl Ether, etc.)
Copyright(C) 2007 Isuzu Motors Limited All rights reserved

4. Market Trend Analysis and Isuzu’s Position(2)-1. CV/LCVLong-term Industry
Demand Outlook CV/LCV market is expected to continue its expansion trend, centered around the demand
increase in growth markets
 With its global LD trucks (N-series) at the core, Isuzu commands high market share in Japan andgrowth markets.
Mature Market
Growth Market
Market Trend Analysis
000
units

3500
3000
2500
2000

Japan Europe N.A.

China
India/
RussiaResourceRich
Nations Global market demand
8.0mil. Æ 9.5 mil

HD
MD
LD
Lightweight LD
P/UP Key driver of market expansion:
Growth market (60% increase)

1500
1000

Isuzu’s Position

500

HD

0

Isuzu Share'05 '15 '05 '15 '05 '15 '05 '15 '05 '15

('05)

HD
MD
LD

MD
LD

 Commands No.1 position in
21 countries incl. Japan
 No entry in the lightweight LD
segment

LCV Enjoys high penetration inresource-rich countries
including Thailand

Lightweight LD

P/UP
ALL

NA

Over 20％

Source: Isuzu Motors Limited
15

Total

10-20％< 10％

Untapped At the top class in Japan Growing presence andpenetration in growth markets

Resource-rich nations: Middle-East, Latin/South America, Africa, Oceania, Africa, CIS, Eastern Europe
HD:GVW 15t up, MD:GVW 6-15t, LD:GVW 3.5-6t, Lightweight LD:LD:GVW 2-3.5t, P/UP: Small Pick-up Truck
Copyright(C) 2007 Isuzu Motors Limited All rights reserved

4. Market Trend Analysis and Isuzu’s Position(2)-2. CV/LCVHigh durability

Needs in mature
marketNeeds in growthmarketCharacteristics of Isuzu N-series
Safety(Frame)Versatile
application

High load-carrying
capacity(Bus – Special body)

Small, lightweight(Cab-over)High durability andversatility of DEs

Environmental
readiness and fuelefficiency ofadvanced DEs

Capability for innercity, urban delivery

Isuzu’s “Global Truck” sold/distributed over 120 countries, including advanced markets,

penetrating as “International Brand”
N-series Shipment Volume (000 units)
250
Japan

225

Export

187

200
150

106

Global Players’ LD Market Share in '05

128

Other

Beijing

FAW
182

Toyota

100
50
38

59

43

0

DongFeng
DCX

Mar. '02
16

FORD

Jianghuai

68

Mar. '05

Mar. '08

GM
Isuzu

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

4. Market Trend Analysis and Isuzu’s Position(3) Diesel Engine

Long-term Market
Demand History

 Market demand for DEs doubled in the past decade, and expected to
grow further. Isuzu ranks world No.4 in annual DE production volume
Mil.
units

Vehicle-use
PC

8

CV

World DE production volume in '05

Industrial

PSA

VW

Displacement
9.0-17.0L

6

3.5-9.0L

Other

Renault

Total
19 mil. units

Isuzu

2.5-3.5L4

1.6-2.5L

FORD

2

FIAT
0
'95

'05

'95

'05

'95

BMW

MercedesToyotaHyundaiIsuzu’s Position

'05

Share

ALL

(’05)

9.0-17.0L
3.5-9.0L
2.5-3.5L

 Isuzu ranks within the world No.5
in terms of total production
volume in the past 5 to 6-year
period.

NA

1.6-2.5L
ALL
Over 15％

10-15％

5-10％

< 5%

 Isuzu maintains full line up DEs
covering PC to HD applications forover 50 years.

Source：Power Research System (Incl. Isuzu figures)、
Manufacturing figures include ISPOL/DMAX volume
17

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

4. Market Trend Analysis and Isuzu’s Position(4) Summary

Environmental&
Energy

CV

LCV

DE

18

Market Trend

Isuzu’s Position

Isuzu’s Direction

 Increased
sophistication ofmarket expectation /needs

 Building up
accumulation of seeds
for advanced
technology

 Expand CV, LCV, DE businessby leveraging Isuzu’s core DE
technology

 Business chance isbecoming
increasingly bigger
in the large, growthmarket (China, India,
Russia) andresource-richcountries.
- Expansion of market
size- Significant growth of
LD market

 Maintaining global
competitiveness, withLD at the core
 Holds top-classposition with HD and
MD in Japan Enhance product lineup in thelarge, growth market with a fullrange of Isuzu CV
 Introduce MD and lightweightLD on a global basis
 Increase HD sales in Japanand resource-rich countries

 Capturing high market
share in resource-richcountries Further business expansion in
growth market

 Holding fast to theworld No.4 position in
total DE production
volume Reinforce small DE lineup Develop alternative-fuel engine

 Demand expanding
on a global basis- Especially forpassenger car andindustrial use

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

5. Mid/Long-term Strategy as Vision Enabler(1) CV/LCV Product / Market Strategy(2) Diesel Engine Strategy(3) Alliance Strategy

19

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

5 -1. CV/LCV Product / Market Strategies- Product Strategies  Completed strategic, global product development by integrating MD and LD
 To introduce next-generation HD, Pick-up. Start development of lightweight LD,
that has a significant demand globally.
Lineup

Product Strategies

Current

FutureNext-generation HD

HD
HD

Next-gen.
Next-gen.
HDHD No.1 fuel-economy, cargo efficiency:
1. 15% fuel economy improvement
2. Enrich product variation with MD-cab

CV

New Product (Ultra-high efficiency lightweight LD)

Integrated
Product

MD
MD
LD
LD
Light
Light
weightweight

LCV

LD
LD

20

Pick-up
Pick-up //Derivative
Derivative

Next-gen.
Next-gen.
Pick-up
Pick-up //Derivative
Derivative New lightweight products with high cargocarrying capacity and durability- 20% weight reduction from current Nseries- 10% fuel efficiency improvement
without sacrificing cargo-carrying
capacity

Next-generation LCV
 New LCV with more pronounced basic
attributes of CV- 10% fuel efficiency improvement overcurrent model.
- Reinforce versatility/multi-purpose
attributes (derivatives).
Copyright(C) 2007 Isuzu Motors Limited All rights reserved

5 -1. CV/LCV Product / Market Strategies- Market Strategies and Reinforcement of Functional Capabilities  Introduce full lineup of CV/LCV and reinforce sales/mfg. functions in “Large,
Growth Market” and “Resource-rich countries”.
Expand Product Lineup/offering
MarketHD
Large,
GrowthMarketMDLDLightweight

LD

LCV

Reinforce Functions
Sales

Veh.
Mfg.

Compo.* SalesMfg.
relatedChina
India/Russia
ASEAN

ResourceRich
Americas/Africa
Countries

Consolidate regional
volume of production

Mid-East
Mature North America
MarketEuropeJapan
New market for Isuzu

Functional reinforcement

Presence already established* Compo: Engine, transmission, axle, forged/cast materials
21

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

5 -1. CV/LCV Product / Market Strategies- Reinforcement of International Operations  In large, growth markets, focus be given to self-contained, stand-alone volume mfg., satisfying
given country’s volume requirement. As to ASEAN, focus will be “intra-regional mfg”, while allother countries’ focus will be regional consolidation of mfg. volume.
RussiaStand-alone
mfg. volume

UkraineConsolidate
regional
volumeU.K.
Benelux
Germany/Au
stria

Stand-alone
Consolidate
mfg. volume
regional
volumeChina

CanadaSpain/Portugal
U. S.

TurkeyEgyptTaiwanMid-East

MexicoPhillippines
VietnamThailandSouth Africa

India

Indonesia
Malaysia

Stand-alone
mfg. volume

Sales Operation

Intra-regional
mfg.
Australia

Mfg./Assembly operation
Functional reinforcement
New

22

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5 -2. Diesel Engine Strategy
 Expand product lineup in the volume-rich mass-production segment, i.e. small
diesel engines, and increase small DE sales for industrial as well as passenger car
application
MarketIsuzu DE Lineup
Size
Industrial
CVin '05for cars
LCV
Displacement
use
HD
MD
LD
mil. units
(L)

15
1. 2
10
8
3.8
Mass production
segment5
3.0
2.5

Smaller
displacement,with higher output
High efficiency,
small DE

2.0
1.7

3.6

Current

7.9

New

1.6
16.5

23

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

5 -3. Alliance Strategy
 Drive alliance strategy to a new dimension by expanding the scope of collaboration anddelving deeper into mfg. and engineering areas, in addition to maintaining Isuzu’s
conventional alliance model focused on “product complementation”.
“Product-complementation”
alliance

Alliance

Expected
Benefits
to
Isuzu

HD

Bus

GM

OEM*

Hino

LCV

GM

DE forCars

GM

ToyotaLD

Hino

CV in Japan

CV in Overseas
Markets

 Joint development of aftertreatment for HD, and cab Develop and supply Isuzu DE to
the world top-notch car makerfor their volume-rich car lines Efficiency improvement in CV’score operations

 Expansion and stabilization of
DE businesses Generation of resources that canbe shifted to new business areas Perfection of Isuzu’s advanced
technologies：Conventional alliance24“Mfg./Engineering” Alliance：New* ELF OEM : Nissan Diesel, Nissan, Mazda
Copyright(C) 2007 Isuzu Motors Limited All rights reserved

6. Mid-term Business Focus and Performance Target
As a key milestone for the realization of mid- to long-term
strategies, execution plans are set for the period thoroughMarch ’11, with performance target for the final operating year.

1.
2.
3.
4.

25

Product/ Market Plan
Volume Plan
Investment Plan
Performance Target

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

6-1. Product/Market Plan (1) Under a 3-core operating organization, Isuzu will realize robust growth bypositioning International CV sales as the primary driver of consolidated revenue /profit, while reinforcing DE business as future strategic business segment.
Consolidated Sales by Segment,
and OP ratio
JPY in Bil

2,000

2,000

Japan CV

1,800

1,650
1,600

560

1,490

1,400
1,200

7.5%

Mar.'08 Mar.'11%

k. units

8.0
7.5
7.0

Int’l CV

6.0

680
1,000

VOL. target

 Establish business foundation from
customers’ standpoint of “productlife-cycle”
 Introduce next-generation HD

73

70

 Reinforce product competitivenessand functional capabilities of local
operations

213

350

 Introduce next-generation LCV
 Expand presence in growth market,
tap new market, and reinforce mfg.
function

352

420

6.5

550
600

Key MBP Initiatives by Segment

5.8%

5.5
410

800

5.0

270

600
400

LCV
530

610

200
0

90
Mar '05

26

80

670

DE
90

'Mar '08 FCST Mar '11 Target

4.5
4.0
3.5

 Develop small DE

3.0
Copyright(C) 2007 Isuzu Motors Limited All rights reserved

6-1. Product / Market Plan (2)- CV Business in Japan  Introduce next-generation HD, and reinforce operating foundation for thevehicle life-cycle business focused on customers’ needs
TargetShare HD/MD
2-3t

Execution Plan

Mar.’08 Mar.’11
30%
35%
40%
43%

Nextgeneration
HD Introduce new HD with No.1 fueleconomy and cargo-carrying capacity

Establish
CustomerFollow-up
Infra.

 Sales organization- Establish new customer
information system
 Service/parts- Realign service outlets, execute
facility upgrades- Develop new service products toguarantee down-time-free
operation
 Used vehicle- Execute capital investment innecessary infrastructure for used
vehicle auction

Operating
Efficiency
Improvement

 Centralize fund-raising and real estate
management of consolidated
dealerships
 Improve efficiency and simplify
indirect operations

Sales Revenue from Peripheral
Business
JPY in Bil
250.0

200.0

15% increaseover Mar ‘08

184.4
39.9

196.0
44.0

150.0

226.0
52.0

Used Vehicle
70.0

61.7

64.0

Parts

100.0

50.0

104.0

82.8

88.0

ServiceMar. '05

Mar. '08

Mar. '11

0.0
27

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6-1. Product/Market Plan (3)- International CV Business  Execute focus investments in large, growth market, in tandem withthe globalization of newly developed MD/LD products.
Volume Target

Investment Plan (JPY in bil.)k. Units

Market400
350

64% improvement
over Mar ‘08

350
100

300
250

213
200
150

43

151

180

Mar.'06Mar.'08

Mar.'09 to Mar.'11

13.0

 Reinforce local mfg. /sales operations
 Reinforce DE businessin China

25.0

5.5

 Reinforce local sales
operations
 Establish local service
parts distribution outlets

8.0

MatureMarket3.0

 Reinforce peripheralbusiness in eachcountry Reinforce mfg.
capabilities in Western
Europe and Turkey

3.0

Total

21.5

Large,
GrowthMarketResourcerichCountries

30
130

100
80
50
41

40

Mar. '05

Mar. '08

70

0

Mature Mkt.

Mar. '11

36.0

Resource-rich Mkt.

Large, Growth Mkt.
28

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6-1. Product/Market Plan (4)- LCV  Expand presence in the growth market and reinforce mfg. functions, in linewith the next-generation LCV introduction
Volume Target

Execution Plan

k. Units

450

19% increase overMar. ‘08

400
350

Isuzu-badge
VOL

352

300

302

101

250

17
63

228

Product

 Introduce next-generation pick-up
 Develop derivatives

Market Maintain No.1 position in Thailand Introduce derivatives in large,
growth market
 Reinforce sales functions inresource-rich countries
 Enter untapped, new market

Function Develop network of functional
operations in ASEAN, doing awaywith centralized activities around
Thailand- Indonesia, Malaysia
 Develop / begin new mfg.
operations- Turkey, etc.

90
30

330

74
9

200

420

251

120

84
20

150

15

10

100
141

140

160

50
0
Mar. '05

Mar. '08

Mar. '11

ThailandLarge, Growth Mkt.
Resource-rich Mkt.
Mature Mkt.
GM
Note) Consolidated- sales basis
29

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

6-2. Volume Plan
(k. units)

30

GrowthMar. '05

Mar. ‘08

Mar. '11

CV in Japan

90

73

70

(4%)

Large, Growth Mkt.
Inter’l Resource-rich Mkt.
Mature Mkt.
CV
Total

30
80
41
151

43
130
40
213

100
180
70
350

+64%

ThailandLarge, Growth Mkt.
Resource-rich Mkt.
LCV
Mature Mkt.
GM
Total

141
15
63
9
74
302

140
10
84
17
101
352

160
20
120
30
90
420

+19%

Grand Total

543

638

840

+32%

Mar’08 vs Mar’11

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

6-3. Investment Plan
(JPY in Bil.)
Mar ’06 to Mar ’08

Facilities
Investment

R&D

Int’l
Financial
Investment

31

Mar ’09 to Mar ’11

Growth

Product Development
Mfg.

44.0
68.4

90.0
120.0

Sales & Other
Total

33.2
145.6

20.0
230.0

58%

CV
LCV
DE
Total

62.0
26.7
86.8
175.6

70.0
30.0
100.0
200.0

14%

Large, growth Mkt.
Resource-rich Mkt.
Mature Mkt.
Total

13.0
5.5
3.0
21.5

25.0
8.0
3.0
36.0

67%

Copyright(C) 2007 Isuzu Motors Limited All rights reserved

6-4. Performance Target

Mar. '11 Target

32

Mar. '08 FCST

Sales Revenue

JPY 2,000.0 bil

JPY 1,650.0 bil

Operating Profit

JPY 150.0 bil

JPY 100.0 bil

OP % to Sales

Over 7.5%

6.1%

ROE

Over 17%

23.4%

Dividend Payout
Ratio

Over 20%

10.6%

Copyright(C) 2007 Isuzu Motors Limited All rights reserved