#FocusGroup

I felt like a spy within my own company. It was a hot summer day in 2003 and I was at the DaimlerChrysler proving grounds in Laredo, Texas to attend a focus group on the upcoming 2006 Mercedes-Benz R-Class minivan/crossover/sport touring wagon. My dozen or so fellow attendees were all wealthy owners of high-end Mercedes-Benz cars. I was here because the Mercedes-Benz USA focus group invite filter did not recognize my net worth nor the fact that I worked for Mercedes-Benz Financial Services. And I was not about to tell anyone that…

It ceased being fun working at American Honda around the summer of 1993. Most of our senior managers in the sales division had recently been fired. In May, the New York Times published the first story about our executives soliciting bribes from dealers. The Justice Department was snooping around our US headquarters in Torrance, CA. The year before, our geniuses in Japan had dropped the ground-breaking CRX two-seater and stuck us with the dull del Sol. Over at Acura, our Honda Division castoffs were busy trying to figure out why the tepid 5-cylinder Vigor was not selling.

We were still stuck in the Civic-Accord-Prelude-del Sol mode. “We will never build trucks,” our execs had often proudly proclaimed. Now we found ourselves caught flat-footed as we followed the success of the Ford Explorer, Nissan Pathfinder and Toyota 4Runner SUVs. We needed a sport-ute yesterday, and it would take us a minimum of four years to develop one. We did what any self-respecting, high quality, loved-by-its-customers car company would do in this situation.

We called Isuzu.