—How has Toyota gone over 20 years in Mexico considering the challenges that have arisen such as the economic crisis of 2009, the sales record of our market in 2016 or its strength as a world production center?
—The balance is positive, it has been 20 years of much learning and many challenges, which have not allowed us to get to the point where we are today. The result of those 20 years, being here with two manufacturing plants, producing Tacoma for export, for example. We are selling almost 30% of our hybrid vehicles with a very strong vision of electrification and sustainability that we have had for 10 years. Obviously living in this country with many opportunities, but with great challenges such as the exchange rate and all the crises we have had, because today this balance of 20 years is very positive for us, for the corporation.
We are the 16th operation worldwide for the brand, with these two manufacturing plants the two presidents of the plants have done a great job, and we are with a production of more than 300 thousand units a year, the investments, the generation of employment, record sales with Priuses and our electrification and sustainability strategy for 2050 with several phases such as 2025, 2027, 2030, third place worldwide. All the product strategy that we bring, are for me reason to affirm that these 20 years have been worth it. Also, finally after so long, we have Lexus operating since December of last year and that speaks of the great opportunities that we have been able to find.
—What are the pillars of the Toyota and Lexus strategy towards becoming active mobility agents in Mexico?
—In both brands it is to become number 1 in terms of electrification. The portfolio of lexus, with these recent introductions and the products that are coming for the next six months, they speak of more than 50% electrification. With Toyota we are almost at 30%, we could be better, but the corporation is at the top of hybrid products but with Lexus it is more promising.
In both the electrification strategy is very important because we also have it until 2029, and little by little we see the results of these years in which we have worked so that Priuses be number 3, to have had a sales record, to have 5 electrified vehicles, we will soon have more, to have the sales numbers we have with the challenges that exist, but being an important player in Mexico is a positive balance.
—What are the main challenges to achieve mobility leadership in Mexico, taking into account factors such as competitiveness and that price is the main point for making a purchase decision?
—We have always been very careful with the issue of price. Obviously our industry, like many, depends on the exchange rate; This is one of the great challenges we have had in 20 years. But we have always tried to achieve a balance by observing and analyzing the market so as not to be out of competition, so that the prices of our products are perceived as competitive based on equipment, technology, safety, comfort and reliability.
—What can our market expect from Lexus in hybrid models?
—Our results so far mark 50% of sales of hybrid models and practically the entire line of lexus has at least one version of this type and there are others like the LS that are 100% hybrid. And so we will see other products in which 100% of the versions will have a hybrid powertrain exclusively and in others it will depend on the market.
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