DAYTON, NJ — This week we hear from Tak Ito, executive vice president of GMB. Ito joined the GMB corporate office in Japan in 1987 and transferred to GMB North America as the assistant manger.
In 1990, he moved to GMB California as sales account executive, where he was responsible for the development of sales for those companies that import directly from GMB factories. In 1997, Ito moved to GMB New Jersey as managing director.
In 2007, he was given responsibility for leading the company’s sales and service teams in the U.S., Canada and Mexico, including the OES and the aftermarket.
He graduated from Kinki University in Osaka City, Japan, with a bachelor of commercial science.
GMB is celebrating its 65th anniversary this year. From what I understand, the company had very humble beginnings, starting out of a garage in Japan. Is this correct? Please give us a brief history of the company.
We are very pleased to announce our company’s 65th anniversary this year. In March 1943, GMB started out as the Matsuoka Precision Works in Osaka, Japan, contracted to produce bearings by lathe. Since then, we have adhered to producing our original brand, providing customers inside and outside the country with our products.
In 1976, GMB North America, Inc. was established in the U.S. as a subsidiary of GMB Corp. in Japan. Since then, we at GMB North America have been supplying high-quality products and growing a strong customer base in the U.S.
What do you feel makes GMB stand out as a producer of high-quality products?
This 65th anniversary is a great milestone for our company and a strong testament to the market that GMB produces only high-quality products. We believe that this commitment to excellence is the reason why our customers have confidence in our products and that is the key to succeed in the aftermarket.
How do you reach out to customers and communicate the GMB message to the marketplace?
In 2008, GMB will run monthly campaigns in a number of publications to create awareness for the products that we offer to the market. GMB will also participate in trade shows and as well as offering national and local promotions throughout the year.
The company recently announced the retirement of CEO Karl Yazaki. Are plans in place to name his successor?
Mr.Yazaki, who was CEO of GMB, retired at the end of 2007. He contributed greatly to our growth in the U.S. Ben Koo is now the president of GMB USA.
What are your thoughts on local sourcing versus direct importing from China?
China is always in the spotlight for having the lowest prices in the world. However the market truly requires speed and quality in addition to competitive pricing. There is no one supplier in China that offers a full line for all makes and models. This requires multiple sub-contracting, which impacts consistence in quality. Also, as China’s standard of living improves, its competitiveness will fade, forcing low-cost producers to look at new markets. GMB’s goal is to provide direct import value with local sourcing.
Being ‘global’ has become an integral business strategy for many aftermarket companies today. GMB has a unique perspective on being a global business. Please share with us the company’s overall strategy and philosophy?
We have eight GMB factories in four counties producing universal joints, water pumps, timing belt tensioners and idlers for the OE/OES and the aftermarket. GMB is doing the utmost to provide 100 percent reliable parts to all domestic and foreign customers by actualizing “H.Q.C.B.” (High Quality, Quick Delivery, Competitive Price, Best Service). Whenever or wherever you need our products, we will quickly supply you with the highest quality at competitive prices.
