Isuzu. It’s one of those third-tier Japanese automakers that, at one time, enjoyed relative popularity in the American market.

Isuzu. It’s one of those third-tier Japanese automakers that, at one time, enjoyed relative popularity in the American market.

But it has now shriveled down to a puny, emaciated skeleton of its former self, at least on the consumer side. On the commercial side, Isuzu was and is a strapping, handsome, well-regarded brand that has a rock-solid reputation and fiercely loyal following.

The N-series commercial trucks have long been a favorite of urban delivery drivers, landscapers, and moving truck fleets. Many people, myself included, specifically request these thrifty, fun and easy-to-drive haulers when it’s time to move. While other medium-duty truck companies have attempted to topple Isuzu from the top of the cab-over medium truck niche, it has proven difficult to unseat it from its position of dominance. Most have instead gone after the conventional-cab (front engine) market.

So considering the relative strength and weakness of its commercial and consumer divisions, respectively, I believe the best course of action for Isuzu is to essentially shutter or buy out its existing consumer stores (almost none of which are single-franchise, anyway) and move all the existing inventory over to its commercial side. Stop building the existing re-badges (re-badged Chevy Colorados and TrailBlazers) and let the inventory sell out.

Bring over some of its well-regarded overseas truck and sport-utility models, and start building a reputation as a tough, no-nonsense brand. GMC and Hummer are pitching themselves as “professional” or “commercial” grade, but Isuzu is the real deal. Keep the marketing and product line focused on its core competency: tough trucks. If dealers whine for more of a volume model, offer a re-badged Silverado, much like Sterling is doing with its Ram-based Bullet. But no fluffy crossovers or other sissy cars: strictly tough, no-nonsense trucks.

Sure, provide a certain amount of personnel and sales training for the commercial dealers used to dealing with business-like fleet managers, to sensitize them to the whiny, fickle consumer market. Add, maybe, a new advertising and marketing campaign to increase brand awareness to the general public. But I believe a new, re-focused strategy emphasizing Isuzu’s commercial strength is the company’s ticket to renewed success in the U.S. market.

–Edward A. Sanchez