About MHC Mobility

Sales are the result of customer satisfaction

MHC MOBILITY, by becoming part of Mitsubishi HC Capital Inc, has gained new strength and a global perspective in developing its business development strategy. Yasuhiro Suzuki joined the Board of Directors of MHC Mobility in January 2022. Previously, he was associated with the Mobility Solution Business Division in Japan for more than five years.

  • What does your career path look like?

    It has been 30 years since I started my first job. I was given the opportunity to work in Japan, Singapore and the UK (half of which was also in Turkey). The opportunity to experience different cultures and business customs is my wealth and treasure. I enjoy the opportunity to live and work in Poland, as well as in Central and Eastern Europe.

  • Since January 2022, you have been a member of the Board of Directors of MHC Mobility, which operates in Poland, the Czech Republic, Hungary and Slovakia. In your opinion, what are the main challenges currently facing MHC Mobility CEE?

    I am convinced that CEE is a market that will continue to grow rapidly, so I would like to continue the company's presence and development in this region, refining strategies in detail. Our main objective is to expand our operations and strengthen our organisational structure in the CEE region. There are still noticeable constraints on the operations of many organisations due to the pandemic, supply delays and the war in Ukraine, so these are challenges that we all need to address and adapt our business to. Currently, too, a factor we need to focus on is retaining existing customers and supporting them with mobility. 

  • How do you assess the market readiness of Central European countries for the transformation towards e-mobility? In your opinion, are entrepreneurs operating in this market ready to replace combustion cars with electric ones?

    Similarly, in Japan, the reduction of the carbon footprint is attracting attention and there is no doubt that vehicles will move from combustion vehicles to electric vehicles. However, I think the key is to improve the charging infrastructure in CEE countries. Its development can be done by the private sector as well as government and local authorities. However, I get the impression that this aspect is still several years behind Western Europe. It is important not to miss the opportunity, so I think it is important to develop the right strategy for the future, and with it new products in cooperation with the Hitachi Group and the Mitsubishi Group, so that we can differentiate ourselves from other companies.

  • How does MHC Mobility support this process and what can it offer its customers in the near future? To what extent is it necessary to take into account the local conditions of the cultural differences of each country? From a business perspective, are the differences between countries important enough to be reflected in MHC Mobility's offering?

    Even if it is the same product, it should always be adapted to market and cultural differences. It is important to meet the needs of our customers, and who knows them best? I believe it is all the employees and the people responsible for each country in our structure. I therefore place great importance on relationships with all those involved in the development of our organisation. I strive to make MHC Mobility a company that offers solutions that suit every region of CEE. 

  • Let's move on to slightly more private questions. What values are important to you in life? What are your main passions and interests? 

    Personally, I am very impatient, stubborn and quite assertive. In recent years, I have been trying to listen to and understand people's stories, as they shape both us and relationships. I am the type of person who is quite strict with rules, discipline and common sense. This is my ideal image and in reality.... is sometimes quite the opposite. My passion? At the moment my passion is also my work. Right now I want to make MHC Mobility stand out in the market and be a company that is respected and considered a strong player in Europe. I want to do everything I can to increase the company's performance and, in the next step, to increase the bonuses for employees. If we are talking about the main interest, I have to mention here ... golf. I have been playing golf since I was 15 years old and participated in various tournaments when I was in high school and university. After I retire, my dream is to become qualified as a professional coach and get involved in golf in Poland. 

  • In your opinion, what is the success factor in the leasing and automotive market? The lowest price or quality of service? Or perhaps innovation and flexibility towards the customer?

    Success for me is when customers recognise me as someone they can talk to about anything automotive-related. We often use the term 'added value', which I think means someone or something who/what can provide a solution when the customer is in need. To date, I have provided our services as MHC Mobility with the belief that the price we set is not set by us, but by our clients depending on their capabilities and needs. On many occasions, I have responded with creativity and ingenuity to see what I can do for clients to add value to our existence as MHC Mobility. To answer the question, perhaps 'gaining trust' is the biggest success. But that doesn't mean that always once trust is earned, this success is achieved. To this you have to add hard work and an openness to talk about the needs of customers. 

  • In your opinion, what is the greatest opportunity for the company's further dynamic development?

    I believe that we are one of the few companies in the industry that can offer both cars and vans. I want to get into the Mobility area first, building our competence to the point where no other company can follow us, because this is an area where no one has yet perfected 'MaaS', and we want to accumulate knowledge and build services that benefit our customers. We can learn more from our mistakes, which is why I want to take on challenges without fear of failure. However, failures are an undesirable element, so we must act prudently to try to avoid them, while sharing the experience with everyone.

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