Family cohesion, perseverance and a commitment to honest work have been central to the longevity of the Kalmoni business enterprise, according to the Chief Executive Officer of Japan Motors Ghana, Salem Kalmoni.
He said the values passed down through generations had helped the family sustain its business interests by placing collective progress above individual gain.
Mr Kalmoni said the emphasis on unity, sacrifice and delivering value to customers had shaped the family’s approach to business and guided successive generations in managing the enterprise.
Speaking on Joy FM’s Personality Profile with Lexis Bill on Thursday, November 5, he attributed the family’s resilience to the mentorship and principles instilled in younger members by their predecessors.
“I’ve had good mentorship, but this is a family business. The old people in my family have given us the values — values of perseverance, values of honest work, giving value to the customer and values of, you know, as a family, of sacrifice,” he said.
He explained that the family had maintained a shared sense of responsibility, with members expected to consider the long-term interests of the business and the family rather than pursue personal advantage.
“Not being greedy, not thinking for yourself but thinking what’s good for the family business? What’s good for the family? And perseverance. And that has kept us going,” he added.
A legacy across generations
Mr Kalmoni said the principles were handed down from his grandfather to his father and subsequently to the younger generation, creating continuity in the way the family conducted its business.
He noted that the commitment to customer satisfaction and hard work had been as important as family solidarity in sustaining the enterprise.
Japan Motors Trading Company, established in 1962, has grown into a major player in Ghana’s automotive industry, distributing vehicles and related products from Japanese and other international brands. The company has also been involved in vehicle assembly in Ghana.
Its growth reflects a business journey spanning generations, from the family’s early trading activities to its expansion into vehicle distribution and other automotive services.
Mr Kalmoni’s comments highlight the role of shared values and intergenerational mentorship in sustaining family-owned businesses, particularly those operating in competitive markets where leadership transitions and long-term planning are critical.