Ten years have passed since Bermaz Auto Philippines, formerly Berjaya Auto Philippines, assumed the distributorship of the Mazda brand in the country. From what was once a sidelined brand under the shadow of Ford, Mazda has managed to break free and recreate its own identity in record time.
In 2013, during a media event for one of Mazda’s early ambassadors, I was introduced to Steven Tan, Mazda Philippines’ president. I’ve known about Steven since he was still with Ford Group Philippines, and I was intrigued to learn that he had managed to start a new company to take over Mazda.
The early years were tough for the small team of former FGP colleagues who decided to follow Steven into what was then a new venture.
One of the first few challenges it faced was managing the inventory left over from FGP. The movement of stock was, of course, tied to the fact that BAP had to reestablish a dealer network to ensure continued sales of the remaining inventory, maintain customer loyalty, and alleviate brand and product orphanage fears. The new dealers also had to be ready to transition to a new wave of Mazda products and a fresh new brand philosophy.
Fortunately, BAP’s ascension to the Mazda distributorship post happened at a crucial turning point for the brand. In 2012, Mazda introduced its new models featuring Kodo: Soul of Motion Design and Skyactiv Technology, and both have since become Mazda trademarks to symbolize the brand’s new direction.
The CX-5 was the first to come in, and then the Mazda6. Both had striking designs and instantly became desirable nameplates. Steven and his early team of managers ensured that the people running the brand, the Dealer Principals, and the Sales and Service personnel in the dealerships learned the new “Mazda Way” early on.
Steven, the accomplished marketing and PR man he was, also ensured that the brand engaged the motoring press in its activities at every step. Mazda Philippines conducted test drives, and fuel economy runs, highlighting Skyactiv Technology’s benefits. Collaborations with fashion designers to showcase Kodo design came one after the other. It also created strategic tie-ups with suppliers to ensure a steady source of essential commodities.
BAP also commissioned out-of-the-box marketing stunts to create maximum impact. It set up premium-level displays often rivaling established luxury car brands at the Manila International Auto Show and the Philippine International Motor Show. It even organized a head-to-head race between a seasoned race driver and a young wannabe racer to launch the new generation Mazda3.
While all those brand exercises were going on, Steven did not forget who benefited most from Mazda – its loyal owners. BAP connected with Mazda car clubs and gave their members special treatment. It also instituted an industry-first three-year Free Preventive Maintenance package for every brand new Mazda. Customer complaints were monitored and addressed in a timely fashion. It even focused on after-sales training and parts stock to ensure customer satisfaction. And it sponsored the education of technical students to provide employment to deserving youth. The little things BAP has given attention to have made the brand resonate with its clientele.
Of course, Mazda Japan played a crucial role in the brand’s reemergence in the Philippines. It supported BAP’s efforts and provided it with needed products. Twenty-five units of the 25th Anniversary MX-5 NC, 30 units of the 30th Anniversary MX-5 ND, and coordination for the Miata Spec series were just some of the support Hiroshima afforded BAP.
Throughout all the highs and lows of managing a lean company, BAP cared for the people running the show. Company outings to Bermaz Auto’s home soil, Malaysia, Thailand, and even to local destinations such as Bohol and Boracay happened because of the mother company’s support. It even funded a new warehouse and training facility, the Mazda Center of Excellence, in Cabuyao to cement its commitment to the brand and its operations in the Philippines.
And while people have come and gone, faces have changed, and company processes have become more intricate and complex over the years, one underlying thread seems to tie this company together – passion.
From the president to the PDI personnel at the warehouse, BAP employees have relied on the brand’s ideals to see them through sleepless nights, extreme pressures at work, and all the challenges in between.
Steven once said that the quest for excellence is a never-ending process. His hands-on management style is a testament to his passionate desire to achieve greater heights for the brand. He and his management team want Mazda to succeed in the niche premium space it now finds itself.
It has been ten years of blood, sweat, and tears. But if it meant more and more people get to celebrate driving, it would have been all worth it.
