MAZDA

As the collapse of the bubble economy severely hit Japan’s economy, Mazda’s strategy to grow sales in Japan — which assumed the Japanese market would continue to grow — suddenly fell through. This situation gave Mazda no choice but to launch urgent measures to improve profitability and restructure its strategy, and seek support from its tie-up partner, Ford. In 1994, part of Mazda’s executives and the vice president came in from Ford, to promote consolidating sales channels in Japan and to start OEM supply for certain models and accelerate streamlining. In 1996, Ford’s stake in Mazda increased to 33.4 percent, and Mazda welcomed its first non-Japanese president. Thereafter, the four succeeding presidents were from Ford, and under their leadership, Mazda moved forward with its business restructuring. During that time, particular importance was placed on brand strategy. Mazda needed to urgently and clearly identify its position and value as an automaker within the Ford group, which was made up of numerous international OEMs. This initiative triggered Mazda’s actions to reaffirm Mazda’s brand DNA, gradually concretizing elements and standards that represent Mazda’s brand.