BEYOND THE CAR: STRATEGIES FOR MAZDA'S TRANSITION TO PREMIUM BRAND THROUGH CUSTOMER EXPERIENCE AND SALES EXCELLENCE IN JAKARTA

Abstract

Mazda, a prominent Japanese automobile brand, is undertaking a strategic transformation to establish itself in Jakarta’s premium automotive market, traditionally led by European luxury brands. Through the launch of its 7th Generation (7G) models, Mazda seeks to appeal to affluent consumers who value exclusivity, high-quality design, and innovative technology. This study applies multiple theoretical frameworks—the Industrial Organization (I/O) Model, Porter’s Five Forces, Keller’s Customer-Based Brand Equity (CBBE) Model, Analytical Hierarchy Process (AHP), and Segmentation, Targeting, and Positioning (STP)—to analyze Mazda’s competitive positioning and brand transition strategy. Utilizing a mixed-methods approach of qualitative interviews and quantitative surveys, findings reveal critical areas where Mazda can refine its sales strategies and customer experience to strengthen brand perception. Recommendations emphasize targeted improvements in salesforce training, alignment of customer experiences with premium expectations, and brand-focused marketing initiatives highlighting Mazda’s unique attributes. The study demonstrates that with tailored customer engagement and brand differentiation, Mazda can effectively compete in Jakarta’s premium segment and expand its positioning in emerging premium markets.