People-Centered Partnership: Why Mazda Chose Thailand to Build Its New Compact SUVs

Som (real name: Tawiporn Jongjittasatthamun)* works as a nutritionist in Thailand. Her entire family are Mazda drivers. (*In Thailand, it’s common to have a nickname alongside a long full name. Nicknames are widely used even in professional settings).

As long as I can remember, our family car has always been a Mazda. My family are longtime Mazda Fans, driving a Familia, Thunder (pickup truck), Protégé, and then a MAZDA3, while my brother drives a CX-5. 

My first car was also a Mazda, the MAZDA2. I had the impression that Mazda cars were reliable, so I didn't think about switching to other brands. For me, Mazda is a partner that I can be with for a long time. 

While fuel efficiency and ease of driving are qualities that I value, what really stands out as a major reason for customer trust is the dealer’s quality of service. Emergency hotlines and after-sales support offer peace of mind, further strengthening trust in the brand.

Som is not alone. Many Mazda car drivers in Thailand say that they trust Mazda cars both for the performance and for what the brand represents. But how has Mazda been able to earn this level of trust from Thai customers?

Noi (real name: Tussaneeya Pattanajitwilai) has worked at "Racha Auto Sales" Mazda dealership since her father's generation.

Mazda’s philosophy truly focuses on a people-centered approach. That’s exactly how my father was. He was always strict about the quality of service he provided to his customers.

Every Mazda car is excellent, but it's up to us to convey the values of the brand. As I deepen my understanding of the joy of driving — through the concept of Jinba-ittai or 'horse and rider as one' — I strive to support customers the same way my father did.

In fact, Mazda was the reason why my father and mother met. So, for me, Mazda is like family. That's why I want to continue to convey Mazda's philosophy and appeal.

Kiyotaka Shobuda, Chairman of Mazda

Served as president of AutoAlliance (Thailand) (AAT) for two years (2008-2010), which was established in 1995 and operated as a Ford joint venture factory for 30 years. He was instrumental in initiating AAT’s first passenger car production line.

I served as president of AAT, our Mazda-Ford joint venture factory in Thailand, from 2008 to 2010. Running a joint venture meant we had to produce cars from two different companies in one facility.

We faced major challenges during those years such as the Lehman Shock and labor disputes. But our Thai employees pulled together and got us through it.

That experience made me realize how important it is to have a shared work ethic and value within the team.

I started thinking about the best way to communicate that. The message I kept coming back to was simple: “For us, this is one car out of hundreds, but for our customer, it's the only one that matters.”

This message wasn’t just for top management, I wanted it to reach every single person working here. So, I kept repeating this idea, always bringing the focus back to our customers. I think that's how we built the people-centered manufacturing spirit and pride you see today.

Manufacturing site in Thailand, where customer-first quality is protected with the same dedication as in Japan.

Here's a story that shows how deep this pride runs. We used to produce Mazda cars for Australia in Japan, but decided to switch some of that production to Thailand. When Australian dealerships questioned the reliability of Thai quality, it really fired up our employees.　

The Thai team responded with a “We’ll show them!” attitude, displaying a deep sense of pride in working at a plant that represents the Mazda brand, and seeing this really moved me.

So, we invited Australian representatives to visit the Thai plant. They pointed out several areas where we could improve quality and operations, and our employees went above and beyond to make those improvements. In the end, the Australians recognized our quality too. Today, the Thai plant is staffed almost entirely by local employees, with minimal Japanese presence.

I’m completely confident in entrusting the Mazda brand to the local team, the team in Thailand is an invaluable asset. And when Thai employees are working toward the same goals with the same commitment as the team in Japan, it feels like we are one Mazda and have truly become part of the Thai community.

Tuk(real name: Yosakrai Niyomsub) General Manager of Purchasing, has worked at AAT for over 25 years.

In Thailand, Mazda didn’t just invest in machines, they invested in people. I think that’s what has developed the mindset among local employees.

The Mazda Spirit centers on putting our customers first. When you imagine the customer as a family member or think, "What if someone I love were driving this car?" it naturally leads to a focus on safety and comfort.

I have an unforgettable story that embodies what “people-centered” really means. On my first day as a manager, Mr. Saeki*, who was president at the time, took me to buy pencils. When I asked why, he thoughtfully selected one and explained that it was so employees could work comfortably without straining their hands.

Even though he held the position of president, responsible for overseeing management and the broader company scene, I was struck by his deep people-centered approach, demonstrated through his care for employees in even the smallest details, like choosing the right pencil. It truly reflected Mazda’s strong commitment to valuing its people.

At the same time, I came to realize that, from that point on, my role as a manager would involve thinking and working alongside customers, suppliers, and employees. I believe it was that experience that has supported me ever since and enabled me to continue in this work.

Just as I learned an important lesson from my experiences with Mr. Saeki, Mazda's commitment to developing people has become a part of the local team’s mindset and an important goal, which is ultimately reflected in the brand and quality.

*Toshihide Saeki, AAT‘s first president (1995-2003).

Thee (real name: Thee Permpongpanth) , President and CEO of Mazda Sales Thailand. Since becoming part of Mazda in 2007, he has made a meaningful impact in the local community.

After World War II devastated Hiroshima, the people rebuilt their city by helping each other. They're resilient people who don't give up when things get tough. I think this determination and respect for partnerships is part of Mazda’s DNA.

Over the past 70 years, the focus has been on transferring technology and developing people's skills across every part of the business, from service and sales to manufacturing. But no matter how good your products or technology are, it comes down to how you treat customers. That's why our passion for hospitality and quality service are at the heart of what Mazda does.

Mazda recently announced a 5 billion baht investment to produce a new compact SUV in Thailand. This shows Mazda's commitment to being part of this country's future.

Going forward, we want to work with our manufacturing teams, dealer network, and everyone involved in Thailand to keep improving the customer experience with passion and dedication.