Project Blossom
The issue. AC Motors wanted the Philippine auto aftermarket understood, and new revenue streams inside an industry that already looked mature. Selling another brand is one answer. It is not the answer if the margin has migrated to parts, service, and the layers in between.
The questions.
How big is the aftermarket, and what does the value chain look like once the new-car sale is no longer the center of it?
Which segments earn, and which only look large?
Where can AC Motors add a revenue stream without pretending the industry is young?
The outcome. The aftermarket was sized, then taken apart layer by layer. Relative profitability was scored across the chain, so volume and profit were no longer the same map. Opportunities to disrupt were named from that gap. AC Motors decided to expand the stable of auto brands it offers in the Philippines, with the aftermarket economics in view rather than as an afterthought to the showroom.
Project Horsepower
The issue. Jardine Cycle & Carriage wanted the distribution and dealership business understood because it was considering entry. A regional auto group does not lack brands. It lacks a clear view of who already controls the profitable slice of the Philippine market, and whether a new independent distributor has a way in.
The questions.
How does the vehicle market segment, once brand, price, and target buyer are separated?
How is the Philippine market evolving, and which of those shifts favor a new entrant?
Who are the major dealership groups, and what do they already lock up?
What is left for an independent distributor, after those groups are counted?
The outcome. The market was segmented by brand, by pricing, and by target buyer, so “the auto market” stopped being one number. Trends were read segment by segment. The major dealership groups were profiled as the competitive set, not as a list of logos. Jardine Cycle & Carriage left with the outline of a market-entry strategy for an independent distributor: where the opening is, and where an incumbent already owns the customer.
Project Montar
Project Lively
The issue. Sojitz wanted the business case for an EV charging-station business. The global adoption curve was not the case. The case was Philippine adoption, Metro Manila sites, and whether the electricity system could take the incremental load without the station becoming a stranded asset.
The questions.
What is the real potential for a charging business here, once the car parc is separated from the ambition?
Can the grid handle the incremental demand, or does the station wait on a capacity that is not there?
Where in Metro Manila does a charger get used, rather than merely installed?
How fast will the Philippines adopt EVs, judged against countries that have already tried?
The outcome. Electricity supply and demand were read against a rise in electric-vehicle use, so the grid was a constraint in the case, not a footnote. Major locations for stations in Metro Manila were mapped to where demand could show up. Adoption was estimated from analogous markets, set against Philippine conditions, rather than imported as a headline rate. Sojitz left with a business case that knew the difference between a charger installed and a charger earned.
The issue. The Association of Vehicle Importers and Distributors needed the effect of auto imports on labor and hiring in domestic assembly, ahead of a possible adverse ruling. The case against imports assumed the job loss. The association needed the assumption taken apart, in a form the Commission would read.
The questions.
What actually drove the rise in auto imports, once price, model mix, and demand are separated from the volume?
What, if anything, did those imports do to labor in domestic assembly?
The outcome. The hypothesized damage to domestic auto labor was tested as an economic claim, not as a lobbying line. Primary, secondary, and tertiary effects of imports were set against competitiveness in the domestic market. The Association and the Tariff Commission could see the chain, not the headline. The finding put to the Commission was that the industry did not need additional safeguard duties against auto imports.