There are people in this country who are quite aware of the value they get for the money invested in some of the vehicles from the JLR range, and who are looking for both a premium product and a premium service because one cannot do without the other.
We talked with Ostoja Mijailović, the CEO and proprietor of British Motors, about how he decided to sell luxury cars in a country that has had unstable economic conditions for a long time.
“Economic circumstances in Serbia have been unstable for a long time, but car lovers in our country certainly know how to recognize the quality and style that suits their sensibility. The culture in our region is peculiar, with a touch of the Oriental East, the Soviet East and the West, which has its own idiosyncrasies. I think that Jaguar Land Rover, as a brand of enormous power, was not adequately presented in our country until a few years ago,” Mr Mijailović says.
What is the current situation in the automotive industry? What results did your company accomplish in 2020 and what are they like in the first five months of this year? Can you see an improvement?
It is already old news that numerous activities, primarily related to direct marketing and promotion at the largest trade fairs, have been paralyzed due to the pandemic. This affected the entire industry and caused stagnation to a certain extent. Under the given circumstances, we have managed to find our way to our clients and maintain the level of business. Even more than that, we have implemented the plan to expand and open British Motors West in Čačak, as a regional dealership, thanks to which we are closer to our clients from that part of Serbia. We are still expecting a significant improvement because, in the last quarter of this year and the first quarter of next year, the JLR range will have two completely new models – Range Rover and Range Rover Sport. People have been inquiring a lot and are interested in the availability of new models.
You opened a new authorized Jaguar Land Rover dealership in Čačak recently. Are you planning any more business ventures?
We have showrooms in Belgrade and Podgorica, as well as a new service and sales centre in Čačak. The plan with JLR is to build a large showroom in Novi Sad next year. Vojvodina absolutely deserves such a service and showroom. I believe this will be a complete success for both the clients and us.
What sales and after-sales benefits do you offer to your customers?
British Motors provides a so-called 360-degree service. In one place and under one roof, the client can purchase vehicles, service and finance them through leasing or fleet management and pay insurance. After-sales benefits relate to the premium segment, primarily availability and serviceability. The only concern our client have is which trip to go on with their car.
All services are performed under the auspices of a single business system, which is a significant factor that instils additional trust in our customers.
You are a successful businessman, even when times are tough. You started your own business as a young man. You now have six companies, which employ about 700 people. What are your business principles? What is your reasoning like in times of crisis?
I entered the world of business too early. I was only 21 when I opened a small car service. I see this humble beginning as a precious experience that taught me a lot. For me, there are three key factors of success.
The first is definitely people. I am proud that my companies today are run by professionals who have graduated from the most prestigious colleges in the world; people who have abundant experience in the areas in which they are in charge. They are very creative and dedicated to doing their job.
The second is personal commitment and presence in all companies. I work 10-12 hours every day as I am a workaholic by nature. I like strategic planning as well as setting goals for all my colleagues and together with them, I look for a way to achieve them. Today, I do not operationally manage any company, which was my goal, i.e. to build a system that will work.
The third factor is perseverance. When you decide to do something, you have to believe in it indefinitely and be persistent to the end. Managing 5 or 700 people is not different. The only difference is in the way you think. It’s the same with the crisis. The most important is the ability to see the circumstances and then, to paraphrase Hannibal, “either find a way or make one.”