From Losing Ground to 24.1% Market Share and $8.8M in Additional Profit
A GWM, Suzuki, Mitsubishi, Land Rover, Mercedes, KGM and Renault dealership group, Jamaica
24.1%
combined market share in the first seven months of 2026, up from 17.1% in 2025
$8.8M USD
in additional gross profit delivered, Jan to Jul 2025 versus Jan to Jul 2026
The Problem
Stewart’s Auto Sales is the third largest automotive business in Jamaica, representing GWM, Suzuki, Mitsubishi, Land Rover, Mercedes (through Silver Star Motors), KGM and Renault, in a new car market that is both large and fiercely contested. For years, the business had been losing market share, at the same time as 17 new Chinese brands entered Jamaica and went after exactly the customers Stewart’s needed to keep.
It is easy to blame new competition for lost ground. The real issue sat much closer to home. On arrival, we found a genuine breakdown in communication between the senior board and the middle management team, with everyone working in silos rather than as one business.
Listening to the sales managers made the real gap clear. This was not a motivation problem. These were experienced managers who cared about the business. What they lacked was the broad, joined up depth of knowledge that links every part of the sales management role together, lead generation, CRM discipline, the customer journey, coaching, stock and pricing, all treated as separate tasks rather than one connected discipline.
The Solution
- Chose development over disruption. Rather than pulling the management team out of the business for training, we built and delivered a twelve month sales management programme inside the business, so the day job never stopped.
- Worked through each module in sequence, from lead generation and funnel thinking to CRM, customer journey mapping, coaching and stock alignment, only moving on once the previous module was genuinely embedded and proven with real data from the floor, not just a signature on a training register.
- Mentored each sales manager individually throughout the programme, building their confidence and capability module by module alongside the day to day pressure of hitting the numbers.
- Kept the senior board closely involved at every stage, so every stakeholder could see the progress each manager was making and stayed confident in the direction of travel.
- Drove sales performance in parallel with the training, so the business kept moving forward while the team’s capability was being rebuilt underneath it.
The Outcome
The results speak for themselves. Despite 17 new Chinese brands entering the Jamaican market, Stewart’s combined market share grew from 17.1% in 2025 to 24.1% in the first seven months of 2026, a gain of seven points, and close to 41 percent relative growth, in a single year.
That growth is not theoretical. Comparing the same seven months year over year, Stewart’s sold 441 additional units in 2026, up from 837 to 1,278 across its five established brand lines, with GWM alone contributing 207 of that gain. At an average gross profit of $19,878 per unit, that additional volume represents $8,766,198 USD in additional gross profit already delivered to the business.
Every one of Stewart’s five established brand lines grew its individual share over the same period. GWM stood out, more than doubling its share from 3.0% to 6.4%, with unit sales already ahead of the whole of 2025 after just seven months of the year. KGM and Renault launched in July 2026 and are not yet reflected in these figures, giving the business two more brands still to build from here.
This is the result we look for across the Caribbean: a business that had been losing ground for years, not because the team lacked ability or effort, but because no one had linked the knowledge together and backed it with real mentoring on the floor. If new competition is eating into your market share and it feels like the tide is going out, let’s talk about what’s possible.
