By: Bryan Bailey
“People need something to believe in,” said Jamie Schwartzman during his guest appearance on the Brand & Banter podcast. As the Founder and Chief Creative Strategist of Flux Branding, Jamie understands that belief isn’t built overnight—and it’s seldom built by accident.
In his conversation with host Amanda Shuman, Jamie shared a notable case study from his 14-year partnership with Motorcar Parts of America (MPA), one of the largest auto parts manufacturers in the country. Through strategic branding, primarily not advertising or sales tactics, MPA’s stock price saw a significant increase. However, years later, the price dropped again, reflecting shifts in strategy and leadership.
Branding in Transition: The MPA Case Study
The relationship began in the late 1990s after a corporate scandal left MPA delisted from Nasdaq and struggling to rebuild trust. Jamie was introduced through a personal connection at a school fundraiser and soon began consulting the new CEO.
“It was about how we distance ourselves from the past and reinvent ourselves going forward,” he said.
The answer wasn’t a marketing campaign. It started with branding—specifically, the IDEA Method developed by Jamie’s team. The first step, “Ignite,” involved research, interviews, and analysis. “We aim to earn the right to speak on behalf of the brand,” he explained. Only after understanding the full picture did they move into visual identity and marketing.
Beyond the Logo: Subtle Changes, Notable Impact
One of Jamie’s first recommendations was a small but symbolic change—renaming the company from “Motorcar Parts and Accessories” to “Motorcar Parts of America.”
“We focused on a patriotic angle,” he said, pointing out the growing anti-China sentiment in the U.S. auto repair market at the time. Mechanics, in particular, had developed a notable preference for U.S.-made parts.
They also tweaked the MPA logo, keeping its recognizable red form but adding a blue outer keyline to reinforce the American brand story. “Small adjustments can make significant differences,” he emphasized.
The results appeared immediate and tangible. At the industry’s major trade show in Las Vegas, the new branding was launched with a revamped 100-foot booth. “Everybody was excited,” Jamie recalled. “Not only were the company employees excited, but the market responded positively to it.”
Why an Outside Branding Perspective Can Help
Reflecting on what changed at MPA after his team was no longer involved, Jamie said, “They started drinking their own Kool-Aid.” When MPA shifted to in-house marketing, they may have lost the objectivity that came from an external agency.
“I was the guy at the board meeting… the CEO says, ‘Here’s what I want to do,’ and all their executives are going, ‘Okay, okay.’ And I’m the one on the side going, ‘I don’t know that that’s the ideal approach.’”
He suggested that external partners can ask hard questions and push back—something internal teams might struggle to do freely.
Content, Culture, and the Heart of the Brand
For Jamie, branding isn’t just about market perception—it’s about internal culture. “We want people to feel connected and say, ‘I love MPA. I love working here. I love buying from MPA,’” he said.
One of his creative branding initiatives involved taking alternators—the auto part MPA manufactured—and powering a DJ booth at Coachella using bikes belted to those very alternators. “We did some innovative, very cool projects with them,” he said.
These activations weren’t directly tied to lead generation, but they appeared to play a valuable role in employee engagement and brand spirit. “I think of this as what we call corporate mysticism or spirituality,” he said, noting that energized teams tend to be more productive.
What Jamie Might Do If He Returned to MPA Today
Asked what he’d do differently if brought back to advise MPA, Jamie didn’t hesitate.
“I would go right back into those areas. It’s pretty simple. These are all matters of the heart,” he said. In his view, successful branding reconnects people with purpose. “It’s not just about making money. This is about having people feel good about themselves, about what they’re doing.”
That belief continues to guide his work with clients across industries—from auto parts and real estate to luxury haircare and aquaculture. As he told Shuman, “Branding has become more important because marketing has become more analytical. Branding has earned its own home.”
Published by Joseph T.
