Strategic Analysis Of The Porsche 911 In Australia

1. 325‐229 STRATEGIC MARKETING
Porsche 911
Strategic Assessment of the Australian Market
Assignment #1
Khai Hoong Leong (275059), James Andrew Davies (315694)
Maric Wai Chak Tam (324214), Yu Ling Chow (333694)
Tutorial Time: Thursday 10am ‐11am
Tutor: Ruth Borgobello
Word Count: 2176 words
Excluding Tables, Appendices, and Bibliography
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2. Executive Summary
Upon analysis of external industry factors and internal firm resources and capabilities, this report
finds that with a market attractiveness of 4.0 and a differential advantage of 4.0, the current
customer segment whom Porsche is positioning their 911 series of sports cars to should be
maintained whilst Porsche seeks new market segments to invest in to take over as their new
principle market.
It was also found that in keeping with Porsche’s core competencies and brand image, future
growth strategies should be based on expansion/ penetration into new customer markets with
their same product lines, instead of its current strategy of diversification where Porsche entered
the SUV and four door sedan markets.
Due to the nature of the product category and how only certain wealthy demographics could
afford or be interested in the Porsche 911, this report recommended serving the same market
demographics (i.e. same income level, same age, etc) but seek new segments to serve. i.e.
position the Porsche 911 to new segments with different needs.
With upcoming trends such as the Australian government imposing surcharges on all cars to
reduce Carbon Dioxide Emissions, and an upcoming cultural trend where demand for smaller,
distinct and unique and niftier cars is rising, it was suggested for Porsche to revitalize its brand:
I.e. win back old customers who own other brands of luxury sports cars but due to environmental
changes such as exorbitant maintenance costs are looking for smaller compact fuel efficient cars
that are much easier to handle (i.e. get them to switch back to Porsche 911).
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3. The benefits required by the recommended segment are more centered towards functional
attributes, such as faster maintenance service times and fuel efficiency. This is in contrast to the
current principle market, who emphasize more on symbolic and experiential benefits. Thus, it is
far more advisable for Porsche to target its 911 series at the new market instead, as the resources
and capabilities of the firm match the needs and wants of the customers which along with
environmental and regulatory trends, and the cost saving synergies developed via its
acquisition by Volkswagen, it would seem that Porsche is in a good position to develop a
sustainable competitive advantage in serving its new principle target segment. Indeed, a
potential value analysis of that segment yielded a high score of 5.5 out of seven.
However, with the new segment may come new competitors. The three major competitors in that
new market segment are, BMW M6, Aston Martin Vantage and Audi R8. Two of which, possess
competitive points of parity in terms of engineering expertise (the BMW and Audi) with the
Aston Martin far surpassing Porsche in terms of brand imagery and exclusivity. Analysis on how
exactly to deal with these competitors is beyond the scope of this report and requires further
research.
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4. Contents
Executive Summary ......................................................................................................................................2
1.0 Introduction............................................................................................................................................5
2.0 Selection of Future Markets: ..................................................................................................................5
3.0 Opportunities and Threats .....................................................................................................................7
4.0 Strengths and Weaknesses...................................................................................................................15
5.0 Strategic Objectives and Strategic Focus..............................................................................................19
6.0 Segmentation of Market.......................................................................................................................21
6.1 Benefits recognized by customers....................................................................................................22
6.2 Benefits unrecognized by customers................................................................................................23
7.0 Target Segments...................................................................................................................................24
8.0 Assessing Potential Value of Customers...............................................................................................24
8.1 Level of Strategic Fit: ........................................................................................................................24
9.0 Competitors Analysis ............................................................................................................................29
9.1 Competitors to 911...........................................................................................................................29
9.2 Identification & Prediction of Competitor Strategies .......................................................................32
10.0 Conclusion ..........................................................................................................................................34
Appendix: ...................................................................................................................................................35
Description of the Porsche 911:..............................................................................................................35
Bibliography................................................................................................................................................36
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5. 1.0 Introduction
Porsche’s famous 9111 is now approaching 46 years of age. Currently its long-time market
leadership in the Australian luxury sports car market is being threatened by increasing
competition, poor economic conditions and environmental concerns. Now is the time for Porsche
to assess the position of its flagship 911 series car in the premium sports car market, and
subsequently make a decision about their future direction.
This shall be achieved by conducting a quantitative SWOT analysis of both future and current
consumer segments to determine both currently and in three years time the most appropriate
strategic marketing objective and focus Porsche should pursue to maximise profit. This shall be
followed by a market segmentation analysis on the different segments within the current and
future consumers based on what benefits or needs are sought by the different segments. The aim
of this is to identify which segments Porsche should serve based on its resources and capabilities,
and more importantly analyse the competitors Porsche would face whilst serving those markets
along with the competitive strategies.
This report focuses on the immediate Australian market, and specifically, two customer
segments, the current principle segment, and a future segment recommended by this report. A
number of trends point to further decreases in the market, and hence this report will analyse
emerging trends with the final aim of making strategic recommendations for the 911 brand.
2.0 Selection of Future Markets:
To continue improving corporate value, Porsche must select the most attractive markets and
develop sustainable competitive advantages in each (Lukas, 2009). Porsche’s most valuable
1
Please refer to appendix for a short description of the Porsche 911 series of cars.
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6. marketing asset is their brand, which has provided them with a strategic position that
differentiates Porsche from other premium brands (Gruner, 2009). However, with the
introduction of Boxster, Cayman, Cayenne and now Panamera, Porsche have diluted their brand
in the eyes of consumers, eroding the points of differentiation created by their brand and
alienating customers of the flagship 911 (Madslien, 2004)
Thus, this report recommends that for its future strategies for growth, Porsche target new
“customer markets2” with its current product lines instead of expanding into new markets with
new products3. It is not recommended for Porsche to go into entirely new markets with entirely
new products (i.e. product markets), for example motorbikes or trucks4.
Thus, for Porsche’s future assessment for market options for “tomorrow’s business5”, they
should focus on new customer segments within their current market6. This is because customers
of Porsche, especially the 911 series are quite specialized: Due to its “hefty price tag”, the
number of consumers who can afford a Porsche 911 series car is quite limited. Coupled with the
fact that the differential advantage of a Porsche would be its excellent performance and handling,
buyers of the Porsche 911 car series would be immensely wealthy and are serious car enthusiasts
who possess an in-depth knowledge of sports cars.
2
adopting a market growth strategy
3
i.e. adopting a diversification growth strategy
4
This is because the core competency of Porsche lies in cars4. Any venture into whole new product categories
outside cars would involve significant investment, capital costs and risk, something a lean, cost-efficient company
like Porsche can ill-afford (Long, 2005)
5
i.e. the new markets Porsche should pursue in future in order to foster and sustain growth
6
Adopt a market penetration approach
6

7. Once a key driver of brand equity for Porsche, especially its 911 series, Porsche has somewhat
digressed from its image of small compact cars with superb handling, and are now focusing on a
carefree, relaxed driving experience, with the current principle consumers of the Porsche 911
series being wealthy 40 year old men who “enjoy the good things in life and seek to rediscover
their youth” (Whitwell et.al. 2003). Thus, to revitalize the Porsche brand, it is recommended
for Porsche to rediscover its old source of equity, i.e. it is recommended that a future consumer
market Porsche should target for its 911 series is: customers seeking exclusive luxury sports cars
that possess high performance, are smaller and easier to handle and most importantly of all
possess high fuel-efficiency7.
3.0 Opportunities and Threats
To determine whether Porsche should pursue the 911 in its current market or move to a different
market entirely, a SWOT analysis has been conducted on the market opportunities and threats
and the relative strengths and weaknesses of the 911. The analysis has first been conducted in the
present and then projected 3 years into the future
Throughout, a ranking scale of 1 to 7 was used, with 1 being the least favourable result and 7
representing the most favourable outcome. A brief report surmising the findings can be found at
the end of this section:
7
Fuel consumption is far more efficient, i.e. they can be driven for longer distances on a lower quantity of fuel.
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8. Table 1.0 Size of Market
Customer Segment Current Market Market 3 years from now
Current Customer Segments Although the premium sports car market Due to the poor economic outlook that will
is a small segment of the overall vehicle last for the next five years, low growth rates
Current Score: 5/7
market, there is ample opportunity for a will see the size of the current market to
Future Score: 5/7 market leader and high profit margins stagnate, i.e. the size of the current market
make the market attractive. will definitely not grow.
Demand is significant due to the However, with Porsche’s brand image of
premium image surrounding these performance, superb handling and
vehicles, and as long as there is wealth in engineering expertise, existing customers
society there will be demand for within the current principle market are set
premium vehicles that offer high to continue purchasing 911’s, and hence the
performance and status symbols. market is too well established to shrink.
Future Customer Segments Size of future market is currently low With high growth rates due to
due to benefits of the Porsche 911 not so environmental and regulatory factors
Current Score: 2/7
appealing yet. making the benefits of the 911 series more
Future Score: 5/7 evident8, with the right marketing
Hence the extremely low score of 2/7.
campaign, size of future market can be
induced to grow to significant levels, hence
the high score of 5/7.
Table 1.1 Growth of Market
Customer Segment Current Market Market 3 years from now
Current Customer Segments The premium sports car market had been In Europe and America, trends toward low-
increasing in size until the recent emission vehicles may limit growth, and
Current Score: 4/7
economic downturn, which shrunk the uncertain economic conditions cast doubt
Future Score: 2 /7 market in America and Europe but over sustained growth.
growth in Asian markets continued.
Overall, growth in Asian markets should
Porsche Australia recorded record sales
counter this, but the overall outlook is
but 911 sales shrunk to 507
negative and downward. “Porsche cannot
vehicles/year, down from 573
escape this downward trend” (Dr. Wendelin
(Porsche SE, 2008, p. 61).
Wiedeking, via. Porsche SE, 2008, p. 6)
Recent economic downturns have
Hence, the low score of 2/7
pointed to a serious slump in the
automotive sector (Porsche SE, 2008, p.
6). It is unlikely that the 911‘s market
will grow at present, and indeed any
growth that may occur would be
reparative. Hence the score of 4/7.
8
It has been predicted that due to changing lifestyles and attitudes, amongst Australian consumers a trend for
smaller, faster and more fuel- efficient cars will develop, which will be further complemented by the Federal
government’s push to implement a tax on carbon dioxide emissions on all cars (Blackburn, 2009). Thus, Porsche
and the 911 will stand to benefit with the right positioning and right marketing strategies.
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9. Future Customer Segments Similar to market size, growth of future Once again, with high growth rates due to
market is currently low due to benefits of regulatory and cultural factors, with
Current Score: 2/7
the Porsche 911 not being apparent yet. effective marketing Porsche will stand to
Future Score: 5/7 benefit, and the growth of future markets
Hence the extremely low score of 2/7 for
will accelerate in three years time.
growth of market.
Hence the high score of 5/7.
Table 1.2 Hostility of Competition
Customer Segment Current Market Market 3 years from now
Current Customer Segments From both consumer and producer No change. The competitive landscape is
perspectives, the market is highly unlikely to change significantly –
Current Score: 3/7
competitive, with brands competing competitors and intensity of rivalry are
Future Score: 3 /7 aggressively on all key features (except most likely to remain the same. This will be
price): covered in greater detail in the competitor’s
analysis section of this report.
• Numerous, equally balanced
competitors who target products Hence the score of 3/7.
directly against the 911
• New competitors have entered the
market within the last 3 years (Aston
Martin, Audi, Nissan)
• Slow industry growth, hence
manufacturers fight for market share
• Maximum 2.5-3 year product life
cycle (new challenges introduced
frequently)
However, there are many factors that
reduce the intensity of competition and
make the market survivable:
• Capacity is augmented in small
increments, limiting the effects of
hostile competition
• High differentiation amongst
offerings, making price premiums
justifiable
• Low exit barriers for producers,
making price wars unlikely
Hence the score of 3/7.
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10. Future Customer Segments Once more, hostility of competition As the benefits of a more compact and fuel-
would be high, as currently the future efficient car become prominent, Porsche
Current Score: 3/7
market would be more attracted to would be the obvious choice, leading to
Future Score: 6/7 different markets and be spoilt for very few substitutes for the 911.
choice.
Hence the high score of 6/7.
Hence the extremely low score of 3/7 for
growth of market.
Table 1.3 Threat of Substitutes
Customer Segment Current Market Market 3 years from now
Current Customer Segments By virtue of hostile competition, there No change. The market is highly
are a considerable number of substitutes competitive and social trends make it
Current Score: 4/7
that consumers might consider when attractive for some buyers to regularly
Future Score: 4 /7 evaluating premium sports cars: switch brands, but loyalty is unlikely to
decrease and hence some stability can be
• Aston Martin V8 Vantage
assumed.
• Audi R8
Hence the same score of 4/7.
• BMW M6
• Jaguar XKR
• Lamborghini Gallardo
• Maserati Granturismo
• Mercedes SL/CL
• Nissan GTR
• Porsche 911
Each are highly differential (largely
brand based) and many, if not all, will be
evaluated by potential buyers. However,
brand loyalty is high, and a large
segment of the market will never
consider alternatives. See the
Competitors section for more
information.
Future Customer Segments As mentioned earlier, future markets Similar to the other factors, as the benefits
would be more attracted to competitors of the Porsche 911 become more obvious
Current Score: 2/7
of Porsche, thus substitutability of and through the right marketing strategies,
Future Score: 5/7 Porsche would be very high substitutability of the Porsche 911 would
fall.
Hence the extremely low score of 2/7
Hence the high score of 5/7
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11. Table 1.4 Threat of New Entrants
Customer Segment Current Market Market 3 years from now
Current Customer Segments Despite a number of new entries in No change. It remains unlikely that new
recent years, entry to the market requires competitors will enter because most brands
Current Score: 6/7
substantial investment from an already are either already competing or are not
Future Score: 6 /7 established brand, and hence it is suitable competitors.
unlikely that new competitors will
Hence the similar score of 6
threaten Porsche’s 911:
• Large economies of scale are
required to compete in the required
price range at the required quality
level
• Product differentiation is largely
brand and history based
• Loyalty to the 911 is high, and
switching costs are high
• Distribution needs to be achieved on
a worldwide scale
There are a limited number of suitable
brands remaining who could pose a
challenge to the 911, hence the threat of
new entry is low.
Hence the high score of 6 out of 7.
Future Customer Segments Same reasons given above apply to score Same reasons given above apply to score
for future customer market. for future customer market.
Current Score: 6/7
Future Score: 6/7
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12. Table 1.5 Bargaining Power of Suppliers
Customer Segment Current Market Market 3 years from now
Current Customer Segments Although supplier products are vital to No change. Supplier power should see no
production, their transactional power change over time. Economic conditions
Current Score: 6/7
over Porsche is usually low: may force some suppliers to close but the
Future Score: 6 /7 effect of this should be minimal.
• A large number of suppliers exist
and compete on a worldwide basis Hence the similar score of 6
• Supplier products are (usually) not
highly differentiated
• Competition between suppliers is
high as a contract with Porsche/etc
represents a significant opportunity
• Switching costs between suppliers
are low
• Many components are produced by
their vehicle manufacturer
themselves
Hence the high score of 6 out of 7.
Future Customer Segments Same reasons given above apply to score Same reasons given above apply to score
for future customer market. for future customer market.
Current Score: 6/7
Future Score: 6/7
Table 1.6 Bargaining Power of Buyers
Customer Segment Current Market Market 3 years from now
Current Customer Segments Buyers have little transactional power over Buyer power may increase as social
Porsche: trends make purchasing high
Current Score: 6/7
performance vehicles seem
• Buyers are low volume (although
Future Score: 5 /7 irresponsible, hence allowing buyers to
repeat business is highly likely and
demand more environmentally
each transaction is highly profitable)
responsible features.
• Buyers face high switching costs, both
However, traditionally this market
financial and feature/capability based
segment has been protected from these
• Price sensitivity is usually low (within factors, and hence the effect in 3 years
a given range) and buyers are usually should be low (although it may
affluent. compound further into the future).
High substitutability is the only Hence the lower score of 5 out of 7.
empowering factor for buyers, who
otherwise have little power in the
transaction.
Hence the high score of 6 out of 7.
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13. Future Customer Segments Once more, benefits of Porsche 911 With changes in the regulatory and
currently is not so obvious to buyers in this socio-cultural environment in 3 years to
Current Score: 2/7
segment, therefore, bargaining power of come, therefore demand for Porsche will
Future Score: 5/7 buyers here is very high, thus the low score go up, leading to the lowering of
of 2/7. bargaining power of future consumers
by a large extent, hence the high score
for Porsche at 5/7.
Table 1.7 Cyclicality of Market
Customer Segment Current Market Market 3 years from now
Current Customer Segments Common perception is that the market is No change, since demand is still based
relatively stable throughout the year, but on a small seasonal variation.
Current Score: 6/7
traditionally the winter months are quieter
Hence the similar score of 6/7
Future Score: 6 /7 as the weather is not conducive to driving a
sports car.
Hence the score of 6/7
Future Customer Segments Please refer to the above Please refer to the above.
Current Score: 6/7
Future Score: 6/7
Table 1.8 Market Risks
Customer Segment Current Market Market 3 years from now
Current Customer Segments Trends toward low-emission vehicles and As time progresses it becomes more
uncertainty about the price and availability likely that social and economic factors
Current Score: 4/7
of oil cast doubt over the long-term will affect the sports car market, but the
Future Score: 3 /7 viability of combustion engines. At present premium niche again prevents it from
the market can be considered stable, but being completely eliminated.
not without risk.
Hence the lower score of 3.
Fortunately, the customer base for this
market negates these risks slightly (for
example, an individual who can afford a ¼
million dollar car is unlikely to be overly
sensitive to petrol prices or congestion
charges).
Hence the moderate score of 4/7
Future Customer Segments Please refer to the above as same reasons Please refer to the above as same reasons
apply apply.
Current Score: 4/7
Future Score: 3/7
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14. Table 1.9 Overall OT SCORE.
Overall OT SCORE for Current Overall OT SCORE for 3
Market (Present Opportunities and years later. (Future
Threats) Opportunities and threats)
Current Customer
4.89/7 4.00/7
Segment:
Future Customer
4.13 /7 5.67/7*
Segment:
*Indicates high profitability of serving future market in three years time due to strategic fit of changing
environmental and regulatory factors to Porsche’s strengths and weaknesses.
At present the market is highly attractive. The most attractive aspects of the sports cars market
include high profit margins, high transactional power for manufacturers and the relatively stable
conditions compared to other market segments. Hostile competition and relatively high
substitutability add some risk to the market, but overall there is ample opportunity to become a
market leader or find a highly profitable niche. Further, the behavioural nature of this market and
the high dependence on brand provides a level of security that cannot be found in lesser markets.
The main opportunities identified which would increase market attractiveness in three years
time are: An upcoming trend of consumers desiring smaller, more compact cars that are
exclusive and unique, as well as fuel efficiency due to changes in lifestyles and awareness
regarding environmental degradation. This is further complemented by the expected price hikes
in oil prices, and the likelihood of the Australian Government imposing taxes on all cars to
reduce Carbon Dioxide Emissions (Blackburn, 2009). Thus, this would help increase the
profitability of serving both current and future markets, seeing as the differential advantages of
Porsche lie with its fuel efficiency and distinctive small compact design.
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15. However, a singular most important threat would be how due to the global financial crisis, most
of Porsche’s direct competitors such as Jaguar are now focusing on cost cutting as well, which
may negate Porsche’s competitive advantage in lean production and make it harder for them to
compete (The Motor Report, 2009).
4.0 Strengths and Weaknesses
Table 2.0 Variable Costs Assessment.
Consumer Type: Current market Score for Variable Market Score for Variable Costs 3
Costs years in the Future
Current Consumers Variable costs would largely consist of the No change. It is feasible that variable
raw inputs involved in the production of costs may increase or decrease in the
Current score: 4/7
vehicles, such as materials and labour. It is future, however it is somewhat
Future Score: 4/7 difficult to know these costs, but it is fair to impossible to predict if or to what
assume that large-scale manufacturing degree. We can assume consistency, but
introduces significant economics of scale. Porsche need to follow trends and make
predictions of future costs.
For the 911, the use of high-tech materials and
lightweight composites would result in high
than average variable costs, and indeed
Porsche may be at liberty of the materials
market. However, the highly efficient
production methods and the fact that these
materials are shared across many Porsche
models should reduce this cost, and hence we
have assigned it an average of 4.
Future Consumers In terms of advertising and promotion, it As changing trends make the future
would take a lot of marketing promotions to consumer more susceptible to opening
Current score:2 /7
attract future consumers at this point of time. up their minds to the Porsche 911, i.e.
Future Score: 5/7 promotions would be far more effective
Hence it is ineffective to market to Future
at this point.
marketers at this point, thus the low score of a
2/7 Return on investment for advertising and
promotion would thus be far higher,
hence the high score of a 5
Table 2.1 : Fixed Costs Assessment
Consumer Type: Current market Score for Fixed Market Score for Fixed Costs 3
Costs years in the Future
Current Consumers In terms of fixed costs relative to current No change. With Porsche’s proposed
industry levels, the 911 can be produced merger with the Volkswagen Group
very efficiently. Production costs such as in 2011, it is in a prime position to
Current score: 6/7 labour, rent and other overheads, are access advanced technologies to
consistent and unchanging. achieve cost-cutting synergies due
Future Score: 6/7
to “joint purchase and logistics,
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16. This is because Porsche is currently one closer cooperation in financial
of the most efficient car manufacturers in services, joint development projects
the world, largely due to former CEO and the use of similar modules in
Wendelin Wiedeking’s implementation both groups” (Dinkloh, 2009).
of “lean thinking” throughout Porsche’s
This move may help nullify the cost
production chain (Legget, 2009), which
cutting measures taken by
has allowed them to reduce costs whilst
competitors, thus retaining Porsche’s
improving quality and features offered.
competitive advantage in lean
production costs.
Future Consumers Please refer to above as production costs Please refer to above as production
in terms of fixed costs are generally the costs in terms of fixed costs are
Current score: 6/7
same generally the same
Future Score: 6/7
Table 2.2 Differential Advantages Assessment.
Consumer Type: Current market Score for Market Score for Differential
Differential Advantages advantages 3 years in the
Future
Current Consumers The 911 has over 46 years of history and -1. In 3 years time the 911 should
has highly established competencies that remain highly differentiated as a
consumers are willing to pay a premium feature-based product, but the
Current score: 5/7 for: continuing expansion of the brand
may have negative effects on the
Future Score: 4/7 • Only rear-engined vehicle on the
desirability of Porsche products.
market
Porsche are highly unlikely to be
• Shape of 911 is unique has strong
viewed as a commodity brand, yet
associations with performance
compared to other brands that have
• ‘Porsche’ brand is synonymous with specialised exclusively their
high performance and engineering advantage will be lower
excellence
• Highest performance and best
i.e. Current consumers will feel less
handling vehicle in the segment
willing to pay a premium for the
• Reliable and versatile enough to be unique benefits offered by the
used as a day-to-day vehicle Porsche 911.
• Running costs are lower than some
competitors
• Multiple models in the range mean
there is a 911 ‘for every occasion’
and hence the 911 can ‘grow’ with
consumers
• Pedigree has accrued over 46 years
and the 911 is famous for its tradition
Despite these advantages, Porsche’s
differential advantage has declined
recently due to brand dilution. This is
due to the release of lower-market models
such as the Boxster and Cayenne, and
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17. hence the ‘Porsche’ name has lost its
exclusivity. Consumers are less willing to
pay a premium for a product that feels
common.
Finally, it must be said that every
competitor offers some form of
differentiation, and the market determines
which advantage are preferential to
customers at any time.
Future Consumers Currently, Porsche 911 has its own In three years time, when price hikes
unique advantages that set it apart from in oil prices occurs, and when the
competitors, and offers future consumers trend towards smaller niftier cars is
Current score: 4/7 a viable alternative choice to their top fully embedded in society, Porsche’s
preferential brand for luxury sports cars. differential advantages would be far
Future Score: 6/7
more relevant than before.
Hence, a modest score of 4/7 was
awarded for relevance of Porsche’s
differential advantages at this current
Thus, a higher score of 6/7 was
time
awarded due to increase in relevance
of Porsche 911’s strengths in light of
environmental changes, i.e. at this
point of time, consumers would be
far more willing to pay a price
premium for Porsche 911’s unique
and differential benefits.
Table 2.3 Overall Strength and Weaknesses Scores
Overall SW SCORE for Current Overall SW SCORE for 3
Market (Current Strengths and years later. (Future
Weaknesses) Strengths and Weaknesses)
Current Customer
5.00/7 4/79
Segment:
Future Customer
2.78/7 6.0/7*
Segment:
*Changes to the market place have made strengths of Porsche more relevant to future market
Overall, Porsche are strongly positioned to differentiate themselves and produce vehicles at a
profitable, competitive price. Synergies and technology sharing with the Volkswagen group
9
Indicates a Lower score- how strengths may becoming less relevant in serving current market due to expected
environmental features in the future.
17

18. allow efficient, cost-competitive production that should become more efficient over time, and
current assets help keep fixed costs down.
One major weakness at present is the dilution of brand image. Although Porsche was saved from
bankruptcy by the introduction of down-market models, their success has been self-sacrificing,
and the brand is no longer valued as highly. This reduces the premium consumers are willing to
pay for a Porsche product10, although the decrease is presently minimal and is largely supplanted
by high engineering competencies.
However, it is important to note that Porsche 911’s advantages in having a small, compact design
and having the most fuel-efficient car may have a distinct effect on future markets three years
from now, making their benefits more relevant in the future, and thus consumers would be more
willing to pay a premium for.
10
Indeed, it has caused some customers to move away from the brand into more ‘exclusive’ products.
18

19.
Position of Future
Customer Segment
5.0 Strategic Objectives and Strategic Focus
4.0
6.0
Divest/Grow Grow Grow/Enter
Opportunities and Threats
5.67
Harvest Maintain Grow
4.0
Divest Harvest Maintain
Strengths and Weaknesses
Position of Current
Customer Segment
Graph 1.1: Strategy Categorization Matrix for what Porsche should do to exploit opportunities three years
from now.
Based on the earlier findings on the market attractiveness of the Australian luxury high-
performance car industry and the differential advantages possessed by Porsche, this report
formulated a strategic categorisation matrix on what Porsche should do to exploit
opportunities available to them 3 years from now.
It would seem that the future market recommended by this report is not only attractive (5.67/7),
but with a differential advantage of 6.0/7 Porsche has the resources to develop a sustainable
19

20. competitive advantage in that market, once again justifying the pursuit of that market as a
viable “tomorrow’s business”.
With moderate scores of 4.0 in both market attractiveness and differential advantage, it would
seem that the current principle market of Porsche’s 911 series is not that attractive, neither does
Porsche has much of a sustainable competitive advantage in that market. Thus the moderate
scores validate continued harvesting of this market, but Porsche should start looking to new
markets for its 911 series.
It has thus been found that that the strategic objective Porsche should pursue with its current
principle market is one of Maintain11. However, for the recommended future market, the
objective is one of Growth12.
With regards to the current principle market, i.e. middle-aged sports car enthusiasts looking for a
relaxing carefree driving experience, with a strategic objective of maintain, Porsche should
pursue a productivity focus. It must be noted that Porsche is already pursuing a productivity
strategy of enhancing sales mix13, i.e. offering different versions of the 911 to different
segments of the target market at different price points according to specific needs14. However,
this can be further augmented by increasing price whilst offering the same benefits.
Due to a poor economic climate that will not see new buyers of Porsche cars emerge, and
because of their economic wealth typical buyers of 911 cars are unaffected by economic
11
i.e. leaving a business as is, without any investment of resource
12
I.e. investment of resources by the firm to expand the market/ industry sector
13
In fact Porsche is also pursuing a cost cutting strategy at the same time, i.e. achieving same number of sales with lower costs.
This was achieved via Former CEO Wiedelin Wiedeking’s implementation of “lean thinking”, i.e. highly efficient production
techniques and practices throughout Porsche’s production chain.
14
for example the 911 Turbo to racing enthusiasts and the 911 Carrera S to drivers looking for a care-free high
speed driving experience.
20

21. climate and view price as an indicator of quality, it makes sense for Porsche to increase price
whilst offering the same benefits. This is because a price increase (which must be within
Porsche’s product category price point) will not result in a fall in sales, and in fact will increase
the prestige of the 911 cars. Coupled with the fact this would increase profit margins, this is a
highly recommendable strategic focus to Porsche adopt.
With regards to the future customer market Porsche should pursue, i.e. luxury sports car
enthusiasts seeking a compact racing car that provides excellent handling and performance, with
a strategic objective of growth, Porsche should pursue a strategic focus of increasing sales
volume15, more specifically winning over competitor’s customers16. As mentioned earlier,
there is an increasing trend for smaller, more fuel efficient cars that “stand out from the crowd”
(Blackburn, 2009). Thus Porsche is in a prime position to win back previous customers who
switched to larger, traditional luxury sports cars but now want to switch back due to exorbitant
fuel and maintenance costs, along with competitor’s customers who simply are seeking to switch
to something easier to handle, and is easier and less costly to maintain.
6.0 Segmentation of Market
In order to serve consumer needs better than competitors, it is thus critical for Porsche to
understand the benefits required by their target markets. However, Porsche also needs to
understand descriptor variables, such as where those consumers are located and who they are in
order to adequately satisfy their needs. Therefore, a dual-approach segmentation analysis was
15
As the 911 series belong to the race car category, and due to the lack of racing venues in Australia, increasing usage rate is not
a viable sales volume strategy for Porsche’s Australian market
16
Converting non-users is also unviable, as due to the current economic climate new buyers of Porsche 911 cars are highly
unlikely to emerge. It must be noted however, that Porsche is utilizing the “enter new markets” strategy, which is demonstrated
through its foray into the SUV and 4-door Sedan markets.
21

22. conducted in order to better understand the target market segments Porsche should pursue for its
911 car series.
As previously discussed, due to the nature of the 911’s product category17 and the immense
financial costs associated with it, it is best to conduct a segmentation analysis based on descriptor
variables first, and then narrowing it down to specific benefits required. Generally, for both
current and future markets, consumers would be male, around 40-50 years of age, have
exceedingly high levels of disposable income18, and are luxury sports car enthusiasts.
6.1 Benefits recognised by customers
In terms of behavior variable segmentation, specifically benefits required, both current and future
segments require symbolic benefits19. However, the future market segment would place more
emphasis on functional benefits such as superb handling and fuel efficiency, whereas for the
current market segment, symbolic benefits are more important decision-making factors, for
example associated imagery with the 911 (wealth, success, carefree experience and the lack of
having to prove anything to anyone).
This report finds that the Porsche 911 meets the need of association with high-performance,
superb handling and fuel efficiency very well due to its excellent engineering expertise.
However, in terms of exclusivity, due to its foray into SUVs and 4-door sedans, this has
somewhat negated the negated the exclusiveness of the Porsche brand in general, and thus this is
a need Porsche fairs poorly in relation to its rivals. In terms of imagery, It would seem that
17
Exclusive luxury sports cars
18
Hence they would be able to afford the cost of a Porsche 911 series car, which starts at AUD$240,000 and can go
on to AUD$400,000
19
i.e. exclusive high-performance sports car with European heritage and a history of racing success
22

23. Porsche is rather unique, as their strategic market position occupies a niche segment which
differentiates them from their most direct competitors20, (Whitwell et.al., 2003). Therefore it
can be inferred Porsche satisfies the emotional needs of its consumers.
Most importantly of all, it would seem that one benefit required by all luxury sports car owners
which are equally unmet by every luxury sports brand is the provision of fast effective
maintenance services at a reasonable price. Currently, in the Australian market it is the dealers
whom the consumers purchase their sports cars from who control access to maintenance services,
allowing them to charge a price premium whenever customers require their car to be serviced. In
addition, maintenance times take a long time, leaving many customers frustrated. Thus, this
could be one avenue Porsche could look into to make their 911 series more attractive to
consumers.
6.2 Benefits unrecognised by customers
With increased awareness in global warming, and an overall push towards more eco-friendly
lifestyles amongst Australians in general, a benefit customers of both current and future markets
require which has yet to be recognized by them, would be perhaps the need for fewer carbon
dioxide emissions, perhaps even an electric 91121.
However, as can be seen from table 3.1 in the following section, the 911 series fairs poorly in
terms of carbon dioxide emissions relative to its closest rivals, and this might be an area of
20
i.e. Porsche possess a unique brand personality which sets it apart from its closest rivals and attracts their
current customers to them over the competition. This stems from its associations of being of a same pedigree as
Ferrari (high-performance and exclusivity), but with distinct characteristics such as youthfulness and carefree living.
21
. This is highly relevant, especially since as previously stated there is a significant possibility the Australian
Federal Government might be imposing carbon-dioxide emission surcharge on all cars (Blackburn, 2009).
23

24. improvement Porsche should consider in future. It must be also noted that currently, performance
of electric cars are quite poor, with low speeds and acceleration being achieved so far.
With its engineering capabilities, it is believed Porsche would be able to make an electric
Porsche 911 car a success. This is especially since Porsche is the only luxury sports car brand to
have successfully built their engine in the back of the car, something which used to be
considered physically impossible. Thus this demonstrates Porsche prowess in engineering, and
how a fully electric or hybrid 911 should be considered to meet the unrecognized benefits
required by consumers in future.
7.0 Target Segments
The market segment this report has chosen to target the 911 at are wealthy, 40+ males who are
seeking a high performance, small compact vehicle that is easy to handle with extremely high
levels fuel efficiency. Although the 911 is a good fit for many other segments (such as younger
males, and couples with young families), this is the segment most likely to consider the 911 for
its core competencies, rather than other augmented features. Hence, this is the segment where it
is most likely that Porsche will experience the highest loyalty and profitability, and sustain these
qualities into the future.
8.0 Assessing Potential Value of Customers
8.1 Level of Strategic Fit:
In terms of whether the current principle market is strategic, this report finds that the resources
and capabilities of Porsche do satisfy the requirements and needs of their current targeted
segment.
24

25. Table 3.2 Level of Strategic Fit:
From table 3.1, it can be observed that it has the second highest top speed, fastest
acceleration and second lowest CO2. In addition, it has a brand reputation for
Current Strategic Fit: excellent handling and product quality.
Therefore it can be observed the Porsche 911 has the engineering expertise and
Current Consumers : right brand associations to fulfill the performance requirements for current and
future markets.
6 /7
Therefore for both customer segments in terms of performance which is the
Future Consumers: benchmark, the 911 scores a 6/7 for strategic Fit.
6/7
Future Strategic Fit : Future Strategic fit for both groups also scores a high 6 out of 7.
Once again, Porsche’s proposed merger with Volkswagen, its access to valuable
Current Consumers :
distribution systems, production platforms and electronic databases would enable it
to continue to provide the same levels of engineering expertise as before, perhaps
6 /7 even better, with the expected increase in cost-saving synergies from the merger.
Future Consumers: Hence, Porsche would be even better equipped to deliver value to their target
consumers, and at lower cost. Thus Future strategic fit for both groups scores a 6/7
6/7
In terms of size and growth for both current and future markets, it has been found that for current
markets, size and growth are declining, whereas for future market it has the potential to increase.
Table 3.3 Level of Significance
As discussed previously, sales in the Australian market is declining which
reflects a decreasing number of 911 buyers amongst the current market (Porsche
Current Level of SE, 2008).
Significance: Growth of the market also seems to be falling due to brand dilution of the
Porsche parent brand as a result of the introduction of the Cayenne, Cayman and
Current Consumers : Panamera Series. Hence this demonstrates the falling significance of Porsche’s
current target segment and the importance of targeting other markets to foster
25

26. 4/7 growth.
Hence the overall score for Current consumer significance would be 4/7.
Future Consumers:
This is opposed to Future segments which scored a 3/7. Currently there is not
3/7 much incentive for consumers of other luxury brand to switch to Porsche( i.e.
current significance is not good)
In addition, in terms of size, the future market is rather limited, as once again,
due to the high cost and nature of the product, there are only a small number of
Luxury sports car buyers in the world let along Australia.
Future Level of Current market segments scored a low 3/7
Significance As the current principle market is focused more on exclusivity and symbolic
benefits, the push by the Porsche Parent brand to expand and further develop
Current Consumers : their SUV and 4 door sedan markets would negate the brand benefits desired by
this market. Hence attractiveness of the brand ( I.e., the favourability of the
3/7 brand image would decline, thus it is expected that size ( number of Porsche
buyers ) along with growth would decline in the future.
Future Consumers:
Although number of future customers are still rather limited, potential growth is
promising as there seems to be a trend for smaller, more compact size cars with
5/7
better handling but still with a certain degree of exclusiveness (Blackburn,
2009), thus there might be a high likelihood of customers from various segments
shifting to the future segment Porsche would be serving.
This would be further aggravated by the expected price hike in oil prices three
years down the road, along with the high potential of Carbon dioxide emission
taxes imposed by the Federal Government. Thus the fuel-efficiency of Porsche
would be highly attractive to the new market, increasing the significance of the
Porsche 911 benefits to consumers.
Despite the high substitutability of vehicles in the premium market, some consumers can be
extremely brand loyal and accept no substitutes. Some brands have cult followings for particular
models, or for the brand as a whole. These loyalties tend to brew in consumers from a young age
(‘hero’ cars plastered on bedroom walls), or they can manifest after a positive purchase
experience that leaves the buyer smitten for the brand.
26

27. 3.4 Degree of Loyalty.
Brand loyalty for Porsche is high but is exclusive to the 911
• Research in North America indicated that 41.6% of Porsche buyers were loyal
Current Degree of (defined as repeat buyers), and it is believed that this statistic can be generalised
Loyalty: to the Australian market. These loyalists will religiously buy a new 911 every
time Porsche releases one, regardless of their need or of any perceived difference
Current Consumers : • However, in stark contrast to the hardcore loyalists there are many buyers who
5/7 possess no or little loyalty to Porsche, and simply view the vehicles as a brand
purchase. Overall, Porsche have a significant set of ‘guaranteed’ customers, and
their quality has assured a significant amount will be retained in the future.
Future Consumers:
Hence generally loyalty for current consumers would be a 5/7. In terms of Future
3/7 consumers, loyalty has yet to be established due to a lack of relationships
existing between the segment and the firm, thus currently, loyalty to Porsche
would stand at 3/7.
Future Degree of Loyalty By nature, loyal consumers will not have their preferences changed by anything,
and hence there will still be a large cohort of future consumers who are loyal to
the 911. However, those who are only moderately loyal to the brand may find
Current Consumers : that the ongoing brand dilution attracts them away from Porsche, and hence over
4/7 time brand loyalty will gradually decline. Many consumers are loyal because
they grew up with the 911 (they are the same ‘age’ as the car), and as these
customers disappear the intensely loyal consumers may be few.
Future Consumers:
Hence future loyalty for current consumers will decline from 5/7 to 4/7.
5/7 However, assuming Porsche has established
dialogue with its future consumers via advertising, promotions, and marketing,
there should be seeds of relationship being planted. Thus in the long term, this
report finds that the future degree of loyalty of future consumers has the ability
to increase in future.
It has been found that in the current market, the current principle target segment is more
profitable to serve, whereas three years later, the future market would be more profitable to
serve.
27

28. Table 3.5 Degree of profitability
With its efficient production practices and distribution systems in place,
generally it would be profitable to serve both markets. However, currently there
Current Degree of is not as much incentive for future consumers to switch. Furthermore, as the
benefits of Porsche are not very appealing at this point of time therefore future
Profitability: consumers are unwilling to pay a premium for the benefits offered by the
Porsche 911. Hence current profitability of future consumers is low, i.e. (3/7).
Current Consumers :
This is in contrast to current consumers, who due to brand appeal and image,
4/7
along with functional benefits still have reason to continue purchasing 911 cars,
as reflected in the (although significantly lesser by 12%) level of sales compared
Future Consumers: to the previous financial year (Porsche SE, 2008). .
3/7 Hence the score moderate score of 4/7 for current profitability of current
consumers.
Future Degree of Once again, the acquisition of Porsche by Volkswagen has enabled created
access to huge cost-saving synergies through the sharing of distribution
Profitability:
platforms, technology etc.
Current Consumers : However, although the costs of serving Current consumers are the same. Due to
4/7 changes in environmental trends the benefits of Porsche’s 911 become more
relevant to the needs of future consumers. Thus advertising and promotions
would be more effective, and future consumers would be more willing to pay a
Future Consumers:
price premium for Porsche 911’s benefits.
6/7 Thus the score of Current Consumers remains the same (4/7), where as future
profitability of future consumers rises to 6/7
Table 3.6 Overall potential value
Overall Current Potential Overall Future Potential
Value Value
Current Customer
4.75/7 4/7
Segments
Future Customer
2.14/7 5.5/7
Segments
28

29.
After summing all the scores to determine the potential value of both customer segments, two
major findings have been discovered22: Although currently very low, potential value of future
segments seems to increase over time, hence justifying the pursuit of this market. Secondly, the
over-all future potential value of the current principle market is decreasing from its current
levels, which also justifies Porsche targeting a new segment for its 911 series over the long run.
9.0 Competitors Analysis
9.1 Competitors to 911
The 911’s competitors are defined by brand, price and performance merits, with direct23
competitors being most clearly defined by brand. Due to the large range of models in the 911
range (ranging in price from $220,000-$450,000), the 911 competes with some unexpected
outliers, such as the Nissan GT-R and Lamborghini Gallardo, which have very different brand
images.
This assessment is based on brand image as perceived by the consumer and the media, and hence
represents the evoked set a customer might evaluate.
22
i.e. future potential value is much higher than current potential value
23
Indirect or incipient competitors are of less concern to Porsche due to their high differential advantage. Further, there are such
a high number of direct competitors that Porsche needs to maintain their focus on immediate competition rather than obtuse
possibilities.
29

30. Brand/Model RRP (AUD) Differentiation Strategy Relative to Porsche
Porsche 911 $220,000 • Rear engined
• Available in Coupe, Cabriolet -$450,000 • Can be used as a day-to-day car
or Targa in Carrera, Carrera S, • High performance, little-compromise
GT or Turbo configuration.
Aston Martin V8 Vantage $260,000+ • Exclusivity and service
• Available in Coupe or • Higher brand value (‘Bond’)
Roadster • Style & luxury
• Targeted directly at the 911
Audi R8 $280,000+ • 4WD, V8 or V10
• Available in Coupe only • New entrant (innovator image)
• Targeted directly at the 911
BMW M6 $290,000+ • High-technology ‘M’ drive
• Available in Coupe or • Targeted at the 911 but a closer competitor
Convertible to Mercedes
Ferrari F430 $430,000+ • Higher brand value (synonymous with F1
Available in Coupe, Convertible and supercars)
or Scuderia • Exclusivity and service
• Usable as a track car
• Competes with the 911 Turbo but more
closely targeted to Lamborghini
Jaguar XKR $240,000+ • Luxurious
Available in Coupe or • Different brand image (‘royal’)
Convertible • Not targeted at the 911 (closer target to the
Aston Martin Vantage and Mercedes
CL/SL) but substitutable for some
customers
Lamborghini Gallardo $480,000+ • Higher brand value (synonymous with
Available in Coupe, Spyder or supercars)
Superleggera (lightweight) • Exclusivity and service
• Usable as a track car
• Competes with the 911 Turbo but targeted
at the Ferrari F430
Maserati Granturismo $300,000+ • Luxurious touring car
Available in Coupe, ‘S,’ and • Different brand image (Italian, passionate)
soon-to-be-released • Exclusivity and service
Convertible • Somewhat isolated and not targeted at the
911, but is a substitute for some customers
30

31. Mercedes-Benz CL $320,000+ • Discreet
Available in Coupe only • Luxurious
• Different brand image (wealth, luxury)
• Not targeted at the 911 but competes on
different merits
Mercedes SL $240,000+ • Discreet
Available in Convertible only • Luxurious
• Different brand image (wealth, luxury)
• Hard-top convertible
• Not targeted at the 911 but competes on
different merits
Nissan GTR $160,000+ • High performance for lower price
Available in Coupe only • ‘Godzilla’ fame/brand image
• Targeted directly at the 911 Turbo
Source: www.carsales.com.au
Due to differences in brand image, not all consumers will consider all of the above vehicles to be
the 911’s direct competitor. Rather, consumers’ choice depends on their own preferences for
brand, performance, exclusivity or price.
In most scenarios, the most direct substitutes are believed to be the Aston Martin V8 Vantage,
Audi R8 and BMW M6. These vehicles were all recently introduced as a direct competitor to the
911 and have gained significant share. Worldwide24 sales figures are shown below to give an
indication of the popularity of each.
Worldwide Sales in 2008 (Approx)
Aston Martin ~3,000
V8 Vantage Expected - actual results not available
(private company)
Audi R8 ~5,000/year
24
Unfortunately, yearly sales are not available on a per-market basis for all brands.
31

32. BMW M6 ~20,000/year
Across all 6-series models
Porsche 911 ~31,400/year
All 911 models
9.2 Identification & Prediction of Competitor Strategies
The Vantage, R8 and M6 are all new entrants to the premium sports car market, having been
introduced within the past 6 years. This ‘youthful’ perception has helped them gain market share
quickly, though this would not have been possible without the backing of an already high-profile
brand. Although these vehicles have been overtly pitched directly against the 911, their success
does not depend on the 911’s failure, and indeed there is room for them all to co-exist.
Aston Martin Vantage
Aston Martin is pursuing a differentiation strategy that focuses on higher brand values and
exclusivity. The Vantage does not match the 911 in performance (though it comes close), but
exceeds it for luxury, build quality and brand, which is known for characterful cars and the
‘Bond’ image. Loyalty to Aston Martin is intensely high.
Aston Martin is likely to improve the performance of the Vantage over time with the aim of
equalling the 911 on acceleration and lap times. However, it is obvious that Aston Martin, who
sell only 5000 cars each year, do not have the capacity to overtake Porsche’s 31,400 vehicles a
year. Indeed, this is a deliberate strategy, and as a private company Aston have remained
deliberately small to capitalise on brand differentiation.
32

33. Audi R8
Audi are also pursuing a differentiation strategy that focuses on performance and characteristics
not often seen in the segment. The R8 is the only vehicle to feature a V10 and four-wheel-drive,
hence making the driving experience significantly different to any others but a close match for
Porsche. Audi’s brand is known for build quality and reliability, and although loyalty is not high
they are highly regarded.
Ahead, Audi are likely to maintain similar specifications for the 911 but target it more intensely
at the 911 through aggressive promotions. Unlike Aston Martin, Audi have the capacity to
challenge the 911 in sales volume. However, Audi and Porsche are now both owned by the
Volkswagen Group, and it is uncertain whether intense competition between sibling brands will
be permitted.
BMW M6
BMW are pursuing a differentiation strategy that focuses on high technology and innovation.
Although the M6’s overall performance is less than the 911, it features advanced computer
management systems25 that are targeted at the innovator market. BMW are known for ‘driving
pleasure’ and high performance but like Porsche their brand has been diluted recently, and hence
loyalty is lower (although higher than Audi).
Forward, it is uncertain whether BMW will maintain or divest early, as the 6-series was
traditionally a limited-run vehicle. It is most likely that BMW will increase the performance and
25
Drivers have full control over engine output, throttle and transmission response and aggressiveness of ride.
33

34. try and target buyers below the price point of equivalent 911’s. BMW do have the capacity to
challenge the 911 on sales volume.
10.0 Conclusion
Excellence in marketing drives corporate value. In order for that to be achieved, marketers need
to drive firms towards the most attractive markets and develop a sustainable competitive
advantage within those markets (Lukas, 2009). This report assessed how the Porsche 911 series
of cars in the Australian Luxury Sports car market could not serve its current principle market
well enough to claim that it had a sustainable competitive advantage in that market, and thus
should investigate options for other markets which it could serve better in the long run.
In selecting a new segment for Porsche to target its 911 series of cars to, industry and
environmental factors were considered, such as socio-cultural trends and regulations that could
help the Porsche 911 make its benefits more appealing to customers. In addition, Porsche’s
internal resources and capabilities were also analyzed, and it was found that Porsche’s main
sustainable competitive advantage was its lean production techniques that were further enhanced
by cost-saving synergies from its acquisition by Volkswagen.
Thus, based on the above factors, it was found that 40 year Australian old men who were
wealthy, and desired small compact cars that were known for their excellence in engineering and
performance, were exclusive and unique, and had excellent fuel-efficiency capabilities was
suggested, as their benefits required were a match with the resources and capabilities of the
Porsche 911 series.
34

35. Appendix:
Description of the Porsche 911:
The 911 is currently a key player in the premium Australian sports car market, although some
models extend to the supercar market. The market is broad and covers a wide range of vehicles
and uses, and indeed the 911 is used as both a day-to-day car (911 Carrera/S) and a hard-edged
track car (911 Turbo). Over time, Porsche have added breadth to the 911 range by introducing
new models and variations of the original car, for example the 911 GT3 for hardcore racing
enthusiasts, and the 911 Carrera Cabriolet for drivers seeking a relaxed driving experience, in
order to target different market segments with different needs/ benefits required to grow their
market share and profits.
35

36. Bibliography
Audi AG (2009). 2008 Annual Report. Ingolstadt, Germany.
BBC NEWS. (2001, December 5). Porsche Sales Gears Up. Retrieved September 6, 2009 from BBC News:
http://news.bbc.co.uk/2/hi/business/1694076.stm
Blackburn, R. (2009, August 26). Are Luxury Small Cars a Rip‐Off. Retrieved September 6, 2009 from
Drive: FairFax Digital: http://blogs.drive.com.au/2009/08/are_luxury_small_cars_a_rip_of.html
BMW Group (2009). Quarterley Report to 30 Junes 2009. Munich, Germany.
Dinkloh, P. (2009, August 16). Porsche, VW may merge before 2011. Retrieved September 7, 2009 from
Reuters: http://www.reuters.com/article/innovationNews/idUSTRE57F16420090816
Long, B. (2005). Porsche 911: The Definitve History 1997 to 2004. Veloce Publishing Ltd: Doncaster,
England.
Madslien, J. (2004, May 26). Porsche Aims High in the U.K. Retrieved September 7, 2009 from BBC:
http://news.bbc.co.uk/2/hi/business/3749981.stm
Mayer, B. (2008, April 28). Porsche seeks Power in Audi Technology. European Automotive News , p. 3.
Pettendy, M. (2009, 08 26). VW to transform Porsche. GoAutoNews (497), p. 9.
Porsche SE. (2008). Annual Report 2007/8. Stuttgart: Porsche SE.
The Motor Report. (2009, July 20). Jaguar X‐Type destined for the Chopping Block. Retrieved Sepember
14, 2009 from TMR.com.au: http://www.themotorreport.com.au/37581/jaguar‐x‐type‐destined‐for‐the‐
chopping‐block/
Whitwell, G., Lukas, B. A., & Doyle, P. (2003). Marketing Management: A strategic valued‐based
approach. Milton, QLD: John Wiley & Sons.
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37.
Strategic assessment of the Porsche 911 Series In the Australian Market
[TAKE‐HOME ASSIGNEMENT NUMBER (#1)]
[FIRST TEAM MEMBER NAME] [STUDENT NUMBER]
Khai Hoong Leong 275059
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James Andrew Davies 315694
Maric Wai Chak Tam 324214
Chow Yu Ling 333694
MY TEAM MEMBER’S CONTRIBUTION:
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Chow Yu Ling 333694 100%
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REASONS FOR MY ASSESSMENT (IF LESS THAN 100%, PLEASE STATE EXPLICITLY):
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38. Strategic assessment of the Porsche 911 Series In the Australian Market
[TAKE‐HOME ASSIGNEMENT NUMBER (#1)]
[FIRST TEAM MEMBER NAME] [STUDENT NUMBER]
Maric Wai Chak Tam 324214
[SECOND TEAM MEMBER NAME] [STUDENT NUMBER]
Khai Hoong Leong 275059
James Andrew Davies 315694
Chow Yu Ling 333694
MY TEAM MEMBER’S CONTRIBUTION:
[OTHER TEAM MEMBER NAME] [STUDENT NUMBER]
Khai Hoong Leong 275059 100%
James Andrew Davies 315694 100%
Chow Yu Ling 333694 100%
[PLEASE ASSIGNE 0‐100%] [MY SIGNATURE] : Maric
38