Market study - International competitiveness: Porsche

Thèmes abordés

Market study, Porsche Automobile Holding, Ferdinand Porsche, sports car, sports utility, car market, car industry, international competitiveness, luxury market, Volkswagen Group, Ferrari, Aston Martin, Bentley, PESTEL analysis, value chain analysis, Porter's five forces, portfolio analysis, China, India

Résumé du document

Porsche sales profile over the years
- Porsche sales have been stable until 2009 when it drops to then reach its peak in 2011;
- In 2011, Porsche most sold model was Cayenne (about 60 thousand units), followed by Panamera (28 thousand units), 911 (18 thousand units) and Boxster and Cayman (11 thousand units).
- US is the country with more Porsche cars sold (~30 thousand units) being Cayenne the most sold car. Following the USA, it's China with 24 thousand cars sold with Cayenne still being the most sold model...

Future international market selection
To select the new car markets that Porsche wants to enter they focus their attention on the most attractive international markets using the % of millionaires and the population density has criteria.

Mission
To look ahead and become more efficient, by focusing on the development, production and sale of highly emotive premium sports cars that inspire our customers around the globe.

Extraits

[...] This deal result in the cover of all major market segments with a huge innovation potential. 2011: 10,9 million euros in sales Porsche Target Male, between the ages of 35 and 65 with high levels of education and nice jobs with an approximate annual income of 250 million US dollars. Porsche sales profile over the years Porsche sales have been stable until 2009 when it drops to then reach its peak in 2011; In 2011, Porsche most sold model was Cayenne (about 60 thousand units), followed by Panamera thousand units) thousand units) and Boxster and Cayman thousand units). [...]

[...] The markets that we recommend as future Porsche focus markets are China and India. China is a very attractive market for Porsche because it is the third country in the list with the highest number of millionaires and the country with the largest population in comparison with the others. Also, China's GDP has the highest growth which means that it is an attractive country to investors with a lot of money or just that people's incomes are increasing. China is already buying a lot of Porsche cars, however, the number of millionaires and people who can afford buying a Porsche can potentially increase. [...]

[...] World Economic Forum Competitiveness Rankings. [Online] Available at: http://reports.weforum.org/global-competitiveness-report-20152016/competitiveness-rankings/ [Accessed 8 November 2016]. World Justice Project Rule of Law Index 2016. [Online] Available at: http://data.worldjusticeproject.org/ Yale University Global Metric for the Environment, New Haven (Connecticut USA): World Economic Forum. [...]

[...] *This rank was defined using the pillar: Financial market development” Trustworthiness and confidence”) from the Global Competitiveness Index (World Economic Forum) Micro Analysis - Value chain analysis (Competitive Triangle Benchmarking) Primary Activities Local Industry 10) Well established, customers concerned by this proximity. Enhance customer enrichment. Inbound Logistics 10) Support Activities Exported Logistics & Firm 10) Huge production able to support main part of European production. Wide distribution Channel. Table 2 Porsche's Value chain analysis is weak / 5 is strong) Strong brand image. [...]

[...] Through the data provided in Table our hypothesis would be for Porsche to try to expand first to China, as it is the country with the largest GDP, largest GDP growth and highest number of millionaires, from the BRIC countries. Target customers and their needs What does Porsche offer? The firm offer sports cars, sports utility, and all-terrain vehicles. Segmentation The basic segmentation is basically males of their current sales) between 3546 years old with high education level and with incomes higher than $ USD annually. [...]