Automotive Industry and Porsche Production Line

Demographic segmentation refers to segmenting a target market through population characteristics such as age, ethnic background, race, education, gender and income of a target market (Baack, Harris & Baack, 2013). This is important as it helps an organization to identify what markets to target and which new markets to venture into. The Jeep vehicle portfolio line includes the Jeep Wrangler, Grand Cherokee, Cherokee, Compass, Liberty, Patriot and Wrangler Unlimited and it has been established that some of the target demographics includes gender, education and

First, they have to do a crash test on the vehicle to determine the danger of the model and where the critical areas are located. Second, wait to see if there are any recalls that will be made on the model and then go back and improve them. Third, they have to pass the requirement list for having everything functioning and placed in the vehicle correctly. In contrast, the Ferrari is tested and crashed 3 times each time one is made to make sure the vehicle is safe to drive. In other hands, the porsche is only crash tested once and then is put out into the car market which is not as safe as the Ferrari. Later on, the Ferrari Industry discovered that their model had some recalls for trunk latches and the toyota airbag. To include, the porsche did not have any recalls but certainly did not get evaluated by the insurance institute for highway safety which is a really big

its brand to more quality-oriented and had adjusted model prices in the view of new

Arnold Communications undertook extensive market research in order to understand the modern VW buyer and their position in the industry. They set about collecting primary data through extensive interviews, visiting 95 of the top VW dealers and drving VX over 50,000 miles

The Volkswagen Group follows a cost leadership and differentiation strategy. The Volkswagen Group achieves low cost leadership by sharing automotive parts amongst its products and as well as sharing vehicle platforms amongst the other 12 brands under the Volkswagen Group, such as Audi, Bentley, Porsche and Volkswagen Passenger Cars. The Group improves product differentiation by focusing on the product quality improvement, innovation and sustainability. This differentiation strategy helps ensure that the customers are satisfied with the products, and that the customers will be willing to pay a premium for the product.

Dr.-Ing. h.c. F. Porsche AG, alias Porsche AG is a German automobile manufacturer specializing in high-performance sports cars, SUVs and sedans and the introduction of Boxter in 1996 created a lot of furore for the simple reason that this was the first time that the manufacture of the car would happen outside Germany and for the first time Porsche would be entering the fast growing sport-utility vehicle (SUV) market by 2002.

Manufacturing operations are crucial to our company. To be successful and satisfy consumers, Jaguar Land Rover must have an efficient line of production. The operations management team is primarily concerned with overseeing, designing, and controlling the process of the business operations in the production of our goods. While we have been prosperous in the past, it is critical that we change our production process from just-in-case manufacturing to just-in-time manufacturing. Not only will implementing this new practice allow us to maintain our success, it will also allow us to surpass it and achieve an entire new level of prosperity.

Toyota is currently the biggest car maker in the world. Toyota’s production model has been for long the envy of Detroit’s big three and the benchmark for the auto industry. The auto market in the US has showed signs of improvement, a sign of encouragement for the company (Toyota History: Corporate and Automotive, 2011). Toyota has invested billions of dollars to develop manufacturing capabilities and supplier networks to supply those markets. Toyota has many comparative advantages over it peers: a strong operational model that generates high margins; a strong global brand synonymous for quality and a

However in such a competitive market, their operations process design does not differentiate them from other car manufacturers. Their production line is designed in a very standard way for an automobile producer and does not contribute to differentiating

2) There are significant differences between the traditional Porsche customer and Cayenne and Panamera customers. The traditional Porsche customer is interested in exclusivity, in having a niche car, different than others. The Cayenne and Panamera customers are also interested in the utility of the car. In other words, they are interested in the storage capacity of the car and in the power of its engine. There are also financial differences between these types of customers. The traditional Porsche buyers have greater financial power in comparison with other buyers. This means that the Cayenne and Panamera customers' purchasing decision process is also based on the price of the car. Therefore,

Tesla’s competing in the entire automotive industry. The automotive industry is comprised of General Motors, Toyota, Ford, Fiat Chrysler, Hyundai-Kia, Honda, and several others in the industry. Tesla has carved out a unique niche in the electric vehicle segment of the industry achieving 4.5% of the automotive market.

How does porsche aline its product development with future customer wishes in the forecasted economic environment

Porsche is one of the most well-known brands in the world. In customers' minds, Porsche stands for exclusivity, class, and high quality. The company's marketing strategy is oriented towards identifying the needs and preferences of a small group of customers and on developing car models that satisfy these needs. However, Porsche was forced to introduce several models on the market that were not in accordance with what typical customers of the company usually prefer. These models refer to lower-priced cars, but also to high class SUVs like Cayenne and Panamera.

b) Volkswagen can be described as a truly home-region oriented company, given that the largest proportion of sales revenues is created in Europe (table 1). However, it nearly achieved to attain 20% of its sales revenues in another region, namely South America, pointing towards Volkswagen’s objectives of further expanding globally (Volkswagen AG 2013).

Volkswagen has set a bold goal of dethroning Toyota as the world’s largest auto maker. This goal includes significantly increasing the North American market share, as Volkswagen currently holds only 2.2 percent of the United States market. Volkswagen’s strategy includes cutting prices and tailoring its cars to better fit the American lifestyle and tastes. This includes increasing the size of its vehicles and modifying certain amenities, such as increasing the cup holder size to fit the larger sized beverages which Americans are known to drink. In order to become the world’s largest auto maker by 2018, Volkswagen’s management team has set a lofty goal of selling 800,000 vehicles per year