Porsche

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

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