Andy Palmer CEO Aston Martin

Transcription

1 Andy Palmer CEO Aston Martin

2 The Reinvention of Aston Martin Dr. Andy Palmer Chief Executive Officer May

3 Reinvention of Aston Martin as a luxury Brand that makes automobiles Voted UK s coolest brand 5 times since 2006 (CoolBrands ) Reputation Products People Culture Image Our identity. Our passion. Power Beauty Soul 4

4 Luxury market growth is expected to continue; moving to BRIC markets Individuals (Millions) Global HNWI Growth (CapGemini Lorenz Curve Analysis) Location of HNWI Locations of HNWI (CapGemini Global Wealth Report Extrapolated) Locations of HNWI The population of HNWIs has the potential to double by 2050 Africa Latin America Asia-Pacific Middle AfricaEast Europe Latin America North Asia-Pacific America Middle East Europe North America Luxury Cars Market Trend ( B) (Bain & Co Global Luxury Goods Worldwide Market Study) % % % E Luxury car market projected to post solid growth, driven by high-end" segment and emerging markets - Especially Brazil, India, Middle East and China where luxury cars are still perceived as "social enablers" 360 customization trend: from product to services - Customers are choosing to customise their vehicles doubling or even tripling the basic price tag - Personalisation extended also to financing structure and after-sales services Super luxury SUVs as a new emerging segment in which several high-end carmakers will compete in the coming years Connectivity and ergonomics as "the two hot topics" in the industry 5

5 Our Second Century Plan is targeted towards ensuring our sustainability as a luxury business Second Century Plan Phase 1: Stabilisation Phase 2 Core Strengthening Phase 3 Portfolio Expansion Sustainable Luxury Business 6

6 Exclusive luxury cars will remain at our core; new luxury models will ensure sustainability Power Beauty Soul Sports Sedan Next generation of 4- door sports sedan to compete with Rolls- Royce / Bentley To be funded from future cash-flows Sports Cars Renewal of sports car range with iconic cars with unmistakable design and increased visual differentiation between products X-Over GT Athletic and dynamic GT with increased usability targeting female HNWIs 3-Pillar Portfolio Strategy 7

7 Aston Martin: A Sustainable Luxury Business HOSHIN KANRI (Policy Deployment) Inspiring Customer Focused Product Replacement of current product portfolio with new competitive luxury products focused on a diverse global customer base Strengthened Global Brand & Sales Power Power Beauty Soul will be recognised internationally as defining Aston Martin luxury; driving the business and global sales growth Leadership in Cost Control Enhanced Quality Sustainability depends on robust cost control, ensuring value add is in everything we do The foundation of being a great brand is in the quality of everything we do product quality, service excellence, customer experience Passionate and Professional People Financing & Funding The culture of the team that is the Aston Martin family employees, our dealers and brand partners defines Aston Martin Ensure delivery of the vision through funding activities, delivering sustainable positive cash flow after

8 Aston Martin and The Art of Living Exclusive yet visible Brand Exclusivity High-end dealer showrooms with equivalent luxury experience Money can t buy experiences Design leadership: assertive, distinctive style Product Desirability Sensory superiority: materials, craftsmanship & sound quality Competitive performance, technology and feature specification Bespoke products & personalisation via Q by Aston Martin An increase in Average Selling Price of 63% since 2007 Average Selling Price ( k/unit) Proven Pricing Power Ability of halo products to command ultra-high prices Strong second-hand values of halo products and classics %

9 Knowing Our Customers New Luxury Customers Cultivating Relationships Sophisticated engine supporting cultivation of long-term 1:1 relationships Salesforce engaged as our system partner Personal Experiences Exclusive Club Omotenashi: every encounter single and unique Anticipating needs; exceeding expectations Private club membership for VVIPs 10

10 Consistency: Luxury is now beyond the product 11

11 End-to-End Customisation: The luxury business versus the mass market LUXURY MARKET Detailed and bespoke product specification and ordering process Omotenashi ; there when you need; anticipate needs and wants Collections; caretaking for future generations; provenance Direct relationship with the company; access to the CEO Visit the factory/workshop; meet the craftsmen and women Surprise gifts, social events; previews and exclusive access Attractiveness of a compelling and relevant story MASS MARKET One Click to Buy Self-service; algorithmic purchase suggestions Disposable; always something new coming along; inbuilt obsolescence Out-sourced and off-shored customer call centres; online FAQs Made in [?]; automated mass production Loyalty schemes collecting points and coupons Same 12

12 Dealers remain essential interface with customers Network of 155 dealerships world-wide : Presence where the customers are, consistent experience Dealer network has expanded 2.5x since % of our dealer partners have been with us for over 20 years Our longest relationship extends almost 65 years Future: Dealer partners not only investing in facilities, but also service, personalisation and customer relationships 13

13 The Reinvention of Aston Martin Continue to position Aston Martin as a luxury brand that makes beautiful cars Ensure relevance for a new generation of HNW customers Satisfy demand for experiences as well as product wherever our customers are Our dealer partners remain an essential enabler to delivering end-to-end service excellence and personalisation 14