The traditional Porsche customer typically consists of a small group of financially successful and high achievers in their field of work. They see themselves apart from the real world, which inspires people to different levels (Kotler and Armstrong, 2012, pg 186). They are also achievers and is conscious of their status. The buyer of a Cayenne or a Panamera, on the other hand, is one that has moved into a new life stage that needs to haul more people and stuff but still maintains its exclusivity and still fit the achiever profile of a regular Porsche buyer. They are the same successful people who may have settled down to have a family and thus wanted to have a bigger car for their family without losing their sense of exclusivity. In the case of emerging market such as China, the Cayenne and Panamera customers consider the car to be stylish but who may also enable to make a quick getaway if necessary.
The concept from the chapter that explains why Porsche sold so many lower-priced models in the 1970s and 1980s is the concept of creating and capturing customer value. Its management thought that there were not enough buyers to keep the company afloat and begun to worry about the quirky nature of their traditional customs. So they created the entry-level Porsche 914 and 944 as lower-priced models. This strategy was an attempt to create more customers by offering value to them as explained in part 1 of the book. The management thought that by offering more value to the lower segment of the market, they would expand their customer base through scale and thus, keep the company afloat.Experience, however, has shown that this strategy backfired because it undermines the exclusivity appeal of the Porsche brand.Porsche’s brand appeal lies in its exclusivity. This however elicited a positive and negative attitude toward the brand by its customers.