Lamborghini was founded in 1963 by Ferruccio Lamborghini to produce high-performance sports cars to compete with Ferrari. Notable early models included the Miura sports car of the 1960s. Lamborghini grew rapidly but faced financial troubles in the 1970s, changing ownership several times since. Today Lamborghini is known for extreme design and performance, targeting discerning customers. Key rivals include Ferrari, Aston Martin, and Porsche, with Lamborghini differentiating itself through precision engineering and provocative styling.

2. PRESENTED BY:
M.TALHA MUNIR
QAZI ATTA UR REHMAN
GHULAM MUHAIUDIN

3. HISTORY:
• Company was created in 1963 by Ferruccio
Lamborghini.
• There objective was to produce a refined touring car
to compete with the rivalry established company like
Ferrari.
• There first model was released in mid 1960 and were
noted for there power, refinement and comfort.
• Lamborghini gained wide acclaim in 1966 form
the Miura sports coupé company.
• Lamborghini grew rapidly during its first ten years.

4. VISION AND MOTTO:
“Lamborghini creates sports cars that are
unparalleled in terms of PERFORMANCE
and EXTREME DESIGN with a TOUCH OF
PROVOCATION for the DISCERNING
CUSTOMER who wishes to STAND OUT
wherever he goes.”
Always Different
Always
Lamborghini.

5. FACTS ABOUT LAMBORGHINI:
• LAMBORGHINI CARS WERE A RESULT OF A TRACTOR
COMPANY OWNER BEING INSULTED BY THE FOUNDER
OF FERRARI
• The creator of Lamborghini originally owned a tractor
company.
• Lamborghini produced tractors from surplus military
hardware. He decided to get into making cars as a result of
frustrations he had with a Ferrari he had purchased which
ultimately resulted in him being insulted by the founder of the
famed Ferrari brand car company.
• Having always been interested in car engines, during World
War II, Ferruccio Lamborghini served with the Air Force
mechanics corps and became known as a wizard at
mechanical improvisation and fixing engines.

6. PROBLEMS FACED BY
LAMBORGHINI:
• Lamborghini first faced was hit hard by the oil
embargo and by the crisis created by the worldwide
recession in 1973.
• Then Company was bankrupt in 1978 and was
placed in the receivership of brothers Jean-Claude
and Patrick Mimran in 1980.
• 1987-93: The Chrysler Era starts.
• 1994-98: Indonesian/Malaysian Ownership Period
begins.
• 1998 and Beyond: Germans in Charge.

7. Porter’s Five Forces:
• Intensity of existing rivalry: This is usually the most
important determination of competitive forces. It gauges the
level of competition between rivals that compete directly on
prices and quality.
• Threat of substitutes: The availability of substitute products
increases the chances that a business will lose customers;
thus, substitution risk lowers profitability.
• Threat of new competitors: New competitors are often
drawn to an industry because of the opportunity to make
profits. When new competitors enter markets, they become
rivals to existing market participants, which tends to lower the
profitability of all market participants. An increase in
competition lowers profits with all else staying the same.

8. • Bargaining power of suppliers :The more pressure
suppliers can exert on a company, the more bargaining
power they have over that company. Bargaining power
generally increases profitability for the party that exerts it.
• Bargaining power of customers: The more pressure
customers can exert on a company, the more bargaining
power they have over that company. Bargaining power
generally increases profitability for the party that exerts it.

9. TOP RIVALRY COMPETITERS:
• FERRARI
• ASTON MARTIN
• PORSCHE

10. FERRARI:
• The rivalry between Ferrari and Lamborghini is old, and both
companies are throne of the ultimate Italian exotic. While
Ferrari has had a historic association with motorsport,
Lamborghini has kept its involvement in racing to a minimum.
The typical Ferrari owner is an older, successful professional,
who has earned the right to own one.
• Unique sports car destined to represent the excellence of
Italian cars, whether on road, or on the racing circuit.

11. ASTON MARTIN:
• Aston Martin is a British motoring icon, one of few performance
marques that has managed to keep up with the times and stay
competent in the face of rising competition from mainland
Europe, America, and Japan. The involvement in motorsport
have helped the brand to grow.
• A strong, independent British brand which combines the three
elements of power, beauty and soul.

12. PORSCHE:
• The first Porsches evolved from the Volkswagen and this has
given the brand a sense of accessibility that many other high-
end sports car manufacturers lack. The brand is famed for
pushing the limits of engineering excellence and its active
involvement in motorsport.
• High performance vehicles with exceptional driving dynamics,
that also possess outstanding everyday practically.

13. COMPETITIVE STRATEGY:
• Performance of the company should be improved.
• Examine the likely effects of future changes within a
company.
• Departments are aligned and processes the
acquisition for there goal.
• Determine how best to implement a proposed
strategy.
• New products and model lines are introduced to the
brand's customer’s and brought to the market and
saw an increased productivity for the brand.
• Classic engineering and precision manufacturing.

14. SALE RESULTS:
• The most important markets in 2004 for
Lamborghini's sports cars are the U.S. (41%).
• Germany (13%)
• Great Britain (9%) and Japan (8%).
• Prior to the launch of the Gallardo in 2003,
Lamborghini produced approximately 400 vehicles
per year.
• In 2011 Lamborghini produced 1,711 vehicles.

15. SALE RATINGS:

16. 7 elements of company:
• Strategy: The plan devised to maintain and build competitive
advantage over the competition.
• Structure: The way the organization is structured and who
reports to whom.
• Systems: The daily activities and procedures that staff
members engage in to get the job done.
• Shared Values: These are the core values of the company
that are evidenced in the corporate culture and the general
work ethic.
• Style: The style of leadership adopted.
• Staff: The employees and their general capabilities.
• Skills: The actual skills and competencies of the employees
working for the company.

17. STRUCTURE OF COMPANY:
• The company has very strong value.
• Knowledge sharing and innovation.
• Together with the need to take into consideration the interests
of all legitimate stakeholders in company activities, strengthen
the importance of clearly defining the values and
responsibilities.
• Company recognizes, accepts, shares and undertakes,
contributing to build a way of doing business which is better
for all, collaborators, directors and stakeholder.
• The management supports it employees very much.
• They have a knowledge management system where best
talents are identified and encouraged.
• The company commits to offer equal working and promotion
opportunity to all staff.

18. SWOTANALYSIS:
STRENGTHS:
• It is specially famous for its exquisite design and its
irresistible looks worldwide.
• It is highly appreciated and demanded by superior rich and
famous people who desired to have a super sports car.

19. STRENGTHS:
• It has been known for superior handling & high speed
performance.
• Adds a value to your lifestyle and profile with utmost
satisfaction.
• Innovating new and exclusive designs/models in every 2
years with more high end concepts.
• Beast with a beauty.
• Established the standard of a mid-rear engine for sports cars
and super sports cars.
• Brand name.

20. WEAKNESS:
• Fuel consumption is too high.
• Maintenance charge is too high and specific repair regional
shops.
• Price is too high, and not affordable by everyone.
OPPERTUNITIES:
• To increase customer relations events & activities which will
showcase and enhance the ownership experience.
• To increase the global reach as currently it has been restricted
to a few regions.
• To do away with the regional quota system & sell on the basis
of demand, it was seen that when they launched their models
in India the demand was exceeded for supply.

21. THREATS:
• The threat is custom modifiers who have the
regional presence & ability to make a car to
exact taste of the buyer.
• Government policies against high fuel
consumption.
• Intense competition in the niche segment from
other premium brands.

22. More products:
• Lamborghini has been doing a lot to keep the company
standing out from the various competitors and with the
financial help of Audi they can do so.
• Lamborghini would want to show a little skill in the two-
wheel department as well.

23. BRAND merchandizing:
• Lamborghini licenses its brand to manufacturers
that produce a variety of Lamborghini-branded
consumer goods including scale models,
clothing, accessories, bags and electronics.

24. RECOMMENDATIONS AND PERSONAL
ANALYSIS:
• In my opinion the company should work on low
price and low oil consumption cars for lower
class.
• The company should create maintenance and
repairable shops in different zones.