This project aimed at building up the business model canvas of Porsche. In particular the focus is about the market introduction of the new Porsche mission e.

2. Cheli Filippo
876241
Bijin Babu
876654
Baggio Michela
876690

3. Short history of Porsche
Ferdinand
Porsche founded
the company
1948
Ferry Porsche
launched the
Porsche 356
1964
Porsche 911
was
presented
1990
introduction of
the lean
manufacturing 2007
A revolutionary
model was launched:
Porsche Cayenne
2014
Porsche announced
several hybrid
models
1984
The company
goes public
1931

4. What Now?

5. Index
1. Questionnaire «1» - Electric cars'
market;
2. External analysis: Porter’s five forces;
3. Internal Analysis;
4. S.W.O.T;
5. Porsche Mission e;
6. Questionnaire «2» - Porsche’s
perception;
7. The business model;
8. Our proposal.

6. Questionnaire «1»: electric cars’ market
How many Km do you think
you can drive with a full
charge battery?
What do you think about EV cars'
performances?
What main advantage will you
look for if you choose an EV
car?

7. Porter’s Five Forces

8. New Entrants
1. Medium concentration with high attractiveness of this industry;
2. Incentives by governments to reduce the CO2 emissions;
3. Continuous innovations in battery technology;
4. EV cars are easier and cheaper to build compered to the gasoline-
powered ones.
1. Existence of strong brands (i.e. Tesla Motors);
2. Economies of scale are not so profitable yet. The cost for the battery of
an EV car is the 27% of the entire cost of the vehicle;
3. The existing partnerships between the electric cars’ makers might
discourage new entrants.

9. Hydrogen carsICEs cars Hybrid cars Solar cars
Substitutes

10. Real actors on the EV industry are not so
numerous until now.
There are no consistent exit barriers.
Nations around the world have plans to increase
considerably the number of electric cars in their
own country.
Internal Rivalry
The industry is still young but characterized
by a fast expansion of the market.
Medium
concentration

11. BARGAINING POWER OF BUYERS:
moderate
→ Direct consumers in the EV industry
generally less price sensitive.
→ Customers have growing
expectation about range and charge
time met today.
→ Through partnerships with new
entrants, incumbents are allowed to
share and increase their profit with
the earnings made by their buyers.
Bargaining Power
BARGAINING POWER OF SUPPLIERS:
high
→ Strong partnerships between automakers
and batteries manufacturers.
→ This young industry is creating some very
dominant suppliers.
→ To be more competitive, automakers have
to accelerate the process of innovation by
acquiring technology externally.
→ Possible increase in using some specific
resources . One of them is the lithium.

12. Internal Analysis

13. Internal Analysis – what is driving Porsche?
“If everyone drives a Porsche, it’s not a Porsche”.
lean organisation
innovative features
technologies difficult to imitate
exceptional styling
performances and prestige Luxury
Performances

14. S.W.O.T.

15. S.W.O.T.
• Global presence thanks to exportation
• Well performing brand & iconic design
• Already existing full portfolio of hybrid
cars
• High quality of products offered
• Waiting list & low volume production
• Specialized employees
• Huge investements requirement
• Very targeted customers
• New market segment focused on fully
electric cars (Environmental issues)
• Tax reduction for companies offering EV
• away the shame of dieselgate
• Many potential substitutes
• Competitors are expanding their
products’ gamma
• New disruptive technologies
Strenghts Weaknesses
ThreatsOpportunities

16. Porsche Mission e 16
“Efforts aimed at offering unmistakable emotional design with
excellent performance for the first Porsche four-seat battery
powered; this is the new Porsche Mission E.”
«Creating Tomorrow»

17. Questionnaire «2»: Porsche’s perception
How long do you think it will
take you to completely charge
the battery?
How important are extra services unique for the owners of electric
Porsches?
How important is it to stipulate directly with Porsche an
insurance for the battery?

18. The Product
→ 600 CV full electric engine (440 Kw);
→ From 0 to 100Km/h in less than 3,5 sec;
→ Energy recovery during braking.
The car
→ Full charge provides an autonomy of 500
km;
→ 80% charge in 15 min sufficient for 400 km
The battery
→ Digital key opens the car to the owner and
people authorized;
→ Eye Tracking System and instrumentation
eye commands;
The extras

19. Things are going to change…
Porsche is one of the few brands that has
already presented a prototype ready to be
produced: Mission e.
- Expected growth of EV industry -
The histogram shows the expected growth
of the industry: electric vehicles will be
35% of global new cars sales by 2040.
The global luxury marques are making plans
to compete more directly with Tesla
Motors.

20. 0
5
10
15
20
25
30
35
40
45
Price [10^4 $] Speed 0-60
mph [sec]
Autonomy
[10^2 km]
Charging time
[min]
Porsche Mission e Tesla model S Karma Revero
Direct Competitors

21. Switching Cost
Panamera S Panamera hybrid Mission e
Fuel
[€/10’000km]
9,4[L/100km]*1,6[€/L]*100[10^2 km] =
1504€
5,8[L/100km]*1,6[€/L]*100[10^2 km] =
928€
2,5[€/120km]*10000/120[120km] =
208€
Panamera S Panamera hybrid Mission e
Taxes ↑ ↓ ↓↓
Insurance * = ↑ ↑↑
Maintenance** ↑ ↓ ↓
(*) The insurance price of hybrid and EV vehicles is
higher due to:
→ Higher price of these cars;
→ The payout is higher when these cars are
stolen or damaged.
(**) The maintenance cost for gas vehicles is higher
because the check up for ICE’s car is more frequent.

22. Business Model

23. Business Model – company side
Key partners
Development of new core
technologies internally.
Ppartnerships to create a network
for charging its new all-electric
cars.
Key resources
Porsche will hire 1,400 new
people to complement its staff.
IT and electronics will account
the 30% of value added share in
future Porsche cars.
Cost
→ In the plant in Zuffenhausen;
→ In training people;
→ In new patents right;
→ In R&D;
→ In new investment ICT;
→ In marketing & promotion.
Key activities
Expansion of the plant in
Zuffenhausen.
Porsche has created its own
Digitalization Competence
Centre.

24. Business Model – customer side
Channel
Motorsport events to present
its new all-electric car,
available in 2020 in all its
centres around the world.
Value proposition
Customers will be able to drive a
incredibly powerful car with
amazing acceleration and to save
a lot on fuel cost.
Customer relationships
Personalized communications through a unique sales contact
operator for each customer.
Global Porsche CRM system to manage customer interactions
and data throughout the customer lifecycle.
Customer
Looks for luxury and high sport
performances;
Belongs to the middle-upper class;
Needs a very reliable product.
Revenue
Expected annual sales of about
20,000 € for the new all-electric
car, the Mission e.

25. Our proposal:
1.The purchase combination;
2.Porsche green network.

26. Customer property Porsche property Type of contract
Customer
Insurance
contract for the
car’s battery
Leasing contract
for the car’s
battery
Full leasing
contract
Purchase Combinations
Insurance
contract for the
car’s battery
Leasing contract
for the car’s
battery
Full leasing
contract

27. Porsche Green Network
1. The customer who shares its own recharge station
gets some Porsche coins;
2. The number of recharge station available increase;
3. The future extension of electric technology to other
Porsche models can rely on well structured
infrastructure;
4. The customers create a social-network based on
similar value and needs;
5. The company looks more closed to its clients.
Guest Host

28. Porsche Mission e 28
Thanks for your time…