Go Back   ManagementParadise.com Discussion Forums PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT > Marketing Management

Marketing Strategy of Automobili Lamborghini

Discuss Marketing Strategy of Automobili Lamborghini within the Marketing Management forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; ...



Thread Tools Display Modes
Marketing Strategy of Automobili Lamborghini
 (1 (permalink))
Anjali Khurana
anjalicutek is an unknown quantity at this point
Student of BBA at DAV College
Amritsar, Punjab
Management Paradise Guru
Institute: DAV College
Status: Offline
Posts: 2,223
Join Date: Nov 2010
Location: Amritsar, Punjab
Marketing Strategy of Automobili Lamborghini - December 11th, 2010

Automobili Lamborghini S.p.A., commonly referred to as Lamborghini (pronounced [lamborˈɡiːni] ( listen)), is an Italian automaker based in the small township of Sant'Agata Bolognese. The company was founded by manufacturing magnate Ferruccio Lamborghini in 1963, with the objective of producing a refined grand touring car to compete with established offerings from marques like Ferrari.

The company's first models were released in the mid-1960s, and were noted for their refinement, power, and comfort. Lamborghini gained wide acclaim in 1966 for the Miura sports coupé, which established mid-engine design as the standard layout for high-performance cars of the era. After a decade of rapid growth, hard times befell the company in the mid-1970s, as sales plunged in the wake of the 1973 world financial downturn and oil crisis. After going through bankruptcy and three changes in ownership, Lamborghini came under the corporate umbrella of the Chrysler Corporation in 1987. The American company failed to return the automaker to profitability and sold it to Indonesian interests in 1994. Lamborghini's lack of success continued through the 1990s, until the company was sold in 1998 to AUDI AG (Audi), a subsidiary of the Volkswagen Group, a German automotive concern. Audi's ownership marked the beginning of a period of stability and increased productivity for Lamborghini, with sales increasing nearly tenfold over the course of the 2000s, peaking in record sales in 2007 and 2008. The world financial crisis in the late 2000s saw Lamborghini's sales drop by nearly half by 2009, leading CEO Stephen Winkelmann to predict continued poor sales for supercar makers.

Assembly of Lamborghini cars continues to take place at the automaker's ancestral home in Sant'Agata Bolognese, where engine and automobile production lines run side-by-side at the company's single factory. Each year, the facility produces fewer than 3,000 examples of the two models offered for sale, the V10-powered Gallardo coupé and roadster. The flagship V12-powered Murciélago coupé and roadster were discontinued at the end of 2010, with a successor expected in 2011.

Wholly Owned Subsidiary of AUDI AG, a 99-Percent Owned Subsidiary of Volkswagen Aktiengesellschaft
Incorporated: 1963 as Automobili Lamborghini S.p.A.
Employees: 327
Sales: L 73 billion (1998 est.)
NAIC: 336111 Automobile Manufacturing; 333618 Other Engine Equipment Manufacturing; 551112 Offices of Other Holding Companies

Key Dates:

1963: The Automobili Lamborghini S.p.A. car factory begins operations.
1964: The first Lamborghini sports car, the 350 GT, is delivered.
1966: The 400 GT and the Miura P400 are introduced.
1968: The Islero 400 GT and the Espada make their debut.
1972: The Urraco P250 and the Jarama 400GTS (the last front-engined Lamborghini) are introduced.
1974: The Countach LP400 goes into production; Ferruccio Lamborghini sells his remaining 49 percent stake in the company and retires to his estate; the company he founded soon falls into bankruptcy.
1976: The Silhouette is introduced.
1980: The Bologna Court sells the firm to the Mimram brothers.
1982: The Countach LP500S and the Jalpa make their debuts.
1987: Chrysler Corporation purchases Automobili Lamborghini.
1988: The Countach is taken out of production, after 25 years of manufacturing.
1990: The Diablo, the world's fastest production car, is first produced.
1994: Chrysler sells Lamborghini to MegaTech, which is controlled by Indonesian conglomerate SEDTCO.
1995: Ownership of Lamborghini is restructured: Indonesia company V'Power Corp. holds 60 percent interest, MyCom Bhd., a Malaysian company, owns 40 percent.
1996: Vittorio Di Capua becomes president and CEO and initiates a major cost-cutting and restructuring program.
1998: Volkswagen, through its AUDI AG subsidiary, acquires Lamborghini.
1999: Company is restructured into a holding company, Automobili Lamborghini Holding S.p.A., with Automobili Lamborghini S.p.A. an auto making subsidiary; Di Capua resigns as head of the company and is replaced by Giuseppe Greco.

Company History:

Automobili Lamborghini Holding S.p.A. is one of the world's most renowned manufacturers of high-performance sports cars. The company sells fewer than 300 cars in a given year (more than 100 of them in the United States, its largest market), but the hefty price tags--upwards of US$300,000, for example, for the limited edition Diablo GT--make up for small volume. Lamborghini has had a troubled history featuring a revolving door of owners, including Chrysler Corporation, an Indonesian consortium of investors, and, starting in 1998, AUDI AG, which is itself owned by Volkswagen Aktiengesellschaft. Under its German owners, the company was restructured into a holding company with three separately operated companies: Automobili Lamborghini S.p.A., manufacturer of cars; Motori Marini Lamborghini S.p.A., maker of marine engines; and Automobili Lamborghini Artimarca S.p.A., a licensing and merchandising arm.

Ferruccio Lamborghini's Road to Car Making

The founder of Automobili Lamborghini, Ferruccio Lamborghini, was born in 1916 in the village of Renazzo, near Bologna. As a boy he was fascinated by the mechanics of revolutionary machines such as the automobile and airplane. As soon as he could, he went to Bologna, and he completed studies in mechanics just before the start of World War II. During the war he worked as a supervisor of the Italian Army's vehicle maintenance unit in Rodi, Greece.

Lamborghini's experience in the motor pool prepared him to assume the role of entrepreneur when he returned to Italy after the war. He immediately purchased old military vehicles and collected abandoned German tanks in order to reconfigure them and produce tractors, equipment that was essential for Italy to rebuild itself after the destruction caused by the war. The young businessman was so successful with this enterprise that he purchased a large factory and workshop in Centro during the early part of 1948.

During the 1950s, Lamborghini focused on his tractor business. Sales expanded rapidly, not only in Italy, but soon in other war-ravaged European countries. As revenues increased, he traveled to the United States to acquire technology for the manufacture of heating systems, air conditioners, and automobile parts. During the late 1950s, one of the company's most innovative products was an air-cooled automobile engine. The company's financial stability provided Lamborghini with the opportunity to pursue one of his lifelong ambitions: the manufacture of helicopters. Unfortunately, the Italian government refused to grant him a license.

A well-circulated tale describes the genesis of Lamborghini's sports car company during the early 1960s: As he grew more interested in automobiles, Lamborghini purchased a Ferrari, one of the most prestigious, high-performance sports cars in the world. One day, while taking a pleasure drive, he noticed a sound in the front of his car and discovered a faulty part. He drove the car to Modena, the headquarters of Ferrari, and asked them to repair or replace the faulty part. He was kept waiting for such a long time that he finally demanded to see Enzo Ferrari, the founder. Ferrari, already a great man in the international race car circuit, also kept Lamborghini waiting. Angry and frustrated with the way he had been treated, Lamborghini decided to establish his own high-performance sports car company.

1963-72: Successful Early Years

Situated in Sant'Agata, near Bologna, the Automobili Lamborghini S.p.A. car factory began operations in 1963. Lamborghini hired a brilliant automotive engineer by the name of Paolo Stanzani and asked him to establish one of the most technologically advanced car-making facilities in the world. The first Lamborghini sports car was delivered in 1964 and created a sensation in automotive circles. The 350 GT, an aerodynamic sports car with a four-cam V12, five-speed transmission, four-wheel disk brakes, and four-wheel independent suspension, was soon competing for customers that had previously purchased such high-performance cars as Porsche and Jaguar. Especially gratifying to Lamborghini was the fact that his cars were as well received by automobile critics as Enzo Ferrari's.

In 1966 the company produced the 400 GT, while at the same time building its own transmissions. During the same year, Automobili Lamborghini produced the Miura P400, which created a buzz in the crowd during the Geneva Motorshow due to its compact 3929 cc transverse V12 powertrain and bare chassis. In 1968 the Islero 400 GT was introduced, featuring a luxury interior, four-wheel independent suspension, disc brakes, and an all-aluminum quad cam V12 engine. Also in 1968, Lamborghini produced the Espada, a four-seater engineered with a one-piece, solid steel body. Within a short time, the Espada became one of the most popular of all the Lamborghini models, and sales of the model remained brisk for years. The company was now known around the world for its sleek, low-slung sports cars, and sold models to celebrities including Grace Kelly and Frank Sinatra, who ordered a custom-made Lamborghini and requested that the interior decoration include genuine leopard skin.

From 1970 to 1972 the company was at the height of its success. A new version of the Miura P400, the Miura P400 SV, was introduced in 1971 and featured a completely redesigned suspension system and leather interior. Another new prototype, the Countach LP500, had its debut at that year's Geneva Motor Show. The design included a handmade aluminum body, aerodynamic contours for high-speed performance, and a dramatic new 'wedge' look. In 1972 the company introduced the Urraco P250 at the Turin Motor Show, and later introduced the Jarama 400GTS. With a unique hood scoop, five bolt wheels, and significantly increased horse power, the Jarama was the last Lamborghini sports car to exhibit a front engine. With such new and exciting models, the company seemed destined for even greater financial rewards and international recognition.

1973-87: Fall into and Recovery from Bankruptcy

Unfortunately, the year 1973 was a turning point for the company. Automobili Lamborghini was hit hard by the oil embargo and by the crisis created by the worldwide recession. The market for high-speed, gas-guzzling sports cars suddenly dried up, and the firm was confronted with rapidly decreasing sales. Disappointed, Ferruccio Lamborghini decided to sell his shares of the company and retire to a 740-acre estate on Lake Trasimeno; in 1974 he sold his remaining 49 percent stake to René Leimer, a friend of the man who earlier in the decade had purchased a 51 percent stake, Swiss businessman Georges-Henri Rossetti. Lamborghini Automobili was controlled by the government for a short time, then suffered the indignity of compulsory liquidation.

Yet, due to the determination of the remaining employees, the company continued to manufacture sport cars. In 1974 the Countach LP400 went into production with a 3.9 liter V12 engine and a tubular chassis. In 1975 the Urraco 300 was manufactured and, one year later, the Silhouette was introduced at the Geneva Motor Show. In 1977, in an attempt to revive the company's profitability, production of off-road vehicles for the military was initiated. However, the design of the prototype vehicle was altered when management discovered that the general public was more interested in purchasing the models than was the military.

Despite the seemingly fast-paced production schedule, the company's fate remained uncertain throughout the decade. In 1980 the Bologna Court sold the firm to the Mimram brothers, young and famous entrepreneurs in the food industry who had a passion for sleek sports cars. They immediately started a comprehensive restructuring program, including the infusion of large amounts of capital to rehabilitate the dilapidated manufacturing facilities in Sant'Agata, and then initiated a worldwide search for highly qualified automotive engineers and designers.

Results from the investment made by the Mimram brothers began to pay off immediately. In 1982 the Countach LP500S was introduced with a new 5-liter, 375-horsepower engine. A brand new model, the Jalpa, was also introduced during the same year. The Jalpa, a two seater, included a 5-speed transmission and a new transverse-mounted V8 engine. In 1985 the Countach underwent its third major redesign and was renamed the LP500S QV. Unfortunately, the rapid production pace did not generate increased income, and the Mimram brothers soon realized that the amount required for capital expenditure was beyond the financial means of individual investors such as themselves. Looking for an experienced and financially stable partner, they met with representatives of Chrysler Corporation.

1987-93: The Chrysler Era

Chrysler Corporation was attractive to Lamborghini due to the company's committed management, its ability to introduce new models in a relatively short time and, of course, the mystique of the Lamborghini sports car. Chrysler paid approximately US$25 million for Automobili Lamborghini and took control of the company in April 1987. Chrysler management immediately poured US$50 million worth of capital into the Italian automobile manufacturer, primarily to increase production and to expand into the United States.

Under Chrysler management, the most popular and successful of all Lamborghini models, the Countach, went out of production in 1988 after 25 years and a total output of 1,997. The Countach was replaced by the Diablo, the fastest car in the world made on a production line (202 m.p.h.), at a base price of US$239,000. In 1990, sales of the car were so brisk that Lamborghini showed a profit of US$15,000. During this same time, Chrysler established a United States branch to sell Lamborghini's new models. Chrysler developed Lamborghini's U.S. network from a disorganized and loosely connected jumble of private distributors into a highly efficient franchise with support services such as maintenance and service agreements and spare parts distribution. Under Chrysler's direction, Lamborghini also began to manufacture marine engines for the offshore racing circuit. In addition, a new factory was opened in Modena, Italy, called Lamborghini Engineering, to design and produce Formula One racing cars. For its diligence, Chrysler saw Lamborghini production rise to 673 cars in 1991, and profits increase to US$1.32 million.

For all Chrysler's efforts, however, its success with Lamborghini was brief. By 1992 production had dropped to 166 cars, and the company lost nearly US$19.3 million. Sales had dropped precipitously, in spite of an expanding franchise network in the United States. Americans just were not buying the US$239,000 Diablo, so plans were initiated to develop an exotic car with a price of US$100,000, a range more accessible to American sports car enthusiasts. Yet development of the car lagged, and Chrysler became more and more frustrated with the difficulties involving Lamborghini production methods. Total production for the company amounted to just 215 cars in 1993, a figure that did not satisfy the executives at Chrysler who were used to high-volume car production. As a result, Chrysler began to look for an investor to take Automobili Lamborghini off its hands.

1994-98: Indonesian/Malaysian Ownership Period

In late 1993, Chrysler reached an agreement with MegaTech, Ltd. to sell Lamborghini for approximately US$40 million. MegaTech was a holding company registered in Bermuda and wholly owned by SEDTCO Pty., a large Indonesian conglomerate. SEDTCO, headed by Setiawan Djody and Tommy Suharto, the son of the premier of Indonesia, had extensive worldwide holdings in mining, manufacturing, and shipping. The agreement, which was consummated in February 1994, included the sale of Automobili Lamborghini in Sant'Agata, Lamborghini Engineering, the manufacturer of Formula 1 race cars, and Lamborghini USA. Djody owned a 35 percent stake in Vector Automotive Corporation, a manufacturer of sports cars with an average sticker price of US$450,000, and he thought Vector and Lamborghini might collaborate on the design and marketing of new models for the high-performance sports car market.

With Djody acting as chairman, the new owners hired Michael J. Kimberly as president and managing director of the company. Kimberly had worked with Jaguar and Lotus and finally as executive vice-president of General Motors in Malaysia before he was hired for the position at Lamborghini. Kimberly began a comprehensive analysis of the entire Lamborghini operation. He concluded that the company needed more than just one or two models to sell, and he began to make plans for the development of Lamborghini cars at a price accessible to the American car enthusiast. At the same time, he implemented a marketing strategy to raise awareness of the attractiveness and mystique of the Lamborghini sports car. By the beginning of 1995, sales of Lamborghini models had jumped 14 percent in the United States and 34 percent worldwide. During 1995 the ownership of Lamborghini was restructured. Suharto, through his company V'Power Corp., held a 60 percent interest, with the remaining 40 percent owned by MyCom Bhd., a Malaysian company controlled by Jeff Yap.

Despite the improved sales, the company continued to operate deeply in the red. Vittorio Di Capua was hired in November 1996 as president and CEO to attempt to turn Lamborghini around. Di Capua was a veteran of the car industry, having spent more than 40 years at Fiat S.p.A. The new CEO immediately launched a major cost-cutting and restructuring program. A number of executives and consultants were let go, and the production process was overhauled to achieve a 50 percent productivity gain. In 1996 Lamborghini would have had to have sold 450 Diablos just to break even (it sold only 211); the following year the break-even point had been cut to 196 units--209 Diablos were actually sold, resulting in a net US$120,000 profit, the first in years. Di Capua also worked to leverage the well-known Lamborghini brand and image by taking a more aggressive approach to merchandising and licensing deals. In addition, he moved forward with a US$100 million development budget for both a high-performance version of the Diablo, nicknamed the Super Diablo, and a smaller version dubbed the Baby Diablo.

1998 and Beyond: Germans in Charge

Di Capua's turnaround program set the stage--with the help of the Asian economic crisis that erupted in 1997--for another ownership change. The chairman of Volkswagen AG, Ferdinand Piëch, grandson of Volkswagen's founder, Ferdinand Porsche, decided to take his company upmarket through acquisitions. During a 1998 buying spree, Volkswagen acquired Lamborghini for about US$110 million. Lamborghini thereby became a subsidiary of Volkswagen's luxury car subsidiary, AUDI AG. Audi spokesman Juergen de Graeve told the Wall Street Journal that Lamborghini 'could strengthen Audi's sporty profile, and on the other hand Lamborghini could benefit from our technical expertise.' Lamborghini also needed a deeper pocketed owner if it was to successfully expand its line of products.

In the immediate aftermath of the acquisition, management changes and an organizational reorganization were the first orders of business. By early 1999 Lamborghini had been restructured into a holding company called Automobili Lamborghini Holding S.p.A., with Franz-Josef Paefgen, president of AUDI, as chairman. The holding company controlled three subsidiaries: Automobili Lamborghini S.p.A., handling the manufacture of cars; Motori Marini Lamborghini S.p.A., taking over marine engine production; and Automobili Lamborghini Artimarca S.p.A., which was responsible for licensing and merchandising. These separately run companies could now focus more completely on their specific duties. Di Capua initially headed Automobili Lamborghini S.p.A. but resigned in June 1999. Hired to take over was Giuseppe Greco, another automotive veteran with previous experience at Fiat, Alfa Romeo, and Ferrari. During 1999 Lamborghini increased its sales to 265 units, a 24 percent jump from the previous year. Helping to boost sales was the introduction of the US$308,000 Diablo GT, a high-performance version of the Diablo featuring a six-liter, 575-horsepower engine that translated into a top speed of 210 m.p.h.--said to make the car the fastest production model on the market. The GT was limited to a production of 80; as a limited edition, the GT was not exported to the United States because the low volume made it uneconomical to go through the process of gaining official emissions and crashworthiness approval.

In place at the turn of the millennium, with AUDI's support, was a five-year plan to relaunch Lamborghini. Through the year 2003 the company planned to spend US$161 million to overhaul its engineering and production facilities at Sant'Agata Bolognese. During that period two new models were to be developed: a successor to the Diablo, scheduled for introduction in late 2001, and the former Baby Diablo, now simply code-named L140. The latter was still expected to be positioned as a more affordable Lamborghini. By 2003 Lamborghini was aiming to produce 1,500 vehicles--two-thirds of them L140s and one-third the Diablo successor--which would represent an astounding leap forward and cap the German rescue of an Italian legend.

Principal Subsidiaries: Automobili Lamborghini S.p.A.; Motori Marini Lamborghini S.p.A.; Automobili Lamborghini Artimarca S.p.A.

Principal Competitors: Bayerische Motoren Werke AG; DaimlerChrysler AG; Ferrari S.p.A.; Fiat S.p.A.; Ford Motor Company; General Motors Corporation; Dr. Ing. h. c. F. Porsche AG.

Friends: (0)
Reply With Quote
Re: Marketing Strategy of Automobili Lamborghini
 (2 (permalink))
Business Education
Business-education is on a distinguished road
Student of BMM
Mumbai, Maharashtra
Management Paradise Guru
Status: Offline
Posts: 4,329
Join Date: Jun 2012
Location: Mumbai, Maharashtra
Re: Marketing Strategy of Automobili Lamborghini - May 29th, 2015

Hello Anjali, I would like to tell you with some facts about marketing. Marketing has the power to build brands and uplift the graph of the products. There are four factors that keenly used in Marketing is 4 P's Here they are given below.

4 P's of marketing

Friends: (0)
Reply With Quote


advertising strategy, brand promotion, case study, company analysis, company in us, distribution network, innovative marketing, market capitalization, market research, marketing, marketing in europe, marketing mix, marketing project, marketing strategy, marketing strategy of us, multinational corporation, new products, online productivity, pest analysis, product development, project analysis, public corporation, revenue stream, swot analysis, united states
Related to Marketing Strategy of Automobili Lamborghini

Similar Threads

Thread Thread Starter Forum Replies Last Post
Marketing Mix Strategy Sunanda K. Chavan Marketing Management ( RM , IM ) 1 November 1st, 2017 01:08 PM
Marketing Strategy of Advanced Marketing Services, Inc. Anjali Khurana Marketing Management 1 October 30th, 2017 02:31 PM
Marketing Strategy of AUO Anjali Khurana Marketing Management 1 October 24th, 2017 12:06 PM
MARKETING STRATEGY OF ITC Abhijeet S Marketing Management 1 June 27th, 2015 08:27 PM
Marketing Strategy: Developing a Website Marketing Plan rohit_pn Articles !! 5 August 24th, 2010 10:27 PM

Thread Tools
Display Modes

Posting Rules
You may not post new threads
You may not post replies
You may not post attachments
You may not edit your posts

BB code is On
Smilies are On
[IMG] code is On
HTML code is On
Trackbacks are On
Pingbacks are On
Refbacks are Off

ManagementParadise.com is not responsible for the views and opinion of the posters. The posters and only posters shall be liable for any copyright infringement.

Search Engine Optimization by vBSEO ©2011, Crawlability, Inc.