Whats the key to creating shareholder value so consistenly over the years, as Porsche has?
The key is to avoid a quarterly [earnings] orientation. Years ago we defined a clear strategic plan. You have to know where you want to be in five to eight years time, and you have to rethink the strategy every year. It’s hard work every day. That’s the key issue. You have to work hard and redefine the plan — and you have to execute. If the papers are saying we’re doing well because the Cayenne was selling while the sportscars were declining, it’s only a part of the story.Now we’re launching a new 911, and believe me, it’s going to sell. You have to manage your product cycles. You have to have tough goals. The only thing that counts is success and that you deliver what you promise.That’s what we have done.We delivered what we announced — that builds enormous trust in the market. Q: Porsche’s image as a maker of premium sports cars and the concept of a sport-utility vehicle are contradictory. Despite the risks to your brand identity, you decided to build a car that was far from Porsch
