Professional Documents
Culture Documents
Porsche Changes Tack: Dr. Wendelin Wiedeking, CEO, Porsche
Porsche Changes Tack: Dr. Wendelin Wiedeking, CEO, Porsche
Yes, of course we have heard of shareholder value. But that does not change the fact that we put customers first, then workers, then business partners, suppliers and dealers, and then shareholders.
Dr. Wendelin Wiedeking, CEO, Porsche
Porsches profitability has been extremely impressive over the past decade particularly for an automaker Porsche has followed a strategy with both the Boxster and the Cayenne which uses a combination of licensing, out-sourcing, and in-sourcing to leverage other peoples money As a result of its strategy, Porsche has enjoyed an industry leading return on invested capital (ROIC) But two major announcements in the summer and fall of 2005 seemingly indicate that Porsche is changing directions:
The Panamera will be manufactured in-house, with Porsches own money Porsche has invested 3 billion in taking a 20% interest in Volkswagen (Germany), one of the worst performing automakers in the world
1-2
1-3
1-4
911
Boxster
Cayenne
Note: Excludes sales of the discontinued 928 and 944/968 models in 1994-1996. These models totaled 1005 in 1995 and 104 in 1006. Copyright 2009 Pearson Prentice Hall. All rights reserved.
1-5
Porsche has continued to fight industry standards for reporting and disclosure
It has continued to report according to German accounting standards long after most other German companies, publicly traded companies, have moved to international standards It has continued to report only semi-annually, not quarterly, arguing that it does not see its business quarterly, and does not want to add to the short-term thinking common among equity investors in todays equity markets
1-6
ROIC =
Sales
X
Invested Capital
Operating Margin
Velocity
In both cases, bigger is better. The larger the operating margin and the greater the velocity, the greater the return on invested capital. Traditionally, most companies focus on the operating margin, often concluding they have little capability to alter their basic velocity value. Velocity itself will change only with changes in corporate strategy including licensing and out-sourcing at Porsche, or the growing influence of in-sourcing in other industries.
Copyright 2009 Pearson Prentice Hall. All rights reserved.
1-7
1-8
1-9
Porsches problem in recent years is that it has accumulated a very large cash balance. Cash is not free; it must be funded on the righthand-side of the balance sheet. If Porsche had dispensed the excess cash rather than retaining it, its invested capital base would not have grown, undermining its ROIC. Porsche has one other complicating factor: it possesses a large amount of non-interest bearing long-term liabilities, a feature of traditional German business practices.
Invested capital = Shareholders' equity + Interest bearing debt = 1,755 + 407 = 2,162 If netted for cash = 2,162 - 1,766 = 396
Porsche's Managerial Balance Sheet, 2004 Assets Cash NWC Net fixed assets Liabilities & Net Worth Interest bearing debt 2,106 Other liabilities 3,418 Shareholders' equity 2,323 7,847
Invested capital = Shareholders' equity + Interest bearing debt = 2,323 + 2,106 = 4,429 If netted for cash = 4,429 - 2,781 = 1,683
1-10
The investment of 3 billion in VW is to secure its on-going and future strategic partnership with VW VW is currently responsible for roughly 30% of Porsches automotive manufacturing and assembly
See a significant conflict of interest between Porsche and VW, including prioritization of VWs and Porsches portfolio evolution, as well as the competitive conflicts between Porsche and Audi of VW A conflict of interest by Ferdinand Pich, non-executive chairman of VW, and the grandson of the founder of Porsche and a major family member of the current owners and leaders of Porsche VW is one of the two biggest underperformers in the European auto industry at present, and is in need of a strong wage reduction and cost reduction initiative which is not consistent with Porsches track record of accommodation of wage demands by auto industry workers That Porsche could have obtained the continuing services of VW and VWs technical resources in a variety of much more cost-effective (and shareholder friendly) methods That the expenditure/investment of more than 3 billion was an enormous use of corporate financial resources which would have generated better returns by simply being returned to shareholders (which had been the hope of much of the marketplace in recent years) That this decision is largely motivated by the personal ambitions and preferences and self-interests of Ferdinand Pich, rather than indicative of any significant return to German solutions or German cronyism
In the end may sustain Porsches growth and profitability success story at the expense to non-family shareholders
1-11
1-12
1-13
1-14
Porsches announcement of its investment in VW was not well-received by the equity markets. As illustrated here, the downward spike just prior to 27.09.05 is the markets reaction to the announcement a one day loss of approximately 10% of its value which was then largely recovered, then lost again, in the following month.
Source: Porsche.com
Porsches share price performance over the 2004-2005 period, however, Recovered and was very good by all comparable measures.
Source: Porsche.com