INDIVIDUAL BUSINESS CASE STUDY

BENTLEY MOTORS LIMITED

Candidate Number: 12808

ME30068: Group Business and Design Project I

1
 WHAT? ‘To build a fast car, a good car, the best in it’s class’ – W.O. Bentley
A definitive luxury brand, Bentley Motors produces some of the world’s most 11
sort after luxury vehicles. A leader in luxury and class, the Bentley brand has
always maintained the vision of ‘creating exceptional cars for exceptional
customers’ [4].

Bentley cars are sold under two sub-divisions; classic Bentley cars and the
ultra-luxury Mulliner. The illustrious Mulliner badge represents 500 years of
coachbuilding history and expertise. The world’s oldest Coachbuilder is a core
Bentley headquarters,
aspect of defining Bentley Motors rich history and dominant place in the
Crewe
luxury automotive market [5].

McLaren
Automotive

Mulsanne Rolls-Royce Motor

Cars
2019 Centenary year – total years revenue > $2.1 billion [6]

Founded by W.O and H.M Bentley in 1919 in Cricklewood, London, the Bentley brand has gone through several ownership
changes in it’s history. Currently it is a subsidiary of the Volkswagen Group after being purchased by the group in 1998 from
previous owners Vickers [7]. Figure 1 displays the ownership of the Bentley brand in more detail.

Vickers plc buy Bentley in 1980 after VW inject £500 million into the firm, increasing
Rolls-Royce financial collapse. workforce numbers from 1,500 to over 4000 in 17 years.

Rolls-Royce buy Bentley Motors Ltd in 1930 during a VW Group purchase Bentley in 1998 for
period of extreme financial trouble for the brand £430million, outbidding BMW AG by £80 million.

1919 2020
Figure 1: A brief ownership history of the Bentley brand [7]

[9]

THE WORLD OF BENTLEY…

Bentley not only manufactures cars. It creates a community for the elite, for the exceptional, for those who want to reward
themselves [10]. Bentley motors grasp the hearts of all, from classic car aficionados to those who chase innovation and
technology. There are a huge variety of Bentley owners' clubs and enthusiasts' clubs. When you buy a Bentley, you are not just
purchasing a car, but you are buying a piece of the history; you are buying your part of the world of Bentley…

THE AUTOMOTIVE MANUFACTURER THE BRAND AND COMMUNITY

A brand constantly looking forwards,
A fully immersive 360 customer experience;
building extraordinary cars with only the
Motors Ownership financial services, clubs and associations,
finest of materials. To be driven by
network, mobile applications.
exceptional people.

B
Coach built ultra-personalised luxury;
Branded accessories and lifestyle products, to
making dreams become reality and Mulliner Accessories perfectly compliment the car.
bringing visions to life.

Ultra high-performance Motorsport based Events, factory visits, hotel suites,

on the most advanced Bentley road vehicles Motorsport Experiences extraordinary drives, pebble beach
developed; at the heart of Bentleys history. automotive week, Dubai flagship showroom
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 WHY? “Exceptional Cars for Exceptional Customers”
GLOBAL LUXURY AUTOMOTIVE MARKET
Many high-end automotive companies are not just considered automotive manufacturers but are considered luxury brands. In
2018, the global luxury automotive market was valued at $449.7 billion and is projected to reach upwards of $655.0 billion by
2027, exhibiting a CAGR of 9.3% during this forecast period [12]. This makes the luxury automotive segment one of the most
valuable luxury markets. In 2021 the global luxury car market is projected to reach a total revenue of $23,060 million [13].

$ 1.58 billion 2018 The luxury automotive market spans a vast price range
however, being subdivided into entry-level, mid-range and ultra
$ 2.1 billion 2019 high-end luxury. Bentley spans several sub-divisions, with their
standard models' pricing between £150,000 and £240,000 [14]
Record Year 2020 1919 - 2019 and their Mulliner models starting at £1 million + [15]. Bentley
primarily sits in the ultra-luxury segment, with immediate
Figure 2: The total sales revenue of Bentley in the last 3 years.
competitor brands being Rolls-Royce Motor Cars, McLaren,
Lamborghini and other Coachbuilders.

OPERATING MARKETS AND AUTOMOTIVE SEGMENTS

In 2020, Bentley set a record year for annual sales revenue [16]. Figure 3 shows sales by regional market in the 2018 and 2019
fiscal year [17]. The most significant operating region is Europe (including United Kingdom) followed by the Americas.

Red-flag market decline: Middle East

3500 Regional Bentley Motors Sales 2018 vs 2019
Bentley’s main competitor - Rolls-Royce
3000 Motor Cars - typically do very well in the
2018 2019 middle-eastern market [19].
2500

2000 In the 2019 to 2020 years, Bentley sales

in the Middle East declined by 14%.
1500 Comparatively, sales of Rolls-Royces
1000
increased by 29%.

500 As a regional market filled with wealth

and the ultra-rich, a decline in the
0
desirability of Bentley against Rolls-Royce
Americas Europe United China Asia Middle East
Kingdom may permanently remove Bentley from
the market – a potentially detrimental
Figure 3: Regional sales in the 2018 and 2019 fiscal years [17]. consequence.

Rise of the SUV…

Projections show that the luxury SUV 6000
Production Units of Popular Models 2018 vs 2019
segment is predicted to be the most
lucrative market segment by 2026 5000
[20].
>£133,650
4000
[21]
Most significant increase
– convertibles!
3000

2000
Bentleys SUV model has been very
competitive in this sector. 1000

Bentley sold over 20,000 Bentaygas’

between 2016-2020; equivalent to 0
13.7 cars per day [22]. Bentayga Continental Continental Mulsanne Flying Spur
Coupe Convertible

A significant cash-cow for Bentley. Figure 4: Sales by most popular Bentley model in 2018 and 2019 [18].

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 WHY? “Exceptional Cars for Exceptional Customers”
COMPETITORS IN THE ULTRA-LUXURY AND HIGH-END SECTORS

Ultra-Luxury brand personas…

Brands have different personas and so
occupy different niche’s of the market.

Businessman: Rolls-Royce Phantom

Young Hotel Heir: McLaren/Ferrari

With the ultra-wealthy typically

owning a collection of supercars,
Bentley is co-existing alongside it’s
competitors. Working to find it’s niche
model to occupy a space in the garage
£160K £300K £500K £1Mil + of dreams of the elite.
Figure 5: Bentley competitors [23]

Bentley is not only competing along with the ‘big 6’ ultra-luxury brands but with the entry-level Bentayga pried equal to the
range-topping Mercedes and Porsches (around £160,000 price point [24]) Bentley must remain competitive against these
disruptors. This is where the ‘brand’ comes into play. Why would a customer buy a low-end Bentley when they could have a
all bells-and-whistles Porsche for the same price? Because the brand influence and status that comes with the Bentley name
can be enough to tempt customers over. It is the prestige of the brand that has more influence than any technology could.

BENTLEY VS ROLLS-ROYCE… Bentleys’ cost between £78,000 to £123,000 less than their Rolls-Royce counterparts!
Bentleys most immediate competitor is Rolls-Royce Motor Cars (owned by BMW Group). Another quintessentially British
super-luxury automotive brand, with a classic British history, iconic British manufacturing site and German-owned modern
history, for the ultra-wealthy, these two brands often show-down to become the ultimate status symbol vehicle.

Table 1: Rolls-Royce Vs Bentley Standard Car Body Types [25]

SALES BOOSTING MODELS…
SUV Convertible Coupe Sedan Limousine
SUV’s are both key players in the product ranges.
Continental Continental Flying
Bentayga Mulsanne
GT CVB GT Spur

£150,000 £174,000 £160,000 £155,000 £240,000

Cullinan Dawn Wraith Ghost Phantom

26 £150,000 +
£264,000 +
£264,000 £282,000 £258,000 £233,000 £363,000 Rolls-Royce Cullinan Bentley Bentayga

MARKET ANALYSIS OF THE BRAND, NOT JUST THE CAR MANUFACTURER

Bentley is not only a car
manufacturer, but it is also a luxury
brand. For the ultra-wealthy, a
birthday present for a loved one
may be choosing between a
Bentley or a rare Hermes Birkin
bag. Bentley is not only competing
for the customer against
automotive brands but also the
wider luxury goods market. It is well
known that ultra-luxury carmakers
want to be luxury-goods firms [27].
Trends show that younger ultra-wealthy
Global Luxury Market Profit Share (Million $) customers – who account for around
Luxury Cars 40% of consumers – are looking
Personal Goods towards brands that operate sustainably
Hospitality
Fine Wines/Spirits and ethically [28]. Bentley has remained
Food/Dining competitive against its ‘brand name’
Housewares competitors by shifting focus to their
Art
Jets/Yachts ‘Beyond100’ strategy (focusing on
Cruises sustainable futures) and releasing their
EV concepts vehicles. This shows that
the brand is willing to adapt and change
Figure 6: Analysis of ultra-luxury market [29]
to remain relevant.

Average Bentley [30] Patek Phillipe [31] Hermes Birkin

< $ 180-240,000 Watch < $ 130,000 < $ 293,000

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 WHY? “Exceptional Cars for Exceptional Customers”
CUSTOMERS
A diverse clientele… Bentley customers are all unique but linked by two attributes – money and a desire for luxury performance.
The Bentley product line itself is very diverse. The classic and refined Mulsanne models portray ‘old money’ and ‘classic elegance’
to the newer continental GT and Bentayga models, which portray excellence and excitement. This brings a diverse clientele to
match. Nevertheless, there a critical psychometric segmentation attributes that link these customers together. This is not only
their wealth but their desire for the exceptional. Bentley is historically known for pushing the boundaries. Creating a sporty and
exciting edge. For being a bit ‘edgy’ and ‘flashy’ and ‘outlandish’ compared to its biggest rivals. A Bentley customer loves that
‘thrill streak’ and wants a car to match.
The average Bentley customer will have an average yearly income of between $ 0.9-2.4 MIL to afford an averagely priced Bentley…
38
FINANCIAL ANALYSIS OF CUSTOMERS

Average Bentley Price range: $180-240,000 [14].

Based on recommendations regarding the % of annual

income which should be spent on a new vehicle [32]:
Table 2: Shows the incomes required to purchase Bentleys.

% Of Annual Annual income

Investment Type
Income
Affordable/Simple
Safer/Reliable
One in a lifetime
Original Bond Car
(MIL$)
The average household disposable UK annual income in 2019
10% 1.8-2.4 was £29,600 ($41,900) [33]. Even for buying the Bentley as a
dream once in a lifetime investment purchase, the household
25% 0.9-1.2 income would have to be 8.5 – 11.5 times the average UK
income. This really shows how inaccessible the Bentley brand is
50% 0.36-0.48 to most people, defining it as an exclusive brand. Its customers
truly are the elite here, the ultra-wealthy.
34
PROFILE OF A ‘TYPICAL’ BENTLEY CUSTOMER – THE DEMOGRAPHIC
‘The Bentley Customers Garage’ Figure 7: Representation of a
(Imagined) ‘garage’ of a Bentley owner

Recreational High-profile
Daily Vehicle Business Trips
SUV events vehicle

Bentley Ferrari/McLaren Rolls-Royce

Mercedes CLS
Bentayga SUV Supercar Phantom
Celebrities 35 Co-Existing with competitors – not outcompeting, but staying competitive within their segment
(E.g: Robert Downey Jr)

CUSTOMER DESIRES (OLD AND NEW) AND EMERGING TRENDS

THE CLASSIC BENTLEY OWNER
▪ Refined statement of elegance
▪ Convenience and luxury focused
▪ Drive for exclusivity
▪ Want more value-for-money
▪ Want an more understated show
of wealth, less likely to customise
Old - money aesthetics
Its focus on Customisation enables
THE MODERN BENTLEY OWNER
Bentley to hit both the classic and
modern Bentley demographic. ▪ Daring, statement of Power
The ‘Bentley Studio’ launched in 2015,
and upgrades to the online ▪ Environmentally focused
configurator have driven the ▪ Drive for exclusivity
company’s ultimate form of vehicle
customisation [37]. ▪ Luxury and technology
▪ More likely to invest money for a
This allows each and every customer
to commission a custom-made Bentley bespoke vehicle
36 to match their personality. Modern, progressive aesthetics 36
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 HOW? “The Bentley brand is defined by exclusivity, elegance and power”.
Bentleys Initial Value Proposition was simply to create cars, which were more reliable and REVENUE STREAMS
faster than their competitors. However, as the market became more saturated, competitive
and technologically advanced, Bentley had to evolve its business model into not just
creating faster cars but more stylish and luxurious cars. At the peak of its centenary, Bentley
is adapting its business model to meet its clienteles' new requirements and demands. CAR SALES ACCESSORIES

BUSINESS MODEL: CUSTOMER – DRIVEN DISTRIBUTION/SALES CHANNELS

The Bentley Business Model has always been and remains a
customer centric operation. BEFORE [40] NOW [41]

‘Bentley has always had one clear aim, to create extraordinary

cars for extraordinary customers’ [39]
Linear Business Single Platform
As Bentley’s customer portfolio is more exclusive than many Relied on dealers and other Delivers straight to
luxury and other automotive brands, it is vital to continue networks (showroom customers – driven by
generating enough profit for a successful business, that Bentley is footfall) redefining digitalisation
always evolving to meet the values and desires of the customers. Comparison: Rolls-Royce Comparison: Tesla

CUSTOMER RELATIONSHIPS PARTNERSHIPS

Growing the Customer Portfolio Growing Customer Investment
Make the customer feel special/desired Brand levels to climb – increasing price
point and exclusivity
▪ Marketing: Physical + digital (Motor
shows, music videos/film cameos) £ ££ £££
▪ Release product that aims to align with 1st 2nd 3rd +
‘emerging demographics’ values Bentley Bentley
Bentley
▪ Brand and image development
▪ Ease of ordering: online configurator,
bespoke concierge delivery service Bespoke Design: Customisations
▪ All engagement activities and contact Bentley Mulliner [42]
underpinned by a personal/human Limitless options
interaction
‘The Spirit of Bentley’
Bentley’s customers are high-profilers who want to feel
desired and appreciated for their investments in the Bentley X Maison Assouline
brand. Bentley must show its appreciation to its Celebrating
clientele to form strong relationships to maintain extraordinary
customer trust and interest. This is done by ‘celebrating Bentley
the customer’ through exclusive events (galas, tours, customers
experience drives). [43]
The meeting of minds… Partnerships
with leading brands in other ultra-luxury
market segments are vital to developing
the brand image. Not only does it lead
to brand exposure and possibly more
customers, but it may also help the
brand remain ‘current’ in the market by
having associations with other luxury
artisans. This may also help the brand
break into previously untouched
markets, utilising other brand images.
Bentley X Sir Peter
Blake [44]
‘A true-one of a
kind’
Bentley X Starck [45]
‘Timeless yet
progressive aesthetic’
Forward thinking
design

RESOURCES: PHYSCIAL, INTELLECTUAL, HUMAN

Physical – Main Campus Intellectual – Brand Image Human – Workforce + Partners

L K

[46] A custom manufacturing facility –
Bentley’s could not be made
elsewhere. Like any Bespoke artisan,
and its competitors, specialist facilities
are vital to produce the vehicles, but
the factory is also used to embody the
brand values and vision for the future.
[47] The Image; the brand has as much
value to the company as the vehicles
do.
Bentley relies on the Bentley name itself
to bring in clients, many of whom see
the brand and its product as a status
symbol.
Share the vision and goals of the
company. They are willing to push
boundaries and refine their craft to
create excellence. A workforce that all
share the same vision and work
towards collective goals underpins
Bentley’s history and success.

Manufacture Cars… Develop Brand Name and Image… Make Money…

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 STRATEGY? “Beyond100 – Thinking about tomorrow and exceeding expectations”
EXISTING STRATEGY… The Bentley strategy has remained much the same during its first centenary: to be pioneers in developing
sporty, luxury and exceptional vehicles for exceptional customers [48]. The company has achieved this by constantly ‘thinking about
tomorrow’, releasing new vehicle models regularly showing enhancements with each new vehicle release, but ensuring that the heart of
each car sold is the revolutionary V12 IC Engine that makes the Bentley driving experience what it is.

While this strategy has helped Bentley climb to where it is as a brand, as global trends and priorities evolve towards a more sustainable
future, Bentley's clientele shows a greater desire to invest in more environmentally friendly brand and products. The young ultra-wealthy
want to minimise their carbon footprint, and a place they can really make an impact is with the cars they endorse and drive. The Bentley
brand has been built around the vision of grandeur: luxurious leathers, high-class veneers and the timeless roar of the engine. The history
is the brand. But Bentley faces significant threats from the global push towards sustainability, and if it cannot modernise and evolve, it risks
losing a significant proportion of its customer base.

FUTURE STRATEGY TO BECOME THE BENCHMARK OF SUSTAINABLE

LUXURY (THE NEXT CENTENARY)

Primary Policy: To evolve from being the world’s largest producer of 12-cylinder petrol engines being IC Engine free in < 10 years.
In 2020 Bentley revealed its pioneering ‘Beyond100’ Strategy [49]. This details their plans to become a global leader in ‘sustainable
luxury’, aiming to become an end-to-end carbon neutral organisation as they enter the brands second century of operation. This strategy
is aptly similarly named to the Lotus Groups ‘Vision80’ strategy [50]. Whilst the Bentley strategy focuses on sustainability and the Lotus
strategy on the evolution of the brand, both strategies outline monumental changes in the underlying brand principles and images.

Providing Extraordinary Become End-to End Develop workforce Redefine

Century for the next century
(‘Beyond100’”)
= Carbon Neutral
(Operation Strategy)
+ diversity
(People Strategy)
+ Digitalisation
(Digital Strategy)

Comparison to Competitions Perceived Strategy

Rolls-Royce Mercedes McLaren
‘VisionNext100’ Sustainably think, Focus ‘Track25’
Automotive haute and Expand to build the Designing and crafting
couture – future of world’s most desirable the world’s best
luxury mobility… [53] electric cars [54]. drivers’ cars [55].
52
51 BECOME END-TO-END CARBON NEUTRAL

PROBLEM DIAGNOSIS – ‘Leading by example’ POLICIES [49]

A company cannot claim to be a benchmark in leading
sustainability if they make any negative environmental impact
– for customers to buy in fully and believe in the brand, they
need to be a leader in this aspect.
Bentley is traditionally known for its ‘dirty’ V12 combustion
engines… This is an attribute they will need to reimagine to
be believed to be sustainable pioneers.
▪ Committed by 2023 every model in the range will be
offered with a hybrid version
▪ By 2030 will produce only fully battery Electric Vehicles
▪ Improves factory operations and achieve a carbon + status
▪ Use Tier 1 suppliers who are as sustainable as possible
▪ Use only sustainable materials for the next generation of
vehicles

ACTIONS [49] BMW Plant: Liepzig

▪ Develop factory infrastructure ($1 billion already invested to [56] $2 billion Sustainable
Plant
develop bespoke facilities) – install 10,000 solar panel car-port
▪ 4 on-site wind turbines
▪ Work with VW Group to develop Drivetrains and Battery ▪ Home of the ‘BMW-I’
technology electric vehicle line
IMAGES
▪ Develop and investigate new sustainable materials, integrating
innovation into design: artificial leathers biproduct of wine-making,
5,000 year old copper infused Riverwood etc)
▪ By end of 2020 all suppliers must pass a sustainability audit to
continue their partnership with the Bentley brand 57

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 STRATEGY? “Beyond100 – Thinking about tomorrow and exceeding expectations”
PROBLEM DIAGNOSIS
Embarking into the
unknown, Bentley
needs a truly diverse
workforce – in skills,
experience and
attitudes. Diversity is
key to effectively solve
problems and achieve
the ultimate
Beyond100 strategy.
DEVELOP WORKFORCE DIVERSITY
POLICIES [58] ACTIONS WHY DIVERSE? [64]
▪ Upskilling programme: focus on Diverse
▪ Attract a wide-range of talent training and development [59]. Workplace
including digital innovator and ▪ Hiring of 76 apprentices +
creative thinkers. graduates to become trained =
▪ Achieve a management artisans [60]. More Effective
population of 30% diverse by ▪ [61] School Liaison programme.
2025. +
▪ [58] Investment into new More Successful
▪ Commitment to handcrafting development buildings: a vehicle
cars in Crewe for the next +
test centre and dedicated
100 years. launch quality centre. More Profitable

Luxury companies such as Bentley and its competitors rely on specialised artisans and craftspeople to achieve the set quality standards.
Hiring young, diverse candidates and retaining them for many years (the average career length at Bentley is 12 years [61]) builds a
strong community within the workforce which drives ‘growth and collaboration of Bentley’s extraordinary people’.

REDEFINING DIGITALISATION
In response to the Covid-19 pandemic, when the brand was essentially ‘out of business’ for 7 weeks, Bentley realized that they had to
rapidly evolve their digital strategy not just for the short term but for the entire future of the company [62]. The Bentley brand is built
on being customer-centric and personal to the customer. Therefore, as customers could not go into showrooms, the focus needed to
be shifted to maintaining and curating new customer relationships in the digital environment.

CUSTOMER CURATED EXPERIENCE UTILISING DATA TO DRIVE DECISIONS

POLICIES [49]
▪ Redefine customer interactions and deepen personal
relationships to build a single view of each customer.
▪ Revolutionise customer service by providing a new and
convenient digital channel to link customer to company.
▪ Align to emerging customers values and create a customer
centric experience.
POLICIES [49]
▪ Personalise customer experience using data and digital
marketing.
▪ Optimise sales and service interactions using data analytics.
▪ Increase efficiency of response time to customers.
▪ Turn showroom foot-traffic into digital equivalents.
▪ Use data to peruse desired sustainability improvements.

ACTIONS
▪ Development of a new platform – working with salesforce
[62] – which allows brand advisors to reach out to form one-
to-one relationships with customers.
▪ Uses a lead management process to automatically process
digital leads. Utilises built-in intelligence to inform advisors on
the most valuable potential customer engagement prospects.
▪ Pilot live-chat tool to link customer to company in real-time
▪ Develop connected services for the customer; The Bentley
Network App, Drivers Guide App, MyBentley App [63].
ACTIONS
▪ Use of 360 view of customer to deliver triggering campaigns
based on customer behaviour.
▪ Salesforce platform allows brand advisors to view customers
‘on a single page’ and quickly analyse data in real time.
▪ Partnership with Salesforce to develop a cloud based offering,
connecting sales, service and marketing organisations.
▪ A programme called Tableau implemented to track metrics
and insight across all parts of company to quantify progress
towards goal of end-to-end carbon neutral by 2030 [62].

63

THREATS COMPAIRSON – BMW GROUP

CHANGING TO FAST
Bentley is trying to redefine
it’s image which has taken
over 100 years to build, in
10% of that time. If Brand
Development Strategies are
neglected, the image risks
getting lost and mis-aligned.
ALIENATE CLIENTELLE
Not all of the Bentley clients are
young and into sustainability.
Some customer demographics
risk not having a Bentley
product that appeals to them, if
their desires are overlooked in
the focus on sustainability.
The BMW Group implemented a group-wide sustainability
strategy in 2000 [65]. It is one of the only automotive companies
to have been features on the ‘Dow Jones Sustainability Index’.
BMW has made the drive to sustainability in other critical areas
other than Engineering and Technology; Logistics, Supply Chain, IT
Sustainability. If Bentley is able to follow a similar path – as they
have set out in the guiding policies – then they should be
successful in their journey to the benchmark of sustainable luxury.

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CRITIQUE “For 100 years Bentley has defined grand touring, now they’re going to redefine it”
More than one site – expanding out of ‘Handcrafted in Crewe’

CRITIQUE? Bentley’s growth is stunted by Crewe ACTIONS? Satellite office etc. in Central London
Bentleys' investment only into the Crewe campus will stunt their growth towards the most sustainable luxury brand. The investment into
the Crewe facility is great and provides many benefits. However, their insistence on remaining solely in Crewe may be damaging long
term and will not help them achieve their key strategic policies, such as recruiting a more diverse and talented network of colleagues.

CASE-STUDY: Lotus Advanced Technology Centre

Crewe: The home of Bentley Motors Lotus cars recently announced its plans to create its own ‘advanced technology
Centre’ in the midlands, on the University of Warwick’s campus, moving its Lotus
London: The home of Bentley the
engineering consultancy division and 130 engineers (who will complement the
luxury brand
500-strong engineering team in the base in Norfolk) to the new satellite base
[66]. As a brand famous for developing and building cars in England – more
specifically, its base in Hethel, Norfolk – this move has shown that Lotus has
LONDON HQ committed to its future as a leading brand in innovation and automotive
technology. It has been stated that this move will allow focus on many key R&D
Talent Design Atelier programs and future growth towards net-zero – something also echoed in
R&D
Studio Studio Bentley’s Beyond100 strategy. This move has really fueled the Lotus brand back
Designed in London, the birthplace of Bentley… Crafted in into the spotlight and modernity. A similar move by Bentley could cement that
Crewe, the home of Bentley Motors they are a progressive, forward-thinking and evolving brand!

WHY DO THIS? FINANCIAL WEALTH IS CONCENTRATED IN LONDON & SE ENGLAND

London/SE/Eastern England Bentley’s clientele sits amongst the wealthiest in the country. In 2018,
London's net financial wealth was the highest in the country,
accounting for 28% of total wealth in the region [68]. The Bentley
factory in Crewe sits in the North East of England, one of the least
London/SE/Eastern England
wealthy regions in Britain. With London, the south-east and east of
England seeing the most personal and regional financial growth over
the past few years [68], it would strategically make sense for Bentley
London/SE/Eastern England to make ties with the region in the country where the most wealth
and thus potential clients are. A satellite Bentley branch in London
could provide these ties.
Figure 8: Distribution of financial wealth regionally in UK [67]

BENTLEY CUSTOMERS WANT COMMISSIONING A CAR TO BE A PERSONALISED JOURNEY…

Whilst Bentley has managed to adapt to taking online orders successfully, through partnerships with ‘salesforce’ [69] they have built
their brand reputation on a personalised experience. Their biggest competitor Rolls-Royce Motor Cars prides itself on having its
designers work personally with its clients when commissioning their vehicle. Clients are invited to the Goodwood plant into the
specially purposed atelier, where they are treated as VIPs and work with the designers in person to commission their cars [70]. If
Bentley wants to compete with Rolls-Royce and other ultra-luxury brands, it needs to deliver this level of bespoke service.

The likes of Rolls-Royce and McLaren are all placed near London, and LONDON
so it is easy for busy clients to make a journey down there. But Crewe is
significantly further away (around 3.5 hrs drive). So, for the ultra-wealthy, 3.5 hr journey 1.5 hr journey
where time is very precious, a quick trip to the factory to meet the
designers is not feasible or very desirable. Having a Bentley atelier base CREWE GOODWOOD
in central London, where some of the designers could be based, and the
clients could make appointments to commission their cars would help
Bentley maintain that personalised level of service their clients expect
when commissioning their car.
Making an experience out of designing their car may also attract new
clients, as this added experience makes their Bentley journey more
Commercial London Rent: special. People buy luxury goods for a sense of accomplishment, so
[73] £68.26 / sq ft involving them in the design process will make them feel accomplished
* and happier with their purchase, more likely to come back and buy
B1 Atelier Space: 14,500 sq ft another [71]. For the 1%, time is scarcer than money [72], . To get
= orders, Bentley does not face a frugality problem, but more a problem
Rent Per Month: £ 989,770 / of getting their customers to take the time to place an order in the first
month 3x place. A Bentley Atelier in London would enable this.
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CRITIQUE “For 100 years Bentley has defined grand touring, now they’re going to redefine it”
PROXIMITY TO ARTISANS AND TECHNOLOGY RECRUITMENT BENEFITS
Bentley cars contain beautifully handcrafted elements and finishes, Bentley states that it aims to develop a diverse workforce by
which require specialist artisans to create. If Bentley is to impact on recruiting ‘digital innovators and creative thinkers’ [49]. The only
sustainability in the magnitude that it states, it needs to be aspect working against Bentley in recruiting diverse young talent is
developing new technologies – materials specifically – and utilise its its location. Crewe is based in a demographically un-diverse area of
support from the VW Group to become leaders. the country [76], but not many new graduates are willing to – or
[74] London is a base for many bespoke artisans and some of the able to – move to these remote working locations. The London
leading science research universities – Imperial College, UCL etc.- base would enable Bentley to recruit from a more progressive and
which Bentley could forms ties with for R&D purposes if they had a diverse job market in London and provide more opportunities for
London base. holiday work placements and internships for students from minor
ethnicities and lower-income backgrounds.
London is one of the most ethically diverse cities globally [76], with
Bentley £ London Artisans £ Bentley can over 300 languages being spoken. In addition to having the most
showcase and diverse university populations, with high proportions of international
invests in the
adopt these students who bring more cultures and experiences, which would
crafts culture
benefit the growing Bentley workforce. London is a primary travel
in London – craft
hub in the UK and is much more accessible for a greater
recruitment techniques to
proportion of talent than somewhere like Crewe in the NE of
and R&D put into cars
England.
[75] Alexandra Llewellyn LDN

ESTABLISHMENT AS A BRAND
Bentley must focus on Brand Development during its evolution into a benchmark for luxury sustainability. Ultra-luxury companies such as
Bentley and its competitors (Rolls-Royce) have constantly made it clear they are not just automakers but luxury brands. Typically, big isolated
production plants are associated with heavy industry. Rolls-Royce has made its ties with the Goodwood estate that has helped to shake off this
association. But Bentley has yet to achieve that. Typically, well-known luxury brands – Rolex, Chanel etc. – have stores or showrooms in
Central London, such as on Bond street [77]. Even some of the brands Bentley has formed past partnerships with – Assouline for example –
have stores in these areas. Placing a design studio/atelier in these central London areas, Bentley is making the association of being a luxury
brand, not just an automaker. This will help make the brand more accessible for its clientele, who may wander into the atelier on the same day
they are doing some casual shopping in Burberry or other high-end stores.

[78] in 2018 London accounted for 9.6% of all luxury store openings worldwide – the ultra-luxury market is very much in London.

More targeted partnerships to align with their ‘Sustainable’ image for the future

CRITIQUE? Bentley are neglecting Brand Development ACTIONS? More purposeful partnerships & collabs

The Bentley name is not only a production facility, but it is a brand in its own right. To get Bentley to be the ‘Benchmark of Sustainable
Luxury’ as their Strategy details, they must develop not only their technical capabilities, but also their brand image. It is the brand image
itself that brings in and retains many of its clients. Bentley aims to fundamentally alter what the brand is about and its product offering, so
it must drive forward brand development throughout its evolution to net-zero. Bentley has a strong network and history of partnerships
with other luxury brand and creators. It must continue to utilise these as they provide so much value, but it must focus on collaborating
and associating with established sustainable brands and creators to get its clientele to start associating the brand with sustainable luxury.

How do partnerships help? [79] EXAMPLES: OTHER AUTOMOTIVE COLLABORATIONS

Jaguar X Royal institute of Architects [81]
SUSTAINABLE &
INNOVATIVE BRAND ‘Re-imagine the Urban
Landscape’ – examining the
✓ Reshaping brand image ✓ Alignment opportunities electrified automotive future
✓ Multi-channel Marketing ✓ Reaching new audiences and relationship with
✓ Network Growth architecture and our cities.
Bentley needs to understand how to effectively utilise the
Helping Jaguar to make it’s
principle of Consumer Learning to ensure its existing and
association with Electrification
future clientele associate the brand with sustainability [80].
and sustainability.
Consumers use ‘Schemas’ to understand how the
collaborating brands match up and are mutually beneficial; Most collaborations of competitor brands have been focused
thus collaborating with a brand known for sustainability will
on luxury, innovation and technology, but there is an absence of
focusing on sustainability. Bentley has an opportunity to be the
get the Bentley customers to think ‘why’ and then begin to
first major luxury automotive brand to break into this space.
recognise the move towards sustainability.
Page 9
 CRITIQUE “For 100 years Bentley has defined grand touring, now they’re going to redefine it”
CURRENT BENTLEY COLLABS LACK SUSTAINABILITY, THIS NEEDS TO BE CHANGED…SUGGESTED BRANDS
WHAT IS SUSTAINABLE LUXURY? Brand Brand Image/Values Bentley Advantage

[82] True Sustainable Luxury consists typically [83] ‘The founder of the ▪ Firmly links the brand to
of two attributes: Stella sustainable luxury movement’ sustainability
1. Skilled Artisans and Traditional Craft McCartney Focus on sustainably sourced ▪ Materials aspect is considered
2. Natural and Heritage Materials materials. in this partnership
3. Inclusivity [84] Known for sourcing it’s ▪ Sustainable quality doesn’t
precious metals and diamonds need to omit valuable and
These are aspect which already underpin the Tiffany
from responsible mining special finishes
Bentley brand, so by picking strategic companies.
collaborations Bentley can easily being to
reshape it’s brand image to achieve its strategy [85] A company making waves ▪ Bentley is evolving to
Breitling in sustainability. Already an sustainability with it’s existing
and goals.
established Bentley partnership. partnerships - loyalty

[83] A study from Nielsen showed that 73% of Millennials surveyed would spend more on a product if it comes from a sustainable brand.

EV technology or alternatives? Could Hydrogen be the future for the Mulliner segment…

CRITIQUE? Electric is not the only way to go ACTIONS? Use Mulliner Segment to offer other tech
Bentley has always been known as and has built its brand on being a pioneer of tomorrow. Bentley was one of the first luxury
automotive brands to release its fully Electric Concept car, the EXP 100 GT, which was a completely eco-friendly Grand-tourer and the
vision of the Bentley of the future [86]. Bentley has also made the most progress in beginning to electrify its product range, with hybrid
versions of the Bentayga SUV released and selling successfully – Bentley made record sales in 2020 [87]. Bentley has made it very clear
that it is not branching into sportscars – as the VW Group is saturated in this segment – but will maintain its USP as redefining Grand
Tourers. Naturally, Bentley must electrify its line-up, but with the focus being on luxury and comfortable grand tourers and less on the
sports feel, could Bentley use its Mulliner segment to focus on an even more bespoke offering, of a completely different powertrain –
such as Hydrogen fueled? The main Risk will be if this is a product offering that Bentley customers would want. However, it could be
critical to differentiate from its competitors when all vehicles contain Electric Powertrains.
ELECTRIC POWERTRAIN FUEL CELL ELECTRIC VEHICLE
PROBLEM: Getting the Hydrogen is not sustainable [88].
SUSTAINABILITY

[88] In 2019, lifecycle EV emissions were found to be around 3x
lower than the conventional combustion engine car.
The majority of carbon-production in EV production is from the
battery manufacture. Certain countries – Norway for example –
have managed to make their battery manufacture net-zero
carbon, but other countries have not.
Currently most hydrogen produced (95% in the US) uses the
process of Methane reforming. This produces significant
amounts of CO and CO2…
CONCLUSION: Fuel Cell EVs (particularly Hydrogen)
powered are not carbon-neutral, so would immediate break
one of the main strategies of Bentley.

[89] [89]
RANGE REFULLING TIME CO2 Out RANGE REFULLING TIME CO2 Out
~200 miles Up to 8 hrs (BMW I3) 109 g/km ~300 miles 5 – 10 minutes N/A
WLTP

The manufacturing process determines if an EV is genuinely net-carbon zero or not [88] . If Bentley wants to align with their ‘net-to-net
carbon zero’ policy, they must carefully consider where and how their batteries are made. The VW Group have developed the ID3 EV to
be completely net-zero carbon. So, Bentleys’ struggle will be less on the technical capabilities and more on the marketing and ensuring
their customers understand that their car is net carbon zero.
Hydrogen Fuel Cell technology is not appropriate to meet Bentley’s long-term strategy, but there is still scope for research into
alternatives in the Bespoke Mulliner segment. Bentley could work with the VW Group to develop technologies, implement them into the
low-volume sales of Mulliner cars, then VW could scale them up over time. This could make Bentley a key player in the VW Group and
the wider market, providing bespoke cars that are not just customised but are fundamentally special machines in Engineering design.

Conclusions
Overall, Bentley is taking sufficient steps to achieve its ‘Beyond100’ goal of being the benchmark in sustainable luxury. However,
their biggest threat is not being able to develop the brand image at the same rate as the technology and physical products evolve.
This could result in a serious disconnect with its customers' expectations, which could fundamentally damage the brand beyond
repair. If Bentley focuses on further establishing itself as a luxury brand and not just an automotive maker, breaking out of Crewe
and into the London market, it has the potential to overtake competitors and become that sustainable luxury benchmark!
Page 10
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