For those who like a European take on their driving experience, the 2008 North American International Auto Show offered two extreme examples of “exclusivity” ranging from the new MINI Cooper S Clubman to the limited edition Maserati Quattroporte Collezione Centro.
Owned by BMW, the Mini’s heritage harkens back to the mid-1950s when England was dealing with the aftermath of the Suez Canal Crisis that drove up fuel prices as the country was forced to ration gasoline (or petrol) for the first time since World War II. Now owned by BMW, Stephan Krause, the BMW AG board member responsible for sales and marketing, announced that the newest additions to the line – the Mini Cooper Clubman and Mini Cooper S Clubman – will go on sale in the U.S. in February with starting prices of $20,650 and $24,100 respectively.
On the other end of the scale, Maserati debuted the highly exclusive, $100,000-plus executive sedan, the Quattroporte Collezione Centro. Only 100 of these cars will be built and it is intended to be the Italian brand’s flagship luxury sedan. The interior of the car was designed as a clear demonstration of Maserati’s ability to create limited run, highly detailed cars, noted Maserati North America President and Chief Executive Officer James Selwa.
Both MINI and Maserati reported records sales for their brands in the U.S. and worldwide – though with vastly different targeted markets, expectations, and financial results. Their executives’ views of the car market – like their vehicles – are like a study of contrasts.
MINI experienced an 18.5 percent increase in sales over 2006, selling more than 222,000 units world wide last year. “That’s the most MINIs we have ever sold,” Krause said. “Our decision to expand capacity at our MINI plant in Oxford, England, was the right one.”
About one in five MINIs – 42,000 – were sold in the U.S. that is the brand’s second largest market behind the United Kingdom. The car is sold in 70 countries.
“These figures again prove that the second generation of MINIs, which were only launched in the U.S. market in February 2007 is being well received,” Krause added.
The MINI brand will continue to grow in 2008 as will its dealership body in the U.S. from 82 stores to about 94 by 2010, Krause said. The Cooper S performance model accounts for 50 percent of U.S. sales.
The new MINI Clubman has elements that combine a coupe with rear-split doors. The vehicle’s “Clubdoor” on the right-hand side (also called “suicide doors” on other vehicles) make it easier for passengers to climb into the rear seats. The doors they swing outward with no pillar in between the front and rear seats. With the rear seats down, the little car has about 32 cubic feet of cargo space.
Maserati also experienced record sales, with the United States being a key growth market, said Selwa, who is a Detroit-area native.
“2007 was a significant year for Maserati and a major turning point for this company,” Selwa said. “We delivered to customers over 7,350 via a network of 272 dealers in 59 countries on five continents. We hit our total production target providing an overall growth of 33.3 percent. Maserati North America sold over 2,650 cars. We were up 21 percent from 2006 and that was with mostly selling QPs or Quattroportes.”
Maserati’s sales growth was driven primarily by the Quattroporte automatic, that debut last year, and accounted for 56 percent of all QP sales, Selwa said. Only 200 of brand’s new GrandTurismo (or GT) were received by Maserati North America at the end of 2007 and did not add much to the overall sales figures.
The sales of other competing luxury cars are down significantly in 2007, but Maserati’s sales grew to 36 percent of the $100,000-plus sedan segment. “It is an amazing feat for a limited production car,” Selwa said. “From producing 600 cars in 1997, Maserati ahs grown more than 10 times that today.”
With a network of 54 dealers in the U.S., Maserati North America’s sales figures for the first nine months of 2007 reached nearly $300 million – a 19 percent increase over 2006. The company’s final 2007 financial figures will be released before the end of January 2008.
“2008 is off to a strong start with 2,800 orders at the factory,” Selwa continued.
The special edition Quattroporte Collezione Centro shown in Detroit “is a clear demonstration of Maserati’s ability to create limited run, highly detailed cars,” Selwa said. “Passengers in the back seat of this car have access to a full multi-media system, Internet, iPod, as well as Bluetooth capability, all tied into 10-inch, touch screens built into the backs of the front seats.
“The ride is calibrated much differently than our Sport GT S. it appeals more to the executive. We are a good example of a luxury brand within the modern Fiat Group.”
The Maserati Multimedia Entertainment system, as it is called, is housed in the rear center armrest, which contains an Aux-In socket, iPod docking station, SIM card seat and USB port so that passengers can view photographs, videos or listen to MP3/WMA tracks contained in other peripherals. The car’s sound system or the special Bluetooth headsets can be used for listening. The armrest has a built-in keypad for Internet browsing and e-mail access, while the touch screens also are linked to a CD/DVD player.
The Quattroporte Collezione Cento is equipped with a 4244 cc V8 engine that produces 400 horsepower at 7,000 rpm and an automatic 6-speed transmission.
Looking forward into 2008 with many Americans fearful of inflation, interest rate hikes, spiking energy prices and falling real estate values, Selwa said he was confident that Maserati’s customers – the “super wealthy” – will continue “to buy only limited run cars that offer exclusivity. Superior craftsmanship, quality, timeless design – they are all the hallmark of any luxury brand.”
Maserati works to attract “the biggest spenders” through highly targeted marketing activities as its executives work to be relevant to their customers so they want to be part of the “Maserati family,” Selwa said.
“We don’t focus on the mass affluent, the folks who trade up on occasion as lots of people in the luxury business do,” he explained. “There was a huge decline in the stock market and increased credit card debt. With the housing market in decline, the mass affluent are feeling a lot less wealthy today. The likely result we see in 2008 is that these consumers will be a lot more price conscious.
“Meaning the super rich, the one-half of one percent who control all of the wealth in this country will play a critical role in deciding which luxury brands here are going to prosper and which ones are going to feel the pain. This is the group we have tried to focus on.”
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