Porsche 2005 Annual Report Download - page 65

world premiere of the new Cayman S. The new mid-engined
coupé was presented to the specialist public and interested
visitors in September 2005 amid resounding applause.
The new model’s design clearly immediately appealed to on-
lookers. A mere six months later, the spotlight turned to the
new 911 Turbo at the Geneva Motor Show. Once again a pro-
duct from Zuffenhausen was given an enthusiastic welcome by
the auto-loving public. Apart from the 911 Turbo, Porsche pre-
sented two further highlights in Switzerland: the 911 GT3 and
the Cayenne Turbo S.
In the 2006/07 fiscal year, Porsche exhibited another design
icon, the 911 Targa, at the Paris Motor Show in September and
October 2006, and celebrated the world premiere of the new
racing car, the RS Spyder, at the American Le Mans Series.
Lively Dialog with the Financial Market
Over recent years, the dialog with players on the financial mar-
ket has become increasingly important, and this trend was re-
inforced by Porsche’s participation in the Volkswagen Group.
It is for this reason that the Investor Relations section, which is
part of the PR department, maintains open and direct contacts
with analysts, institutional investors and private shareholders.
Whether in Zuffenhausen, at roadshows in the world’s most
important financial centers or during the various model driving
presentations, the success of Porsche’s shares and the bond
issues were the pivot of communication in Porsche’s dialog with
market players. In all its contacts, the company attached great
importance to “speaking with one voice” to both the general
public and the financial world.
Intensive Crisis Prevention
Crises of various kinds can descend on a company suddenly
and unexpectedly. In particular a manufacturer of exclusive
products with a demanding circle of customers is expected
to act quickly and comprehensively and provide ample infor-
mation in a crisis situation. For that reason, Porsche has
drawn up a crisis management plan with a suitable communi-
cation concept for emergencies: this plan sets out binding rules
for behavior and allocates responsibilities right down to subsid-
iary and importer level. Depending on the nature of the inci-
dent, an individual plan of action enters into force. This clearly
defines the managers involved in the company’s various busi-
ness areas, their deputies and the persons whose task it is to
make contact with public authorities.
With a view to crisis prevention, various possible scenarios are
staged on several occasions as “dry runs” to allow the staff
members concerned to become as familiar as possible with
the prescribed measures. To make crisis management as fast
and efficient as possible, the number of persons involved is
deliberately kept small. This also applies to the possible con-
stitution of an action team to deal with the crisis. All these fac-
tors are intended to ensure that the response to an emergency
is given with the competence associated with the name of
Porsche.
Tennis Grand Prix in the new “Porsche Arena”
For many years, Porsche has regarded sports events as an
extremely important communication medium. Few other
brands have such a close affinity with the notions of athleti-