#360business: How Audi sell a winning dream with R8 LMS GT3

  • Facebook
  • Twitter
  • G+
  • Mail
  • Pinterest
  • LinkedIn
  • Facebook
  • Twitter
  • G+
  • WhatsApp
  • Pinterest
  • LinkedIn
The car during a build.

Audi know a thing or two about winning races. They have been hugely succesful in the German touring car championship DTM, are Le Mans legends and the awesome Audi R8 LMS GT3 has taken the world by storm, lapping up GT endurance victories around the globe.

And since 2009 Audi have been using their expertise to give private teams and individuals a chance to share in their success by buying the R8 LMS GT3, which is the track version of the stunning Audi R8 V10 Plus road car.

It’s not the sort of adventure you would set out on unless you have considerable wealth as the car itself will set you back more than ¤300,000 but if money is no object Audi Customer Racing will provide you with all you need to set up, run and enjoy success on the track in a truly astonishing car.

I visited the Audi R8 LMS GT3 production line in Biberach in Germany which is responsible for the manufacturing of customer race cars for international races, and the machines for Audi factory entries. This is also where customers can send their cars to be repaired after crashes.

A relatively small team of around 30 people deals with everything from pre-assembly of the brake discs, pedal mechanism, suspension, steering, doors, perparation of body kit, engine, geabox and electrical components to the finished article ready to hit the track. The mechanics even give the cars they are putting together female names, so they treat them the kind of attention they would give a lady!

Chris Reinke, who took over as head of Audi Customer Racing at the beginning of March after working as part of the works motorsport operation taking care of LMP and DTM racing, explained how his division of Audi works and what they offer to a growing client list.

How many customers do you currently have?
We are currently assembling the 200th car, 137 of those sold were the first generation of the R8 LMS and the rest are the new car.

Are these being raced in Europe mainly or around the world?
All around the world. We supply the R8 to the Asia Cup which is run mainly in China and we are strong in Australia where we have more than ten cars running. We also have quite a few customers in America but the main competition field for new cars is in Europe.

If someone comes to you and buys a car, what is the support you give these people?
It depends what you want. You can have the complete all round support package, or if you just want to buy a car and run it yourself, then you can bring you own mechanics in and assemble your race car together with our experts who will train them on the job or you can just pick up the car, if that is what you want. We can offer you support with our people at the race track, spare parts, and even drivers and when structural repairs are required the car can come back here to be fixed. Whatever your business model is we can supply the missing bits.

How many of your customers are gentleman racers?
Most owners of the cars are competition team orientated but there are a few gentleman owners who tend to buy the used cars. The older the cars get the more gentleman owners we see, because of the price of the car.

Reinke with one of the cars.

Reinke with one of the cars.

If I was a businessman who wanted to use the R8 LMS GT3 to increase the awareness of my company could I come to and say all I wanted to do was buy the car but wanted you to provide everything else, could you do that?
We would provide a package but if, for example, you wanted your car to race in the 24 Hours Nurburgring or a race in Japan, we would recommend one of our partners in that part of the world who would be willing to extend their team by one car and they will run it for you and recommend a driver. We have a huge network to offer assistance in this way. We also have professional drivers who are contracted to Audi.

Could give me some idea of the cost involved here, from an entry level upwards?
Again, it depends on your business model. To buy the car itself costs ¤359,000. We also offer a parts package which would cover most of you primary needs and that is how you leave our yard, so to speak. Then it is really down to your set up and the cost will be directly related to that.

Have you see a slow down in people coming to you for what is an expensive project because of the state of the economy?
For sure, we are influenced by the worldwide economy. But for us the guide parameter is more to do with the race series that are available in the world where you can enter our product. At the moment there is a healthy number of races which is increasing at the moment. If the economy was better this would probably increase again and the spin off would obviously mean more business for us.

It is also important that we are the product leaders. Last year we made a big investment into the development of this car, successfully entered a couple of races which acted as showcases and so we had a very well developed product ready to go into the market and win races while our main competitors were still developing so we had a jump start.

How important is the Middle East to your business?
For the road car it is very important and that in turn should go hand in hand with racing and there are some races there which we are involved in like the 24 hours of Dubai. We are not directly involved in any series, like we are in China with the Audi R8 LMS Cup, but we do have customers who use our product. We are always looking at opportunities but it has to be right for Audi.

How different is the race car from the R8 V10 Plus we see on the roads?
The chassis is very similar but the differences are that we have a roll-cage and some parts to make the chassis stiffer. All the other body parts around this are all special for the race car. The V10 engine is very similar – in fact the one used in the race car is 99 per cent the same as the one used in the production car. There are different bearings for the crank case because of the durability required in racing. Overall, around 50 per cent of the original parts in the road car are shared with the R8 racing car.

There was no Audi works team in the Dubai 24 hours this year. Will you be changing that?
We are Audi Sport Customer Racing so we supply cars to give clients the possibility of winning and this will always be our main objective. If we had a works entry in the Dubai 24 hour race we might be taking that possibility to win away from our customers. That can’t happen.

We hear you are going to be involved in the Gulf 12 Hours in Abu Dhabi. Is that correct?
We are racing 200 cars around the world so I would hope we would be involved in every major event but with customers not a works team. I will not put our customers second.

As I have already said, if we entered a works team the intention would be to win and to do that we would have to beat our customers.

From a business point of view can you tell me what Customer Racing is worth to Audi?
I cannot give you any financial figure but my job is to run this as a profitable operation and everything else comes on top.

Most popular

Related Sections

Business of Sport: 40 years strong for BMW in the UAE

  • Facebook
  • Twitter
  • G+
  • Mail
  • Pinterest
  • LinkedIn
  • Facebook
  • Twitter
  • G+
  • WhatsApp
  • Pinterest
  • LinkedIn
Stathis (l) has overseen huge growth for BMW in the UAE.

Stathis I. Stathis is a legend in his own right. He came to the UAE 40 years ago on a mission to introduce BMW to the region not knowing whether he was setting out a road to success or failure.

But his belief in the brand and the fact he was bringing a more sporty model into a market then dominated by Japanese and American cars, with Mercedes the dominant German manufacturer, drove him, AGMC and parent company Albatha Automotive to stunning success.

As they continue to celebrate their 40th anniversary Stathis took time to speak to Sport360 editor Steve McKenlay about how the business, which now includes Rolls-Royce and Mini, grew and why AGMC is about to invest Dh200m building a new state-of-the-art showroom in Motor City.

So, Stathis how did it all begin?

I started in the UK from 1967 to 1972 and then I went back to Cyprus where my job was service manager for BMW. So right from day one I have been involved with BMW. At that time it was a fairly small company that had been deve-loping aircraft engines and motor-cycles but they were beginning to develop small cars but it was a very small market compared to Mercedes, for example, who were already, at that time, well established. Audi didn’t even exist then.

In 1974 we had the Turkish invasion so I took a couple of years out and at the same time BMW offered the agency here in the UAE to the Cyprus importer. It was a partnership between the Cyprus importer and the Sheikhs who were the owners of Albatha which was always there but not marketed or advertised. Eventually the Cyprus importer left and Albatha took over the full ownership in 1990.

I arrived in the UAE in March, 1976, as service manager. There was just three of us so we started basically from zero. It took us two years to get 150 cars on the road and then we had to invest in aftersales with a workshop and so on. We opened the first showroom in Sharjah in an area which is still called the BMW roundabout. After about two years we had five mechanics and as the business grew we employed more people. The next investment was to open a showroom in Dubai with aftersales attached to it and that was done in 1987, near Dubai Airport. By that time it was clear BMW was becoming a serious player in the premium sporty market.

BMW's UAE numbers

  • 1976: Selling 40 cars a year
  • 2015: Car and bike sales are 8,000+ per year
  • 2009-2015: Sales increase by 85.3%
  • 663%: Mini sales increase during the same period

How competitive was the market in your first two years?

When we set up our aim was to test the market so nobody knew how BMW was going to develop because they were small cars. Yes, compared to the average car they were a bit more sporty, which has always been in the company’s DNA, but it was still impossible to tell how they were going to sell.

At that time did you believe BMW would become so big?

I was a BMW maniac from the start. Nobody could convince me otherwise because being in the business I could see, even from the early days, that they were going out of their way to come up with technology and a product which was superior. At that time they were developing at a much faster pace than anybody else. Their competitors were sitting there enjoying their success but they were overlooking the fact that this small-timer was coming up at a much faster pace.

It was difficult to start with because the market was full of American and Japanese cars and Mercedes were outselling us 20 to one. We believed in the product but we had to convince the customers so we gave a lot of attention to aftersales. We believed that mouth to mouth advertising was the best way to do it. So we made sure that everybody who was driving a BMW was happy beyond their expectations. So slowly, we started gaining ground hand in hand with BMW. It was interesting at that time because with the weather conditions here BMW had to rely on our reports on how the cars behaved so they could develop air conditioning and engine cooling.

Even in those days, in the early eighties, they were sending their prototypes here and that helped a lot. Although the market for BMW was pretty small here they were showing that they planned to expand in order to solve the hic-ups, and we had plenty of those.

What were the main problems in those early years?

The air conditioning was poor. The cars were overheating because they weren’t originally built for such weather conditions. But BMW’s determination to solve these problems and a willingness to invest time and a considerable amount of money meant at that time they were ahead of the competition.

At what stage did you see a significant increase in sales?

In 1990 BMW started developing bigger cars and by that time, with the 3 Series, we were dominating the small car market so we were confident that whatever was coming next would be competitive. So after the 3 Series, came the 5 Series and then eventually the six and 7 Series. By 1992 we reached 600 units which was a respectable number but still below our main competitor, Mercedes but now they were only outselling us by two-and-a-half to one. By 1995 we got it down to one-and-a-half to one and we were well established. We opened the Sheikh Zayed Road showroom in 1996 and business started to take off, particularly with the arrival of the X5 SUV.

Did you know then that there was huge potential for SUVs in the UAE?

When BMW were developing the X5 there was some uncertainty as to what direction they should go so we said, okay, here is a car with on-road performance and off-road capability which was totally new to the market. It took time for people to realise that this car did not compromise on quality and sportiness, had on and off-road capability and a nice high position where they could see everything. I think it was the first time I sat here saying to people that we had no more cars. It was a big success. It was the first of its kind and set a trend that all the others followed.

Did the X5 give you the most significant spike in sales?

The first year after launch we sold 1,000 vehicles which was one-and-a-half times our normal sales. That car gave us a breath of fresh air and it still remains as popular as ever.

BMW has a strong motorsport heritage with a lot of success on the track. Have you used this to help market your cars?

Sport has always been part of the BMW DNA and we brought Nelson Piquet over here for an event when he was driving for BMW in F1 but you have to match that with comfort and luxury and while racing probably helped sell the BMW dream in the UK and Germany, it wasn’t quite so important here.

We were more focused on marketing events. We were doing black tie events for 2,000 people and nobody else was doing anything like that. In the end people were begging us to invite them. I remember at the opening of the Burj Al Arab the next day we had the launch of the Z8, with a James Bond activity. We used to spend a lot of money on that sort of event where we create a relationship with our clients. We knew how important it was to get into the hearts of people in a nice way and they thought we were good people to do business with.

We have a lot of loyal customers and we still believe in that philosophy. It put us in a good position, particularly now with the competition very fierce in a difficult market with very similar products.

BMW are also a European Tour partner sponsoring the PGA golf championship at Wentworth and the DP World Tour Championship. Does sport sell cars?

Yes, sports sponsorship is one way to gain brand awareness. I don’t like the fact that BMW pulled out of Formula One but they did some studies and the majority of people didn’t care whether BMW was racing or not.

Because of the lifestyle and the environment here we have learned the best way to do business with customers here. BMW now come and ask us how to sell the 7 Series for example. We influenced the 7 Series development in a big way and the X7 is on its way which is coming because we asked for it.

It’s the same with Rolls-Royce. They sell 60 cars in Germany and we sell 200 and that’s not because there are no rich people in Germany. It’s all about the way you treat your customers.

Has the strategy you used for your business changed significantly over the years?

The basic strategy hasn’t changed but the way we operate has to meet market requirements. The main focus is always to have a satisfied customer. The size we have reached makes it difficult for us to give a personalised service. So we expand more and go where our customers want us to be and that is why we are building a new showroom in Motor City.

Why are you investing Dh200m in a new showroom in Motor City at a time when the market is so challenging?

We are doing what we have to do. Dubai has the same philosophy in that when things get tough we get going. We believe that this challenging market is temporary and that Dubai will always be a vibrant market. In Motor City we will be surrounded by expats who are our customers so we will take this opportunity with a different type of facility which is more environmentally friendly, offers a more family orientated facility.

We want to reflect BMW’s full philosophy. The fact that we have Dubai Autodrome there will also give us opportunities for customers to test drive cars or motorcycles. We are even talking about developing an advance driving school at the Autodrome.

Are you noticing a growing demand for hybrids and electric cars from customers?

This change is what worries everybody because companies like BMW, Mercedes and Audi who rely on driving pleasure have to deal with electric power which is actually working against brands like this, so it is a problem. Within the next 20 years they are going to have to come up with some dramatic innovations to keep their leadership in the market.

What is the biggest challenge facing you now?

The big problem is the world economy and political stability, the outside influences that none of us can do anything about but so far, so good. The biggest concern is how manufacturers will handle legislation where they are forced to reduce emissions so much that they have to cut down on the number of cylinders.

The technology is there but to apply it in a country like this is not going to be easy.

Most popular

Related Tags

Related Sections

Business of Sport: Time to make a difference for IWC and Laureus

  • Facebook
  • Twitter
  • G+
  • Mail
  • Pinterest
  • LinkedIn
  • Facebook
  • Twitter
  • G+
  • WhatsApp
  • Pinterest
  • LinkedIn
Henrik Ekdahl of IWC (l) and Laureus Sport for Good chairman, Edwin Moses.

The great and the good of world sport gathered for the star-studded ceremony in the German capital and since 2006, IWC Schaffhausen, the luxury Swiss watch manufacturer, have been supporting sporting charity Laureus annually by launching a special timepiece to raise vital funds.

The close relationship between the two, which actually started one year earlier in 2005, has blossomed and it has the seal of approval by many, including Germany’s World Cup-winning manager Joachim Low, who is a long-time IWC supporter.

Indeed, the famed coach took time out from Euro 2016 preparations with the national side to cast his eye over the new edition, the Portofino Automatic Moon Phase 37, at its exclusive launch ahead of Germany’s first hosting of the awards, and he agreed the two make a “nice combination”.

“I think it’s the most important thing that we can do, help children through sport and it’s very important for their education,” Low told Sport360°. “The work of Laureus and the IWC enables kids to develop teamwork, build skills and grow their personality.”

Sharing a common vision: Germany national team boss Low (l) and IWC’s Ekdahl.

Sharing a common vision: Germany national team boss Low (l) and IWC’s Ekdahl.

IWC’s link with Laureus has provided the brand with the opportunity to get involved heavily in corporate social responsibility and respond to the challenges of today.

“We want to give back something to the society in which we live in and socially challenge children to have a better future through sport,”

Henrik Ekdahl, managing director of IWC Northern Europe, said. “Our decade-long relationship with Laureus is something very special and the watch isn’t just a normal timepiece, it tells the story and makes you feel good, supporting Laureus. There’s just 1,500 available worldwide.

“Mr Low’s developed a friendship with the IWC and we are very happy that he joins on these occasions because he is an icon in Germany and is so interested in what we are doing,” added Ekdahl, who has been involved for eight years on Laureus’ board of directors in Germany and Austria.

The most unique part of the watch is its design, which each year features a drawing engravement on the case back, designed by a competition entrant – a child participating in one of many Laureus projects worldwide. It’s an acknowledgement that certainly gives the product a personal edge.

Centred around this year’s theme, ‘Time for Sport’, 16-yearold Eleni Partakki from Cyprus won the winning design, drawing an image of a group of boys and girls playing with a ball.

Portofino-timepiece-Laureus-IWC

Eleni is involved with PeacePlayers International Cyprus (PPI), a project that actively encourages Greek-Cypriot and Turkish-Cypriot boys and girls living in the divided Cyprus to play basketball together.

“It’s a very beautiful and visible sign of our commitment towards Laureus and part of the turnover we make is used to support Laureus projects. It’s a rather small watch, very elegant and features the distinctive and unmistakable Laureus blue colour on the dial.

It’s the elegant companion to the smaller wrist,” Ekdahl said.

Laureus’ solid work on the ground in Berlin was evident and several stars, including footballing icons Cafu and Raul Gonzalez, paid a visit to The BASE Berlin, an urban-supported project.

Youngsters, most from underprivileged backgrounds, were involved in what can only be described as a festival of sport – the Laureus Sport for Good Jam.

Activities included girls and boys football, boxing and skateboarding – creating in the process an electric atmosphere, aided by the soundtrack of inner-city musicians.

“One young man who benefited from BASE had problems in education and we thought he wouldn’t finish his studies but through sport he learnt, worked hard and finished with the best grade. He is now training to be a pilot,” said Paul Schif, director at the Laureus Sport for Good Foundation in Germany.

“And for these youngsters, it’s all about having role models and most of Laureus’ ambassadors also come from backgrounds that are not that easy. But they developed through sports and it changed their life, that’s what we want them to show to the kids. We want them to tell them it makes sense to train hard, to believe in what you can do and teach values which is incredibly important.”

Away from awe-inspiring projects, the glitz and glamour of a star-studded awards night featuring the most recognizable faces from around the globe is quite a contrast.

However, Laureus Academy chairman and two-time Olympic hurdles gold medallist Edwin Moses was keen to point out that the once-a-year get-together rightly celebrates sport at the highest level, but the work that goes into grassroots initiatives on a year-round basis is by far the most important and significant.

And he believes spending the evening in the company of modern day greats like Novak Djokovic, who scooped the men’s Sportsman of the Year accolade and legends of the Laureus Academy, underline what the charity is all about – using the power of sport to bring people together.

“I spend 90 per cent of my time on foundation matters, that’s all I do and essentially that’s what the academy members are there to do, to participate in the foundation and help us raise money so that is the real purpose of Laureus,” Moses, now 60, said.

“The awards are like a birthday party and an occasion to celebrate high-performance sport. All the activities of the foundation, our academy and ambassadors are geared towards improving the lives of young people around the world.

“We started in 2000 with two donations and as of the end of 2015 we’ve raised and given away €100 million so that’s tremendous progress and that’s what we’re proud of.”

Most popular

Related Sections