ポルシェの2035年までの新たな戦略「Sportwagenschmiede '35」とは

New sports car, increased exclusivity, and improved profitability.

At Capital Markets Day, held on October 7, 2026, Porsche announced its "Sportwagenschmiede '35" strategy, which focuses on its medium-term goals.

This is a concrete implementation of the management strategy that has been referred to as "Strategy 2035" at the shareholders' meeting in June 2026.

Porsche aims to further strengthen and expand its identity as a sports car manufacturer through new products and technologies. In addition to improving its pricing and sales positioning within its product portfolio, the company plans to achieve attractive profitability and net cash flow margins while reducing capital intensity through cost reduction programs and a more efficient and agile organizational structure.

What is Sportwagenschmiede '35?

The strategic restructuring announced by Porsche this time is called "Sportwagenschmiede '35".

The overarching goal of this is to strengthen Porsche's position as one of the most attractive sports car manufacturers.

The foundation for this is the brand's unique positioning, and by offering products that cater to both sporty luxury and sporty high-end premium segments, Porsche expects to achieve high profitability at the top of the automotive market and enjoy economies of scale.

In that case, we will continue to conduct our business based on the principle of "Value over Volume."

Porsche aims to significantly lower its break-even point by combining a leaner, faster, and more flexible organization with efficient processes, striving to reach the break-even point even with sales of less than 200,000 units.

The medium-term goal is to achieve a group-wide operating profit margin of 10-15% and a net cash flow margin of 9-12% for the automotive business. The long-term strategic goal is to achieve a group-wide operating profit margin of 15% and a net cash flow margin of 12% for the automotive business.

According to Michael Leiters, CEO of Porsche AG:

Porsche has formulated a clear plan based on its 'Sportwagenschmiede '35' strategy.
Our ultimate goal is to further strengthen our unique sports car brand by introducing attractive new models across our entire model line, particularly in high-profit segments.
This strategy will build a three-stage foundation for significantly improving Porsche's efficiency, productivity, and profitability.
At present, we are focusing on cost reduction and strengthening our financial position, and we have already achieved several important milestones.
Our strategy focuses on achieving medium-term goals, and we strive to realize our initiatives and their results as quickly as possible.
The term "Sportwagenschmiede" was chosen with the intention of embodying everything Porsche aims to achieve in the future.
It encompasses not only Porsche's ambition to provide the sportiest vehicles in every segment, but also craftsmanship, grounded thinking, and a business-oriented approach brimming with entrepreneurial spirit.
Porsche's goal is to be attractive to all stakeholders, including customers, employees, partners, and investors.

One achievement already reached is the agreement with employee representatives on a future planning package, which includes a socially responsible reduction of 9,000 jobs, as well as a commitment to retain core employees until 2035.

Furthermore, key measures have already been taken as part of a focus on core businesses, including the sale of shares in Rimac and Bugatti Rimac, the signing of an agreement to sell a subsidiary of MHP Consulting, and the planned closure of development and production activities at Cellforce Group, Porsche eBike Performance, and Cetitech.

Furthermore, the product lineup will include the fully electric 718 Boxster and 718 Cayman, which are expected to support sales in 2028, the first year of year-round production.

In 2028, Porsche will also unveil a new SUV that it positions as a "B-segment" vehicle, which will be sold alongside the current all-electric Macan.

This new model, equipped with both internal combustion engine and plug-in hybrid powertrains, is expected to make a significant contribution to sales and revenue in 2029, following the start of mass production in 2028.

Following this, further new product launches are planned, particularly in the highly profitable D and E segments, which are expected to lead to even greater profits.

Furthermore, a preview showcasing the potential of a future mid-engine supercar platform is scheduled to be released on October 15, 2026.

Porsche has already unveiled some of the features of the "Mission S."

This time, the strategy for the 'Sportwagenschmiede '35' has been outlined in five chapters, so let's take a look at the main contents of each.

The five chapters are Brand & Customer, Products & Technologies, Enterprise & Operations, Enabler, and Financial Ambitions.

Brand & Customer: Brand and Customer

Porsche is further strengthening its identity as a sports car brand, and in the process, it has faithfully adhered to its fundamental principle of "value over quantity."

Quality is an essential foundation for Porsche's economic success, not only in its products but also in its services, because it is what directly resonates with customers.

The Porsche brand is characterized especially by its design, luxury, performance, tradition, and driving pleasure.
These characteristics form the basis of Porsche's unique position.
Unlike any other manufacturer, it has established a unique positioning that bridges two segments: sporty high-end premium and sporty luxury.
By continuously developing this positioning, we aim to continue providing customers with an attractive entry point to our brand while expanding into more upscale and profitable segments.
We aim to improve our brand image through measures such as expanding customization options and increasing our product lineup in the high-price segment.
This will allow us to raise the average selling price of our top-of-the-line model by approximately 20% in the medium term, and to improve the product value accordingly.
Our goal is to significantly increase option revenue per vehicle in the medium term, and we plan to systematically expand the provision of customization options.
Through the "Sonderwunsch" program, we plan to expand our lineup of highly personalized vehicles.
The goal is to increase sales from this business sixfold in the medium term, which is expected to further enhance the brand's appeal and exclusivity.
Going forward, Porsche will integrate its activities in three areas—performance (including Manthey), exclusivity (Sonderwunsch and Exclusive Manufakture), and heritage—under the comprehensive name of "Home of Sports Cars."
Of particular note is the well-established Sonderwunsch program, which is planned to be further expanded.
As part of this effort, Porsche is increasing its stake in Manthey Racing GmbH to 67%, strengthening its performance business.
This will further deepen our excellent working relationship with Manthey, and our joint ventures are expected to expand from performance kits and special track experiences to complete vehicle concepts in the limited production segment.
Furthermore, through our efforts to improve quality, we aim to achieve two goals: to further enhance the quality of products and services that customers perceive, and to reduce warranty costs by up to 45% in the medium term.

Products & Technologies: Products and Technologies

Porsche's goal is to make its vehicles even rarer and more desirable.

Therefore, we plan to carefully examine the number of model variations and concentrate our product portfolio on the more attractive high-end segment.

The clear goal is to offer the sportiest vehicle in every segment it enters, while simultaneously making the 911 DNA more strongly apparent across all model lines.

Portfolio concentration and improved efficiencyPorsche is reducing the complexity of its portfolio by cutting its model variations by approximately 20%.
This is expected to lead to an approximately 30% increase in sales volume for each model variation in the medium term.
Shift to high-profit D/E segmentsWe aim to strengthen our presence in the higher-level and more stable D/E segment, and in the medium term, we aim to increase the model ratio of the D/E segment in our overall portfolio by approximately 45% from the current level.
More premium flagship models and derivative models: Announces development of a mid-engine supercar platform that will create a model line positioned above the iconic 911.
Furthermore, the 911 lineup in the D-segment is planned to be strengthened by 911 derivative models with strong emotional appeals.
Furthermore, they are exploring the possibility of a D-segment SUV positioned above the Cayenne, all with the aim of increasing the appeal, exclusivity, and profitability of their product lineup.
An extremely attractive product lineupPorsche plans to launch at least one new brand-symbol product each year by 2030.
Combined with product improvements across the entire existing model line, this forms the foundation for a product lineup that embodies an even more exclusive, exhilarating, and unmistakably Porsche sports car experience.
We will adhere to our three-pronged powertrain strategy of internal combustion engines, plug-in hybrids, and fully electric vehicles, and further develop this strategy while strengthening our customer-centric approach.
Porsche announced investments in next-generation battery technology, in addition to its iconic internal combustion engine and plug-in hybrid vehicles (PHEVs).
Through the brand's signature technologies, Porsche delivers the sportiest cars in every segment it belongs to.Porsche is strengthening its sports car DNA across its entire two-door and four-door model line and all powertrain concepts.
A robust platform strategy based on strong partnershipsPorsche is strengthening its collaboration with Audi through the use of PPE and PPC platforms.
This allows for more efficient use of development resources, while also enabling each brand to maintain its uniqueness through brand-specific technologies and functions.

Enterprise & Operations: Enterprise & Operations

The medium-term goals outlined here relate to Porsche's creation of corporate value. By making its organization and processes faster, more flexible, and more productive, Porsche will lower its break-even point and build a more resilient corporate structure.

Furthermore, we will shorten development time, leverage synergies in procurement, reduce production costs, and optimize our sales structure.

We aim to reduce development costs for future model lines by up to 20%.
This is expected to be achieved primarily through a significant reduction in development time, expansion of in-house production capacity, the introduction of a more modular development process, and a reduction in the overall complexity of the model line.
Subsidiaries Porsche Engineering and Porsche Digital will be merged to form "Porsche Technologies".
This merger aims to strengthen Porsche's global development capabilities and to make more effective use of its global expertise at a lower cost.
The plan is to reduce labor costs in the production division by up to 30% in the medium term.
Furthermore, optimizing processes, designing products with an emphasis on productivity, and flexibly producing multiple models on the same production line create the potential for further cost reductions.
Sales and distribution costs are expected to be reduced by 20% in the medium term through measures such as building a more efficient organizational structure.
Specifically, this includes reducing the sales region from five to four, implementing more cost-effective sales processes, and improving the efficiency of sales agents and sales organizations.
The comprehensive materials cost reduction program aims to reduce the cost of individual materials in new vehicle projects by approximately 10% compared to the original plan.
This is achieved by increasing the proportion of common parts, focusing on areas that lead to brand differentiation, and enhancing synergies within the partner and group network.

Enabler: Enabler

The factors that enable this are the foundation of the three pillars of the "Sportwagenschmiede '35" strategy.

The future package plays a crucial role here, and the measures agreed upon within it help reduce labor costs and improve productivity.

An efficient management structure and rapid decision-making aim to enhance a company's agility and efficiency, and in this regard, Porsche is planning the following in particular:

Management positions are planned to be reduced by 40% in the medium term.
Overall, the number of employees in both direct and indirect departments is planned to be reduced by 25% in the medium term, with a strategic target of a 30% reduction.
Furthermore, measures taken as part of the future package are expected to reduce labor costs by approximately 10%.
Porsche values performance, individual responsibility, and contributions to the success of the organization as a whole.
Therefore, bonuses and special allowances are more closely linked to an individual's contribution to the company's financial success.
Furthermore, we plan to propose to the committee the introduction of an employee stock ownership plan in 2028.

Financial ambitions:

With the "Sportwagenschmiede '35," Porsche aims to enhance its competitiveness, focus on "value over quantity," and further improve capital efficiency and cash generation.

Porsche's goal is for revenue growth to outpace sales volume growth, profit growth to outpace revenue growth, and cash generation to increase at an even faster pace.

The improvements targeted for profitability and cash generation are based on increasing the value per vehicle, a more attractive product portfolio, and a sustainably efficient cost and capital base.

Medium- to long-term strategic financial targets are a direct result of these priorities.

The "Sportwagenschmiede '35" strategy is driving Porsche's profitability, capital efficiency, and cash generation.
We reiterate our goal of achieving a group-wide sales operating profit margin of 10-15% in the medium term.
Furthermore, the company has set a medium-term goal of achieving a net cash flow ratio of 9-12% for its automotive business.
This approach structurally improves the cash conversion rate by combining a sound plan that takes into account already identified negative factors with increased profitability and reduced capital intensity.
Reaching the upper end of these targets will require a more favorable macroeconomic, geopolitical, and regulatory environment, or the successful implementation of further value creation measures.
Regarding the group's overall sales, we are aiming for €41 billion to €45 billion in the medium term.
Our long-term strategic goals include a group-wide operating profit margin of 15% and a net cash flow margin of 12% for the automotive business.
Abundant cash flow further enhances strategic and financial flexibility, enabling investment in core businesses, strengthening the balance sheet through additional pension fund contributions as needed, and providing attractive dividends to shareholders.
The dividend policy aims for a dividend payout ratio of 501 TP1T or more of consolidated after-tax net income.
The "Sportwagenschmiede '35" strategy aims to enhance the structural strength of Porsche vehicles.
The break-even point is expected to be reached with sales of less than 200,000 units.
This is based on very conservative forecasts for the Chinese market.
The company aims to maintain a strong financial position by securing net liquidity that is 15-20% of its automotive business sales.
Investment is expected to peak in 2026, after which investment and spending on research and development are projected to decline significantly in the medium term.
The goal is not simply to lower investment levels, but to achieve a more focused approach and stricter spending discipline.

So, having taken a quick look at the details of the newly announced "Sportwagenschmiede '35," it's clear that Porsche is committed to its "Value over Volume" philosophy. Rather than increasing the number of units sold, they are focusing on introducing attractive and rare models that more strongly emphasize the Porsche identity, thereby increasing the value per unit and improving profitability.

That said, I hope it doesn't just become a matter of "making it expensive," but rather a "Porsche Value" where people think, "This is worth paying this much for."

I'm really looking forward to the upcoming announcements of a supercar positioned above the 911, as well as more special 911 derivatives, the 718EV, and new SUVs.

Disclaimer:

This press release contains forward-looking statements and information that reflect the current assessments of Dr. Ing. hc F. Porsche AG with regard to future events. These statements are subject to numerous risks, uncertainties and assumptions. They are based on assumptions regarding the development of the economic, political and legal framework conditions in individual countries, economic regions and markets, in particular in the automotive industry. These assumptions were made on the basis of the information available at the time of publication and were considered by us to be realistic at the time.

Should any of these risks and uncertainties materialize, or should the assumptions underlying the forward-looking statements prove incorrect, actual results may differ materially from those expressed or implied by Porsche AG in these statements.

The forward-looking statements contained in this press release are based solely on the circumstances existing as of the date of publication. We do not update forward-looking statements retrospectively. Such statements are made as of the date they are made and may be superseded by subsequent developments.

This information does not constitute an offer to exchange or sell or a solicitation of an offer to exchange or buy any securities.

Source: (Official)Porsche presents new strategy through to 2035

Rika (911supercars.com)

I'm Rika, the author of this article. Since I got my hands on a Porsche 911, I've been completely hooked on Porsches and I can't stop loving them, so I started this blog. My favorite cars are the 911 Carrera (2/991), 911 Carrera Cabriolet & 911 Carrera T (1/992), GT3 (1/997) and 718 Cayman GT4 RS.