JLR Restructuring / Reorg

When I worked for JLR the focus was to be a boutique marquee with the saying of “to be truly special something has to be rare”. Since then they’ve just saturated the product lines with uncompetitive vehicles solely relying on brand recognition to sale. JLR needs to go back to a boutique focus. Low volume/high margins is how all the British builders are surviving now, even Mini is considered low volume/high margin. JLR have the brands to make this work beautifully.

Land Rover needs to focus on the core products. Range Rover, Range Rover Sport, Discovery and Defender. To say the Evoque, Discovery Sport and Velar have been sales failures would be an understatement. Continue moving the Range Rovers upmarket and hold the line on the other product.

Similar approach for Jaguar, build a core sports car, possibly a GT coupe, a single super sedan under the XJ badge, a small performance CUV and a larger performance SUV.
 

catmann

Member
A snippet from the article below saying the 130 is due in just 12 months and the D5 will move upmarket. (you may have to block cookies from the website in order to view the entire article).

Within the next 12 to 18 months JLR will launch new generations of its Range Rover and Range Rover Sport, two models it categorizes as its "strongest profitability cars," according to the February investor presentation.​
Bollore wants to sell Land Rovers for more money. "Land Rover has the equity to push higher in the market," he said at the investor day.​
Land Rover will also launch the long-wheelbase, seven-seat Defender 130 variant in the next 12 months, and McGovern hinted at plans to maximize the Defender's potential.​
"I'm absolutely convinced the Defender will become a power brand in itself," he said.​
McGovern also promised that the slow-selling Discovery premium large SUV will be elevated to a more premium position, along with the midsize Discovery Sport. "Our next generation of Discoveries will be moved into that world of luxury, too," he said.​
Bollore has also promised to tackle quality issues, which he said cost the company about 100,000 sales annually.​

 
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