1. Porsche Business Excellence Technical Proposal Mexico City, september 2012

3. Index -Background -Objectives -Project Approach -Project Scope -Success Factors -Why Overlap 3 P017A14 Porsche Business Excellence

4. Background Since the fiscal year 1995\1996, Porsche has increased its turnover from 1 billion € to almost 8 billion € in 2009\2010 – and it is still on the rise. Consequently, PLA and its retail organization have to overcome several challenges in order to ensure that the ambitious growth targets defined in the strategy –“Road to Growth” – will be achieved. To reach this aim successfully, the Porsche Business Excellence approach has to be in the focus, especially in the area of customer satisfaction, market penetration and profitability. One project for the holistic professionalism of the importer network has been defined – Porsche Business Excellence. Target of this initiative is to set-up a holistic and standardized performance potential analysis in all Porsche Centers which will lead to defined actions for implementation. 4 P017A14 Porsche Business Excellence Based on this background, OVERLAP, Porsche’s strategic partner, has been asked for a proposal considering its professional consulting services.

5. Objectives 5 Support objectives Identify dealer opportunities of potential optimization Define the best implementation strategy for each dealer based upon its actual needs Define and initiate appropriate actions for process improvement Develop and implement performance measurement tools aimed at monitoring project objectives and correct possible deviations To assure that importers/dealers reach a high level of consistent professionalization of their retail organization. Main Objective P017A14 Porsche Business Excellence

6. ProcessesTools Planning Information Planning Genuine Parts and Accessories marketing plan Mercedes Benz Monthly plan Quarterly plan BSC Organizing Sales Control KPI’s Business process Organization and procedures Management tools Deployment and progress measurament Training and communication Manager´s involvement Performance analysis Objectives and KPI´s Incentives Main factors that affect dealers performance Initial dealer situation and processes report Operation diagnostic Weaknesses and threats Main objectives Strategic plan General meeting: General Manager, Sales and After Sales Managers and District Managers ProcessesTools Planning-Information -Planning -PLA -Action plan -Business plan Dealer organization -Dealer activities -Dealer staff and profiles -Operation processes -Dealer efficiency Business plan development Business plan based in each dealer’s needs 6 P017A14 Porsche Business Excellence Project Approach

7. Project Scope 7 Project Preparation Train the Trainer PilotingImplementation Implementation Plan 12345 P017A14 Porsche Business Excellence Project Phases

8. 8 Project Presentation Operation Analysis Key performance indicators analysis Sales Standards follow-up Process evaluation Balanced scorecard evaluation Key performance indicators analysis Sales Standards follow-up Process evaluation Balanced scorecard evaluation 5 days Follow-up Kickoff Operation Analysis: -Sales Analysis -After Sales Analysis -Marketing Analysis Operation Analysis: -Sales Analysis -After Sales Analysis -Marketing Analysis 3 days Implementation Monthly follow-up Project Implementation Plan: Initial dealer situation and processes report: -Weaknesses and threats -Main objectives -Strategic plan Initial dealer situation and processes report: -Weaknesses and threats -Main objectives -Strategic plan Action plan based in each dealer’s needs Project Scope P017A14 Porsche Business Excellence 3 days

9. Balanced Score Card A proposal for the management and evaluation of key performance indicators will be presented. Different operation and project indicators will be considered in order to review implementation effectiveness and to measure the evolution and results of the action plans. –Quality control questionnaire –Balanced Scorecard –Sales and After-sales key performance indicator measurement tools –Milestones and objectives achievement Costes Calidad EFICIENCIA: Mejora continua Tiemp o Objetivo de mejora continua 05. Enfoque Metodológico. Seguimiento 9 P017A14 Porsche Business Excellence Project Scope

10. Establishment of a reporting platform: Overlap will develop a specific Internet Portal specially designed for report management, summaries and everything to share throughout the process of implementation of dealer standards. The reporting platform will provide easy to data as: Current Project Status Appointments Milestones and deadlines Survey results Reports and summaries In order to have an environment that allows to manage the information in simple and immediate way, the platform will manage reports, with different levels of access for each user: Sales Manager After-sales Manager Marketing Manager General Manager PLA Project Manager Overlap Project Manager Overlap Project Consultants 05. Enfoque Metodológico. Seguimiento 10 P017A14 Porsche Business Excellence Project Scope

11. Human Resources Project Manager & key account for PLA Strategic scope Planning, organization and activities follow-up Key account Manager Implementation standardization and quality supervisor Best –practice Consultant Piloting project implementation Milestones achievement Human resources manager Consultant implementation team Project implementation Report and executive summaries development Action plan implementation (via PLA Toolbox) BSC & KPI follow-up Project documentation Support Team Logistics coordination Tools and format design Overlap´s Automotive Consultants have extensive experience in the automotive sector, especially in fieldwork analysis, dealer coaching, change management abilities and continuous improvement processes. In order to implement this Project, the next organization chart is proposed: 11 P017A14 Porsche Business Excellence Project Scope

12. 12 P017A14 Porsche Business Excellence Example of Reports and BSC Tools Project Scope

13. Performance Measurement Tools Follow-up PLA involvement Motivation Dealer commitment Processes Balanced Scorecard Dealer analysis –Directors –Managers –Field Force –Sales Force –After Sales Force –Managers –Owners –General Managers –Sales and After Sales Managers –Sales operation analysis –After Sales analysis –Marketing analysis –Define quick-win processes –Process implementation –Tool designed to analyze: –Dealer performance –Dealer market –CSI –KPI´s –Continuous improvement –Continuous feedback –Action plans –Performance indicator follow-up Success Factors 13 P017A14 Porsche Business Excellence

14. Why Overlap? Porsche Business Excellence

15. The fulfillment of agreements in the medium and long term is not based on a person but an international organization with broad experience, extensive know- how developed numerous projects in the sector and a recognized brand in the market. Corporate Presentation Overlap, consultancy firm specializing in the Automotive industry, is a global leader in helping businesses by providing tailored solutions and innovative consultancy and training processes. Our knowledge and experience in the industry allows us to increase the efficiency and generate measurable results in the activity of our customers. We believe that customer satisfaction is derived from the results of our collaboration. Therefore, the solutions of our specialists in the automotive area are based on the importance of the final customer and cater to every link of the value chain. Our presence in a large number of countries and international development projects, allow us to provide specific solutions and focus on measurable results. Overlap brings expertise in México since 1992. Is a company with career support and strong interest which has consistently proven to be a trusted partner to its customers. Our relations are based on a firm belief of our partnership with clients, accompanying them in all actions necessary to achieve the attainment of its objectives. Overlap's experience covers all areas of managing a business Dealer: New and Used Sales, Service and Commercial Vehicles.. Why Overlap? 15 P017A14 Porsche Business Excellence

16. Company Profile Overlap Profile Company activities since:1989 2011 Sales18.000.000 € R&D Investment15% Country coverage:Europe and America Current and active customers200 Number of employees:250 Geographic Distribution:Madrid, Barcelona, Buenos Aires, Sao Paulo, Mexico City, Monterrey, Bogota and Lima 16 P017A14 Porsche Business Excellence

17. Our competitive advantage is based on: Specific solutions for the automotive sector Use of innovative technologies and methods in process of training and development Methodology based on performance improvement Why Overlap? 17 SECTORS Automotive BankingRetailEnergy IT Health Commercial Marketing Management Quality and innovation Change management Direction models Commercial models Products and services Skills Development Design training plans Knowledge Management / Action Learning Strategy Department / Training and Development Strategies Implementation Transfer knowledge and skills Human Capital Development KPI Impact P017A14 Porsche Business Excellence

18. Methodological values with our clients 18 Why Overlap? Partners of our clients Working through indicators Consulting Field work Work on line Solutions Orientation to performance enhancement Global vision of the project Performance after the project Field training I + D Building operating tools incorporation of new trends COMMITMENT PERSONALIZATION ADVICE INNOVATION How do we work with our clients? P017A14 Porsche Business Excellence

19. Experience of Overlap in the design and implementation of processes and business performance models Design and implementation of the sales model of Mercedes-Benz (Mexico) Design and implementation of the sales model of Nissan, NSSW (Mexico) Implementation of the used car model of Volvo, Selekt (Mexico) Implementation of the used car model of BMW Group de México (actual implementation) QMA Implementation BMW (Mexico) Redesign and Implementation of the Commercial New Way Programme Toyota (Argentina) Commercial New Way Programme audits Toyota (Argentina) Redesign and Implementation of TSM Programme Toyota (Argentina) TSM Programme audits Toyota (Argentina) QMA Implementation BMW (Argentina) QMA Implementation BMW (all LATAM except Brazil) QMA Implementation BMW Motorrad (Argentina) QMA Implementation MINI (Argentina) BPS & MINI NEXT used car programme implementation BMW (Spain) Sales Quality Audi (Spain) Sales and After-sales Management Volvo (Spain) Design an implementation of LABEL Programme Peugeot (Argentina) Design and implementation of Sales Channel Project BMW (Spain) Design and implementation of Sales Channel Project Mercedes-Benz (Spain) Overlap’s Automotive Experience 19 P017A14 Porsche Business Excellence

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22. MADRID BARCELONA BUENOS AIRES SÃO PAULO MÉXICO D.F. BOGOTÁ LIMA MONTERREY