GQ Australia - 08.2018

It’s refreshing to
speaktoamanaging
director and hear him
spruik the importance
of people.
Having previously
worked in finance,
before making moves
into the automotive
sector via Jaguar
and then Audi’s
parent company,
Volkswagen,
Sansom believes too
many boardrooms
continue to overlook
theimportanceof
allocating time to
talent management,
acquisition and
development.
“When you join an
organisation, you
have to have a clear
strategy. And then,
once you have that,

youmustcreatethe

people plan – because

you can’t have a

business plan without

apeopleplan,they’re

just so important and

too often overlooked.

”Get the right

people in place, give

them the clear vision

strategy and then

give clear objectives

and performance

management on

adailybasis.It’s

somethingI’vetriedto

putinplaceoverthe

past12months–we

now have a clearer

vision about what

we’re trying to do.

Wehadabiginternal

restructure and we’re

starting to see the

greenshootsofthat

coming through.”

Progression

via agitation

Therecentlaunchofthe

impressive ‘R8 RWS’ was

somethingthatinstantlyrevealed

whatAudimeansasabrand.

Itwasboldandunexpected.It

also aligned with the German

marque’s longstanding strapline:

‘Vorsprung Durch Technik’

(progress through technology).

It was ultimately a loud and firm

business statement – in the guise

of an alluring and bonkers 5.2-litre

V10 – and one that signalled the

German marque could more

than keep up with the historical

supercar powers.

“We’ve always been famous

for our quattro all-wheel drive

• we’re entrenched in that
  drivetrain,” says Sansom. “So for
  us to then come out with the RWS
  [rearwheeldriveseries],itwas
  about showing our capabilities;
  thatwe’remorethancomfortable
  pioneering. It was also about
  showing our main rivals, who
  we’velongarguedwithabout
  rear-wheel drive, that we can do
  it.Andthatwecandoitbigger
  and better.”AUDI.COM.AU

“The sales outcome shouldn’t be the sole

focusandmeasureofsuccess–themeasure

ofsuccessshouldbehavingthebest

premiumbrandintermsofdesirability,

the value of the brand to the consumer

andwhatitoffersinregardstoconvenience

andexperiencewithintheownershipcycle.”

When it comes to the intangible concept of

desirability, Sansom says it’s ideally driven by

having “one less car than there’s demand for”.

AtoughtaskforAudi,considering

its depth across nearly all sectors?

“Absolutely,butit’swherewe’re

tryingtogetto.Werangefromsub$30,000

to $500,000 and to try to manage that

portfoliotothatcriteriaisarealskillandart

–butwe’renowmuchclosertothatin2018

thanwewereayearagowhenIarrived.”

Accompanyingasuiteofnewandupdated

modelstolandthebackendofthisyearand

into2019–includingthenewgeneration

‘RS4’ and anticipated ‘Q8’ – Sansom’s

strategy involves redeining Audi Australia’s

brandstory.Itbeganwiththerecent

unveilingof#DriveProgress–aninitiative

that,amongotherthings,championsgender

equality–withevenmorenoisetocomevia

reconigured and refreshed ambassador and

inluencerprogramsandgreaterinvestment

in both digital and traditional media

over events and sponsorships.

It’sforthesereasonsthatAudihaslowered

thesailonitstitlesponsorshipofHamilton

Island Race Week after 12 years.

“Therewasnothingwrongwithit–

itwasverysuccessfulandwe’llcontinue

ourrelationshipwithHamiltonIslandon

asmallerscale.Buttoinvestinotherareas

that ladder up to this clear brand vision, well,

theharshrealityisthatweneed to stop

investinginsomethings.”

Ultimately,Sansomfeelshisirst

12 months have steered the company

onapaththatwilllead to new heights,

if it hasn’t already.

“Wereorganised,wehaveaclearvision

andwehaveastrongerbrandstorysetto

emerge, one that is unique to Australia.

We also have an engaged team and dealer

networkandsomegreatproductsonthe

horizon.I’msatisiedwiththeprogresswe’ve

madeandIfeelwe’vealltheingredientsfor

growth in this market with an exciting few

years ahead.”

With a top speed

of320 km/h, the

‘R8 RWS’ is limited

to 999 units.

People power