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31 Facts Luxury Car Brands Tier List | Five trends shaping tomorrow’s luxury-car market

  • The primary reason for the growth in the luxury-car segment involves the continued increase of ultra-high-net-worth individuals (UHNWI), people with more than $30 million in investable assets, and high-net-worth individuals (HNWI), people with assets ranging from $1 million to $30 million. With more millionaires (and billionaires) in more places, the nexus of sales growth for luxury automobiles has shifted from North America and Europe to Asia and the Middle East. This new, more regional demand for high-ticket automobiles has attracted new entrants to the market because of strong geolocation and technology shifts, especially in China, resulting in more new-product launches. - Source: Internet
  • Most established performance- and luxury-car brands make distinctive claims, generally focused on individual luxury, performance, or both. They highlight uniqueness, exclusivity, prestige, craftsmanship, artistry, and the extraordinary—traditional sports/luxury brand identifiers. To stand apart from these legacy brands—some of which have existed for a hundred years or more—newcomer marques focus heavily on the differentiating power of technology. They promote this difference not only to enhance the ownership experience but also to address social concerns such as the transition to sustainable energy. - Source: Internet
  • Customer expectations for luxury cars are rapidly evolving, spurred by luxury brands beyond automotive. Automotive players must keep pace because customers remember their best experiences as benchmarks. Many buyers seek a mix of seamless customer experiences that includes simplicity, omnichannel reach, customization, and experiential diversity. - Source: Internet
  • A characteristic that defines many leading luxury-industry players is global consistency. While their local offerings may reflect the unique style of a given region, they strive to maintain a globally consistent brand so that consumers can recognize them anywhere in the world. In the automotive sense, this could translate into standardized brand treatments globally, while at the local level they offer features such as special vehicle color schemes or local-connectivity options. - Source: Internet
  • Under McKinsey’s accelerated scenario, battery-electric vehicles (BEVs) will be dominant across all luxury-segment tiers by 2031, but the degree of adoption will vary based on the price band. Our research reveals an openness to EVs among affluent customers, who increasingly value sustainability. For instance, globally, more than 70 percent of current owners of premium and luxury internal-combustion-engine (ICE) vehicles are willing to switch to EVs during their next vehicle purchase. - Source: Internet
  • The luxury automotive sector has set itself apart from the mass market and could capture even more profitable growth, especially at the top end of the market. However, incumbent brands face significant legacy retail and operational challenges, since many are locked into working with dealer networks to provide the levels of customer experience that luxury-car buyers seek. At the same time, market disrupters need to resolve electrification, connectivity, and other advanced-technology issues. In this race, the player that cracks the code on satisfying the most individuals in the luxury-car market the best wins. - Source: Internet
  • While most traditional luxury OEMs consider the move to DTC, there is a group of disrupters and luxury players that are pushing even further with a go-to-market approach that relies on a mix between direct sales, online interactions, and few but highly exclusive own-retail assets. This becomes feasible since customers for top luxury brands are often both affluent and digitally savvy and live in or around specific urban areas, which allows OEMs to focus on the number of outlets they require. Basing their retail strategy on serving these customers and augmenting it with appropriate digital and remote customer experience innovations enables these luxury brands to reach their core customers more cost-effectively while creating unique customer experiences. - Source: Internet
  • Beyond electrification, which customers in the luxury segment already expect to be available, Chinese luxury-car buyers put the “smartification” of their EVs in almost the same bucket. About 40 to 50 percent of serious EV intenders consider the latest ADAS and connectivity features must-have elements of their EV deals. Currently, up to 20 percent of Chinese car buyers consider new EV makers to be better at EV smartification than incumbents—a gap the traditional industry needs to close. - Source: Internet
  • An important caveat regarding a brand’s embrace of BEVs involves its starting point. While EV specialists begin from a core EV position, incumbent ICE OEMs must work through significant legacy combustion-engine issues, including stranded assets, R&D integration problems, and likely false starts along the way, which can slow their transition to BEVs. The very top luxury and performance brands will likely feel this challenge acutely since they are drastically under scale by mainstream-automobile standards. That makes it harder for these brands to change course quickly in terms of technologies or assets, hence their delay in making the move to electrification. - Source: Internet
  • Conditioned by e-commerce platforms that offer innovations such as one-click purchases, China’s luxury-car buyers want their cars to integrate seamlessly with local digital offerings and ecosystems. Roughly 80 percent of prospective luxury-car buyers in China are willing to trust a new brand, provided the car offers integration with the local ecosystem. However, few car OEMs have the necessary consumer-centered DNA in their operating models to meet this consumer demand. As a result, they risk missing the chance to establish a price premium, thus potentially becoming uncompetitive. - Source: Internet
  • The benefits of direct sales for OEMs include direct customer access, which improves customer interactions and lifetime value, and the opportunity to reduce dealer margins as the automaker takes over more retailing duties. DTC can improve an OEM’s online–offline integration to optimize the customer journey and provide a lower cost structure by replacing brick-and-mortar stores with effective online-sales platforms. It can also enable price and incentive steering by introducing central-price steering and more effective incentive spending and by reducing competition among brands. - Source: Internet
  • Conditioned by their exposure to luxury-goods experiences in other retail environments, affluent consumers today seek continual engagement and personalized experiences when shopping for luxury cars (Exhibit 5). These experiences have often been shaped in highly controlled environments, in which the luxury OEM controls the end-to-end customer experience. The challenge for luxury automotive OEMs is that this type of exclusive treatment has been difficult to replicate in a traditional franchised-dealership channel given the potential conflicts in data ownership and challenges in building a seamless omnichannel experience, which has made it difficult to ensure consistent, personalized customer engagement. For example, luxury-car buyers likely expect a highly personalized, exclusive sales or service experience instead of waiting in line (as could happen at a dealership), especially given the singular treatment they receive at other luxury retailers. - Source: Internet
  • Global political and economic trends can influence the growth of luxury vehicles. The scope, pace, and characteristics of demand hinge on a variety of factors, including the creation of wealth, the promulgation of regulation, the state of the global economy, geopolitics, technological advancements, and OEM and supplier strategies. The world is recovering from the COVID-19 pandemic, along with recent supply chain disruptions and high inflation rates. The war in Ukraine has disrupted energy and food supply chains, and associated sanctions on Russia have affected economic stability. Consequently, economic development has become uneven across geographies, and the growth outlook is uncertain. - Source: Internet
  • The luxury segment will likely see significant shifts in its geographical makeup, with nontraditional markets such as China gaining momentum. We expect the Asia–Pacific region to have the highest growth for the forecast period, propelled by factors such as an increase in UHNWIs and HNWIs between 2021 and 2026. For instance, predictions put the percentage growth in the UHNWI population in Asia at 33 percent compared with 28 and 27 percent in the United States and the European Union, respectively. During the same period, the number of UHNWIs in China alone should increase by more than 250 percent, albeit from a small base. Growth trends in the HNWI population should exceed those of the UHNWI cohort, increasing by more than 60 percent in Asia compared with less than 53 percent in the European Union and the United States between 2021 and 2026. - Source: Internet
  • The electrification levels in the $150,000-to-$500,000 price bands result from several trends, notably the influx of EV-focused disrupters and a strong supply side push. Regarding the former, the EV disrupters and several mainstream luxury brands already offer EV models, but many top luxury brands will likely remain on the sidelines, at least until 2025, when their first models should arrive. The latter point regarding the supply side push will result from new regulations and technology. The scope of zero-emission mandates enabled by additional city bans on ICE vehicles by 2031—cities where HNWIs typically live—will likely grow, given the political momentum behind them and shifting consumer sentiments. Additionally, improvements in technology are making it possible for car manufacturers to offer similar or better performance in electric vehicles compared with luxury ICE cars. - Source: Internet
  • Email Methodology When plotting luxury-vehicle volumes and electrification rates, McKinsey used two growth scenarios. Baseline scenario: The analysis is based on 2021 starting volumes on the production of vehicles priced higher than $80,000 (base price and 10 percent premium for add-ons), and 2022 to 2025 growth on planned production capacity additions, as well as the announced and expected new launches of luxury OEMs. From 2026 to 2031, the scenario assumes a continuation of growth in the number of high-net-worth individuals and ultra-high-net-worth individuals of 9 and 5 percent annually, respectively. The scenario derives electrification rates from McKinsey’s electrification model, which assumes continued battery technology improvements, decreasing battery prices, additional regulatory limits on internal-combustion-engine (ICE) sales, and the increased availability of charging stations, among other factors. - Source: Internet
  • Newer luxury OEMs have identified customer experience as their core strategy to differentiate themselves against incumbents and have created a go-to-market approach that fully reflects the new customer groups. Our research shows that half of all premium consumers would prefer to buy their next cars online, 60 percent are interested in contactless sales and services, and 40 percent find haggling over the price at dealers annoying. It is no surprise, then, that newer luxury-EV OEMs in particular are innovating to meet evolving customer needs. - Source: Internet
  • Luxury automotive companies can learn from brands in other industries, especially regarding a commitment to social responsibility in areas such as sustainability. For example, one luxury fashion brand ended its use of animal furs in 2018 and stopped the practice of burning unsold new clothing as well, stating that modern luxury dictates behavior that is socially and environmentally responsible. Likewise, a global footwear and apparel company analyzed its greenhouse-gas footprint in 1997 and found that the company was emitting more than seven million tons of CO 2 equivalents. The company started a net-zero carbon reduction campaign that enabled it to cut its CO 2 emissions to less than two million tons in 2009. The company has pledged to power all its owned and operated facilities with renewable energy by 2025. - Source: Internet
  • To deliver a superlative experience, automotive OEMs need to align with continually changing customer needs. McKinsey’s China Consumer Survey indicates that nearly 80 percent of luxury-car customers are looking for a seamless, omnichannel experience, with consistent interactions across departments. They want automakers to deliver frictionless, on-demand service, as 83 percent expect to engage immediately when contacting a company. Nearly 70 percent of customers want new channels and new ways to obtain existing products and services. Another 62 percent demand speed and convenience and see fast shipping as a core element when defining a positive experience, and 90 percent seek transparency and predictability, which is why many of these respondents read online reviews before making a purchase. - Source: Internet
  • China will be a crucial part of the growth engine for the luxury-automobile market. For example, in the above-$80,000 price tier, we expect China to be the fastest-growing market for luxury cars by 2031, with 14 percent annual growth, thus increasing its global share in the segment from 24 percent in 2021 to about 35 percent at the end of the decade (Exhibit 3). This will be driven by a rapid increase in the number of HMWIs and UHNWIs in the country. - Source: Internet
  • Currently, the $80,000-to-$149,000 price band is driving the growth in the luxury-car segment in China. Traditionally, global luxury-car OEMs have single-handedly led this growth. Recently, however, local champions have developed a strong connection with consumers by offering a seamless customer experience, technological ecosystems, and innovative offerings. As the UHNWI population grows, brands in the above-$150,000 price bands could soon emulate this technology focus, although how soon customers will demand it remains an open question. - Source: Internet
  • Tier list of performance/luxury car manufacturers. Tiers determined by a combination of performance, looks, features/comfort, status, and personal preference. Cost can be a factor but it shouldn’t be a tier list from high to low cost. In the end, personal preference is likely the major consideration when putting together the different tiers. - Source: Internet
  • The luxury market is where the action currently is in the automotive world. In addition to traditional comfort, convenience, entertainment, and safety features, luxury cars bristle with advanced connectivity elements, autonomous-driving options, and the latest powertrain electrification technologies. They also have some of the strongest brands in the industry. - Source: Internet
  • SUVs have been popular in the global automotive market since the early 2000s because of a range of factors, including perceived safety, convenience, styling, and practicality. Additionally, many wealthy buyers desire greater resilience given the broadening regional applicability of SUVs. According to a McKinsey survey, around 50 percent of premium- and luxury-car buyers prefer SUVs as their next purchase. Several leading luxury-car makers, including Aston Martin, Ferrari, and Lotus, are busy introducing their SUVs in response to this demand. - Source: Internet
  • Luxury-vehicle brands stand apart. Where the mainstream market has largely stagnated, with little to no growth expected through 2031, the luxury segments should gain share during the same period, with growth rates ranging from 8 to 14 percent annually. What’s more, margins in the luxury segment ranged in the double digits from 2016 to 2021, while the mass market remained in the low single digits during the same period. - Source: Internet
  • The majority of luxury marques have heard the message and are looking to progress from the wholesale dealer network channel to DTC or even retail ownership, with only a handful apparently satisfied with the status quo. The promises of such a move are apparent: DTC can enable luxury OEMs to own the customer experience from end to end, which would allow OEMs to fully personalize the customer relationship and help ensure a seamless omnichannel journey. However, the challenges are also clear: a DTC approach will require the buildup of necessary capabilities to move from wholesale to retail. On this journey, OEMs can learn a lot about DTC from nonautomotive luxury retailers, which have made substantial progress in blending the physical and digital customer experiences. - Source: Internet
  • Another argument for the move toward DTC is that customers of luxury OEMs, like many customers, become frustrated by price inconsistencies and price haggling. In other luxury industries, this has led to extreme behavior among leading players. One French luxury retailer reportedly destroys its overstocked merchandise rather than discount it to avoid damaging the brand value. In addition to deteriorating the premium customer experience, price haggling also harms residual values, which is especially harmful in the luxury automotive segment. - Source: Internet
  • Our latest report on the luxury-automobile market updates McKinsey’s extensive research on the sector. It focuses on five significant trends in the global luxury-automobile segment that we believe will shape the market over the coming decade. To develop this perspective, we created two scenarios for market growth and electrification—one baseline and one accelerated—that we used to inform our thinking (see sidebar, “Methodology”). This article largely follows the accelerated scenario. - Source: Internet
  • The number of UHNWIs will likely grow worldwide at 5 percent from 2021 to 2026, reaching more than 700,000 people (Exhibit 6). China should see the fastest growth among large ultra-high-net-worth clusters at about 7 percent during the same period. We expect more than 50 percent of the growth in the luxury-car market to come from nontraditional markets such as China given the rapid rise in UHNWIs and HNWIs in these areas. While the growth in nontraditional markets is impressive, all but two of the top ten countries that will account for about 70 percent of this demographic are part of the traditional triad (North America, Europe, and Japan). Nonetheless, China’s move from virtually no ultra-high-net-worth consumers in 2000 to nearly 90,000 in 2020 and an expected 130,000 in 2026 is especially noteworthy. - Source: Internet
  • In a recent survey of potential Chinese luxury-vehicle buyers, nearly 84 percent of respondents say that the ability to personalize their vehicle is important or very important. That places the ability for buyers to customize their cars ahead of a lengthy list of other features that includes connectivity service, driving performance, high-end interior design, battery range capacity, and autonomous-driving features. What’s more, nearly 60 percent of these consumers say that they want customized service throughout the buying process. - Source: Internet
  • Global OEMs are using two strategies to develop or reinforce their brands in China. Some OEMs have introduced strong global brands with traditional local customization (for example, premium exterior paint or special interior features), and others are developing local bespoke specials that more deeply integrate unique features around connectivity, navigation, and infotainment, for instance. One leading luxury-car manufacturer recently introduced a series of bespoke models exclusive to China to tap into demand for luxury cars in the region and to support its long-term commitment to the market. - Source: Internet
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