David Rosenthal: uncertainty

Transcript context

…Yup. There's no network economies. There's really no benefit to you own a Porsche, therefore I own a Porsche, and I get value out of you owning a Porsche. It's not particularly a thing, other than we can go to Cars & Coffee together. Process power, this is probably where I would slot German engineering, of all the things that we've talked about. The last one, cornered resource, I don't think there's a particularly cornered resource here. It's not like the square footage in Stuttgart that they own is some magical thing. All right, that does it for power. Playbook. We've talked a lot of playbook along the way, but I'm curious for ones that jumped out at you that we haven't hit yet. I know we just talked about it a bit. But for me, the racing thing is interesting. Even though we didn't spend that much time on the details of it throughout the history, I don't know that we've covered any other companies, where there is this adjacent activity to the core business of the company that adds so much to the brand value and is worth investing in. I'm just trying to think if there's anything else like this because Porsche has invested billions in racing over the years. In all sorts of racing.…

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