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The future of business is responsible and futurology negocios at risk of increasing interest and present conscious co-mingling of growth and impact.

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So either way, like they seem to be attained in the future, do business equals strongly responsible the hyper cooperation we carry or take over?

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The future of business is intentional and transparent. The two comes from with Ray Evans, all the cool neo-Nazi Funkiness Grove tweeted immediately.

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If you would have been an Amen homophobe, mistaken assault can mean finding the equilibrium between exponential growth and sustainability.

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This is the future of business podcasts hosted by Said Business School.

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Today we'll be talking to Daniel Cannabis.

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He's currently a product manager at Rolls-Royce Motor Cars, who's responsible for global pricing strategy and is the head of the Configurator team.

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He's previously worked as a product manager at BMW Group Espana,

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working on the Mini and also a specialist on the motor and working in market research and product management.

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Thank you so much for agreeing to meet with us today.

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We're really excited to hear about your perspective on the auto industry, luxury and product management.

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No, thank you for having me here. I think it's great to be at Oxford.

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Yeah. Discussing industry insights with you.

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So can you give us a little background on how you got started in the product and luxury world?

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Well, I started in the product world first because I joined a BMW group was when I was studying in my undergraduate.

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So I started at Financial Services. Then I moved to BMW Motorcycles, then I moved to Mini.

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And then late 2015 I had a chance to move to Goodwood, to the head office of Rolls-Royce Motor Cars.

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And then is when my stage of luxury started.

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And now trying to combine both industries, luxury and automotive.

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Awesome. So what made you want to work in the luxury and auto industry and specifically as a product manager?

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What of those three things really shown and sparked out to you, I think is the mix.

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And as a product manager, you need to have the view of the bigger picture.

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And if you look at both industries, luxury and automotive, a lot of things are happening at the moment.

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And the auto industry, we can see how new brands are coming in and with electric cars, autonomous driving mobility services.

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So the industry is being disrupted. So it's a very exciting moment.

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And in luxury as well, we've seen a change from all luxury and ownership now more to a experiences and consciousness and rich experiences.

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So I think it's a it's a amazing time to be at the cross of both industries.

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Did you see as a child, great line to what you're doing now in product?

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Did you have interest in juggling many challenges at once, like you just mentioned, of those industries?

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Not at all. I was never planning to be specifically product manager on in the brand like Rolls-Royce motor cars.

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But I knew that I should work.

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It's something I liked and I was passionate about.

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And I'm really passionate about iconic brands and creating experiences around iconic products and the emotional attachment between the product,

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the brand and the customer. So I quite knew that I was going to do something similar,

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but definitely I had no idea that I would be working here in the UK for, for that amazing brand.

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And how does that emotional story play out at Rolls-Royce that you first saw it when you wanted to move into your current role roughly four years ago?

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Well, it's it was completely unknown to me,

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because Rolls-Royce is one part of the business that I had no previous contact with and might be front end at the beginning,

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because you can see all the magic around the brand or the drama.

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But once you know it, you can really see why users and customer are really engaged with the brand because it's not just a car company,

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it's more a global luxury brand. And we deliver experiences at Goodwood that are really unique and in a world that is moving more to automation,

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having products that are handcrafted and very limited unit.

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So this niche industry is really, really unique and and exciting.

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So it sounded like at first Rolls-Royce as a company or even the luxury market was a little bit of a walled garden.

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There were secrets behind it. The story was behind there, and that may have been a little bit intimidating.

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How did you jump that that river, that bridge to go from BMW, which is more mid-market to such a bespoke and high end luxury company like Rolls-Royce?

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Was there conversations that you had with people? What helped you transition?

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Spending time in the brand, talking to customers, talking to our regional colleagues, talking to different departments.

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Because in the past it was. Closer to the sales side of the business and the end user.

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And now, because our head office is closer to manufacturing, you can really see how things are made, are created.

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So that's that's good to know the product inside out and see how things are made that I think that that creates value.

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So similarly, looking back at a company like Rolls-Royce that has had over a hundred years of

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production and modification while also retaining its its get the storyline,

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the magic of the brand. How do you think the company has been able to create a culture that's been resilient and also nimble

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so that it can operate in current times and still hold its place as an elite motorcar company?

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I think being a. Um, niche and a small volume manufacture.

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It helps because your processes are more flexible.

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Um. Having a non automated production system helps because all our cars are built by hand and therefore the personalisation and um,

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having cars that are bespoke and lead times can be longer and you don't disrupt a given process.

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I think this, um. Craftmanship.

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And there's. Hon mate system helps because it's more flexible.

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Definitely. Is that an aspect of the culture that exists throughout all parts of the organisation,

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say in accounting and H.R., or is that more closely related to people who are closer to the actual product?

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I would like to believe that is spread throughout the organisation.

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Of course, the closer you are to the product, the stronger the connection and the better is the understanding.

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But at the end of the day, we're a small team where around 2000 people that we all love to brand,

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we all love our products and therefore we all understand our values and we understand our processes.

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So I think keeping a small team hopes definitely a great sense of camaraderie there.

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How would you say outside of the culture? More operations management has helped Rolls-Royce evolve as a company throughout the years and also

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has kept it nimble in its actual kind of nuts and bolts when it comes to operations and processes.

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Being part of a group like BMW Group, you can learn new processes, you can definitely find synergies.

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And although we are extremely independent as a brand,

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you can tap into Operation Knowledge and state of the art processes that you can adopt for your product.

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And have you seen any top line or cost pressures that have been put on Rolls-Royce in the last

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ten years that have affected either the culture or maybe in a positive or negative light,

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either doubling down on the craftsmanship and the camaraderie, the the pride in what you deliver,

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or has it made the company take on new attributes in any capacity?

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I mean, you always have challenges. You always have pressure.

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However, we believe that we we have resilient to that.

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And we all believe that our. Brand.

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Our shift on our bespoke processes should be as they are,

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and not be negatively influenced by external factors like short term financial results, which are important.

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But you need to consider that Rolls-Royce used Rolls-Royce because of certain aspects, so you cannot compromise.

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So can you describe your day today for us and how your particular role is shaping the future of the luxury auto industry?

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Well. Shaping the future of our auto industry is a is a very challenging message.

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But my day today, I take something that I do like is being part of a global team and being in daily

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contact with my colleagues from the regions starting in the morning with Beijing,

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Singapore, then Middle East and Europe.

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And in the afternoon,

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talking to our colleagues in New York is something that is really valuable to me because I was coming from a market which was only one country,

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it was Spain. So this is something that I do like.

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And then being in touch with different stakeholders like.

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Central sales operations design manufacturing gives you a really good understanding of the business

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and because we are all under the same roof is quite easy to get in touch with different stakeholders.

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So this is something that is my daily they.

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Of course there are challenges daily challenges but is hey it's a good atmosphere.

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Awesome. So what what are factors that you consider when developing a new product because your company is so global but also very specific

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in different regions and is almost a niche market for things like the Black Badge Line and the gallery in the Phantom Model.

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How did you collect data to support that as a product launch and if it would be successful in all of the markets or maybe even just one?

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Well, we definitely need to stay in a very close contact with our regional colleagues that they do understand customers and they do understand needs.

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On the other hand, we consider that we've got a global audience and customers that are global citizens.

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So probably they.

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Certain products may not necessarily be only relevant for one region, but we have customers moving across the globe and that definitely helps.

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We need to consider definitely key regional aspects.

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There are some frameworks that can limit how you operate regulation, different homologation,

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different laws, different importation structures that of course you need to consider.

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But at the end of the day, because the number of cars that we sell is, is still low and limited and we are a niche brand is somehow.

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Easy, I would say four key members of the team to stay closer to the customers and get first hand feedback.

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Can you give us an example of how regulation has impacted product design or delivery?

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Homologation and safety regulation in the US might be completely different to Korea or China and there are some importation.

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Taxes that change overnight. And for a global company, that has a clear impact.

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So you need to make sure that for big ticket items like Rolls-Royce, you don't have logistic problems because then it will impact your bottom line.

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And even for a company that most of its products are highly customised before they're even built.

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That regulation for location based laws still impacts the company's bottom line.

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Or is this kind of rolled into how you build the car in the first place for that one particular buyer?

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That's an example. I think it was November 2016 when 10% luxury tax was introduced in China.

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It was announced, I think was pretty much overnight, only 48 hours notice and we had costs on the way.

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So you need to react very, very quickly because you don't want to have some products that are no longer relevant

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for the market because the price and the rules of the game have changed so quickly.

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And in that scenario, does the company look at adjusting the future price for other customers or

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maintaining the expectation of price for those ones that were already shipped?

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It very, very depends and is usually case by case basis.

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And you need to get an agreement with internal stakeholders and regional colleagues in

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order to keep a balance between market needs and definitely the internal profitability.

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So no straight answer and case by case basis.

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It all depends, right? Yes. What challenges do you think the luxury automotive market has in the coming years,

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and where is Rolls-Royce allocating resources to meet these challenges?

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I mean, both industries have several challenges.

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If we look at only automotive, we can see new brands coming in from the tech industry,

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from other industries without legacy assets, with a completely new approach to products.

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But on the other hand, they somehow struggle to, uh,

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build cars in a consistent way with quality standards because they don't have this expertise and experience in developing a such a complex product.

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So I think it's a very interesting time where we can see traditional brands trying to move into a more agile way of working wise.

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There are new brands that are born agile. They are trying to find how to produce vehicles in a stable, stable way.

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So I think this is a challenge for everyone and how these kind of two different types of companies can coexist is really,

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really interesting to look at. Do you believe that the Black Badge line is kind of already tackling some of these

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challenges by meeting a new experience and expectation from such a high end brand?

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Yeah, definitely Black Badge. We can tell that it is a success and it has helped us to, uh, target a completely different new audience.

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Younger customers, uh, that want to really express their personality.

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They are bolder. They are. They want something edgy, more dynamic, and, and truly the alter ego of Rolls-Royce or the non-traditional customer.

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So both type of customers can coexist under the Rolls-Royce umbrella.

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Do you think the customers of Black Badge or just Rolls-Royce in general are becoming more

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socially conscious when it comes to the environmental impact of the cars that you built?

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Yeah, everyone. Everyone is, um, becoming more, uh.

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And but environmentally conscious and I think as is a good thing.

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And. Every single brand has to be authentic.

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You need to demonstrate how you supply chain, how you production, how you, what materials you're using, but in a authentic way.

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And especially in luxury, I think is really, really important. You cannot create.

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Fake messages because it's even worse that not telling the truth.

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I think you have to be authentic. You have to tell what your product stands for, what's behind a product, but in a in a very authentic way.

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How does maintaining rolls-royce's authenticity when it comes to meeting technology expectations from the market?

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How do you balance being a world class luxury automotive company but also integrating the sexy tech into cars?

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Yeah, it's it's a fine balance. And the good thing is that we are part of a larger group.

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It is a BMW group, and they are pioneers in new technology.

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So we can find synergies.

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On the other hand, for us, it's all about hidden technology and we want the technology to work, but customers should not notice it.

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It should be in the background doing the surprised under load factors.

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So it's a kind of a process of taking the technology.

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This is a state of the art, but using it in a Rolls-Royce way.

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Can you give us an example of your favourite surprise and delight technology attribute that's been added to a Rolls-Royce car?

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Starlight headliner is one of the elements that people love like is the the and headlining of the cars or the interior.

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You can have a constellation or a stellar headliner.

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So as you are being driven, you can you can feel like you are looking into the sky and that is is all handcrafted,

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but you can have a highly personalised constellation.

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So it's kind of this digital craftmanship.

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And while integrating these surprise and delight aspects into Rolls-Royce vehicles,

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while making sure that the technology that's currently in vogue isn't going to be detrimental to that car is long term value.

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For example, we wouldn't want an eight track player in a Rolls-Royce.

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Or do those exist in our floating out there somewhere for us is very interesting to keep the value of our products in the long run.

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And that's why technology is there but is hidden.

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So technology probably is not the primary aspect of the car and what you value is the craftsmanship that is the design is the timelessness,

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and the technology just does it still amazing amongst all of the surprise and delight features and also hidden technology in your role at Rolls-Royce,

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what has been the most interesting and enlightening experience,

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either in your work working amongst many teams or in the actual delivery and build of a product?

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What would you say has been kind of an aha moment for you?

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What I really like is when we bring customers to Goodwood and to experience our

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facilities and we unveil our cars just to see how amazed they are with the product.

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When we walk around the product, when we unveil what they have commissioned months ago,

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that is really great and you can see it over time and it's a moment that is always a factor.

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It does not change. Do you as a product manager get to see behind the veil on that or kind of linger in the background?

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Or do you have front row seats to showing that buyer their new car?

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From time to time.

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We we are involved with customers, but it very much depend of what kind of customers because at the end of the day, we have 1 to 1 relationships.

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So we've got colleagues in the sales high that they craft that relationship with customers.

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And some people want to be more open and get more in touch with the headquarters in Goodwood.

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Some others they would want to have more private conversation.

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So it very much depends. So Goodwood is one of the experiences that Rolls-Royce has as a buyer.

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You can, like you said, come in and see the unveiling of this beautiful new Rolls-Royce that you've purchased.

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But what other ways does Rolls-Royce use their experience and department of the company to either retain customers or bring new ones on?

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We run, for example, the art program program called Muse, and we have a collaboration in London with the Serpentine Gallery,

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and we do philanthropy events where we bring customers over and we have a very special dinner where we present a car we auction for charity.

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That is something which is quite unique and we of course are part of the wider Goodwood.

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World where there's the Festival of speed, where we meet customers on a in a very special way.

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So which came first?

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The experiences that included art aspects or the gallery feature part of The Phantom come first, or was it kind of a magical blend?

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I think it is a nice blend because Rolls-Royce has been quite close to the art world.

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Over time, we where the art program is, it's not new.

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And then having the possibility to bring a art piece to your own car,

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which is the probably the ultimate expression of bespoke, was like a very, very good match.

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And if you could just give one piece of advice to anyone who's interested, either in the cross section of product management,

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luxury and automotives, or any one of those three, how they can break into that industry or even find if they're truly passionate about it.

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I think you need to be passionate with the product on the front yard representing because in the end is probably half of the day, if not more.

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You are the Fed, you are you have to represent that brand.

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And when it comes to the product management role, I think it's important to have a.

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Why their view of the business and they get to see the bigger picture.

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At the end of the day, you are a knowledge broker between sales, design, manufacturing engineer, press training.

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You need to deal with a lot of internal stakeholders, but you need to understand the market trends or the industry trends in order growth,

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cross-pollinate ideas, you need to know your customer.

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So I think having the ability to get to see or want and wanted to get to see the big picture is important.

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And would you say being passionate about your particular role is essentially

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how a company can shoot forward in the future of business in their industry?

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Like if many hands make light work, if your hand is really passionate about the company and the industry,

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like you just said, is that going to move us forward faster? I believe so.

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I believe that you can always. Learn new skills.

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But passion has to be there. So you need to truly believe in the product, truly believe in the brand.

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And if there is a gap that you need to fill or you need to close, that will happen.

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There are resources there, but is more difficult for someone who has an amazing skillset to fall in love with a product it has not.

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If this has not happened before. So you heard it here first.

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Passion is the most important thing, or maybe for the hundredth time.

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So thank you so much, Daniel,

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for meeting with us and speaking to all of our listeners about your industry and getting an insight into the luxury automotive world.

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Thank you for having me and I hope you all have a great time here.

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The future of business is dependent on us understanding that we live in a world with finite resources and future decide what's the possibilities.

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The future of business is inclusive innovation, monarchy, Buddhism, the Tokyo governor, my stepmother, Emma and Michelle.

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And then what's yours? And I think it's in the pudding. I am willing to put them in immediately.

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And the future of business is responsible, sustainable and circular.