In motorsports and other machines in the corporate world, the basic trait is that one should be able to react quickly and take decisive action, all while having their sight fixed solidly on the destination. The skill set really falls within the wheelhouse of Martin Fritsches, who has spent the last six years in the role of president and CEO of Rolls-Royce Motor Cars North America.
During that period, the company continued growing in both sales and number of dealers and spearheaded the stateside introduction of the Cullinan, the first SUV for the marque, and the all-electric Spectre, the first all-electric offering from the legacy automaker.
Thus, he will honorably complete his term of 12 years with Rolls-Royce tomorrow, as he then becomes vice president of BMW of North America’s Western Region, a promotion in the parent’s group, BMW. He will be succeeded in his role at Rolls-Royce by Jon Colbeth, the former head of Ownership Services based in Goodwood, England.
Recently, Fritsches spoke to Robb Report on his perspectives pertaining to the luxury market in North America and how the brand is trying to raise its levels of customization and a measure of volume with, for example, the new Private Office facility opened in New York City and many highly customized projects set to be underway. Naturally, we also had to ask questions about the automaker’s embrace of electrification and, of course, what he plans to share with his successor.
What would you say, then, are the distinguishing factors between the North American market and the rest of the worldwide luxury markets?
North America truly is a powerhouse market; it is no coincidence it is the largest market. It was indeed one of my main tasks, on this incredible journey in the last few years, to deliver such a message in Goodwood, to the board, not to underestimate the size and the importance of the U.S. market. What surprises me always, compared to other regions, is how fast this market can react at times to certain trends—how fast things can be made, in our case, through customers, of which we have a very diverse crowd in several regions. That market is precious as its impact can be tremendous. You are new to the job and new to the country, and first, it has to sink in. It was not so obvious to me when I came here.
It seems that certain automobile manufacturers are revising their schedules towards the complete electrification of their brand portfolios. Has the commitment of Rolls-Royce changed in any way?
Nothing has changed. As always, our strategy will continue to be that we’re capable of going fully electric by the end of the decade if the market, and especially our customers, head in that direction. That doesn’t mean we’re necessarily going there. We’ve still got five years, and the U.S. [market] is so dynamic and changes so fast that a lot can happen in between.
The charging infrastructure is what will remain a guess concerning electrification. Customers who drive the SPE and electric cars like it. Go back to the power and reaction of the market. Once you hit the nail, and the concept has been absorbed and accepted by the customer, it is a no-brainer, and it will grow exponentially from then onwards. This year we have delivered about 500 units of Spectre in North America, so close to one of every three units—by far the largest market for the car. Yes, the powertrain is different, but it’s still a Rolls-Royce first.
