I think you just described the failure perfectly. Lotus buyers were slowly dwindling away and eventually the company would shut down making only small light weight sports cars. The biggest part to Vision 80 was expanding dealer network, working on reliability and fixing customer service to meet demand. That's why they hired so many new executives to make sure that got implemented. Each one of those executives failed to meet targets, and have either left or been fired. Geely looks as it is their fault, I'm sure the employees blame the parent company in lack of support. The answer is somewhere in the middle. Nonetheless, the guys in charge of fixing the problems you outlined ended up leaving and left a trail of chaos in its wake. Lotus must pivot into larger scale production with SUV's that sell or its dealer footprint will be severely reduced across the globe as who would want to take on a company that sells 1 vehicle? There needs to be a business case for dealer networks to come on board. People buy 911's because Macan buyers keep the dealership lights on. Porsche in 1990's was in the exact same predicament, only selling the 911 and about to go bankrupt. Porsche were sold at VW dealers back in the day. Without the pivot to VW based SUV's they would not be anywhere near as successful and it mirrors Lotus in so many ways.
Porsche sales numbers from the 1980's - a fraction of what it is today.
- 1980–1983 (estimate): ~6,000–7,000 units per year (based on milestone deductions)
- 1984: 13,428 units
- 1985: 11,859 units
- 1986: 15,120 units
- 1987: 14,472 units
- 1988: 12,641 units
- 1989: 12,863 units
Last thing I want to add... Lotus reminds me more of Maserati at the moment than Porsche of the 1990's. Mclaren IMO seems to be the one that is best positioned to evolve into a larger luxury focused brand. Time will tell.