Losing money is “not an option for Stellantis.” Jean-Philippe Learnednow Chief Operating Officer for Europe, made this clear to the journalists present at the Brussels Motor Show. In 2024, the price war on electric cars was observed very carefully by the Group, which saw it worsen especially in Germany.
Among the reasons for this intense commercial competition is the obligation to comply with CO2 regulations and Stellantis has adopted a price repositioning strategy which, to balance the margin, involves the reduction in the price of electric vehicles (BEV) and the increase in the price list of internal combustion vehicles (ICE).
The goal for 2025 is a competitive positioning of BEVsmaintaining a minimum margin threshold to avoid losses.
Regarding, then, the union with Toyota, Ford and Tesla to form an anti-CO2 pool to avoid EU sanctions Learned said the operation was conducted to avoid having to cut ICE production and to support the transition towards BEVs without compromising financial sustainability.
The challenges and objectives of 2025
Learned’s commercial policy for 2025 has first and foremost one objective: to motivate dealers to push BEV saleswithout monthly penalties. To incentivize EV sales there will be quarterly rewards, based on sales targets for investors, countries and regions.
One of his main tasks for this year will in fact be that of strengthen the relationship with customers and the dealer network. Furthermore, the manager said he was ready to protect the network and also the company’s staff, consolidating trust with the workers through sustainable management of the factories.
Melfi, one of Stellantis’ Italian factories
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Many brands, many identities
Born from the merger between the Fiat Chrysler Automobiles and PSA groups, the Stellantis company, as we know, controls fourteen brands automotive: Abarth, Alfa Romeo, Chrysler, Citroen, Dodge, DS Automobiles, FIAT, Jeep, Lancia, Maserati, Opel, Peugeot, Ram Trucks and Vauxhall. Former CEO Carlos Tavares had first promised that the new Group would invest in all brands for ten years, then, last autumn, he said that brands in difficulty would have only 2 or 3 years to save themselves.
What’s your opinion on Learned? Thanks to shared platforms (STLA Large, STLA Medium, STLA Small, STLA Frame) the management of the various brands, according to him, is simpler.
Stellantis platforms
Photo by: Stellantis
The maintenance cost is lower and the goal is maintain clear positioning and distinctive for each brand, avoiding overlaps. Citroen, for example, will focus on affordable cars, while DS will maintain a premium position.
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