While many have been celebrating Citroën’s past, CEO Linda Jackson’s head is firmly rooted in the future. Her firm is now five years into a strategy of reinvigoration, repositioning and consolidation – this plan is not only about model renewal but customer service and the buying experience. Highlights from the first two phases have included the renewal of the C3 supermini, currently a European bestseller, and the launch of the C3 and C5 Aircrosses that now give Citroën a solid foothold in the SUV arena. The third phase will see the launch next year of a new C-segment hatchback, and a big saloon part-signalled by the CXperience concept, which Jackson says “is our inspiration”. The product plan, she says, “is based on two key elements. One is to have a design that stands out a little bit, so it’s immediately recognisable as a Citroën, and the other is comfort. Comfort with a very modern approach, not just about suspension, not just seat technology, but also connectivity, simpler dashboards, not so much clutter, air quality, storage space, modularity.” On the customer side, there’s now scope to rent Citroëns from your dealer, a My Citroën app to track your car and book it a service, and Maison Citroën, which introduces “much warmer, more convivial areas” to the showroom. There has been fresh marketing impetus too. “Last year that strategy delivered 1.1 million sales worldwide and in Europe, which is the first region where we’ve implemented all of those things, it gave us an increase in sales since 2013 of 28%,” says Jackson. “That means we’re approaching the objective of getting a 5% market share in Europe. We’re well on track.” Better still, “this is a very profitable growth”. “What we need to do now is take that recipe and install it across all the regions of the world,” Jackson adds, “and also go into new markets like India.” India will be a target not only for growth, but from 2021 the origin of “a new range of cost-efficient products which will be specifically created for international markets”. The project is called C-Cubed because it consists of “three words: cool, comfortable and clever, the last of these being about clever and fresh ways of reducing cost and showroom prices. The project is “also about clever design, and thinking about what goes into the vehicle”, she says. “Cars in Europe often have so much technology that people don’t use half of it. It’s working out what’s important for the customer.” That includes electrified cars, too. “Every model that we launch from next year will have a petrol and diesel and either a full-electric or plug-in hybrid until 2025 when 100% of our vehicles will become electrified,” Jackson says. These models should strengthen Citroën’s hand in the UK, where the brand’s share is not as high as it has been. Jackson says that “the past couple of years have been very competitive. You can always have market share by buying it. That’s not our philosophy. We’ve moved the PSA Group from a near-death situation in 2013 to an extremely profitable business now. And that is about choosing where you compete. You have to build a sound business, and we have to accept that we do that slowly.” Slowly, but if the 19_19 and Ami One concepts are indicators, at times rather
Origin: Citroen boss: comfort and creativity remain core values
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BMW design boss defends radical styling direction
BMW’s design boss has again defended the brand’s controversial new styling direction, continued in earnest by the recently revealed Concept 4 Series Coupé. After it was unwrapped at the Frankfurt motor show, Adrian van Hooydonk was asked about the polarising views of BMW’s recent design debuts. He told Autocar: “I’m not a psychologist but I know BMW is a brand that not only has customers, it has fans. They know our entire design history and have strong opinions on that. I don’t think that’s a bad thing, it means we have really connected with these people on an emotional level. Okay, I know that there might be some discussion with fans because they’ve grown to love what you’ve just done and you’re changing it already. “As a company, you have to keep moving,” he continued. “The minute you start standing still, you become an easy target. The market is very competitive now, more than ever. But the hardest thing to do is make changes while you are successful. If you are no longer successful, people will immediately start saying you need to make changes, but then you are in panic mode.” Describing the 4 Series specifically, van Hooydonk said: “It is a sporty coupé, and by definition it has to have a very expressive design, and you see that all around the car, not just the front. But there are not that many lines or elements – it’s not a complex design. “We want to do this for all our cars: we want to have fewer elements, then each element you use plays a bigger role.” Van Hooydonk did acknowledge, however, that it was the recent facelift of the 7 Series flagship that was the most visually distinctive – and there’s a good reason for that. “It was part of the brief,” he said. “People liked the car, but they said by and large it looks quite similar to the previous one, so why should they buy the new one? Now everyone has noticed and production has ramped up
Origin: BMW design boss defends radical styling direction
Nissan names China boss as new CEO
Nissan has named the head of its Chinese division, Makoto Uchida, as its new boss, heading up a revamped management team as the firm tries to draw a line under recent scandals. Uchida’s appointment by the Japanese firm’s board of directors was made after the sudden resignation of Hiroto Saikawa, the previous chief executive officer. Saikawa had admitted to being improperly overpaid following revelations that came to light in a report based on an internal investigation into suspected financial misconduct by former chairman Carlos Ghosn and director Greg Kelly. Uchida was a surprise choice for the CEO role, with the 53-year-old being a relative outsider, having spent much of his recent past working outside of Japan. Having joined Nissan in 2003, Uchida was appointed head of the firm’s Chinese joint venture with Dongfeng in 2018 and also took on responsibility for Nissan’s own China operation. Uchida will be joined by new chief operating officer Ashwani Gupta, who currently holds the same role for sister firm Mitsubishi. The Indian has also led the Renault-Nissan-Mitsubishi Alliance’s commercial vehicle division. Jun Seki, Nissan’s senior vice-president, who was considered one of the favourites for the CEO role, has been named vice-chief operating officer. The three will start in their new roles by the start of 2020. The three choices suggest that Nissan is hoping that bringing in new management from outside the firm’s Japanese base will enable it to move on from the Ghosn revelations. Yasushi Kimura, the chair of Nissan’s board of directors, called Uchida “the right leader to drive the business forward”, adding that they expected him “to lead the company as one team, immediately focus on the recovery of the business and revitalise the
Origin: Nissan names China boss as new CEO
Volvo UK boss: focus is electric XC40 and online sales
Volvo’s new UK boss has outlined a three-point plan focused on electric cars, boosting online sales and improving dealer profitability – while Brexit is lower down his priority list. In his first interview since taking over in June, Kristian Elvefors said his first big challenge is to launch Volvo’s first all-electric model, a variant of the XC40, successfully in the UK from next year while exploiting the plug-in hybrid cars that Volvo now have on every bodystyle. “We are very well placed with electrification and the XC40 will move us into a new, growing segment,” he said. The XC40 is currently Volvo’s UK best-seller, taking over from the out-of-production V40, and the new plug-in hybrid and battery-electric models are likely to further strengthen the compact SUV’s position in Volvo’s UK line-up. In the medium term, Volvo UK will work towards the corporate goal of 50% new car sales of electrified cars – hybrids and BEVs – by 2025, which will inevitably mean a bigger share of those models in the UK. In his first four months in the job, Elvefors has seen how UK consumers are comfortable with online purchasing and sees an opportunity to broaden Volvo sales on the web. “We don’t do Ocado and Amazon in Sweden like you do here,” he said. “That must be an opportunity for us.” However, there is still no firm date to introduce Volvo’s subscription service Care By Volvo to the UK. Care By Volvo bundles all the costs of running a car, including insurance, into a single monthly payment, like a mobile phone contract. “In Europe, we’re trialling it in Germany and the Netherlands,” he said. “If you can make it work in Germany, you can make it work anywhere. But we have to see how it goes before it comes to the UK.” Although Elvefors says Volvo is “prepared for Brexit”, he feels that there is enough uncertainty to remain tight-lipped about Volvo’s end-of-year UK sales. The short-term aim is 60,000 units by 2020 and Volvo already reached 30,000 new car sales in the first half of the year, but a couple of tough months post-Brexit at the end of October, if it happens, could knock the numbers back. “All I can say is that we are happy with our sales volume numbers,” said Elvefors. Elvefors has switched jobs with Volvo UK’s former boss Jon Wakefield and must now keep UK sales percolating while Wakefield has a chance to move Sweden back ahead of the UK. Much of Elvefors’ perspective on the UK market is framed by his successful stint overseeing Volvo’s Swedish sales – where he increased market share to 20.6% and recovered the company’s market position. Increasing fleet sales might be a card Elvefors could play. He’s not planning a blitz on daily rentals, but sees the fleet mix in the UK, about 22%, well behind Sweden, where it’s around 72%. Another approach will be to encourage UK dealers to bring services that they currently outsource in-house. “I want us to capture more of the profits from this sort of business,” Elvefors
Origin: Volvo UK boss: focus is electric XC40 and online sales
Alpine boss: future models must be lightweight, sporty
More Alpine models will be developed in order to grow the marque into a bona fide brand, but only if they remain true to its core values of being lightweight and sporty, according to the firm’s CEO, Thierry Bollore. Speaking at the Frankfurt motor show, Bollore did not put a timeline on plans, but he said: “Yes, there will be other cars.” “I will not offer details today,” he said, “but we have been honoured and excited by the success of the A110, especially as it is sold in the premium sports market. “The feedback from customers means we want to enrich the offering to other areas in that sector, but only if the concepts we come up with remain true to the unique Alpine tradition of being lightweight and sporty and having some kind of competition angle.” Rumours following the launch of the reborn A110 in 2017 suggested that the brand was looking to develop open-top and more powerful versions of the sports car, as well as creating a family of SUVs in order to generate significant profits in the manner that Porsche achieves with the Macan and Cayenne. However, more recently it was reported that those plans were put on hold as parent company Renault evaluated whether the capital required to develop the vehicles was best spent at a time of significant challenges. In particular, it was said to be concerned about developing all-new models to sell over the next 10 years, lest their appeal be dented by the shift towards
Origin: Alpine boss: future models must be lightweight, sporty
Lamborghini Sian FKP 37: 808bhp hybrid honours late VW boss
Lamborghini has pulled the covers off the most powerful and fastest-accelerating car it’s ever produced – and it’s also the firm’s first hybrid. Making its public debut at the Frankfurt motor show, the limited-run Siån previews Lamborghini’s plans to take its brand of V12-powered flamboyance into the near future with models such as the next-generation Aventador. As the model appeared in the flesh for the first time, Lamborghini announced it will enter production as the Siån FKP 37 as a tribute to ex-Volkswagen Group boss Ferdinand Karl Piëch, who died last month. Born in 1937, Piech was instrumental in bringing Lamborghini under the VW Group umbrella in 1998, helping the Italian maker to bring its pivotal Murcielago supercar to market. Lamborghini CEO Stefano Domenicali said: “Prof. Dr. Piëch innately understood the attraction and potential of the Lamborghini brand and how it could fit within the Volkswagen Group, whilst retaining its unique Italian super sports car identity and design and engineering DNA. “Prof. Dr. Piëch was an engineer and an innovator, particularly appreciating the appeal of the iconic Lamborghini V12 powertrain on which today, the Sián FKP 37 combines pioneering hybrid technologies.” The Aventador SVJ’s naturally aspirated 6.5-litre 12-cylinder unit has been uprated from 759 to 774bhp with the addition of titanium intake valves, and is mated to a 48v electric motor producing 34bhp, for a combined total output of 808bhp. In what Lamborghini claims is a first for low-voltage hybrid powertrains, the electric motor is integrated into the gearbox and connected to the wheels for low-speed reversing and parking manoeuvres. The charismatic sound of the V12, Lamborghini assures, has been preserved. The developments mean the Siån will offer enhanced acceleration over Lamborghini’s conventionally fuelled models, sprinting from 0-62mph in under 2.8 seconds, with top speed claimed to be in excess of the SVJ’s 217mph. Power is not stored in a conventional lithium ion battery, but rather generated by a supercapacitor unit three times as powerful as a cell of the same weight, and three times lighter than a battery with the same output. The device, mounted ahead of the engine for enhanced weight distribution, is an evolution of that found in the Aventador to power the starter motor, and can store ten times as much power as the original. A regenerative braking system, developed in-house, sends power to the supercapacitor unit under deceleration. Energy generated in this way is available as a power boost at the discretion of the driver at speeds of up to 81mph. The electric motor also allows for a smoother acceleration curve, activating during gear changes to counter the effect of deceleration and resulting in a 43-75mph time 1.2 seconds quicker than that of the SVJ. Traction at lower speeds is improved as well, making the Siån 10% faster than a car without this system, according to its maker. Maurizio Reggiani, Lamborghini’s chief technical officer, said: “With this car, we set ourselves the challenge of creating the best hybrid solution for a Lamborghini super sports car to provide the first step in our electrification strategy”. Design-wise, Lamborghini says the model shows off “a visionary and futuristic design in combination with outstanding aerodynamic solutions”, but one that still conveys “the heart and soul of a Lamborghini”. The Siån’s wedge-shaped silhouette is characteristically angular and wide, and is said to be influenced by the work of Bertone’s Marcello Gandini, who was responsible for some of Lamborghini’s best known historic models. The diagonal lines along the length of the bonnet, six hexagonal tail lights and roof-mounted ‘periscope’ tunnel are a nod to the Countach, while the low front splitter and Y-shape headlights are a set-up originally intended for the electric Terzo Millenio concept. Downforce is maximised by the model’s prominent side air intakes and large carbonfibre front splitter. In keeping with the Siån’s “pure and uncluttered” design ethos, the rear wing sits flush with the rear deck, extending only at speed, while active cooling vanes along the engine lid react to exhaust temperatures and rotate as needed. Lamborghini will make just 63 Sians, offering buyers a high level of personalisation through its bespoke Ad Personam division. All have been sold
Origin: Lamborghini Sian FKP 37: 808bhp hybrid honours late VW boss
Ferrari tech boss on EVs, V12s and next LaFerrari
“Emotions are the actual secret of Ferrari. Take Bugatti: they put 1000hp in a car, and if you go straight, it works very well. To have fun on mountain streets, we think this is our secret. It’s not just about being on the limit. Our cars are always fun. “But what’s fun? It’s sound, perceived acceleration – not just the 0-100kph or 0-200kph times. I accelerate and I feel the torque and how the acceleration evolves. It’s not like driving a diesel. It’s a turbo that evolves power and torque like on a naturally aspirated engine. “Then it’s a go-kart feeling. Everything you do brings a controllable feel to the car. Every customer can drive a Ferrari and have fun. “We have a very special engineering approach which combines engineering data with perceived emotions. We have a catalogue of manoeuvres which are connected to car characteristics perceived from customers. So we talk a lot to customers and our test drivers are very capable of translating customer perceptions into more engineering evaluations of cars. “So back to the F8 and its successor. If an SF90 is a very performance-orientated car with high fun to drive, the F8 successor will have less performance (than 1000hp) but maybe more fun to drive. More driving emotions, more capable, even lighter… We’re thinking of some specialities.” Will you continue to develop V12 engines? “We will try and build it for as long as possible. I am convinced there is still space for it on the market and we can do it technically and manage emissions. We’re working on the next EU6c emissions and will add gasoline particulate filters to manage this.” With the SF90 Stradale and the upcoming SUV in 2022, there will be six Ferrari model lines. Will you stick at six in the future? “No. The company has to grow. By repositioning that, you can grow in a certain way, or add certain models. We’re not interested in volume. It’s revenue. Volume doesn’t interest us.” Will you make a pure-electric Ferrari? “Right now, the technology is not mature enough. Look at customer requirements: the most important thing is sound. Today, there is also a problem on range, which for a sports car really is a problem. The range of an electric car is especially so if you accelerate or go with high speed. These are contributors to sports cars. You need high speeds and you can’t limit to 200kph. If you’d like to remove that technical constraint, you add so much weight it’s not a sports car. “Maybe in a few years, it could be a possibility. To sell the technology, you need a big step.” Ferrari tends to make a new hypercar around every 10 years. As the LaFerrari is almost seven years old, is work under way on its successor? “It is true that almost every 10 years we bring one out. It’s also true that Ferrari only does one when new technology is available. So we have to understand what is the technology we want to be on new supercars.” Will you make more special models like the Monza? “We want to segment our offering into four pillars: GT, sports cars, Icona (icons) and Special Series. Icona (where the Monza sits) will be a line of cars. “Monza is not the only one. We have a few we discuss. It’s a big success for us, Monza. There are less technical constraints with these cars. To drive Monza is like driving a
Origin: Ferrari tech boss on EVs, V12s and next LaFerrari
BMW boss confirms next M3, M4 will get a manual transmission
BMWs M division is sticking by manual transmissions and RWD – for now, at least.Handout / BMW BMW will give the people what they want a manual transmission in the hot versions of the next-generation 3 and 4 Series cars.In an interview with BMW Blog, BMW M head Markus Flasch explained although the next M3 and M4 will have optional all-wheel-drive, the company is still keeping driving enthusiasts in mind.Its a bit early to disclose all the details, but something I want to highlight is that we will have a manual stick shift, he said. Weve already disclosed we will have the option of four-wheel drive. Weve not decided which variant, which system, but everything thats on our current lineup think of the M5 can be made available. The M3 and M4, Ive driven the pre-production cars and theyre already fantastic. This is good news. BMW was once known for fantastic drivers cars, but these days, the general consensus is that the Bavarian brand has recently become muddied with the introduction of SUVs, not to mention building a car for almost every segment. Flasch even admits while manuals arent particularly fast, theyre still important.The manual stick shift is not a performance-bringer, because an automatic transmission is just faster, you can ask any race driver, he said. But it gives the vehicle character and I kind of compare it to people who love mechanical watches it isnt more precise and it doesnt have any advantage at all, but its a character feature. So is a stick shift.All this means if you want a manual, youll have to step up to the M3 or M4, instead of the lesser 3 or 4 Series. We dont really have a problem with that, though, because the manual transmission is more or less a device reserved for people who enjoy using it, rather than as a means to cut costs. The M3 and M4 are built for driving pleasure, and were glad BMW recognizes this doesnt always mean speed, but rather a connection to the car
Origin: BMW boss confirms next M3, M4 will get a manual transmission
Former Jaguar styling boss Ian Callum launches his own company
Ian Callum, Jaguar head designer. Ian Callum, the man behind a bevy of beautiful designs for British car companies Jaguar and Aston Martin, has started up his own design house.Callum stepped down from the top styling role at Jaguar a few weeks ago, leaving behind a massive body of work, but also some pretty big shoes to fill.Now it looks like those shoes were never taken off in the first place. His new venture will focus on art, audio, automotive, fashion, lifestyle and motorsport, and will simply be called CALLUM. View this post on Instagram Our new Design business starts today. CALLUM A post shared by Ian Callum (@iscallum) on Jul 17, 2019 at 12:42am PDTI wanted to get back to the essence of creativity; the challenge of producing something wonderful and personal. To design the alternative has always been my mantra, but always the beautiful alternative and something to enjoy, Callum said in a statement.In todays modern world, collaboration is the catalyst for new ideas, and this is our ethos and inspiration, both within our team and as we look to work with partners in the future. CALLUM is an exciting new chapter that will focus on Journeys to Destinations, and all that encompasses.At Jaguar, Callum was responsible for such iconic modern designs as the Jaguar F-Type, the XJ, the F-Pace and the C-X75, which was featured in the 007 movie Spectre. Previously, Callum also designed the Aston Martin DB7, the Vanquish and the DB9, as well as the Ford RS200 and the Nissan R390.Joining Callum will be a few other prominent designers including David Fairbairn, who styled the lightweight E-Type; Adam Donfrancesco, who gave Noble its modern design language, and penned the Aston Martin GT8 and GT12; and Tom Bird, who put the C-X75 into the latest Bond film.CALLUM has just 18 employees so far, and a 20,000-square-foot facility in Warwick,
Origin: Former Jaguar styling boss Ian Callum launches his own company
FCA boss sees a future of electrification for Dodge’s performance cars
2019 Dodge Challenger Hellcat RedeyeNick Tragianis / Driving Dodge has always hung its hat on power and performance. With vehicles like the 797-horsepower 2019 Dodge Challenger Hellcat Redeye shouldering the legacy set by decades of angry, old-school American muscle cars, whatever comes next had better bring the grunt. If you ask Tim Kuniskis, head of passenger cars for Fiat Chrysler Automobiles, what the future of Dodge looks like, the answer is simple: electric.“I think the absolute future is electrification of these cars,” Kuniskis said in an interview with Automotive News following the recent unveiling of the wide-body versions of the Charger SRT Hellcat and Scat Pack. “That’s not necessarily bad. It could be (battery electric), it could be (plug-in hybrid), it could be regular hybrid, could be e-axles, any one of the number of electric technologies. But I am a firm believer that electrification will be the key to high performance in the future.”While using the phrase “not necessarily bad” doesn’t exactly set the bar sky high, you can understand what Kuniskis is getting at. What’s keeping Dodge on the sidelines of the performance electrification race is the price. While high-end brands like Porsche, Ferrari and Acura are finding success in the segment, Dodge’s brand tenant of affordability has limited the pursuit of fully or partially electric Dodge performance vehicles. “We don’t have the price points of the batteries down to a place where, quite honestly, it’s a mainstream proposition,” Kuniskis said. “You do see it in the upper end. You see it in the new Ferrari that just came out, you saw it in the LaFerrari before that, you saw it in the 918, you saw it in the NSX.” “So there’s absolutely a performance advantage to it, it’s just a question of when the consumer acceptance is going to be for that. And I think it’s going to be as soon as the price points come down, it becomes a mainstream viable option.”But what would a Hellcat be without its angry howl? I guess we’ll find out sooner or later. Until then, rev it if you’ve got
Origin: FCA boss sees a future of electrification for Dodge’s performance cars
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