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Discussion Starter #1 (Edited)
The Stellantis group has even more dead/dormant brands than those still on life support

Brands (14) at Stellantis include Chrysler, Peugeot, Citroen, DS, Opel/Vauxhall, Dodge, Jeep, Ram, Abarth, Lancia, Fiat, Alfa Romeo and Maserati.
Sub-Brands must be SRT, MOPAR, VM Motori,

One market brands like Vauxhall and Lancia do not fit a global electrified future.
How many 'performance/exclusive' ICE brands is enough SRT, Abarth, Alfa Romeo, Maserati, and Dodge?
Shared mainstream platforms when all are riding on Peugeot skateboards like ye olden days of rebadging Citroen, Opel, Fiat
Specialist 'electric' DS, Chrysler/Waymo ?

Peugeot already bought Chrysler Europe back in 1978 and Citroen previously owned Maserati until 1975, Panhard 1965
with Chenard-Walcker in 1950, Amilcar in 1942, Bellanger and De Dion companies in 1927.
Chrysler distributed Peugeot vehicles in Canada.

Talbot, SIMCA Darracq Talbot-Lago in 1959 , Barreiros, Rootes, Hillman, Humber, Singer, Sunbeam, Commer, Karrier
Hudson, Nash, Rambler, Fargo and DeSoto
 

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As much as I hate to say it I fear that the Chrysler brand here in the US may not be around all that much longer. They only sell two models right now, the aging Chrysler 300 sedan that's due to be discontinued soon and the Chrysler Pacifica/Voyager minivan which could easily be rebranded as a Dodge product.

I suppose that existing Peugeot models could be rebadged as Chryslers or Chrysler could become their US electric brand. Personally I like he former idea with Fiat being resurrected as their US electric brand (PLEASE bring the new 500e to the US), but with so many brands under their umbrella something has to get axed.
 

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Discussion Starter #3 (Edited)
Stellantis Management

Linda Jackson - head of Peugeot ( previously headed up Citroën)
Jean-Philippe Imparato - head of Alfa Romeo (previously Peugeot )
Tim Kuniskis - head of Chrysler and Dodge (previously Alfa Romeo)

Luca Napolitano - head of Lancia

Michael Lohscheller (Opel/Vauxhall)
Vincent Cobée (Citroën)
Olivier François (Fiat/Abarth)
Béatrice Foucher (DS)
Davide Grasso (Maserati)

Stephen Normal - senior vice-president for sales of Opel-Vauxhall ( previously MD of Vauxhall Motors)
Paul Willcox - MD of Vauxhall ( previously head of Opel's Eurasia division )

Jean-Pierre Ploue - design chief Lancia, Abarth, Alfa Romeo, Citroen, DS, Fiat, Opel, and Peugeot

CEO Carlos Tavares
 

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Discussion Starter #4
Comment from Motown UK

Chrysler has only three vehicles – the 300 large saloon along with the Pacifica and Voyager multi-purpose people carriers – and has already been withdrawn from European markets and saw sales contract by 13% in the US.

“Lancia has just one vehicle – the Fiat 500-based Ypsilon hatchback, which is only sold in Italy and sales are already down 36% since its launch in 2016.

“Another brand which could be vulnerable is the French DS Automobiles which sells in low volumes and has limited market coverage outside of France.

“The American Dodge high-performance vehicles could also be put under scrutiny, being powered as they are by gas guzzling V8 petrol engines that could be hampered by stricter CAFÉ emission standards expected from the new Biden presidential administration.

“However, the benefits of this merger are clear from the perspectives of scale, market coverage and technology sharing.

“Stellantis already has full market coverage from luxury, premium to mainstream and pickup trucks to SUVs and light commercial vehicles. And now a well-established presence in three regions – Europe, North America and South America.

“Fiat Chrysler will benefit from vehicle platform sharing with PSA whilst the latter will increase its sales in the US. Pushing forward into the Chinese market will also be a top priority.

“And of course, the brands will now share the enormous costs of developing electric vehicles and autonomous technology.”
 

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Discussion Starter #5
This is what Tavares did with GM's European plants and models, 'show me' what you got. It worked that's why he's running the 4th largest auto group, rinse and repeat.

Stellantis CEO Carlos Tavares told Automotive News Europe that every brand will be given a chance to succeed under the new organization.

Tavares said that Stellantis would support both brands and its factories by investing in new products, giving them an opportunity to “rebound” as the company searches for areas to save money.
This calms questions about the future of some brands such as Chrysler and Lancia, both of which have been left to stagnate a bit.

Stellantis is looking into its missteps in China, a key focus as both FCA and PSA have suffered from dismal sales in the country. The refocus on new products and finding success in China will help shield any job cuts.

peugeot us return reconsidered imparatolancia to become premium brand

It’s easy to spot areas of overlap between the14 brands. The merger has put Peugeot’s return to the US into question which was set to return as soon as 2023.
Source: Automotive News Europe
 

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Given that all European brands combined only comprise 10% of the US car market and that US brands seem to sell very poorly in Europe, IMHO the smart thing for them to do is develop a vehicle, then sell it using an existing US brand in the North American market and an existing European brand in other markets. You still realize the savings in development costs while not spending the huge amounts of money to introduce a new brand to a continent.

IMHO, here in the US, leave Dodge, Jeep, and RAM alone. Dodge is the performance brand and should stay that way, and Jeep/RAM are selling like gangbusters. Make FIAT the electric brand, and rebadge some of the nicer cars in the PSA stable and sell them as Chryslers. That would give them a well-rounded portfolio of vehicles here with each brand pretty well defined regarding its intended market segment.
 

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Discussion Starter #7
I follow your logic. Though it is a combination of leveraging historic brand identity with global halo aspirations.

The Opel/Vauxhall/Buick thing is an anti-German hangover from WW1. BMW and Merc have shown that is historic.
Ford have taken it to extremes with a global brand and models that are not comparable or even the same segment.
The North American market vehicles are still 'different' in the sense of size, functionality, and emissions. Jeep take that presence and without being mainstream anywhere else in combination the niche amounts to a sizeable chunk and follows through to modifications like the Renegade/Panda4x4.
Part of the rational for splitting RAM was that the vehicles sell in only a handful of markets compared to the then Global reach of Dodge.
It makes zero sense to build the 4th largest group and then operate as continental companies.

Chevrolet are a brand that have done it wrong, almost like Budvar/Budweiser, with their Daewoo rebadge.

I would go with a Plymouth/Dodge type arrangement where you can utilise the existing dealers and marketing. So it would be your Chrysler - Peugeot dealer with one side having mostly one or the other but cross-selling the most applicable imports. The Fiat Freemont made no sense other than the closure of the (Daimler) based Dodge dealerships.
 

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Discussion Starter #8
Looks like Tavares has clear priorities. He faces the same market that Daimler did after Cerberus.

"Asked seven years ago why Mercedes-Benz was so determined to chase success in China, then boss Dieter Zetsche waved aside accusations of risking boom and bust as the market grew exponentially, referring instead to the opportunity to plant his firm’s fortunes on a tripod rather than stilts. It was an eloquent reference to having strong bases in Asia, Europe and the US, thus diluting the risk of regional economic fluctuations.

To date, even during a global pandemic, this strategy has looked sound. Mercedes’ resilience in 2020 was thanks in no small part to its performance in China, where it set a new sales record, remarkably shifting 11.7% more cars than in 2019 in a market down 6.8%.

Underlining the benefits of the tripod idea perfectly, almost exactly one in three of the 2.1 million Mercedes sold found a home in China."

PSA’s fortunes slumped catastrophically in China in recent years, chiefly in the face of competition from rapidly improving Chinese manufacturers competing in the mid-market.
At its peak in 2014, PSA sold a Mercedes-eclipsing 730,000 vehicles in China; last year, it sold fewer than 50,000, having declared its break-even total to be about 150,000 after an emergency restructuring in 2019.

The FCA position is no better, almost all Jeep and down massively.

It's all about CHINA.
 

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Discussion Starter #9

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Discussion Starter #10
Street and Racing Technology (SRT) core elements of the performance engineering team have been integrated into the company's global engineering organization,

Team Viper began in 1989, responsible for turning the Viper from a concept car into a production car. It later merged with Team Prowler to become Special Vehicle Engineering (SVE) and was subsequently renamed Performance Vehicle Operations (PVO) in 2002. This evolved into SRT in 2004.
 

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Discussion Starter #12
The V-8 Hemis have limited time left due to emissions according to Dodge CEO Tim Kuniskis.

At one time up to 100 people worked for SRT. In 2012, Chrysler Group spun SRT into its own premium performance brand with famed Chrysler designer Ralph Gilles, leading the brand. The brand was introduced with the launch of the 2013 SRT Viper and oversaw all operations of the SRT performance vehicle line-up, as well as motorsports operations. This would continue until 2014 when SRT was broken up and moved to the Dodge brand portfolio, creating the Dodge//SRT brand which continues to this day.
 
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