The situation

Stellantis, new multi energy strategies to overcome difficulties

by Simonluca Pini

Logo Stellantis. (AP Photo/Paul Sancya, File)

4' min read

4' min read

Falling sales, falling revenues, models frozen if not cancelled and plants with a decidedly uncertain future. Stellantis is facing its worst moment since its birth in 2021, when Fiat Chrysler Automobilies decided to merge with PSA to become a 14-brand mega-group. And three years on, due to the state of health of the European automotive industry, which is increasingly focused on margins rather than volumes, the group led by Carlos Tavares needs to understand (or clarify definitively) how to react. And it is not just an Italian issue, where we have gone from 'one million vehicles produced in Italy by 2030' declared at the presentation of the 2023 accounts, to a generic 'one million customers' reiterated by Tavares himself last October, but a general one for the entire group. Confirmation comes from the recent restructuring, with CEOs replaced like Maserati's Davide Grasso, and deep doubts about plants, upcoming models and jobs.

And despite many meetings with the press and the Italian government, Stellantis' strategy is not entirely clear. Initially, the electricity transition was to be based on four platforms and three software-defined technologies. In detail, Stellantis' family of four global bev platforms - Small, Medium, Large and Frame - was conceived and designed to extend the life cycle of vehicles through the interchangeability of battery cell chemistry, electrical drive modules, power inverters and control software. The Stla Large platform supports Stellantis' next-generation electrical and software-defined technologies: Stla Brain, Stla SmartCockpit and Stla AutoDrive.

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In reality, the SmartCar platform has, for the time being, taken the place of Stla Small, thanks to lower development costs (despite zero stars in some crash tests)

On Stla Medium, instead, Peugeot 3008, 5008 and Opel Grandland have already been presented. In 2025, three more models will arrive under the Ds brand, Citroen and the new Jeep Compass; in 2026 it will be the turn of the Lancia Gamma and another DS. The Peugeot 3008 sums up the uncertainty of the automotive world well: initially it was supposed to be electric only, but in reality it has also become a hybrid. Translation? Peugeot cannot afford to lose the sales volumes guaranteed by those who want a mid-size suv with internal combustion. Moving on to the Stla Large we have the Jeep Wagooner S, Charger Daytona and by the end of the year the Jeep Recon should be unveiled.

In '25 the first electric Alfa Romeo based on Stla Large, a Dodge and a Jeep will probably arrive, and in '26 a Chrysler model and the second Alfa Bev. Even larger dimensions for the Stla Frame, a multi-energy platform intended for future pick-ups and full-size SUVs powered by lithium ions, traditional fuels and even hydrogen with fuel cells.

Added to all this are the two platforms developed and produced in China by Leapmotor, currently used on the compact TO3 and the C10 SUV offered in electric or plug-in hybrid version with range extender. And here the question arises: why not use the Leapmotor platforms for European models as well, thus reducing development and testing times, especially in the software field?

Overall, the most important challenge for Stellantis is to find the right positioning for each brand, avoiding unnecessary overlaps that are no longer possible in a market with constantly declining numbers. Credit must be given to Tavares for having given each brand in the Stellantis galaxy the chance to develop in 2021, starting with brands at great risk of closure such as Lancia. Today, however, despite the reassurances on the desire to keep all brands, the results increase the fears of employees. Because even global brands such as Jeep are reviewing their strategy, having focused excessively on the top end of the range. Not to mention Ds, where very often the adjective homeopathic is the most apt adjective to describe the sales of the former Citroen rib.

An even more complex situation for Maserati, where it seems to have gone back to 2016 when there was even talk of a closure of the historic Modena plant. In 2020, everything seemed to have been resolved, thanks to the €2.5 billion invested by Fca for the restyling of the Modena plant (costing €800,000), the Grugliasco plant at full capacity, the Innovation Lab with over 1,100 people at work and a pharaonic product plan starting with the MC20 christened the new Era of the Trident. According to Maserati's top management, within five years (announcement in December 2020, therefore post-first wave of coveted coveted products), 20 new cars would be launched, 13 of which would be unreleased models.

In actual fact, the Grugliasco plant has been closed, the Innovation Lab dismantled, the Modena plant has recently recorded a -75% drop in production, new models have been limited to 5 instead of 13 (MC20, MC20 Cielo, Grecale, Granturismo and GranCabrio) and the Folgore full electric project is a real flop with only 1 GranTurismo and 3 Grecale on tap sold in Italy in October. Only the sporting side is saved thanks to the good results obtained by the Maserati GT2, from which the recent GT2 Stradale is derived. But the real challenge will not be for the drivers but for the new managing director Santo Ficili.

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