Scelte strategiche Groupe Renault

[Bertoz]

16 ore fa, Gabri Magnussen scrive:

Per quanto mi sia sempre piaciuta Clio in tutte le sue edizioni, oltre ad aver avuto diverse versioni sportive degne di nota (a parte l'ultima), non disegnerei una R5 in salsa moderna ed una R4 con sembianze da B Suv.

 

A parte il discorso Clio (un difetto delle prima due serie era l'altezza interna, non adatta a chi era alto 1,80 m), concordo il tuo pensiero su R5 e R4.

Fare R5 affiandandola a Clio sarebbe come affiancare alla Punto (quando era ancora in produzione) una riedizione della 127.

R4 la vedrei più simile (come concetto) alla Kia Soul.

[aboutdas]

La R4 è un esercizio che è stato già ripetuto varie volte: la prima Twingo e la prima Duster non erano che adattamenti del concetto R4 al periodo storico.

[4200blu]

PARIS -- Renault Group named Laurent Rossi, a former Google executive, as CEO of Alpine. He replaces Cyril Abiteboul, the managing director of Renault’s Formula One team, who was also temporarily overseeing the Alpine car brand.

At Alpine, Rossi will be in charge of the sports car brand and Renault’s racing efforts, including endurance racing and Formula One. Renault said last year that it was rebranding its racing teams as Alpine.

Rossi, 45, started his career at Renault in 2000 in the mechanical engineering department. He left Renault in 2009 to join Boston Consulting Group, where he worked in New York as an automotive expert.

In 2012 Rossi joined Google, where he led an effort to develop business relationships with accounts in the automotive industry. He returned to Renault in 2018 as director of strategy and business development for the group.

Renault CEO Luca de Meo has said he will develop the Alpine brand, including sportier versions of existing Renault models. A recent report said Alpine would be getting three new electric models. De Meo will unveil Renault’s new strategic plan on Thursday.

Cyril Abiteboul at the Grand Prix of Emilia-Romagna in 2020. Renault's Daniel Ricciardo finished in third place.
Abiteboul leaves Renault

Renault said Abiteboul would be leaving the automaker.

On Monday, De Meo offered praise for Abiteboul, who, with retiring Renault Sport president Jerome Stoll, had led the automaker’s return to Formula One as a manufacturer in 2016 and scored its first podium spots under the new effort in 2020.

"His remarkable work in F1 since 2007 allows us to look to the future, with a strong team and the new Alpine F1 Team identity to conquer the podiums this year," de Meo said in a news release.

Abiteboul, who joined Renault in 2001, was named development director of the Formula One team in 2007. He was named team principal at Caterham in 2012 after Renault left the sport in 2011, although it continued to supply engines. He rejoined Renault in 2014.

Alpine was started as a Renault tuning and racing specialist in the 1950s and was fully absorbed into Renault in the early 1970s. It was revived in 2017.

It currently sells a single model, the A110 sports car, which is built in limited numbers in Renault’s factory in Dieppe, France. Alpine sold 1,081 A110s from January to November of 2020, according to data from JATO Dynamics, a 73 percent decline from the same period in 2019, when 3,999 were sold.

 

(Automotivenews)

[PanDemonio]

On 9/1/2021 at 20:08, Gabri Magnussen scrive:

ed una R4 con sembianze da B Suv

La R4 suv? Di nuovo? Non era quella l'idea alla base del Dacia Duster, già nel 2011?

 

https://www.auto.cz/galerie/design/26116/dacia-duster-fotografie-neznamych-prototypu?foto=4

 

Cita

La R4 è un esercizio che è stato già ripetuto varie volte: la prima Twingo e la prima Duster non erano che adattamenti del concetto R4 al periodo storico.

Sorry, visto dopo.

Modificato 12 Gennaio 2021 da PanDemonio

[Cole_90]

Alpine diventerà EV only e si comporrà di tre modelli.

Inoltre, per la Sportcar è prevista una collaborazione con Lotus

 

 

[The Krieg]

5 minuti fa, Cole_90 scrive:

Alpine diventerà EV only e si comporrà di tre modelli.

Inoltre, per la Sportcar è prevista una collaborazione con Lotus

 

 

Pensavo di più considerati i numerosissimi impegni sportivi

[Cole_90]

5 minuti fa, The Krieg scrive:

Pensavo di più considerati i numerosissimi impegni sportivi

Beh hanno conglomerato Renault Sport in Alpine, quindi non escludo che i futuri modelli sportivi di Renault possano avere tale nomenclatura 

[KimKardashian]

Mi ricorda Alpine-Caterham 

[Cole_90]

Nel presentare il nuovo brand Mobilize, per la gestione del car sharing, Renault anticipa anche dei nuovi veicoli, con nomi ancora non definitivi.

Oltre alla Spring, dovremmo quindi avere una sostituta di quella stupidissima webcam con le ruote e addirittura una nuova berlina!

La camionetta l’abbiamo già vista come concept, se non erro.

[MotorPassion]

Comunicato stampa Renault:

 

Cita

GROUPE RENAULT “RENAULUTION” STRATEGIC PLAN

Boulogne-Billancourt, January 14, 2021 – Following approval by the Board of Directors, Luca de Meo, CEO Groupe Renault, presents today “Renaulution”, a new strategic plan, which aims to shift Groupe Renault’s strategy from volume to value.

This strategic plan is structured in 3 phases that are launched in parallel:

• “Resurrection”, running up to 2023, will focus on margin and cash generation recovery,
• “Renovation”, spanning up to 2025, will see renewed and enriched line-ups, feeding brand’s profitability,
• “Revolution” from 2025 and onwards, will pivot the business model to tech, energy and mobility; making Groupe Renault a frontrunner in the value chain of new mobility.

The Renaulution plan will restore Groupe Renault’s competitiveness by:

• taking the 2o22 plan^[1] one step further, driving efficiency through engineering and manufacturing, to reduce fixed costs and to improve variable costs worldwide,
• leveraging on current Group’s industrial assets and electric leadership in Europe,
• building on the Alliance to boost our reach in products, business and technology coverage,
• accelerating on mobility, energy-dedicated and data-related services,
• driving profitability through 4 differentiated business units based on empowered brands, customers and markets oriented.

A new organization will roll-out this plan: the functions, with engineering at the forefront, are accountable for the competitiveness, costs and time-to-market of the products of the brands. The fully-fledged, clear and differentiated brands manage their profitability.

In accordance with this value-driven organization, the company will no longer measure its performance on market shares and sales but on profitability, cash generation and investment effectiveness.

The Group sets new financial objectives:

• By 2023, the Group targets to reach more than 3% group operating margin, about €3bn of cumulative automotive operational free cash flow^[2] (2021-23) and lower investments (R&D and capex) to about 8% of revenues,
• By 2025, the Group aims for at least 5% group operating margin, about €6bn of cumulative automotive operational free cash flow² (2021-25), and a ROCE^[3] improvement by at least 15 points compared to 2019.

The Renaulution plan will ensure the Group’s sustainable profitability while keeping on track with its Zero CO2 footprint commitment in Europe by 2050.

Luca de Meo, CEO Groupe Renault, said: The Renaulution is about moving the whole company from volumes to value. More than a turnaround, it is a profound transformation of our business model. We’ve set steady, healthy foundations for our performance. We’ve streamlined our operations starting with engineering, adjusting our size when required, reallocating our resources in high-potential products and technologies. This boosted efficiency will fuel our future line-up: tech-infused, electrified and competitive. And this will feed our brands’ strength, each with their own clear, differentiated territories; responsible for their profitability and customer satisfaction. We’ll move from a car company working with tech to a tech company working with cars, making at least 20% of its revenues from services, data and energy trading by 2030.

We’ll get there steadily, leaning on the assets of this great company, on the skills and dedication of its people. The Renaulution is an in-house strategic plan we’ll roll-out and achieve the same way we’ve crafted it: collectively. 

The Renaulution plan includes the following main elements:

1. Accelerating functions efficiency, which will be accountable for competitiveness, costs, development time and time-to-market.

• Engineering and manufacturing efficiency, speed and performance, boosted by the Alliance:
  • Rationalization of platforms from 6 to 3 (with 80% of Group volumes based on three Alliance platforms) and powertrains (from 8 to 4 families) 
  • All models to be launched on existing platforms will be in the market in less than 3 years
  • Rightsizing manufacturing footprint from 4M units in 2019 to 3.1M units in 2025 (Harbour standard)
  • Reinvented efficiency with suppliers      
• Steer Group’s international footprint towards high margin business: notably in Latin America, India and Korea while leveraging our competitiveness in Spain, Morocco, Romania, Turkey and creating more synergies with Russia.
• A strict cost discipline:   
  • Fixed costs reduction: 2o22 plan achieved earlier and pushed further by 2023 to reach
    €2.5bn, and target €3bn by 2025 (including fixed cost variabilization)
  • Variable costs: €600 improvement per vehicle^[4] by 2023
  • Decreasing investment (R&D and Capex) from about 10% of revenues to below 8% by 2025

All these efforts will strengthen Group’s resilience and lower its break-even point by 30% by 2023.

2. Four business units with strong identity and positioning. This new model will create a rebalanced and more profitable product portfolio with 24 launches by 2025 - half of them in C/D segments – and at least 10 full EVs.

This new value-driven organization and product offensive will drive a better pricing and product mix.

 

Renault, La nouvelle Vague

The brand will embody modernity and innovation within and beyond the automotive industry in energy, tech and mobility services, for example.

As part of its strategy, the brand will lift up its segment mix with a C-segment offensive and will strengthen its positions in Europe, while focusing on profitable segments and channels in key markets such as Latin America and Russia.

The brand will lean on our powerful assets:

• Leader in electrification by 2025 with:
  • “Electro pole” potentially in the North of France, the Group’s largest EV manufacturing capacity worldwide,
  • Hydrogen joint-venture from fuel-cell stack to vehicle
  • “Greenest” mix in Europe
  • Half of launches in Europe being full EVs, with higher margin contribution than ICE (in €)
  • Challenger in hybrid market with 35% hybrid mix
• High-tech Ecosystem assembler: becoming a player in key technologies from big data to cybersecurity, with the “Software République”
• Leader in circular economy with EV & energy-dedicated services through Re-Factory in Flins (France)

 

Dacia-Lada, Tout. Simplement

Dacia, will stay Dacia with a touch of coolness, and Lada, still rough and tough, will continue to offer affordable products, based on proven technologies targeting smart buyers, while breaking the C-segment glass ceiling.

• Super-efficient business models
  • Design-to-cost
  • Improved efficiency: from 4 platforms to 1, 18 body-types to 11, increasing average production from 0.3m units/platform to 1.1m units/platform.
• Revamped competitive line-up and outbreaking into the C-segment
  • 7 models launched by 2025, 2 in the C-segment
  • Revival of iconic models
  • CO2 efficiency: Leverage group tech assets (LPG for both brands, E-Tech for Dacia)

 

Alpine

Alpine will combine Alpine cars, Renault Sport Cars and Renault Sport Racing into a fully-fledged, new lean and smart entity, dedicated to developing exclusive and innovative sportscars.

• 100% electric product plan to support brand expansion through
  • Leveraging the scale and capabilities of Groupe Renault and the Alliance with the CMF-B & CMF-EV platforms, a global manufacturing footprint, a powerful purchasing arm, a global distribution network and RCI Bank and Services financial services, all of which ensuring optimum cost competitiveness.
  • F1 at the heart of the project, renewed commitment to championship.
  • Developing a next-generation EV sports car with Lotus.
• Aiming at being profitable in 2025, including investment in motorsport.

 

Mobilize, Beyond automotive

This new business unit aims at developing new profit pools from data, mobility and energy-related services for the benefit of vehicle users and to generate more than 20% of group revenues by 2030.

Mobilize will enable Groupe Renault to jump faster into the new world of mobility, providing solutions and services to the other brands and external partners.

• Three missions:
  • More time-use of the car (90% unused)
  • Better residual value management
  • Ambition to 0 carbon footprint
• A unique, accessible and useful offer:
  • 4 Purpose- designed vehicles, two for carsharing, one for ride-hailing, one for last-mile delivery  
  • Innovative financing solutions (subscription, leasing, pay-as-you-go)
  • Dedicated data, services and software platform
  • New maintenance and refurbishment services (Re-Factory)

---

This plan will be presented to employee representative bodies in accordance with applicable regulations.

The presentation is  available on www.groupe.renault.com or you can visit for more information the dedicated website renaulution.com.

 

In allegato vi lascio anche i coomunicati in formato PDF.

Renaulution_Analysts_PDF_Final.pdf

Renaulution Press Release.pdf

 

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