CHOOSING INDIA
Before entering India, what did you learn from mistakes of others?
We have to be modest as we have just started out and do not have a miracle recipe. But we entered with an iconic product like C5 Aircross. Then, we proposed products at the heart of the market—hatchback, midsize SUV, and so on. We also decided to introduce regular updates in terms of engines, electric versions and higher trims. We also built a competitive production base. This is vital as you cannot offer products that are not 100% localised and super competitive. The last point is, do not rush. We want every step to be done well. It’s a long-term strategy.
What was the thought behind choosing products for India? Transition to electric is faster than any carmaker imagined. What are your expectations?
We chose the main segments of the market. We started with a hatchback, below four metres, as that is the heart of the market. After that, midsize SUV was the logical choice, as that is also a big part of the market. We want to go into the main segments and make Citroen an accessible brand. We are proud we got an electric version so quickly after the conventional ICE one, six months before scheduled. Now, if you talk about expectations, we believe the electric car market could develop very quickly in India, which is why we want to offer something. What we did with eC3 was great. It is perfect for Indian conditions. Electric cars have a great future in India.
THE STRUGGLES
Diese Geschichte stammt aus der August 2023-Ausgabe von Fortune India.
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Diese Geschichte stammt aus der August 2023-Ausgabe von Fortune India.
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