{"id":54340,"date":"2023-12-01T09:28:56","date_gmt":"2023-12-01T09:28:56","guid":{"rendered":"https:\/\/www.autocar.co.uk\/opinion\/business-corporate\/editors-letter-big-task-stellantis-uks-new-boss"},"modified":"2023-12-01T09:28:56","modified_gmt":"2023-12-01T09:28:56","slug":"editors-letter-the-big-task-for-stellantis-uks-new-boss","status":"publish","type":"post","link":"https:\/\/gamefootballmobileanimeiphone.com\/index.php\/2023\/12\/01\/editors-letter-the-big-task-for-stellantis-uks-new-boss\/","title":{"rendered":"Editor’s letter: The big task for Stellantis UK’s new boss"},"content":{"rendered":"

\"vauxhall<\/a><\/p>\n

\n Stellantis was created in 2021 following a merger of the PSA and FCA groups <\/p><\/blockquote>\n

Maria Grazia Davino, who took on the role in September, says the group has \u201cmajor operational problems\u201d<\/p>\n

\n

The automotive industry moves so fast that it\u2019s easy to forget how hard and complicated some things are to change and implement. It\u2019s not a case of getting a job done and moving onto the next problem.<\/p>\n

One such example is the creation of Stellantis out of the merger of PSA and FCA. This was \u2018completed\u2019 back in January 2021 but the reality is that these are two wildly different entities operationally still being embedded together in less heralded corners of the companies long away from the cars in showrooms.<\/p>\n

Maria Grazia Davino started as Stellantis UK group managing director in September and has found a company with \u201cmajor operational problems\u201d that are a result of the merger that is still ongoing.\u00a0<\/p>\n

Bear in mind too that the integration of Vauxhall<\/a> into PSA was still not fully complete before the creation of Stellantis, and you have three companies and three systems across multiple brands. Let alone trying to influence the future, the past still needs clearing up to allow the present to function.\u00a0<\/p>\n

This manifests itself as issues with logistics, aftersales and payment systems that have caused \u201cconfusion and issues for our network\u201d. It\u2019s understandable, given \u201cdifferent legacies have come together at a speed that was very fast\u201d, says Davino, and as such this disorder has to be \u201ccleared as soon as possible\u201d, all while managing the business day to day. It\u2019s been a hugely complex and disruptive process.\u00a0<\/p>\n

On the day-to-day front, Davino\u2019s brief is to grow market share and increase customer satisfaction for the Stellantis stable of brands. Simple\u2026<\/p>\n

Short term, there is the need to get to 22% of total sales for electric vehicles in 2024 from a current run rate of about 15% or be fined \u00a315,000 per car. Davino says Stellantis will not buy credits from other manufacturers or defer sales to 2025 so the only option is to find more buyers for EVs. Clearly, this means Stellantis will have to \u201cstimulate demand with attractive offers\u201d, alongside an ongoing education job about the total cost of ownership advantages EVs offer to at least the 22% of buyers it needs to reach.\u00a0<\/p>\n

\"Maria<\/p>\n

Maria Grazia Davino<\/span><\/em><\/strong><\/p>\n

All of the Stellantis brands have a long-term future and security in the UK, even DS<\/a>, which has sold just over 2000 cars in 2023 to the end of October. She\u2019ll set them up to succeed and says Stellantis\u2019s UK success will be based on \u201call of my brands doing their jobs properly\u201d.\u00a0<\/p>\n

Stellantis will stay in the background as a name and not ever be pushed as a brand and the company \u201chas the brands and products that allow me to do something that if well executed can work\u201d. She dismisses the notion that it doesn\u2019t matter which brand a customer buys into so long as it\u2019s a Stellantis one, because each brand needs to deliver on its own business plan.\u00a0<\/p>\n

On those brands, Davino says it is a \u201cprivilege\u201d to have a domestic brand in Vauxhall and it is a \u201cfundamental part of Stellantis\u2019s UK performance\u201d. It is Stellantis\u2019s largest brand in the UK by some margin and sells its biggest-selling car, the Vauxhall Corsa, and has two factories.\u00a0<\/p>\n

Peugeot is \u201cdoing very well but can do and must do better\u201d with a whole host of new cars arriving. Citro\u00ebn is finding its place as an entry-level brand and \u201ccan help Stellantis in an important way\u201d with cars like the new \u00eb-C3 bringing the cost of an EV close to \u00a320,000.<\/p>\n

Fiat has struggled with the ramp-up of the 500e and Davino says it has \u201cnot been helped by big operational issues\u201d, including a switch in the retail network. But \u201cthe offer now works and it is the right one\u201d.<\/p>\n

She says DS \u201chas a long way to go\u201d in the UK and more must be done to build awareness of the brand. Alfa is in a similar boat. \u201cThe brand is good, products good, performance not,\u201d says Davino. Jeep\u2019s future success looks likely to be defined by the Avenger, which has \u201cbig UK potential\u201d.<\/p>\n

Stellantis also recently acquired a 20% stake in Chinese brand Leapmotor, and while it has yet to be decided if the brand will come to the UK, it would do so under Davino\u2019s watch should it get the go-ahead. In case her job wasn\u2019t busy enough, she is also in charge of Stellantis\u2019s used car Spoticar business, the thriving van division and the two plants at Ellesmere Port<\/a> and Luton.\u00a0<\/p>\n

Davino, from southern Italy, is a considered speaker, taking the time to carefully think of answers. She took the UK role from her most recent position as Stellantis head of sales and marketing in the enlarged Europe area. She commutes to the UK each week from Italy, and while not taught English at school, she was a fan of translations of Shakespeare to Ken Loach films via James Joyce.<\/p>\n

Davino believes the UK automotive industry is at a 50:50 moment, where it can either become a world leader in electrification or slip into the \u201cqueue\u201d with the rest of the world. You sense she\u2019ll do all she can to achieve the former and is keen to have a voice on UK industry matters and push the plants at Ellesmere Port and Luton as part of the solution for a thriving UK EV manufacturing industry.<\/p>\n

To that end, her view is that politicians should be using corporations to help them \u201cunderstand the impact on business that decisions can have\u201d and she has found that UK leaders she has engaged with \u201clisten and are well prepared and presented\u201d. She\u2019s also willing to challenge the insurance industry around the rising cost of electric car insurance.<\/p>\n

Davino has found that the UK is a hard place in a global company because so many of its needs are specific \u2013 not just with right-hand drive (she\u2019s working on getting RHD cars earlier after the likes of the Avenger were delayed) but also the requirements for them, such as EV chargers being able to operate with the UK\u2019s low overnight charging tariffs. \u201cWe need to advocate specific UK solutions,\u201d she says.<\/p>\n

You\u2019re left with the impression of a serious operator who has quickly got a grip of a complex but hugely important market, one packed with nuances and set ways of doing things, for better or worse. This isn\u2019t the last you\u2019ll be hearing from her.<\/p>\n<\/div>\n\n

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SalesExecutive@ITSec.vip<\/p>","protected":false},"excerpt":{"rendered":"

Stellantis was created in 2021 following a merger of the PSA and FCA groups <\/p>\n

Maria Grazia Davino, who took on the role in September, says the group has \u201cmajor operational problems\u201d<\/p>\n

The automotive industry moves so fast that it\u2019s easy to forget 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