Bare

https://europe.autonews.com/automakers/tavares-keeping-psa-fca-merger-track-incredible-achievement PSA and FCA each operate with a very similar three-dimensional matrix: brand, function, region. What can we expect from Stellantis? ''A three-dimensional matrix is the basic organization of any global carmaker nowadays. It's all about interacting in a cross-functional way. In the first axis, we show the vision for each brand -- as well as consider each brand's strong history -- then build their future and destination with a clear positioning. Then, we have the functions, where we need to have very precise expertise regarding the best practices, the most efficient processes, the best techniques to be a benchmark in the worldwide industry -- in engineering, in sales and marketing, in manufacturing and supply chain, in any other function that you could imagine. Last but not least, we have the regional axis, which is the place where operationally you create the value. You create that by using the brand portfolio to cover the market and profit pools, and maximize the value that you create, both on product and on service, making sure that you make your customers happy while using the brand portfolio in a thoughtful way. Stellantis will have a 14-car-brand portfolio plus two mobility service brands and aftersales. So, we have a lot of things to do, a lot of things to imagine. That makes it very, very exciting.'' Volkswagen accounts for roughly a quarter of sales in Europe with just three volume brands. Stellantis, which year to date is at a combined 21 percent share, will have Citroen, Fiat, Opel/Vauxhall and Peugeot. Will you have too many brands in the volume sector? ''Stellantis will be very strong in Europe -- not exactly the size of the Volkswagen Group, but quite close. I have a huge amount of respect for Volkswagen because they are doing a fantastic job. They are taking many bold decisions and moving forward very strongly on electrification, which makes them a fantastic rival for us and a very good reference against whom we can compete. We understand that they will be ahead of us in Europe, but we will not be very far behind, and we will try to compete in the most efficient way, with a different approach to our business model, but also with a double-digit brand portfolio, as they have.'' Conversely, the one-time implementation cost for achieving the synergies has risen from 2.8 billion to 4 billion euros. Is this related to write-offs in revised FCA and PSA business plans ahead of the merger? ''Well, if that happens, you will see it in the financials of both companies, and of course, of Stellantis at one point. If something has to be done in that area, the CFOs will make it clear and transparent in the financials of the different entities. But, of course, the implementation costs are real. The magnitudes are something that we will be eager to optimize at any point in time, which is in the mindset of the people both on the FCA side and the PSA side. I think efficiency and effectiveness are something that I can feel on the two sides of the Stellantis family. I can feel that there is this great business sense that has been the result of the leadership from Mike Manley and, prior to Mike, from [the late former FCA CEO] Sergio Marchionne, and I think it has also been the DNA of PSA over the last few years. I feel the fact that people understand the economic impact of what they do, what they decide, what they spend, and I feel that there is eagerness to optimize the way we are spending our money and to make sure that we get more out of each buck for everything we do, and that is good. '' As CEO of Stellantis, where will you spend most of your time? After closing, the fair answer is hopefully not in a plane. But of course there would be some travel -- mostly to Turin, Amsterdam, Paris, Detroit, Sao Paulo, Russelsheim. All of this is part of a global company. Of course we would have significant digital interaction, that is for sure, but human interaction would also have a significant role to play. This is about management, about expressing some kind of direction and convincing people that what we are doing makes sense, inspiring people to go in one direction or the other direction, and that means human interaction. We have learned through two successive lockdowns in Europe that we can run a car company in a crisis mode using digital tools. As long as a sense of team spirit is created by having human interactions -- you can have dinner, you could have a drink, you can have arguments or discussions -- then digital communications tools are appropriate, and that is going to reduce the burden of travel, jet lag and time differences. With the very strong and highly profitable presence you will have with Stellantis in North America because of FCA, is there still a need to bring the Peugeot brand there? ''First, as long as we are competitors, which means up to the closing, my answer will be, yes, of course our plan is to bring Peugeot to North America. This being said, our [PSA] North American team in Atlanta that is preparing for the comeback of Peugeot in the U.S. market is bringing us many ideas in terms of logistics, in terms of maintenance, in terms of the distribution model, in terms of marketing communication, as we have no legacy. Whatever we decide in the Stellantis world, all of those ideas will improve the way we go to market and the way we run the business. I was working in the United States for a while [as head of Nissan North America], and I know how competitive the market is, and I am very humbled vis-à-vis the level of competitiveness it takes to grow a profitable presence there. This is exactly what FCA has been doing, so my hat is off to the FCA team for that''. The U.S. has been FCA's profit driver, focusing on pickup trucks and the Jeep brand. Is there room for this part of the organization to benefit from the success that you have brought to your businesses in Europe? ''The first answer to your statement, which is very true, is simple: If it's not broken, don't try to fix it. But we know that in our industry when you have the sense that everything is going well, it's exactly the moment where you need to challenge yourself and look for additional efficiencies and achieve a better performance. And the fact that we are bringing the two companies together may also be an opportunity to be challenged on the things that we could even do better, and this is true for the Americas as much as for Europe. PSA has been very successful in Europe, but that does not mean that we are doing everything very well. I think Mike [Manley] would say the same for North America''

https://motor1.uol.com.br/news/457429/jeep-7lugares-motor-turbodiesel-mais-potente/

So it will end as big as Porsche Cayenne? Speaking about Velar. It's on the aluminum space frame platform. Its interior dimensions are no bigger than on Stelvio. Same is valid for F-Pace.



http://electrification.magna.com/wp-content/uploads/2017/11/2017_Storyboard_7HDT300_en_web.pdf http://electrification.magna.com/wp-content/uploads/2017/11/Product_Storyboards_TS_HDT_7HDT300.pdf

Not sure about it anymore. It seems that the all new interior was the last moment call.

PSA has plans to offer at least P2 MHEV only line-up by 2025. Technically it's 'EV. JMO, it would be better to kill of DS brand right now.

Compass MCA was also scheduled for the end of this year but not for Europe, Brazil or US. Indian and Chinese Compass. I presume that Compass will have seperate events for each region. This should be the all new 7 seat Grand Cherokee. Grand Cherokee Unlimited could be its name.

In communication with dealers they said that the new 3 row WL is called Grand Cherokee. We'll if that's true. Unveil was scheduled for cancelled LA Auto Show.

https://www.termolionline.it/news/lavoro-ed-economia/969283/cassa-integrazione-covid-sostituisce-il-contratto-di-solidarieta-alla-fca

Grecale?

https://seekingalpha.com/article/4382242-fiat-chrysler-automobiles-n-v-fcau-ceo-mike-manley-on-q3-2020-results-earnings-call?part=single

FCA may have production numbers but they don't have know how. Not to mention that their products are very poor when it comes to mechanics. How could you make a Jeep or Alfa Romeo on PSA platform? Tell me. I'm ready to listen.

Some very good questions. According to 2018 plan 12V BSG system is or was exclusive for just 3 cars. Panda, Ypsilon and 500. All other FWD cars will have P2 48V solution. The one with electric motor integrated into transmission. Transmission should be Magna/Getrag 7HDT300. The same will be used by BMW. For sure it will be mated to a 1.5 turbo DOHC Firefly/GSE. The question is. Will they introduce 1.0 turbo with this particular solution? I'm not aware of it. My bet is on Compass MCA as the first car with this new solution. Originally as in 2018plan it was planned to debut on Jeep Renegade. So much about 1.5 as Alfa Romeo exclusive.

Here is the thing. In most countries T-Cross is selling only because it has VW badge. Arona is not selling at all, maybe few at the time of launch and that's all. By my observation both are currently killed by slightly bigger Škoda Kamiq. What I'm trying to say? Making small B-UV like VW with T-Cross is not a good choice. Going bigger like Škoda Kamiq, Renault Captur II and Pug 2008 II is a far better choice. So around 4.25 m in length, 1.8m in width, and 1.55 m in height.

@lukka1982 Just my opinion. 500X should grow larger and be a proper C segment SUV. So build it next to Tonalé or still in Melfi. But keep it at Small Wide platform. Do you know what was original Jeep JJ?

The only thing to complain about is lack of 1.3 130 HP engine. Private buyers would like it. Those outside of Italy.

Termoli should produce 1.5 turbo and 1.0 aspirated. With this move 1.0 for Panda and 500 would not come from Brazil.