«Peugeot, Opel, Vauxhall, DS and Abarth must become rebadged Fiat,» says an economic analyst.

The situation of Stellantis continues to fuel debate among economic analysts and automotive industry specialists. After a catastrophic year in 2025, marked by a record loss of $26.3 billion, some observers now believe that the group has no choice but to radically simplify its brand portfolio.

This is the position of business analyst Chris Buxton, who has just published a lengthy and particularly harsh analysis of the Franco-Italian-American automaker's strategy. And among his many proposals, one sentence sums up his vision perfectly: «Peugeot, Opel, Vauxhall, DS and Abarth must become rebadged Fiat».

Stellantis a victim of his own complexity

For Chris Buxton, Stellantis' main problem is not just electrification or the slowdown in the global automotive market. According to him, the group suffers above all from a structure that has become far too cumbersome and incoherent.

Since the merger between FCA and PSA in 2021, Stellantis has brought together fourteen automotive brands: Jeep, Ram, Dodge, Chrysler, Fiat, Peugeot, Citroën, Opel, Vauxhall, Alfa Romeo, Lancia, Maserati, DS and Abarth. This huge portfolio was initially intended to pool platforms and reduce development costs.

But according to the analyst, this promise has never really been kept. He believes that Stellantis has kept too many duplicates, too many separate networks and, above all, too many competing vehicles within the group itself. In his analysis, he cites in particular the case of Peugeot, Citroën, Fiat, Opel and Vauxhall, all of which target the same European customers with technically very similar models.

«Europe cannot support five generalist brands from the same group».»

Chris Buxton believes that Stellantis should now abandon the idea of maintaining several independent European mainstream brands. In his view, Fiat should once again become the group's global volume brand, with simple, affordable vehicles produced on a large scale. The other European brands, such as Peugeot, Opel, Vauxhall, DS and Abarth, should then either become simple regional variants of Fiat models, or gradually disappear as autonomous carmakers.

For the analyst, «Europe cannot support five overlapping mainstream brands within the same manufacturer». He also believes that Stellantis has made a mistake in trying to reposition Fiat towards more premium segments in recent years. On the contrary, he believes the Italian brand should return to a much more popular and pragmatic philosophy.

The return of a simple, accessible Fiat

In Chris Buxton's vision, Fiat should focus on compact, affordable cars priced under $25,000, with priority given to cost reduction and technical simplicity. The analyst even mentions the idea of removing some of the technology deemed unnecessary for customers. He imagines models using conventional physical controls for climate control, while letting Apple CarPlay and Android Auto handle navigation and infotainment.

In his view, the current rise in oil prices could well favour this type of simple, light, fuel-efficient vehicle. He points out that Brent crude is now over $120, against a backdrop of tensions around the Strait of Hormuz, which puts the issue of energy efficiency squarely back on the agenda.

Jeep, Alfa Romeo and Lancia: very different roles

Chris Buxton isn't just attacking the generalist European brands. His analysis also predicts a very radical repositioning of Stellantis' other brands.

He believes, for example, that Jeep should stop churning out classic family SUVs and return to what has historically shaped its identity: the Wrangler and Gladiator. In his view, it is precisely these models that still enable the American brand to maintain a strong image.

For Alfa Romeo, the analyst imagines a much more focused strategy. In his view, the Italian brand should remain a low-volume sports car manufacturer, concentrating on high-performance compacts and sedans priced between $40,000 and $70,000. He believes that Alfa Romeo should focus on its Italian design and driving pleasure, rather than trying to imitate German premium brands.

As for Lancia, the diagnosis is even harsher. Chris Buxton believes that the Italian brand has only one real chance of survival: to quickly exploit its rallying heritage with sporty compacts inspired by the Delta Integrale. Should this relaunch fail, he already imagines Lancia transformed into a parts business.

A radical vision... but not totally isolated

Chris Buxton's analysis may seem extreme, especially when he speaks of the gradual disappearance of several historic European brands. However, it illustrates a debate that is becoming increasingly present around Stellantis: can the group really continue to support so many brands in a pressurized automotive market?

Between electrification, massive technological investment, the rise of Chinese manufacturers and the slowdown in several Western markets, some analysts believe that the major automotive groups will inevitably have to simplify their structures.

For the time being, Stellantis officially continues to defend all its brands. But with just a few weeks to go before the presentation of Antonio Filosa's new strategic plan, speculation continues to grow that investments will be concentrated on a smaller number of brands.

For our part, you can read our latest analysis: « Stellantis officially focuses on 4 priority brands... but hides a fifth that doesn't completely belong to it. »and « Stellantis has decided between Opel, Citroën and Fiat" .