Will some Stellantis brands disappear? Stellantis Europe CEO: "Every brand is more or less successful in its own way".

For a long time, one phrase hung like a sword of Damocles over the Group's brands Stellantis. Ten years. This is the timeframe set by Carlos Tavares for each brand to prove itself, find its profitability and justify its place in a portfolio that has become one of the most extensive in the global automotive industry. We're halfway there. And in a tense economic climate, the question keeps cropping up: are any of Stellantis' brands in danger of disappearing?

The spectre of Carlos Tavares' 10 years

When Carlos Tavares evoked this ten-year timeframe, the idea was clear: economic rationality had to take precedence. A brand unable to generate value was not destined to survive forever. But in the meantime, the world had changed. Energy crisis, inflation, forced electrification, regulatory reversals on every continent... The rules of the game are no longer those of 2021. The year 2025 is shaping up to be a particularly tricky one for the Group, even if official figures have yet to be released. Above all, Stellantis is in a major transition phase, pending the new industrial plan to be presented by the Group's new CEO, Antonio Filosa, before the end of the first half of 2026.

A clear answer from the CEO of Stellantis Europe

The subject of brands was tackled head-on by Stellantis Europe CEO Emanuele Cappellano in an interview with Top Gear Netherlands. The question was simple: will brands disappear? The answer was unambiguous. No. According to Cappellano, the strategy of giving each brand ten years to prove its worth "hasn't proved very effective", and above all, current circumstances make this reasoning obsolete. Clearly, Stellantis has no plans to sacrifice brands, even if they don't all perform in the same way.

"Every brand succeeds in its own way

Cappellano's phrase made a lasting impression: "All brands are more or less successful in their own way". It was an honest answer, and one that reveals the Group's current philosophy. The image used by the Dutch journalists speaks for itself: that of a parent who loves each of his children differently, even if they don't all shine at the same level. In reality, it would be difficult to claim that all Stellantis brands are at the top of their game. Some struggle to exist, others suffer from unclear positioning or obvious internal competition. But for the group, success is no longer measured solely in terms of volumes or immediate margins.

Assumed cannibalization... and controlled

You only have to look at the European product range to understand why. Citroën, Fiat and Opel often compete for the same customers in generalist segments. A little higher up, Peugeot, Alfa Romeo, DS, Jeep or Lancia operate in an intermediate zone, without being true premium brands. This internal competition is real. But it is based on an accepted industrial model: shared platforms, common technologies and pooled development costs. For example, the Peugeot 2008, Opel Moka, DS3, Jeep Avenger, Fiat 600 and Alfa Romeo Junior are all in the B-SUV segment, using the same components.

The message sent by Stellantis is therefore clear: it's no longer a question of bringing down the weakest, but of holding the whole together. Perhaps the real question is no longer whether certain brands will disappear, but rather how Stellantis will succeed in clarifying their roles, refining their identities and preventing them from stepping too much on each other's toes. The answer will undoubtedly come with Antonio Filosa's industrial plan.