With Dongfeng, Stellantis aims to offer new products in China "a three-year plan".

Just a few months ago, the future of Stellantis in China seemed sealed. The judicial liquidation of GAC-FCApronounced in the summer of 2025 by the Changsha court, marked the end of a heavily loss-making industrial project and symbolized the failure of a strategy inherited from the Marchionne era. A billion dollars in debt, two plants at a standstill and a permanently damaged image: for many observers, Stellantis had nothing left to hope for in the world's leading automotive market.

However, by early 2026, the tone had changed radically. In Wuhan, the industrial heart of the Sino-European partnership, Stellantis no longer spoke of withdrawal, but of revival, products and long-term strategy. Above all, the Group is reaffirming its commitment to Dongfeng Motor Group, its long-standing partner and now the central pillar of its Chinese future.

In Wuhan, the message is clear

On January 9, 2026, Dongfeng Peugeot-Citroën Automobile's annual dealer convention, better known as Shenlong, was held in Wuhan in an unusually offensive atmosphere. The theme of the event, "In China, for the world", sums up the strategic shift underway. On stage, the messages converged. Huang Yong, Chairman of Shenlong and head of Dongfeng, emphasized the profound transformation of the joint venture, which is now focused on managing the entire value chain, accelerating in new energies and a clearly global ambition. But it's above all the speech by Grégoire Olivier, Stellantis' Director for China and Asia-Pacific, that stands out.

In front of dealers, he affirms that the Group's new CEO, Antonio Filosa, attaches major strategic importance to China and Shenlong. As soon as he took office, Antonio Filosa visited China with his management team, sending out a strong signal: Stellantis is no longer content to observe the Chinese market, but wants to play an active role once again.

Which products?

What distinguishes this sequence from previous attempts at reconciliation is the emphasis placed on the product. Where Stellantis only recently spoke of optimization, costs and capital prudence, the Group now promises a steady stream of new models for the Chinese market. Grégoire Olivier says it plainly: Stellantis will continue to supply Shenlong with new products to ensure sustainable development. In other words, the Group has agreed to put its cards back on the industrial table, a prerequisite for survival in the face of ultra-aggressive, electrified and technologically advanced Chinese competition.

This direction is part of Shenlong's "three-year renaissance plan", starting in 2026. The aim is no longer simply to survive, but to rebuild a credible offering, adapted to a market that has become extremely rational, where user experience, on-board technology and perceived value take precedence over mere brand heritage.

Dongfeng will be more than a partner

In this new chapter, Dongfeng is no longer simply an industrial ally. The Chinese group is committed to supporting Shenlong technologically, logistically and industrially, while integrating it into a broader vision: to make China a development center capable of supplying other markets. This "In China, for global" logic marks a clear break with the past. It suggests that Stellantis now sees China not only as a market of opportunity, but also as a laboratory capable of feeding its global offering, particularly in batteries, electrification and on-board intelligence.

However, nothing can be taken for granted. Shenlong operates in an environment marked by fierce competition, constant pressure on prices and consumers who have become extremely volatile. While the company has succeeded in stabilizing its business in 2025, with annual growth of 7 %, this rebound remains fragile and largely dependent on the success of future launches. From now on, Stellantis' credibility will be based on facts. Truly competitive models, convincing electrification, a customer experience on a par with Chinese standards and the ability to keep its promises over the long term. After the bankruptcy, then the time for apologies and diplomacy, Stellantis enters the most delicate phase: that of execution. And this time, the group no longer has the luxury of error.