Xavier Chardon (Citroën): "Why should I follow Chinese brands when I have 106 years of experience?"

In a rapidly changing automotive industry, the rise of Asian manufacturers on European soil is shifting the balance of power. Recently, Xavier Chardon, CEO of Citroën, gave an exclusive interview in which he delivered a candid analysis of this head-on competition. Aware of the clear threat posed by these new players, the head of the French brand shows a calm determination. For him, the response is not to imitate, but to capitalize on Citroën's DNA: useful innovation and, above all, financial accessibility. Building on his past experience in China, he intends to lead the reconquest of the European market by focusing on what has always been the brand's core strength.

The Chinese offensive in Europe: a multi-faceted reality

The arrival of Chinese brands in the Old World is not uniform. As Xavier Chardon points out, the success of manufacturers like Omoda or Jaecoo is particularly striking in Spain, especially in the private sales market. However, the situation is different in France or Germany, where penetration is more gradual. For the executive, whose career includes key positions at SAIC-Volkswagen in China, it is imperative to understand the roots of this success: "Affordability and offering cars that meet the real needs of customers are paramount," he says.

This is precisely the ground on which Citroën has chosen to fight. While the majority of European manufacturers have taken advantage of recent years to significantly increase their prices, Citroën has taken the opposite path by implementing a drastic price reduction. This strategy is now paying off with the new Citroën C3, whose commercial success is such that the brand is struggling to keep up with demand. To support this momentum, a new plant will open in Serbia to increase production capacity.

Xavier Chardon reminds us that opening the market to foreign competition is not new. He mentions the quotas imposed on Japanese brands thirty years ago, noting that this openness ultimately pushed Europeans to innovate. "At Citroën, we have to be creative and find our own way. If I look at the interior of Chinese cars, they look the same everywhere," he notes. His vision is clear: do not just follow in the footsteps of newcomers, but rely on 106 years of history to propose original concepts. This strategy also involves maintaining a multi-energy offering (thermal, hybrid, electric), giving the customer the final say according to their needs and local realities. Accessible cars will be at the heart of tomorrow's market recovery, and Citroën intends to play a leading role.

The €15,000 challenge: the ambition of the eurocar project

The observation is clear: the European automotive market has still not recovered from the post-Covid crisis, unlike China or the Americas. One of the major reasons identified by Xavier Chardon is the almost total disappearance of new vehicles under €15,000. This lack of affordable solutions leads to a worrying aging of the car fleet, with direct consequences for safety and pollution. "It's a major challenge, and we believe there is significant potential here to attract customers," explains the CEO.

Citroën, faithful to its historical mission, actively wishes to reinvest in this segment. The brand is inspired by the spirit of Japanese Kei-cars, those optimized small urban cars, but with the necessary adaptation to European type-approval standards. This project, nicknamed Eurocar and carried out jointly with Fiat, aims to offer a city car of about 3.50 meters, ultra-accessible, and a worthy heir to the Citroën C1.

The brand is not starting from a blank page. With the experience gained with the Citroën Ami in the field of micro-mobility, Citroën already has solid local expertise in designing compact and economical vehicles. Xavier Chardon is convinced that meeting this need for essential mobility is the key to countering Asian manufacturers seeking to dominate the entry-level segments. "We are here to fight against our competitors and find our way," he concludes, reaffirming Citroën's ambition to remain the benchmark for quality popular cars.

Heritage vs. Disruption

The current European market, marked by stagnant volumes and fierce competition, will not do any favors for hesitant manufacturers. While the Chinese offensive risks permanently disrupting the automotive landscape, Citroën has major assets to resist. With more than a century of existence, the brand with the double chevrons has a legitimacy and a knowledge of the needs of European drivers that new entrants cannot yet claim. By placing affordability and innovation at the center of its strategy, Citroën proves it is ready to take up the challenge. The unique emotional bond that unites the brand with its customers, combined with a rational and affordable product range, constitutes the best defense against competition from elsewhere, which lacks this immense heritage.