Citroën starts 2025 with a strategic initiative in Brazil: improving the standard equipment of the Citroën C3 and C3 Aircross. The objective is clear: to make these models more competitive in a market where customer expectations in terms of comfort and technology are high. This move should enable Citroën to strengthen its position in a strategic market and increase its sales.
Upgraded equipment to increase competitiveness
The Citroën C3 Aircross, the most affordable turbo SUV in Brazil, is moving upmarket in terms of equipment. Starting with the Feel Pack version, the 2025 models come with a reversing camera, fog lights and digital automatic air conditioning as standard, meeting customers' expectations in terms of comfort and safety.
The Shine versions are also more refined thanks to a new grey dashboard finish that brings a touch of sophistication to the interior.
On the Citroën C3, the YOU! version comes with a reversing camera as standard, while a new Black Perla Nera colour is now available as an option. With its 130 bhp Turbo 200 engine, the C3 remains the most affordable automatic turbo saloon in its segment, reinforcing its appeal to Brazilian consumers.
A global strategy inspired by India
The adjustments made in Brazil are part of a strategy that Citroën launched in India in the summer of 2006. In this country, the brand had already decided to enrich the equipment of its models in response to criticism of the lack of standard equipment.
However, the changes made in Brazil remain more limited. Unlike in India, Citroën has not included features such as LED headlights or the relocation of the window controls from the central consoles to the door panels. This more moderate approach reflects a specific adaptation to the expectations of the Brazilian market, while respecting the logic of moving upmarket.
However, the approach remains the same: to increase the appeal of the brand's models while maintaining their competitive position in terms of price, a crucial element in emerging markets.
Citroën is aware of the challenges it faces in meeting the objectives of its Citroën4ALL strategic plan, which aims to achieve a 4% market share in emerging regions. The equipment changes in Brazil demonstrate the brand's desire to make its models more attractive in order to increase their sales and, consequently, its market share.
Although these efforts are not yet sufficient to revolutionise sales, they represent an important step towards regaining competitiveness and meeting the expectations of local customers. If Citroën is successful in a market as complex as Brazil, these advances could inspire further initiatives in other key markets.
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