Xavier Chardon: Citroën refuses banality to reclaim its bold identity

Since taking the helm of the brand with the double chevrons, Xavier Chardon’s public interventions have become more frequent, allowing us to clearly see his ambitions and objectives for Citroën’s future. In a recent podcast, the new brand CEO hinted at a clear determination: Citroën must become "truly" Citroën again. This vision is built around a return to roots where originality, stylistic boldness, and a distinctive character are no longer optional but are the very heart of the industrial and commercial strategy.

A clarified positioning: between accessibility and technological growth

Citroën’s positioning within the Stellantis group has long fueled wild rumors, sometimes creating uncertainty regarding the brand's true identity. Even with the launch of the new range, some doubt seemed to persist in the public's mind. Under his predecessor Thierry Koskas, a comparison with Dacia was not only accepted but sometimes claimed to highlight the pragmatic nature of the offer. Today, Xavier Chardon is firmly closing the door on this analogy.

For the CEO, Citroën is not trying to compete with one specific brand but must define its own space. The objective is to offer a credible and desirable alternative to traditional mainstream manufacturers. Chardon emphasizes a crucial point: Citroën must offer more technology and a higher level of equipment than generalist players, while maintaining more competitive pricing. By fully embracing its role as a popular brand, Citroën is restoring the "noble" meaning of accessibility. It is not about "low-cost" but about providing human and technological added value that makes innovation available to everyone, without ever sacrificing the overall vehicle performance.

Boldness over conformity: Citroën is not a generic brand

Taking his reflection further, Xavier Chardon claims a right to radical difference for Citroën within the Stellantis group. His ambition is not to turn the brand into a conventional player modeled after Volkswagen or Toyota. The leader expresses this philosophy with striking frankness: "I would rather have 20% of people love a car and 20% hate it, than 100% find it just okay". This statement marks a break from the search for soft consensus that often characterizes modern global automotive production.

Chardon emphasizes that while Citroën is a generalist brand due to its reach, it must never become generic. To avoid this pitfall, design teams now enjoy expanded creative freedom. This autonomy aims to preserve the identity and unique character of each model, thus avoiding the "Russian doll" effect or excessive standardization. In this regard, the brand boss suggested that the next generation of the C4, expected within two years, will be the perfect reflection of this strategy. It is expected to stand out radically from its direct competitors through a unique silhouette and innovative ergonomic solutions, much like the current model which already challenges segment codes. By encouraging boldness, Xavier Chardon ensures that every new Citroën possesses its own soul, capable of sparking real emotion in the driver.

Conclusion: a humanistic vision for a confident future

Citroën's positioning finally seems to be refining and stabilizing after a period of major organizational shifts. With Xavier Chardon, the brand appears to have found a leader with a long-term vision, capable of building the future without dismantling the solid foundations laid previously. Citroën’s identity for the years to come is now clear: it will be an accessible generalist brand, where comfort, boldness, and originality form the core of every project.

This humanistic and popular approach, in the noblest sense of the term, puts the customer and their well-being back at the center of concerns. By refusing neutrality and embracing its uniqueness, Citroën is preparing to face the challenges of the energy transition with renewed confidence. The brand's future will not be played out on conformity, but on its ability to remain faithful to its historical DNA: to surprise, to innovate, and above all, to remain profoundly different.