（文/观察者网 张家栋 编辑/高莘） 继1月中旬，雷诺集团宣布集团首席执行官福兰（François Provost）将在新年伊始开启其执掌雷诺以来的首次海外行程，并选定目的地为中国后不到一周， 雷诺便围绕印度市场释放出一系列明确信号：重启Duster产品线、调整目标客群、强化本地制造并承担全球出口任务。 不同于传统意义上的中国研发中心，ACDC如同雷诺放在中国的效率样本，由其主导的Twingo E-Tech电动车项目，从立项到量产仅用21个月，这一周期已在 雷诺内部成为参考标尺。 在此基础上，面向达契亚和日产的两款A级电动车衍生车型，研发周期进一步被压缩至16个月。对一家大型跨国车企而言，这种变化往往意味着研发流程、 供应链协同和决策节奏的整体调整。 与此同时，中国在雷诺体系中的意义，也并不局限于研发本身。过去几年，雷诺在华逐步搭建起多层次的合作网络：整车层面，与东风、吉利保持长期协 同；在电池与能源领域，与宁德时代、远景动力等企业建立合作关系。 福兰多次提到，雷诺正在弱化以价格为唯一标准的传统询价竞标模式，转而与核心供应商共同定义目标竞争力，这种合作方式，正是中国汽车产业生态的重 要特征。 雷诺集团首席执行 ...

French carmaker Renault SA believes the appointment of a French chief executive and the return of Duster, its former best-selling mid-size SUV, will be key to its revival in the Indian market. Renault India's Stephane Deblaise, who took over as chief executive in September, is the only expat heading the operations of a major European carmaker in India. BMW, Mercedes, Volvo Cars, and Volkswagen Group all have Indians heading their domestic operations. The decision to appoint 52-year-old Deblaise was part of ...

Core Insights - Katrin Adt has been appointed as the new CEO of the Dacia brand, succeeding Denis Le Vot, effective September 1, 2025 [2][3] - Adt brings nearly 26 years of experience in the automotive industry, having held various senior positions at Daimler and Mercedes-Benz, including CEO of Mercedes-Benz in Luxembourg and CEO of the Smart brand [6] - The Dacia brand is recognized for its affordable mobility solutions and is currently expanding with the launch of its new C-segment SUV, BIGSTER [5][12] Company Leadership - François Provost, CEO of Renault Group, expressed gratitude to Denis Le Vot for his contributions and welcomed Katrin Adt, highlighting her experience as a key asset for Dacia [3] - Fabrice Cambolive, Chief Growth Officer of Renault Group, emphasized Adt's expertise in business development and the importance of electrifying Dacia's product range [4] Brand Positioning and Strategy - Dacia is positioned as a specialist brand for affordable mobility, aiming to establish itself as a benchmark in electrified vehicles [4][12] - The brand has seen significant success, with models like Sandero and Duster becoming best-sellers in their respective categories in Europe [12] - Adt aims to continue Dacia's momentum and address the challenges of electrification while maintaining the brand's commitment to accessible mobility [7]

Core Insights - Renault announced the acquisition of Nissan's remaining 51% stake in the Chennai joint venture, making it the sole owner of the facility [2][3] - The acquisition signifies a strategic shift for Renault, allowing for independent operations and decision-making without the constraints of a joint venture [5][6] Company Strategy - The Chennai plant has produced over 2.8 million vehicles since its inception, with 43% (approximately 1.2 million) exported to over 100 countries, highlighting its manufacturing capabilities [3][4] - Renault aims to leverage the Chennai facility as a global production hub for right-hand drive vehicles, targeting markets in Australia, South Africa, and Southeast Asia [7] Market Positioning - The transition to full ownership allows Renault to respond more swiftly to market demands, particularly in the growing Southeast Asian market for small SUVs [6] - Renault expects to reduce production costs by 15%-20% due to India's lower labor costs, enhancing competitiveness in price-sensitive markets [6] Industry Impact - The acquisition is seen as a pivotal move in the global automotive landscape, potentially influencing other automakers to reconsider their strategies in emerging markets [8][10] - The shift in production capacity from traditional markets to emerging markets like India and Southeast Asia reflects a broader trend in the automotive industry [9][10] Future Outlook - By 2027, Renault anticipates that the Chennai plant's export volume could exceed 800,000 units, contributing 12% to the group's global output [7] - The acquisition is expected to inspire new investment models in emerging markets, combining technology transfer with local production and global export [8][9]

Core Viewpoint - Renault Group is positioned for margin growth in the second half of 2025, supported by strong fundamentals, a committed team, and a robust product plan despite facing challenges in the first half of the year [2][3]. Financial Performance - Group revenue reached €27.6 billion, an increase of 2.5% compared to H1 2024, and 3.6% at constant exchange rates [4][5]. - Automotive revenue was €24.5 billion, up 0.5% compared to H1 2024, with a 1.6% increase at constant exchange rates [4][5]. - Group operating margin was €1.7 billion, representing 6.0% of Group revenue, down from 8.1% in H1 2024 [6][21]. - Net income stood at -€11.1 billion, with a net income excluding Nissan impacts of €0.5 billion [14][21]. Operational Highlights - The automotive net cash financial position was €5.9 billion as of June 30, 2025, down from €7.1 billion at the end of 2024 [18][21]. - Free cash flow was €47 million, significantly lower than €1.3 billion in H1 2024, impacted by a negative change in working capital [17][21]. - The total inventory level was 530,000 vehicles, reflecting a healthy management of stock [7][17]. Market Position and Strategy - Renault Group's commercial performance includes being the 2 brand in Europe for passenger cars and light commercial vehicles, with strong sales from the Clio and Duster models [4][21]. - The company is focusing on a flexible business model to meet market demands for combustion, hybrid, and electric vehicles, with a strong order book reflecting two months of sales [22][23]. - The updated financial outlook for 2025 anticipates an operating margin of around 6.5% and free cash flow between €1.0 billion and €1.5 billion [20][22]. Challenges and Adjustments - The company faced a significant non-cash loss of €9.3 billion due to changes in the accounting treatment of its investment in Nissan, impacting overall financial results [10][14][33]. - Renault Group is implementing a strict commercial policy prioritizing value creation over volume to protect vehicle residual values amid increasing competition [21][22].