Renault Group India CEO Stephane Deblaise took charge of the company in September last year, and since then, the carmaker has been busy expanding and refreshing its India line-up. In this interview, Deblaise talks about the response to the new Renault Duster and the possibility of a more affordable automatic variant, the company's upcoming product plans, progress on the Bridger compact SUV concept, and how Renault plans to strengthen its position in the Indian market.
On the response to the 1.0-litre Duster
It’s still early, so we don’t know the exact response, but it’s a key part of our phased strategy, which was to first focus on the 160hp DCT that is the high-end version in the ICE car. And then we want to introduce the 100hp, the more ‘regular’ car, which is less expensive. That Rs 10.5 lakh price is very, very good for people who want to enter the B+ SUV segment, and it has very good fuel efficiency. Moreover, the Duster is a very good car, and people are loyal to good cars, so we are expecting the Duster to do well on the whole.
On the slow rate of Duster bookings and deliveries
So, at Renault, we don’t overstate or overpromise. We won’t say we have 60,000 people waiting and, after that, you would discover that we did not do 60,000 deliveries. Some people do that; we don’t. We are very serious and would prefer to focus on one (variant), and then another, and a third, so in this way people keep speaking about it. For the hybrid, we were not ready; that’s why it is coming later, but with the 160hp and 100hp Duster, we wanted to focus first on the high-end and then the lower version. You know, we were in a little bit of a hibernation, and you can’t go from that to summer in one day. I think it’s good to build up step by step.
On the possibility of a 1.0-litre automatic
I am not saying what gearbox or even the engine, but what I can say is that very soon we will introduce a new, less expensive version with an automatic. It was not planned at the beginning, but since we launched the new Duster, we have been having a lot of queries about this from customers. Plus, if you look at the pricing of all the models and variants we currently have, there is a gap between the manual variants and the first automatic version.
On the rest of the Renault portfolio
I arrived in India on the 1st of September, and on the 16th of October I went to Paris to validate our India plan, and all the programmes that we decided to pursue were validated. Then, as you know, we communicated this in April this year. The programmes are completely running as per our expectations and on time. On the Renault Group Entry Platform (RGEP), we have made many modifications and carried out re-engineering to bring in new engines, new equipment and other things that you have requested. They are now finally coming. Next year will be a blowout of new products.
On the brand's new design centre in India
The India R&D centre is playing a very big role in our local as well as global plans. When I arrived, I was requested to bring together the three entities we had, which were all separate: one dedicated to sales, one to engineering, and one dedicated to manufacturing, which was along with Nissan. Now we have all three together under one leadership – mine – and this helps a lot because communication is easier and quicker, and this is improving our agility and our ability to see and respond to the market much better. This is why we will now deliver exactly what the market needs and is asking for.
On the development of the Bridger concept
This is a very important topic. It's my project, and I am working very hard on this with our whole team. We have three meetings per week about the project, and in the coming weeks, there is a very important milestone. But I am happy to say that everything is going nicely and is on track, so I am satisfied with our progress.
