Luca de Meo’s Automotive Outlook: Brand Identity, Tech, and Cultural Divides
The former Renault CEO shares his perspective on industry challenges and the future of car manufacturing.
Luca de Meo remains a highly influential figure in the European automotive sector. He previously held leadership roles at major manufacturers, including CEO of SEAT from 2015 to 2020 within the Volkswagen Group. His tenure also included significant time at the Renault Group, where he left a lasting impact.
De Meo’s recent move to lead the Kering Group, overseeing luxury brands like Gucci and Balenciaga, surprised many. François Provost replaced him as CEO of Renault. Despite this transition, De Meo’s insights continue to offer valuable perspectives on evolving industry trends.
Luca de Meo explains his vision of the motor industry
Luca de Meo shared his current industry outlook in an interview with German publication Auto Motor und Sport (AMUS). He questioned the viability of numerous brands sharing identical technology. De Meo also raised questions about the dominant battery type for the market by 2030. His comments further addressed manufacturers from China.
De Meo specifically questioned China’s capacity for genuine brand building. Chinese companies can certainly hire European designers; MG maintains a design studio in London, for example. BYD has employed Wolfgang Egger, formerly of Alfa Romeo, Audi, and Lamborghini, as its designer since 2017. However, building a distinct brand identity, core values, and a compelling brand story presents a different challenge. Some Chinese brands, he noted, were literally established just last year.
History is important in the West
Toyota understands the importance of history, taking two full decades to establish Lexus’s identity. Brand history holds significant weight for companies like Mercedes and Audi. Even the new Jaguar, which appears to break with tradition, will incorporate historical factors. The production version of the Concept 00 will receive the ‘Type’ designation, inheriting a legacy from models like the D-Type, E-Type, and F-Type.
De Meo stated, “I could write a book about the anthropology of brand management!” He then explained cultural approaches to problem-solving. Italians, he noted, often face complicated problems but find simple solutions at the last minute. Americans, conversely, tend to encounter large, straightforward problems and develop simple, scalable solutions, comparing them to a ‘Big Mac’ approach.
Simple challenges, complicated solutions and vice versa
De Meo continued his observations, stating that Germans favor complicated challenges and respond with equally complicated solutions. The French, he added, often take a simple problem and devise a much more complicated solution, “simply because they can.”
“This is just my point of view, and I say it without judgment,” De Meo clarified. He summarized that the beauty of working with diverse cultures and varied work environments lies in creating something greater than the sum of its individual parts, using the available ingredients.
Premium difference between Chinese and Europeans
A key distinction exists in the perception of ‘premium’ between Chinese and European markets. For Chinese consumers, premium often stems from the customer experience delivered through technology; new technology frequently prompts the creation of a new brand. In Europe, however, premium perception often derives from a recognized brand or logo, along with materials like leather or wood, and even wheel diameter. For more insights into global automotive trends, visit Automotive News.
De Meo’s career highlights include contributing to the establishment or consolidation of several brands. He played a role in Dacia’s growth within the Renault Group and Cupra’s creation in the Volkswagen Group. He also recalled challenging periods, such as Renault’s 2021 venture with American firm Plug Power, which was ahead of its time regarding the hydrogen ecosystem. The lack of consistent results for Renault/Alpine in Formula 1 over the last decade also presented difficulties.
