Stellantis, the global automotive group formed from the merger of FCA and PSA, found itself at a crossroads during its shift from traditional vehicle manufacturing to a broader mobility tech ecosystem. With a portfolio including Jeep, Dodge, Peugeot, Citroën, Fiat, Maserati, Ram, Opel and more, the company faced intense pressure to execute its long-term transformation strategy—delivering a full suite of electrified powertrains and connected vehicle services while navigating global economic headwinds and regulatory complexity.
Amid clear ambitions to offer a wide range of electrified models across markets and shift a significant portion of their sales toward electric vehicles by 2030, leadership recognized that internal capabilities would only take them so far. While the company had developed modular platforms capable of supporting ICE, hybrid, battery-electric, and hydrogen configurations, actual deployment success would depend heavily on local infrastructure, market readiness, pricing tolerance, and competitor actions.
To align product strategy with market realities, Stellantis engaged Dataintelo for comprehensive market research and strategic consulting. The objective was to understand how different markets were likely to adopt various propulsion technologies, assess demand for digital services and subscription-based mobility features, and identify key priorities among customers and fleet operators.
Dataintelo conducted a segmented market demand analysis across Europe, North America, Latin America, and Asia, focusing on electrification adoption, infrastructure availability, and economic factors. The research revealed that while markets like Europe and parts of North America were rapidly adopting battery electric vehicles, other regions remained more receptive to hybrid and plug-in hybrid models. Customer priorities such as reliability, operational cost, service access, and vehicle uptime frequently outweighed environmental concerns in developing regions, offering Stellantis guidance on sequencing new model rollouts more effectively.
In addition to propulsion technologies, Dataintelo analyzed customer attitudes toward Stellantis’ emerging digital ecosystem, including features like smart navigation, predictive maintenance, and driver-assist technologies. Interviews and surveys showed a growing interest in software-enabled services, especially those that improved safety, vehicle efficiency, and convenience. Buyers in both retail and fleet segments expressed willingness to pay for features that offered tangible operational benefits or cost savings.
Competitive benchmarking was carried out to evaluate Stellantis’ positioning against peer OEMs across multiple product segments. The analysis covered vehicle range, software integration, connectivity, dealer coverage, and brand perception. While Stellantis had notable strengths in brand diversity and modular platform architecture, certain areas like hydrogen readiness and full autonomous capability showed room for strategic investment and pacing.
The research insights were used across various Stellantis business functions. Product planning teams recalibrated their development timelines for electrified platforms based on region-specific adoption forecasts. Markets with mature charging networks were prioritized for BEV rollouts, while hybrid variants were scheduled for launch in markets with slower infrastructure development. Commercial and fleet teams adjusted sales approaches based on insights into how operators weighed factors like range, service availability, and total cost of ownership.
Marketing and pricing teams used data from consumer surveys to refine digital service packages, tailoring offerings to align with regional feature expectations and price sensitivity. In developed markets, connected vehicle services were bundled with premium models, while in emerging markets, core safety and maintenance-related features were emphasized. Sales training and dealer programs were also updated to reflect the shift from traditional product-centric pitches to holistic service-based propositions.
At the leadership level, Stellantis executives gained confidence in making capital allocation decisions and managing the complexity of regional product launches. Rather than adopting a uniform global approach, they embraced a flexible model—adjusting vehicle platforms, powertrain options, and connected feature availability based on data-backed demand forecasts and infrastructure readiness. This reduced unnecessary risk and ensured that product launches were more aligned with local expectations and market conditions.
The collaboration extended beyond a one-time study. Stellantis continued to engage Dataintelo for ongoing strategic guidance, including quarterly market tracking, scenario planning, and competitive response modeling. This allowed the company to stay agile in its response to changing regulations, evolving consumer behavior, and emerging technologies.
By integrating real-world market intelligence into its strategic planning, Stellantis strengthened its ability to deliver customer-relevant products and services across diverse markets. The company was able to move faster and with greater precision in its shift toward electrified and connected mobility. Customers benefited from more appropriately timed product offerings, improved digital experiences, and better-aligned support models.
The outcome of this partnership underscores the value of grounding product and business decisions in actionable market insights. Stellantis not only reinforced its position as a leader in mobility innovation but also demonstrated that even large, legacy automotive brands can evolve effectively when decisions are rooted in credible, region-specific intelligence.
Author: Xavier Peugeot, DS Automobiles CEO & Stellantis Chief Heritage Officer
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