Renault Plans Global Expansion with 36 New Models – Autoweek

In a bold and sweeping declaration of intent, French automotive giant Renault Group has unveiled an audacious strategic plan that promises to fundamentally reshape its future. Dubbed the “Renaulution,” this multi-year, multi-faceted strategy will culminate in a product offensive of staggering scale: the launch of 36 new models across its brand portfolio by 2028. This move signals a dramatic acceleration of the company’s transformation under the leadership of CEO Luca de Meo, aiming to fortify its position in Europe while aggressively expanding its footprint across the globe.

The announcement, made during a recent capital market day, is not merely about new vehicles; it represents a comprehensive overhaul of Renault’s operational philosophy. The plan pivots the company from a relentless pursuit of sales volume to a disciplined focus on value creation, profitability, and technological leadership. It’s a high-stakes gamble designed to navigate the turbulent waters of the modern automotive industry, defined by the seismic shifts towards electrification, software-defined vehicles, and new mobility ecosystems. With a clear roadmap for its core brands—Renault, Dacia, Alpine, and Mobilize—the group is drawing a line in the sand, ready to redefine its legacy for the 21st century.

The “Renaulution” Masterplan: A Deeper Look at the Strategy

To fully appreciate the magnitude of this 36-model announcement, one must understand its context within the broader “Renaulution” strategy initiated by Luca de Meo upon his arrival in 2020. At the time, Renault Group was navigating significant headwinds, including declining profitability, operational inefficiencies, and the lingering fallout from the Carlos Ghosn era. The “Renaulution” was conceived as a three-phase recovery and growth plan.

Phase 1 & 2: Resurrection and Renovation

The initial phase, aptly named “Resurrection,” ran from 2021 to 2023. Its primary objective was to stabilize the company’s finances and restore its operational health. This involved rigorous cost-cutting measures, streamlining production, and shifting the corporate mindset from chasing market share to generating sustainable cash flow. Key financial targets were set and, according to the company, successfully met, laying a solid foundation for the future.

The second phase, “Renovation,” which began in 2023 and extends to 2025, focuses on renewing the product portfolio and preparing for the technological leap ahead. This phase saw the creation of distinct, specialized business units designed to operate with greater agility and focus. The most prominent of these are Ampere, a dedicated entity for electric vehicles and software, and Horse, a joint venture with Geely focused on developing and manufacturing advanced hybrid and internal combustion engine (ICE) powertrains. This strategic unbundling allows each unit to pursue its own technological roadmap and attract specific investments.

Phase 3: The Revolution

The latest announcements mark the full-fledged launch of the third phase: “Revolution.” This is where the fruits of the earlier restructuring are expected to blossom. With a healthier balance sheet and a more agile corporate structure, Renault is now poised to unleash its most ambitious product cycle in recent memory. The goal is to leverage its new platforms, powertrain technologies, and brand identities to capture a larger share of the most profitable market segments, particularly in the C-segment (compact cars) and beyond, both in Europe and internationally.

The financial ambitions are equally bold, with the group targeting a double-digit operating margin and consistent free cash flow generation. The 36 new models are the engine that will drive this financial performance, each designed to contribute to a richer product mix and higher average revenue per unit.

The Product Onslaught: Unpacking the 36 New Models

The headline figure of 36 new models by 2028 is a clear statement of intent. This deluge of new products will be distributed across all of the group’s brands and will encompass a wide spectrum of powertrains, from fully electric vehicles to advanced hybrids and efficient combustion engines tailored for specific international markets.

The Electrification Supercharge Led by Ampere

A significant portion of the new model pipeline will be battery electric vehicles (BEVs), spearheaded by the Ampere division. Ampere is Renault’s answer to competitors like Volkswagen’s PowerCo and pure-play EV makers like Tesla and BYD. It consolidates all of Renault’s EV expertise, from engineering and software development to manufacturing.

This electric charge will be built upon two state-of-the-art platforms:

• CMF-BEV: Designed for compact B-segment vehicles, this platform underpins highly anticipated models like the upcoming Renault 5 EV and the Renault 4 EV. It promises to reduce production costs by up to 40% compared to the previous generation, making affordable European-made EVs a tangible reality.
• CMF-EV: This platform caters to larger C- and D-segment vehicles, providing flexibility in design and battery capacity. It is already in use on the successful Renault Megane E-Tech and will form the basis for the new Scenic E-Tech and future Alpine models.

Upcoming flagship EVs include the retro-futuristic Renault 5, a stylish compact hatch designed to democratize electric mobility; the versatile and practical Renault 4, reimagined as a compact electric crossover; and the Scenic E-Tech, which transforms the iconic MPV into a modern family-focused electric SUV. Renault is also teasing a new, highly affordable entry-level EV, potentially a reborn Twingo, priced below €20,000 to directly challenge the influx of Chinese competitors.

Hybrids and ICE: The Role of the Horse Project

While the future is electric, Renault Group recognizes that the transition will not be uniform across all global markets. For regions where charging infrastructure is less developed or affordability is paramount, hybrid and efficient combustion engines will remain crucial. This is the strategic purpose of the Horse project, a 50-50 joint venture with Chinese automotive giant Geely.

Horse will be a global leader in powertrain technology, supplying Renault, Dacia, and Nissan, as well as external customers. It allows Renault to continue developing best-in-class hybrid systems—like its successful E-Tech full hybrid technology—and low-emission ICE powertrains without diverting capital and R&D resources away from its core EV focus within Ampere. This pragmatic two-pronged approach ensures Renault can compete effectively across the entire powertrain spectrum, adapting its offerings to the specific needs of each market.

Beyond Europe: Renault’s Global Ambitions Take Center Stage

A cornerstone of the “Renaulution” is a decisive strategic shift to reduce the group’s historical over-reliance on the European market. While Europe will remain a critical stronghold, significant investment and focus are being directed towards international growth, with a target to generate nearly half of its sales outside the continent by 2027.

A Tailored International Strategy

The group’s “International Game Plan 2027” is not a one-size-fits-all approach. Instead, it involves developing specific products on highly flexible, localized platforms to meet the unique demands and price points of different regions. This will be driven by eight new models specifically designed for international markets, built on two new platforms.

Key target regions and their associated strategies include:

• Latin America: A historically important market for Renault, the region will see a new wave of products led by the recently unveiled Renault Kardian, a compact SUV. This will be followed by a range of new vehicles, including a larger pickup truck previewed by the rugged Niagara Concept. These models will be based on a new, highly modular platform developed locally to maximize cost-efficiency and adaptability.
• India: Renault aims to build on the success of models like the Kwid and Kiger. The strategy involves leveraging a low-cost platform to introduce new vehicles in high-volume segments, positioning India as a key production and export hub for the region.
• South Korea: The partnership with Geely is central to the strategy here. Through the Renault Korea Motors subsidiary, the group will leverage Geely’s platforms and technology, particularly for larger D-segment vehicles with advanced hybrid powertrains, to compete in the sophisticated South Korean market and export to other regions.
• North Africa and Turkey: These are mature markets for Renault and Dacia, where the group already holds a strong position. The focus will be on refreshing the existing lineup with new models like the Duster and introducing new hybrid and potentially electric options as market readiness evolves.

This global push is essential for de-risking the business from regional economic fluctuations and regulatory changes in Europe, while also tapping into the immense growth potential of emerging automotive markets.

The Four Pillars: Defining the Future of Each Brand

The 36-model product plan will be carefully orchestrated to strengthen the distinct identity and market position of each of the group’s four core business pillars.

Renault: The Innovative Heart

The Renault brand is being repositioned to lead on technology, design, and electrification. It will focus on reclaiming its leadership in the profitable C-segment in Europe with models like the new Austral, Espace, and Rafale. The electric “Renaulution” will be most visible here, with the R5, R4, and Scenic E-Tech leading the charge and embodying a new design language that blends heritage with modernity.

Dacia: The Unbeatable Value Proposition

Dacia continues to be the group’s profitability powerhouse, delivering impressive margins with its “essential, no-frills” philosophy. The brand’s future involves expanding its successful formula into new territories and segments. The recently unveiled third-generation Duster showcases a more rugged and sophisticated design, while the upcoming Bigster SUV will take the brand into the larger C-segment for the first time. Dacia is also embracing electrification in its own way with the affordable Dacia Spring and is exploring synthetic fuels to prolong the life of its combustion-engine vehicles.

Alpine: The Aspirational Performance Brand

Alpine is being transformed from a single-model niche manufacturer into a fully-fledged, all-electric global performance brand. Leveraging the prestige and visibility of its Formula 1 team, Alpine will launch a “dream garage” of three new EVs: a high-performance hot hatch based on the Renault 5, a GT Crossover, and a future all-electric successor to its iconic A110 sports car. This expansion aims to establish Alpine as a credible competitor to premium performance brands.

Mobilize: The New Mobility Frontier

Mobilize represents Renault’s foray into the future beyond traditional car ownership. This division focuses on data, mobility, and energy services. It offers vehicle financing (Mobilize Financial Services), car-sharing solutions with dedicated vehicles like the Duo, and energy services, including charging infrastructure and vehicle-to-grid (V2G) technology. Mobilize is designed to capture recurring revenue streams and position the group at the forefront of the evolving mobility landscape.

Analysis: Navigating the Road Ahead and the Inevitable Challenges

Renault Group’s “Renaulution” is undoubtedly one of the most ambitious and comprehensive turnaround plans in the automotive industry. The strategy is well-conceived, addressing key weaknesses while building on existing strengths. However, the path to 2028 is fraught with significant challenges.

Execution and Competition

The primary risk is one of execution. Launching 36 new models in just five years is an immense industrial, logistical, and marketing challenge. Any delays in development, supply chain disruptions, or quality control issues could have cascading effects on the entire plan. Furthermore, the competitive landscape has never been more intense. In Europe, Renault faces stiff competition from a resurgent Stellantis and a determined Volkswagen Group. Globally, the rapid expansion of Chinese brands like BYD, MG, and Nio presents a formidable challenge, particularly in the crucial entry-level EV segment.

Financial and Economic Hurdles

The plan is capital-intensive. While the initial phases of the “Renaulution” have improved the balance sheet, funding this massive product development cycle will require sustained profitability and cash flow. The planned IPO for the Ampere EV unit was intended to unlock significant capital but was recently shelved due to unfavorable market conditions, forcing the group to self-fund Ampere’s development for now. Moreover, global economic uncertainty, including inflation, high-interest rates, and potential recessions, could dampen consumer demand and impact the group’s financial targets.

Conclusion: A Revolution in Motion

Renault’s plan to launch 36 new models is far more than a simple product refresh; it is the public-facing manifestation of a deep, structural, and cultural transformation. Under Luca de Meo’s leadership, the group has moved from a state of “Resurrection” to a full-blown “Revolution.” The strategy is clear: leverage specialized business units, embrace a dual-pathway powertrain approach, and aggressively pursue global growth to build a more resilient and profitable future.

The coming years will be a critical test of this vision. Success will depend on flawless product execution, disciplined financial management, and the ability to adapt to a rapidly changing world. The global automotive industry will be watching closely as the French automaker attempts to turn its revolutionary plans into a market-leading reality, one new model at a time.