00:00Hello, welcome to this new edition of the JTC, a slightly special edition.
00:05since we have the pleasure of welcoming the new Sales Director for France, Yves Moulin.
00:09Good morning.
00:10Good morning.
00:11Thank you for being with us today.
00:12So, you'll be with us throughout the entire show.
00:15You're going to talk to us about 2005 in particular, that's why you're here.
00:17But we'll start by taking stock of 2004.
00:20What is your assessment of the brand's commercial performance for 2004?
00:24Listen, 2004 was another difficult year for the French market.
00:30After the years 2002-2003, which were years of decline.
00:35And we've seen since October, in fact it's probably the trade show effect, that the market
00:38resumes.
00:39And we think that this year will end strongly with a market of around 2.20 million.
00:47This will therefore represent an improvement compared to last year.
00:50And in this passenger car market, Citroën will have to be around 13%.
00:5513% penetration share.
00:57And in the commercial vehicle market, which is a more dynamic market, the business market,
01:03It is believed that the market will end at around 405,000 with a very good performance from Citroën.
01:10around 18.8%.
01:13What are your ambitions for 2005? Is it a 13% market share?
01:17Is it good penetration or do you want to go much further?
01:21No, so 2005 is the year of reconquest, of conquest, of return to growth.
01:29So we expect to achieve a 15% market share in the passenger vehicle market in 2005 and we are forecasting a
01:36Slight increase in the passenger car market to 2.70 million.
01:41And a roughly stable market share in the commercial vehicle market, with a market of 410
01:47000.
01:48So a market share that is roughly stable at 19%.
01:51Okay, but so two points increase, penetration in the private vehicle market.
01:55How do you expect to achieve such progress? Two points, it's not obvious.
01:58So it's true that it's a challenge, that's why we call it conquest, reconquest.
02:03So we'll need to both win back some customers we've lost, and above all, win
02:10new customers.
02:11So how do we achieve this conquest?
02:13Well, everything comes from the products.
02:16So, to simplify, we could say that there are three product poles.
02:20Small cars, therefore C2, C3, C3 plural.
02:25And then you should know that we're also going to have C1 coming.
02:29So in these small cars, we think we can roughly maintain our market share, taking advantage of the upward trend
02:35of the market, gain approximately one thousand vehicles.
02:39The second pole, which is at the opposite end of the spectrum, is the large vehicles, the minivans.
02:43So there you have Berlingo, Picasso, C5, C8.
02:48Here too, we expect to maintain our market share, to be stable in terms of market share.
02:53and gain approximately a thousand cars in volume due to the increased market effect.
02:58You know, though, that Picasso is having commercial difficulties, it's not easy.
03:02The competition is very tough right now, and you still think we can maintain stability of
03:08the entire segment despite that?
03:10Yes, our competitors manage to maintain mature products at full power.
03:16and we have a number of marketing initiatives, some of which have already arrived at dealerships at the end of this period.
03:21'year,
03:22to maintain activity on this vehicle, which is a vehicle in its prime.
03:28So in the prime of life, one must be capable of exceptional performances.
03:31There's still plenty to do with Picasso, everything about money.
03:34There are certainly still customers to win over, new customers to win over.
03:38And besides, it's a vehicle whose qualities are unanimously recognized.
03:42And it's also a vehicle that resells very well on the used car market.
03:45So there are a lot of things you can do with that car.
03:48But I would especially like to talk to you about the C4.
03:50Huge potential.
03:51It is with the C4 that we expect to regain these market shares.
03:56So if today we count the few C4s that we are going to deliver or that we have already delivered up to
04:01'at the end of the year,
04:03And for the Xara, we expect to make over 40,000 new sales in this segment.
04:0940,000 additional sales, not all of which will be from customers outside the Citroën brand.
04:13but additional sales, which makes a little more, which makes about 2% on the
04:19total market.
04:19So it's with this car that we're going to win over customers.
04:24And in fact, when you see the reception, even in the dealerships where orders are very good,
04:31And then there's the press reception; I believe these are legitimate ambitions.
04:37Are there other tools that will enable the network to achieve this commercial performance?
04:43Yes, so the products, there are 5 tools we can say to simplify.
04:48There is the product, but having the product isn't everything, you have to...
04:52to be presented in the dealerships.
04:54So we have implemented new stock rules to ensure that all our dealers,
05:01Our entire network has sufficient stock in both quantity and quality to be able to display the vehicles.
05:07So these stock rules apply to everyone, they are quite simple.
05:10This means having a sales target for one month, of which half a month is available.
05:18the sale.
05:18So ready to deliver immediately when the customer arrives.
05:21So all of this is common sense.
05:22If we deliver the car quickly, the money will come into the business just as quickly.
05:27So, cars, well-presented cars, in different colors.
05:32That's a message I'm also passing on to the teams.
05:34Not just silver, even if it's the best-selling color, you have to show a full range.
05:40We have beautiful colors.
05:43Cars that can be test-driven.
05:46So we have a new demonstration car program that is more flexible than what existed until now.
05:51here.
05:52With the possibility of renewing vehicles as needed.
05:56Let's say on average three times a year.
05:58But when the need arises, the dealership can renew the vehicles with a number of advantages.
06:07which are linked to each of the chassis.
06:11And then a trial program because that's the key.
06:14I believe that if we want to win over new customers, these people don't necessarily know the brand.
06:20They have an external image of it.
06:22They now need to have an internal image of it.
06:23And to get a good internal impression, I believe you have to test drive the car.
06:27You have to get inside and drive it.
06:29So we are going to put in place a major program of testing, of discovering the brand from the inside.
06:34That requires funding, I imagine.
06:37Because putting cars available in the network is a costly operation.
06:41These are indeed costly operations, but we have budgeted for them.
06:48And which must generate additional sales and then customer satisfaction.
06:55And so when customers are satisfied, they spread the word.
06:59And you know, that's money well spent.
07:0215% penetration.
07:04But it's true that with the C4, there is obvious potential.
07:08The car starts very strongly.
07:09She is very popular with the press.
07:11This is definitely the star car for next year, most likely.
07:14Yes, so I really focused on the product, the presentation of the product.
07:17But that's not all.
07:18There is a policy to attract customers to our business.
07:24A price-promotional policy that we will continue, which is quite effective, which is recognized,
07:29which has allowed the brand to achieve a number of victories.
07:33So we will continue this policy, always trying to promote the brand.
07:38Because that's the most important thing first.
07:40The product, the product qualities, the useful technology, the fact that we have cars with DPFs,
07:46We have stop and start systems, we have cars that do not pollute.
07:50So we're going to put all of that in place.
07:52We will remind you, repeat it.
07:55And then, of course, we will always try to get good value for money.
08:00to give our clients the impression, and to give more than just the impression because it is the truth,
08:08the fact that they are going to get a good deal.
08:10Price is one thing, but the car's value for money is one of the key arguments.
08:14strengths of the range at the moment.
08:15So.
08:16That will be a strong point of 2005, just as it was a strong point of 2004.
08:21but by putting the product, the product, the product first.
08:25The third point is the communication policy.
08:29At the national level, thanks to these additional volumes, we will have an even stronger presence.
08:34We will be able to be on television, billboards, and in magazines.
08:40Well, to promote the merits of our products and try to bring as many customers as possible into the business
08:46of the network
08:48to increase the opportunities for the customer to discover the vehicle and the network's services.
08:53So, what's very important in 2005 is that we're going to strengthen the role of the regional advertising manager
09:01-promotion.
09:02We will also implement a code of good practice.
09:06because everyone's communication is just as important as everyone's communication.
09:11Therefore, if some communicate very poorly, destroying the brand image in their communication,
09:17Well, in fact, it's the entire brand that suffers.
09:20So, we are going to implement this charter and we will also publish it for educational purposes.
09:26a sort of blooper reel of what not to do.
09:29So, that's our third point.
09:31Okay, the fourth point is to further develop the networks,
09:35because we have been restructuring the RAC network, authorized repairers, and our sales agents.
09:42I believe that now we need to move to the next phase; we have sown the seeds, we have planted good things that
09:49are up to standard.
09:50I believe that now is the time to reap the rewards.
09:52So, we need to get back to doing business with our RACs to reach customers nearby.
09:58And that's a competitive advantage that foreign brands don't have.
10:02When there is a very, very good implementation, we can better understand the client's needs.
10:08We can be closer to him in order to both maintain his vehicle and sell him a new one.
10:17And then, the last point is the teams, the men and women who make up the network.
10:22It is, I would say, just as important as the product.
10:25That's what makes all the difference.
10:27So, in 2004, we started a major skills development program.
10:32We will continue into 2005 with a program for sales managers,
10:38but also programs for workshop managers and store managers.
10:41We will continue the sales program.
10:43So, you can see that we have a logic that covers the different aspects of the job.
10:50And all of this will also be incorporated into our quality management system.
10:54Therefore, all our regional teams regularly work with the teams in the dealerships.
10:58will review these different aspects.
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