French automaker , which has launched its new Duster Strong Hybrid E-Tech 160 at a starting price of ₹16.99 lakh, is betting on wider powertrain options, including strong hybrids and CNG, in its plan to enhance presence in India.
In an exclusive interview with businessline, Deblaise explains how CNG variants, strong hybrids, faster product development, greater localisation and seven models planned through 2030 could help Renault sustain demand, improve dealership economics and rebuild its position.
Edited excerpts:
Renault’s market share remains below 1 per cent despite the Duster launch. How will you sustain growth and eventually reach 5 per cent?
First, we have not given a concrete timeline for achieving 5 per cent market share. We have a very comprehensive product roadmap, and you must look at the developments already underway. Market share is a result of the things we do on products, engineering and what we do for our customers.
We have introduced a more powerful engine for the Triber, addressing customer concerns about performance, particularly when carrying seven passengers. We are introducing CNG options, making significant improvements to the Kiger and planning further developments for the Duster.
There will also be new vehicles, including a larger seven-seat model and the Bridger. We have never had so many product developments and upgrades planned for India. This will have a significant impact on our market presence.
What is Renault’s CNG strategy, and can it become a meaningful contributor to sales?
CNG represents approximately 25 per cent of the relevant market, and until now we have not participated adequately in this opportunity. We are bringing CNG to the Triber and Kiger, expanding the number of customers we can address.
If CNG accounts for 25 per cent of the segment, why should we not aim for a similar proportion of sales in our models? This is an opportunity to increase volumes without depending entirely on new vehicle launches.
Why prioritise strong hybrids when electric vehicles are gaining ground and hybrids face a GST disadvantage?
Hybrid is the new diesel. It offers excellent fuel economy and total cost of ownership. Our Duster strong hybrid delivers a claimed 29 kilometres per litre, compared with around 21 kilometres per litre for comparable diesel vehicles.
Electrification remains our priority, but customers cannot switch overnight from internal-combustion vehicles to electric cars. Hybrid and electric vehicles address different customer requirements. Hybrids offer electric driving benefits without dependence on charging infrastructure, making them particularly relevant for India.
How will Renault’s Indian engineering capabilities accelerate vehicle development?
We now have engineering, manufacturing, product planning and marketing working together much more closely. This changes how quickly we can develop vehicles and respond to customer requirements.
Take the Bridger, scheduled for the end of 2027. Its development programme is approximately 88 weeks. We can achieve this because India has strong engineering capabilities, and the different functions work together in a short decision-making loop.
How Renault plans to support its €2-billion annual export ambition for India 2030?
Our strategy has three elements: exporting vehicles manufactured in India, supplying components and subassemblies to Renault’s global manufacturing operations, and expanding engineering services.
Indian engineers already support projects for markets including Brazil and France. Our capabilities allow India to contribute beyond domestic vehicle sales.
With CAFE III, E20, and proposed BS7 norms increasing compliance costs, how will Renault remain affordable and competitive?
That is the responsibility of engineering. We have considerable experience managing demanding regulations in Europe. Engineering must respond to two requirements: regulatory constraints and customer expectations, while remaining competitive on costs.
My priorities are straightforward: deliver good products for Indian customers, offer the right powertrains for this market, and remain cost-competitive. If we achieve these three objectives, we can strengthen our business and increase exports.