In the magnificent surroundings of the Italian embassy in Brussels, we talked with Milosz Tomanek about Lancia’s return to the Belux market…

At the presentation of the Lancia Pu+Ra HPE and the announcement of the return of Lancia in Belgium, we had an interesting talk with the Director of the Premium Cluster Belux at Stellantis, on the opportunities of the iconic brand on the Belux market…

Hans Knol ten Bensel

Q: The Belgian market has much potential for Lancia, but due to its long absence, the question arises what is now your client base and what is your approach to re-enter our market? We have the Dutch approach, where the market is already very digitised. Both countries have a very large fleet market, and this will also be the challenge for Lancia…

MT: Indeed, the fleet market is with around 70 pct of the total volume very important. For the premium segment, its share is even 80 pct. When we want to re-launch Lancia, we have to establish ourselves in this fleet market too. This is also the reason why we have electrified the new Ypsilon, and are offering a plug-in hybrid version as well as a full electric variant.

When we want to re-launch a brand, we have also to take the right steps to grow. We have to start from a solid base. The B segment is quite large in Belgium with a total volume of not less than 125.000 cars. We also have the private client. His market importance has admittedly diminished over time, but he exists. When a new model is launched by an Italian brand, it is the private client who is the first to show substantial interest.

Driven mostly by family members or acquaintances which had previous ties with the brand. When it was rumoured that Lancia would come back to Belgium, many private clients reacted eagerly to the news. This shows clearly that Lancia still stirs emotions and interest amongst many. Clients which are looking for emotion, design, a sporting touch, elements which are intrinsically part of Lancia. We must certainly not overlook this segment.

Q: I also think that the interest of the private client forms the basis for the subsequent appeal of the brand in the fleet market. Don’t you agree?

MT: Indeed, this is why the private client constitutes the basis of our market approach.

Q: Will you adopt for Lancia a similar service model which Stellantis uses for the other premium brands in the group, like DS for instance? MT: What you are saying now is somewhere the essence of the premium approach, but we have three brands with their own, specific identity. If you put the three brands in a showroom, the clients will invariably go to the niche or corner of their brand. But of course, what DS has established and built over the last few years is valuable. We have to offer a credible and worthy alternative of the German brands. Having said this, we have to offer a client experience which is at least as good as what the German competition is offering. But we don’t have to merely copy their approach. The client has to discover the identity of the brand in his service experience. Therefore we cannot simply copy what DS or Alfa does for its clients, but we take the right elements which are in line with the identity and character of the brand.  Last but not least we have to offer a proper atmosphere of the reception and showrooms of the dealerships.

One of my tasks is to find the synergies, but always with an eye for the specific identity of the brand. We don’t want to be merely a corner within the Alfa showroom, we want to offer a complete client experience, but then of course we will use the best practices learned with DS and Alfa Romeo. One must not forget that despite their iconic and long history, these brands are relatively young for the Belgian market in terms of a substantial market presence. But the brands nourish each other, this is also important for our distribution network.

There will be 10 dealers this year which will have also Alfa or even the three premium brands under one roof, and we see that proven best practices are shared for the three brands, inspiring but not cannibalizing each other in their specific client approach.  

Q: We will see the Ypsilon in a full electric and electrified hybrid version, also to enable a smooth transition for the existing Ypsilon owners to this electric age, which is certainly indicated for senior clients who live in urban areas and apartments…

MT: Indeed, there is a philosophy behind this. We will not dictate what the client has to buy. We will listen to the client, but at the same time we have to project what the client of the future will buy. We notice that the market is getting more mature what full electric purchases is concerned, and political decisions now cause a rapid expansion of this segment. But this switch is slower for clients living in urban areas.  

Thanks to the financial strength of the Stellantis Group, we could carefully work out our renaissance strategy and roll it out judiciously step by step. This consistency has helped me when I started up the team and the retailers were identified. Credibility was already created. One should keep in mind that irrespective of the fact that a brand has been absent of the market for 5 or 10 years, you only have one chance to (re)launch a brand successfully. You have to do it right. I am convinced we are doing it the correct way…

Q: Thank you for this interview.

Hans Knol ten Bensel