WEBVTT - Stellantis CEO Carlos Tavares Talks EV Pricing, US Inventories

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<v Speaker 1>Bloomberg Audio Studios, podcasts, radio news.

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<v Speaker 2>The last time we spoke, we've had some changes. The

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<v Speaker 2>EU has voted to impose some tariffs on Chinese automobiles.

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<v Speaker 2>What I want to understand from you is whether you've

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<v Speaker 2>had some Chinese car companies knock on your door, dial

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<v Speaker 2>your phone number and ask you to sell some of

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<v Speaker 2>your brands to them. Is that happening.

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<v Speaker 3>Well, first of all, thank you for inviting me. Yet

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<v Speaker 3>that happened in the past. In the past, some Chinese

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<v Speaker 3>car companies asked me to sell them some of our brands,

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<v Speaker 3>which I believe is a significant asset of our stellants company,

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<v Speaker 3>and therefore I rejected the request, and we are keeping

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<v Speaker 3>our brands and of course doing good business with them.

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<v Speaker 3>So the answer to that I gave them is no,

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<v Speaker 3>thank you very much.

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<v Speaker 2>Have they followed up on that request in the aftermath

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<v Speaker 2>of that vote at the EU in the last few weeks.

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<v Speaker 3>No, they didn't. No, they didn't. But it's obvious that

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<v Speaker 3>with our Leap Motors investment and the equity that we

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<v Speaker 3>have in Lip Motors, and most importantly the fact that

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<v Speaker 3>we control all of their exports outside of China, it

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<v Speaker 3>is quite clear that We have the manufacturing footprint not

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<v Speaker 3>only in Europe but all over the world to bring

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<v Speaker 3>to our partner and to ourselves the manufacturing sourcing that

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<v Speaker 3>we need to go and do a good business out

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<v Speaker 3>of the constraints that we need to manage. And of

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<v Speaker 3>course tariffs are a constraint, and you can go around

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<v Speaker 3>tariffs if you manufacturing inside of the bubble that has

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<v Speaker 3>been built. This is what we are offering to Lip Motors.

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<v Speaker 3>Everything that is sold outside of China is under our

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<v Speaker 3>control through a fifty one forty nine JV called the

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<v Speaker 3>Lipwotter's International and we are of course creating that value

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<v Speaker 3>thanks to our dealer network system and our manufacturing system

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<v Speaker 3>all over the world. This is a competitive edge of

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<v Speaker 3>salentties that most of our competitors cannot reach.

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<v Speaker 2>Right now, challus give us a little bit more to

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<v Speaker 2>detail on how taris might impact the company. And I

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<v Speaker 2>just want to say for the benefit of the audience,

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<v Speaker 2>Lead Motor, of course, is a jav At joint invention

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<v Speaker 2>you have with the Chinese manufacturers. Some of those cars

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<v Speaker 2>are behind you as we speak. Callus, how are you

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<v Speaker 2>thinking about retalentory measures coming from the Chinese? How well

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<v Speaker 2>insulated you think you are from the potential of that developing.

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<v Speaker 3>Well, First of all, what we see when we work

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<v Speaker 3>with our partners from Lip Motors is exactly where their

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<v Speaker 3>competitive edge is. Their competitive edge is very localized in

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<v Speaker 3>a certain number of systems of the car, which is

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<v Speaker 3>good to know because that's where we need to work

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<v Speaker 3>harder to be more competitive compared to what we do today.

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<v Speaker 3>So we see that. We also see that they have

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<v Speaker 3>the ability to be much more affordable than the Western

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<v Speaker 3>world and then meet the expectations of the consumer base

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<v Speaker 3>that we have in the Western world, which is basically

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<v Speaker 3>the consumers want to buy evs at the price of ices,

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<v Speaker 3>and that's exactly what they are able to do today.

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<v Speaker 3>We are also able to do that with some of

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<v Speaker 3>our offerings in Europe, but we need to expand this

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<v Speaker 3>competitive edge to many other brands and many of the models.

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<v Speaker 3>So that is a competitive advantage that our company has,

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<v Speaker 3>and by having this stability with them, we can leverage

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<v Speaker 3>their cost competitiveness, their speed to go to market, and

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<v Speaker 3>at the same time, if needed, to go around the

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<v Speaker 3>custom duties that the Western world is trying to impose

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<v Speaker 3>on us. That also means that compared to other Western

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<v Speaker 3>World actors, we are in a much better position for

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<v Speaker 3>the future than some of them.

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<v Speaker 1>Carlos, can you just elaborate on that. Are you basically

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<v Speaker 1>saying that the only way to really provide cost effective

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<v Speaker 1>EVS to a European consumer is to get around some

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<v Speaker 1>of the up to forty five percent tariffs that the

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<v Speaker 1>EU just voted on.

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<v Speaker 3>What I'm saying is that we are leveraging a strategy

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<v Speaker 3>that is based on two major pillars. There is one

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<v Speaker 3>pillar with lip Motors that brings EV technology at the

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<v Speaker 3>price of ice despite the tarvists that you are mentioning,

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<v Speaker 3>because we can go around the tarvis by manufacturing the

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<v Speaker 3>cars inside of the bubble. That's one. On the other side,

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<v Speaker 3>we have a dedicated platform that we call the smart

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<v Speaker 3>car platform that we are using to bring compact cars

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<v Speaker 3>to the market like new Citron C three that we

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<v Speaker 3>bring to the market at twenty twenty three thousand euros,

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<v Speaker 3>which is the core of the market in terms of

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<v Speaker 3>PUREV and that price is extremely competitive. It's on par

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<v Speaker 3>with the Chinese capability, and that kind of offering is

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<v Speaker 3>also profitable for astilities. So not only we have the

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<v Speaker 3>pillar of lip Motor, which is very strategic. We also

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<v Speaker 3>have the internal pillar, which is the smart car platform

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<v Speaker 3>that we are now using for example for the three

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<v Speaker 3>Citro N hatchback, but also for the c Cross crossover version,

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<v Speaker 3>and many other models will follow Fiat models, but also

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<v Speaker 3>Opple models, and that is going to bring a lot

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<v Speaker 3>of competitiveness to the market. So what I'm saying is

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<v Speaker 3>that Sententtis is in a perfect condition to leverage affordability

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<v Speaker 3>with profitability and zero emission in the near future.

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<v Speaker 1>Carlos, how important is it in order to retain profitability

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<v Speaker 1>and increase going forward? How important is it to pair

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<v Speaker 1>back certain brands that aren't performing as well and that

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<v Speaker 1>don't fit within those targets? And thinking in particular in

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<v Speaker 1>North America.

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<v Speaker 3>In North America, we have a very specific problem which

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<v Speaker 3>is a very operational problem, not at all rocket science.

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<v Speaker 3>In North America, we got trapped by a marketing plan

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<v Speaker 3>on the second quarter of twenty four that was very audacious,

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<v Speaker 3>very daring, and it didn't work. It failed. So we

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<v Speaker 3>got trapped by that marketing plan and then we needed

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<v Speaker 3>sometime to discuss the best way to rebound with our

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<v Speaker 3>US dealers, which we did. I did it personally in

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<v Speaker 3>August this year. Now we have a new, let's say,

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<v Speaker 3>more conventional plan that is active and it's working very well.

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<v Speaker 3>Over the last three months, we could reduce our US

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<v Speaker 3>dealer inventory by fifty two thousand vehicles, and we will

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<v Speaker 3>be before the end of this year, before Christmas below

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<v Speaker 3>the ceiling of three hundred and thirty thousand vehicles, which

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<v Speaker 3>we consider is the seiling for a normalized inventory. This

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<v Speaker 3>problem is now being fixed. It's not rocket science. We

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<v Speaker 3>have discussed it with our dealer body. I think we

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<v Speaker 3>have the right dynamics right now and we expect this

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<v Speaker 3>to be fixed this year. So that was what happened.

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<v Speaker 3>Regarding the brands, the brands are very healthy, the rem brand,

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<v Speaker 3>the Jeep brand, with all the new models that we

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<v Speaker 3>are bringing, the Dodge brand, but also very soon the

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<v Speaker 3>new Chrysler models. I think they are very healthy. We

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<v Speaker 3>just need to do a proper operational work in terms

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<v Speaker 3>of way to go to market and collaboration with our dealers.

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<v Speaker 3>I think we have the capability to do that, and

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<v Speaker 3>I believe that Ram and Jeep are already leading the

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<v Speaker 3>in terms of the market share recovery that you can

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<v Speaker 3>see as we improve our market share between September and

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<v Speaker 3>July from seven point two to eight point zero percent.

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<v Speaker 3>So market share is up, inventories are down. There will

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<v Speaker 3>be normalized by Christmas, and I think we are back

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<v Speaker 3>on a quite nice trend. But now we need to

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<v Speaker 3>deliver the results. This is what our investors and the

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<v Speaker 3>community of investors expect from Uskallos.

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<v Speaker 2>Are you open to selling any brands?

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<v Speaker 3>Not necessarily. I'm not necessarily open on that. Of course,

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<v Speaker 3>we consider any offerings or any proposals, like in any

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<v Speaker 3>open minded business team, as we consider we are, so

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<v Speaker 3>if there are proposals, will study. But we are not

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<v Speaker 3>seeking any sale of any of our brands right now.

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<v Speaker 3>That's very clear.

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<v Speaker 2>Because last time we spoke you talked about corrective action.

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<v Speaker 2>You've got a mandate until I believe the end of

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<v Speaker 2>twenty twenty six. As the CEO of this company, I

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<v Speaker 2>shared some of the details the stats on the other

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<v Speaker 2>capacity across the European or the manufacturing sector. You're familiar

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<v Speaker 2>with them. They're worth repeating. Nearly a third of the

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<v Speaker 2>major car plants from Europe's Big five are producing half

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<v Speaker 2>the vehicles they have the capacity to make. And I'm saying, hey, Carlos,

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<v Speaker 2>just wondering when are we going to make the decision,

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<v Speaker 2>to make the corrective decisions that seemingly need to take place.

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<v Speaker 2>One of two things needs to happen. Either Yuka capacity

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<v Speaker 2>or European politicians. Governments are going to come out with

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<v Speaker 2>the right kind of demand side incentives to buy the vehicles,

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<v Speaker 2>because that's not there right now. When do we actually

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<v Speaker 2>face the reality check? Is it this year? Is it

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<v Speaker 2>next year? How much longer can we hold on with

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<v Speaker 2>excess capacity?

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<v Speaker 3>Your comment is very valid. It is quite clear that

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<v Speaker 3>right now we only ask two things to the governments,

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<v Speaker 3>and specifically the European governments. We ask stability of the rules.

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<v Speaker 3>We do not ask for any kind of postponement because

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<v Speaker 3>we are ethically committed to contribute to fixing the global warming,

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<v Speaker 3>so we don't ask for any postponement. We ask for

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<v Speaker 3>stability from one side, and from the other side, we

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<v Speaker 3>ask the governments to stimulate the demand, which is not

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<v Speaker 3>to help serentists, but to help the consumer so that

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<v Speaker 3>the consumer can buy eves at an affordable price, i e.

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<v Speaker 3>At the same price of IC. So that's what we

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<v Speaker 3>are telling them. We'll see if they have the capability

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<v Speaker 3>to do so, and If not, then we'll have to

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<v Speaker 3>take decisions. As you say, I assume that those decisions

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<v Speaker 3>will be made in the next few months. I think

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<v Speaker 3>before the end of the year. If nothing happens, we'll

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<v Speaker 3>have to make those decisions. That's absolutely clear.

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<v Speaker 2>Becala's just to sit on that, because this is really important.

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<v Speaker 2>Your message to the European government and government's national government

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<v Speaker 2>across the continent. They've got two three months together and

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<v Speaker 2>act together, otherwise you're going to have to close plants.

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<v Speaker 3>We had a very good concrete example that you reported

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<v Speaker 3>in the media about our dialogue with the UK government

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<v Speaker 3>about the z F mandate. The ZF mandate in the

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<v Speaker 3>UK had a threshold that was the double of the

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<v Speaker 3>natural market demand. So if you need to put in

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<v Speaker 3>the market the double of the market demand in terms

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<v Speaker 3>of pure zero mission vehicles, of course it has a cost.

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<v Speaker 3>It has a cost, and if there is a cost,

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<v Speaker 3>and we need to compensate for that cost with additional

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<v Speaker 3>decisions that will compensate for that cost. That dialogue has

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<v Speaker 3>been ongoing for several months. We are now reaching a

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<v Speaker 3>point where we have to make the decision, and again

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<v Speaker 3>that will happen in the next few weeks. If the

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<v Speaker 3>governments want us to sell a mix of BEVs that

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<v Speaker 3>is above the natural demand of the market, they need

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<v Speaker 3>to help to stimulate the demand so that we can

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<v Speaker 3>reach that level of ZEV mandate without destroying the profitability

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<v Speaker 3>of the companies. If that is the case, then we

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<v Speaker 3>need to restore that profitability to ensure the sustainability of

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<v Speaker 3>the company because we are trying to meet a ZEV

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<v Speaker 3>mandate that is not what the market demand is. So

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<v Speaker 3>that's the situation, which is I think a big opportunity for fustlities.

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<v Speaker 3>Const Tananties is among the companies that has the highest

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<v Speaker 3>number of BEVs on sale. By the end of this year,

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<v Speaker 3>we'll have forty models on sale on the B segment

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<v Speaker 3>only Hatchback and SUV we have sixteen models on this

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<v Speaker 3>most important segment in European market. So we have the offering,

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<v Speaker 3>we have the technology, we have the appealing products, we

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<v Speaker 3>have the design, we have everything. We just need to

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<v Speaker 3>stimulate the demand and help the middle class consumer to

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<v Speaker 3>fix the affordability problem that we still have in our hands.

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<v Speaker 2>Callis I've got to score? Is one extra question in

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<v Speaker 2>I know you're busy. A European order manufacturer's investable right now,

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<v Speaker 2>your stock is down by more than forty percent. What

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<v Speaker 2>on earth do you tell investors as we're in between

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<v Speaker 2>this horrible window right now where either you're going to

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<v Speaker 2>have to do one thing or the government's going to

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<v Speaker 2>have to do something else, but in between, it's so

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<v Speaker 2>difficult for investor to make a decision to buy your stock.

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<v Speaker 2>What's the message you give investors right now?

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<v Speaker 3>Pactly understand why they are puzzled, and I'm sorry for that.

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<v Speaker 3>It is quite clear that we are going to go

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<v Speaker 3>back to them very soon to tell them that we

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<v Speaker 3>fixed the US dealer inventory issue. This is the number

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<v Speaker 3>one thing we need to fix. It's very operational, it's

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<v Speaker 3>not rocket science, and I understand this is the number

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<v Speaker 3>one priority. I think we are on the right trend.

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<v Speaker 3>As we reduce the inventory by fifty two thousand vehicles

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<v Speaker 3>in the last three months, the dynamics are good. We

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<v Speaker 3>expect to reach a level that is below the ceiling

0:12:32.720 --> 0:12:34.960
<v Speaker 3>of three hundred and thirty thousand by the end of

0:12:35.000 --> 0:12:38.679
<v Speaker 3>this year. As soon as soon as this lending is

0:12:38.720 --> 0:12:41.520
<v Speaker 3>in my hands, which I think it will very soon,

0:12:41.559 --> 0:12:43.440
<v Speaker 3>I will go back to them to explain to them

0:12:43.440 --> 0:12:46.160
<v Speaker 3>that that problem is fixed, and then I will leverage

0:12:46.240 --> 0:12:49.160
<v Speaker 3>all the other competitive edges that we have on our company,

0:12:49.200 --> 0:12:51.880
<v Speaker 3>which I believe are very big in terms of technology,

0:12:51.920 --> 0:12:53.960
<v Speaker 3>in terms of bringing the right TVs with the right

0:12:54.000 --> 0:12:57.560
<v Speaker 3>performance to the market, in terms of strategic partnerships like

0:12:57.600 --> 0:12:59.679
<v Speaker 3>the one we have with it Motel. So they will

0:12:59.720 --> 0:13:02.280
<v Speaker 3>see back very soon. But first I need to take

0:13:02.280 --> 0:13:05.280
<v Speaker 3>care of my homeworks because that's my responsibility and I'm

0:13:05.360 --> 0:13:07.360
<v Speaker 3>excited about fixing those issues.