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12 FROM THE TOP » ANA THERESA BORSARI, PSA June 2018 | AutoData So, now, are you going to select new dealers? Initially our focus is to give preferen- ce to the network that already exists. I found many entrepreneurs focused on the business. It is a mostly one-brand network, with a strong historic. It is not a coincidence that there is this residual of brand, it is not only one person’s work. Arewe talking about only Citroën’s hou- ses or joint houses with Peugeot? They can be only Cirtroën or joint-bran- ded, we don’t have any dogmas about this. We have in the group the possibility of creating a synergy on the after-sales bigger than the other automakers.Where the situation is favorablewe have to take advantage of it. How many houses of the network are joint? 30%. If necessary we can increase this index, but the format is not the recipe of success, it is much more the way to operate and the opportunity. Where a business is sustained with both brands both stay, and if not suitable we work with a single-brand structure. It is the benefit of a multi-format, it is the world trend: flexibility. How was your experience at the head- quarters? Inside a career in a multinational com- pany there is a time when you can’t canvass anything without a passage in the headquarters. It was exceptional, to know deeply the way things are in the headquarters, to understand the me- chanisms, how things work. I grew up a lot, even politically. Commercially speaking, what are your main goals? There is still a lot to happen. Initially we will attack in the commercial vehicles segment, which we have already star- ted in Fenatran (International Transport Industry Show). It will consolidate by the end of this year, our idea is to have a por- to attack, the after-sales and the resale value. For sure, Peugeot cars, today, do not devalue more than rivals. And, in the same way, we created programs to sta- blish confidence to the customers who entered the showroom, and so, Novo de Novo (NewAgain) from Citroën and Re- nova (Renew) from Peugeot, were born. They are in all our publicity, it is a world movement, it is the same concept of le- asingwith purchase option that exists in Europe for a long time, and in our case it is the same dealers which is responsible for the repurchase commitment. This concept already represents more than 20% of Peugeot’s total financings and in Citroën, just released, we reached 15% in one month. And right at this moment of transfor- mation the businessman who brought Citroën to Brazil, was its president and the largest dealer asks to get out of the business. Was it a surprise? All professional relationship is a conse- quence of the focus that has been given by both parts, and from the moment that the focuses are different the situation ends up flowing naturally to a separa- tion. So therewas no surprise. The most important is that we take this moment for a deep restructuring in the dealers, we work with partners who really want to focus on the Citroën brand and in its developing. Andwhydid he notwant to do that, since he carried a very strong identification with the brand? I think over the years he, as an entre- preneur, focused on other businesses, he stopped having relevance even to us, now he was a small dealer. This re- levance you see may be much more of the amplitude he had in the past than now. In the markets where hewas acting he was not the only one dealer, so we have dealers, selected and working. It’s a totally different situation from what it was in the past, it’s even a natural thing, that every automaker goes through.