From French Charm to Indian Reality: Why Citroën Struggles ?

 When Citroën entered India in 2021 under the Stellantis group, the French carmaker promised to bring a fresh European perspective to the market. Four years later, the reality is starkly different: despite a diverse line-up and a global brand legacy, Citroën remains a fringe player in India.

The last six months of sales data clearly highlight the challenge.

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Citroën India Sales – Last Six Months

Model	Mar 2025	Apr 2025	May 2025	Jun 2025	Jul 2025	Aug 2025
C3	120	110	110	248	179	322
Basalt Coupe	100	66	95	214	178	7
eC3	118	109	60	99	70	29
C3 Aircross	69	0	66	49	67	45
C5 Aircross	0	54	2	0	0	0
Total	407	339	333	610	494	403

Credit : v3cars.com

Credit : stellantis.com

Why Citroën Hasn’t Clicked

1. Late Entry – By 2021, rivals like Kia and MG had already built strong positions with aggressive launches and heavy marketing. They knew they had to up their game but, their cars are not even in contention with cars from Kia or MG leaving them in a grey area.

2. Confusing Strategy – The C5 Aircross, priced at nearly ₹30 lakh, was the first product. Without brand recognition, this was a tough sell. They now only have budgeted options and compete with Maruti Suzuki, Hyundai and Tata who already have a strong following and grip on the market.

3. Limited Line-up – Even today, Citroën offers only a handful of models, with gaps in key segments like compact SUVs and budget hatchbacks.They don't have the diveristy other brands offer nor the exhaustive range of cars in the same bracket.

4. Sparse Dealerships – With minimal showroom presence, potential customers rarely see or experience Citroën cars.Expansion plans have been put in place but, not yet implemented

5. Weak Brand Awareness – Marketing efforts have been subdued. Compare this to Kia’s high-profile campaigns or Tata’s consistent visibility. When Kia entered the Indian market, they made sure everyone knew they arrived and dominated the segments they set out for.

6. Value Perception – Models like the C3 missed basic features buyers expect, making them look overpriced despite competitive sticker prices.

Credit : cardekho.com

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Lessons from Rivals

• Kia shook the market with the Seltos—well-equipped, well-priced, and supported by a large dealer network.

• MG positioned itself as a tech-savvy brand with strong communication.

• Tata and Mahindra doubled down on feature-rich SUVs and strong aftersales coverage, appealing directly to Indian preferences.

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What Citroën Needs to Do

• Introduce models tailored for India, not just global products repackaged.

• Aggressively expand dealerships and service centres.

• Strengthen aftersales and warranty packages to build trust.

• Market the brand actively—visibility is key.

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Conclusion

The Indian car market is unforgiving to brands that fail to adapt quickly. Citroën’s sales remain marginal, and the collapse of models like the Basalt Coupe in recent months underlines the problem. The brand has potential, but unless Stellantis invests in the right products, network, and marketing, Citroën risks joining the long list of global automakers—like Fiat and Chevrolet—that couldn’t make India work.

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