Stellantis poaches Renault design chief to lead Europe revamp
Vidal, who worked at Stellantis predecessor PSA before joining Renault in 2020, will head design for the group's European brands, replacing Jean-Pierre Ploue who is stepping down, Stellantis said on Friday (Jul 25). He will start on Oct 1 and work closely with Ralph Gilles, Stellantis' chief design officer, the manufacturer added.
Vidal's appointment comes at a key juncture for Stellantis, which is seeking a revival under new CEO Antonio Filosa. The Jeep maker is trying to recover in several of its key markets, including in Europe where demand remains stagnant and Chinese entrants led by BYD are making inroads.
A surprise 2.3 billion euros (S$3.5 billion) first-half net loss announced this week underscored the challenge.
The hire could mark a turning point for Stellantis, and shows the capacity of Filosa to attract new talent after the departure of several top executives, many of them French, from the era of former chief Carlos Tavares, according to Pierre-Olivier Essig, an equities analyst at AIR Capital. The appointment also deepens the crisis at Renault following the surprise departure of former CEO Luca de Meo, Essig said.
'The remontada of Renault is likely over and the big disaster at Stellantis also is over,' Essig said. 'There seems to be a reversal of fortunes in the matter of just a few weeks.'
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Vidal started his career at Stellantis brand Citroen in 1996, going on to lead the design projects for vehicles such as the Peugeot 308, 3008, 208, as well as for the Renault Scenic and Renault 5, all of which have won European Car of the Year.
At Renault, he led design at the Renault brand as well as at the group's electric-vehicle arm Ampere.
Vidal is the fourth key executive to leave Renault in the past year, following the exits of head of engineering Gilles Le Borgne, chief financial officer Thierry Pieton and de Meo.
Renault is currently being run by chairman Jean-Dominique Senard and interim CEO Duncan Minto, as it hunts for a permanent leader. BLOOMBERG
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PHOTO: L'ECLAIR PATISSERIE Since the Jewel store's closure, L'eclair's operations have continued at its other outlet in Singapore Shopping Centre, as well as online. Looi says the business needs about S$100,000 monthly revenue to break even – a steep target given tepid sales and high overheads. Even now, though, it remains in the red, with monthly revenue down 10 to 20 per cent. Online sales, which represent over half of the bakery's monthly revenue, have fallen 35 to 50 per cent over the last two years. 'It's just been a whole year of bleeding,' says Looi. 'We took out a working capital loan earlier this year, and we are just trying to survive.' Other casualties of the slump include Madu Bakery, which started as a home-based business in 2021 and shuttered its physical store in June last year after just two years. Tigerlily Patisserie, by former Les Amis chef Maxine Ngooi, closed last April after three years in Joo Chiat. Even more-established home-grown brands are feeling the heat. 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Ervin Yeo, CapitaLand's commercial management chief executive and group chief strategy officer, noted in a Jun 9 LinkedIn post that bakeries 'typically have higher manpower costs relative to ingredients because the magic is in the skilled baker turning flour and eggs into a S$12.50 tiramisu millecrepe'. In Singapore, F&B businesses have a foreign worker quota of 35 per cent of their total workforce. 'The challenge then is that the local pool is shrinking,' wrote Yeo. With birth rates going down, the number of Singaporeans willing and able to work in the service sector will continue to dwindle, especially as older staff retire. 'The blanket policy does not work,' says Keong Saik Bakery's Tan. 'Unfortunately, the fact of the matter is, not many Singaporeans are clamouring for F&B jobs and most of them only work it part-time.' The Chip Bee outlet, he adds, had no full-time employee in April and May. It currently runs weekday shifts with just two to three staff. 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She now runs baking tours, bringing Singaporeans to Japan to learn from professional chefs. Some bakeries are also broadening their reach through increased business-to-business sales. CakeInspiration, a decade-old home-grown bakery specialising in custom cakes, pivoted from consumer sales – which dropped to near zero during Covid – to brands and corporate clients. Corporate orders now form half of CakeInspiration's revenue, providing steadier though slimmer margins, says chief executive Chan Kai Yang. They handle three to four corporate orders monthly, such as 1,000 to 2,000 cupcakes retailing at S$5 to S$8 each, depending on design and ingredients. Corporate orders provide steadier though slimmer margins for CakeInspiration. PHOTO: CAKEINSPIRATION Still, diversification plans may only go so far, unless structural issues are addressed. Lee Siew Ling, JLL Singapore's executive director of retail, has observed strategic partnerships where bakeries team up with complementary retailers or food operators to share operational costs. She cites as examples Bynd Artisan, which shares a space with Patisserie Woo at Ion Orchard, and coffee chain Alchemist, which shares its space in Funan Mall with Arcade Clothing. Guy Llewellyn, assistant professor at EHL Hospitality Business School's Singapore campus, says such co-sharing arrangements are one way to manage costs. 'This helps small F&B businesses mitigate rental risks… You're kind of hedging your bets,' he adds. Location matters Others may find more resilience in strategically located storefronts. Lee says bakeries need a strategic balance between visibility and manageable rent. 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CNA
26 minutes ago
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