Francisco Hidalgo outlines Renault’s all-in strategy for India

Renault is at a turning moment in its Indian journey, one that calls for introspection, courage, and reinvention. The brand, which once revolutionized the market with the Kwid and the Duster, is now preparing for a renewed innings under its transformative “Renault Rethink” strategy. At its core, this initiative is more than a marketing refresh; it’s a company-wide commitment to becoming deeply Indian, digitally progressive, and emotionally resonant.

As Francisco Hidalgo, Vice President, Sales and Marketing at Renault India, puts it, “India is not a market where you can go halfway. You either go all in or not at all. And Renault is going all in.”

A Deep Commitment to India’s Future

Reaffirming its commitment to the Indian market through concrete action rather than just words has been the first stage in Renault's updated approach. Renault has made it obvious that it intends to stay, develop, and expand by choosing to buy its Chennai manufacturing facility altogether. In addition, the company has been updating its dealer network nationwide, bringing in new showrooms and updated client experiences that complement its worldwide vision while feeling very local.

Hidalgo believes the Indian consumer deserves nothing short of excellence. “We are transforming every touchpoint, from our showrooms to our communication. The goal is to ensure every customer interaction reflects our renewed energy and focus,” he says.

However, this commitment is about participation as much as presence.  Understanding the goals, lifestyles, and mobility expectations of the Indian populace is essential to Renault's success in that country. The “Rethink” strategy, therefore, places localization at the heart of its execution in products, communication, and experiences.

Product Renaissance: Fresh Thinking for a Dynamic Market

A major part of Renault’s reinvention rests on its product pipeline. The brand admits that in recent years, the lack of new launches caused it to lose momentum in an increasingly competitive market. That’s now changing. The company recently unveiled the new Kiger and Triber, marking the beginning of what Hidalgo describes as a “complete product renaissance.”

Renault’s legacy in India is built on democratizing design and functionality and making aspirational vehicles accessible to the masses. The Kwid gave India its first affordable car with SUV-like appeal; the Duster created the compact SUV segment; and the Triber broke conventions as a sub-four-meter seven-seater. That legacy of innovation, Hidalgo asserts, is being reignited.

“The Indian customer loves novelty and innovation. Renault has always stood for concepts that change the game, not just add features,” he notes. The upcoming launches, he hints, will continue that tradition by bringing “fresh, meaningful, and distinctly Indian” solutions to the market.

Crucially, the brand isn’t chasing volume for its own sake. “For us, success isn’t just about selling more cars; it’s about creating products that make people rethink what Renault means to them,” Hidalgo emphasizes.

The Digital and Data-Driven Evolution

If product renewal is one pillar of Renault’s rethink, digital transformation is another. The brand’s marketing and customer engagement are being rebuilt on data, automation, and artificial intelligence — but with human intuition at the center.

India’s data ecosystem is vast, dynamic, and complex. “The opportunity and the risk lies in the abundance of data,” Hidalgo observes. “We’re using AI and automation not just to gather insights, but to create personalized, seamless, and consistent experiences across all customer touchpoints.”

A hybrid approach is reflected in the brand's media strategy, which strikes a balance between traditional and digital venues. While digital platforms provide for exact targeting and customisation, television and over-the-top (OTT) channels continue to be essential for creating widespread awareness during product debuts. It's interesting to note that print media still has a big part in Renault's India mix, which reflects the nation's geographical diversity and enduring trust in local newspapers.

From influencer collaborations to regional activations, Renault’s marketing strategy focuses on credibility and emotional connection. Hidalgo insists that influencer marketing must go beyond paid promotion. “We don’t pay people to say what we want. We involve them early, let them understand our vision, and give them the freedom to share their authentic perspective,” he says.

Balancing Global Innovation with Local Relevance

Renault’s global expertise in EV technology gives it a strong advantage as India transitions toward electric mobility. However, Hidalgo believes timing is everything. “Renault is a leader in EVs in Europe, but we’ll bring that technology to India when customers ask for it. Right now, the demand is still focused on hybrids, SUVs, and feature-rich vehicles. We’re following our customers,” he explains.

In the near term, Renault’s focus will also expand toward urban markets while maintaining its stronghold in rural India, where models like the Kwid and Triber continue to perform well. With fresh product launches, competitive pricing, and new brand experiences, the company aims to rebuild its market share — currently around 1% — and recapture the excitement it once commanded.

Redefining What Renault Means in India

Looking toward 2028, Hidalgo envisions Renault as a brand that is not only bigger, but also more meaningful. “We are in the middle of a transformation because we weren’t happy with where we were. In three years, I want people in India to think of Renault as a cool, desirable brand that brings something no one else does,” he says.

This journey is as much about rebuilding relevance as it is about restoring pride. With a renewed product lineup, digital-first marketing, and a reenergized retail experience, Renault’s rethink may well mark the beginning of a new era, one that fuses French ingenuity with Indian insight.

As Hidalgo concludes, “We owe India a lot and we’re ready to deliver.”