Milestone of one billion euros brilliantly achieved

A record resonates in France: the French branch of Stellantis has just crossed the psychological frontier of billions of euros in turnover. This performance, achieved despite a turbulent automotive market, challenges as much as it inspires. Analysts welcome financial success achieved through a rigorous strategy: diversification towards used goods, strengthening of services and cost optimisation. Behind the scenes, the group shows clean debt and positive cash flow that underwrites its ambitions. It remains to be confirmed for 2026 growth in an uncertain macroeconomic context.

A symbolic bar passed: decoding the billion euro turnover

In theautomotive industrysymbols matter almost as much as facts. Going from €999 million to €1.038 billion may seem like a modest leap on paper; on the field, it’s a category change. Decision makers view this limit as a rite of passage that validates the robustness of the business model. According to the page dedicated to Stellantis France, the branch brings together the historical activities of Peugeot and Citroën, but also associated services, including financing. In 2025, the combined contribution of these business centers made it possible to bring the national turnover to 43% of the global total generated by the structure dedicated to used vehicles.

Why is this threshold strategic? Banks and pension funds often set this benchmark to differentiate a regional player from a continental champion. By carrying out this measure, Stellantis France attracts other sources of financing at preferential rates, thus strengthening its own economic performance.

Multiple levers underlying progress

Several factors explain the increase:

• 🚗 Four new stores opened in the provinces, targeting areas with supply shortages.
• 📊 Unit gross margin to 2,359 euros, up 3.2% thanks to the internal restructuring.
• 💶 Internal financing : 123.7 million euros in revenues generated by credit services.
• 📉 Reduction of working capital needs : only 21 days, an internal record.

Encrypted reading

As an article in the magazine L’Automobile recalls, reaching this goal strengthens the credibility of the managers towards the group’s board of directors. This recognition makes it easier to obtain research and development budgets and strengthens synergy between brands.

Aramis Group: discreet but decisive locomotive of French growth

Few consumers identify themselves spontaneously Aramis Group as a member of Stellantis. However, the company, 60.5% owned, is the cornerstone of the manufacturer’s VO strategy. In 2025 it sold 119,109 used vehicles to private individuals, or +6%. Behind this progress, a dynamic pricing algorithm, modernized logistics platforms in Nemours and Valence and a network of mechanical partners capable of reconditioning a vehicle in seven days.

The quarterly report published on the Stellantis company website highlights that the profitability generated by Aramis now exceeds that of the new channels. An anomaly ten years ago, which has become the new norm after the shortage of semiconductors and the inflation of the average price of new models.

Focus on consolidated profitability

• 💼 Ebitda : 67.8 million euros, more than the 65 million euros announced in July.
• 📈 Cash flow : 66 million euros, favored by rapid inventory turnover.
• 🛠️ IT investment : 12 million euros for artificial intelligence responsible for price prediction.

Case study: opening an office in Bordeaux

To illustrate the model, let’s go back to the inauguration of the Bordeaux-Lac site. Installed on a former railway depot, the center manages 200 vehicles simultaneously. The teams combined technical inspection, body shop and digital showroom. Result? An online loading time reduced to 36 hours, compared to 72 previously. All controlled from a single dashboard that combines mechanical diagnosis, ad popularity and local fuel price.

This initiative illustrates the method: targeted investments, measurable gains, financial success durable.

Repercussions on the French automotive market

Crossing the billion euro threshold does not happen in a vacuum; modify the cartography of French market. First, the competition adapts: groups like Emil Frey are accelerating their regional acquisitions to stay visible. Then, the authorities observe: the Banque de France carefully follows the financing criteria for VO securities, aware that a bubble could form.

The general public benefits from a diversified offer. Refurbished vehicles, guaranteed for 12 months, reach fleets faster. Consumers see the average time between desire and delivery decreasing: 15 days in 2025, compared to 28 in 2023 according to AAA-Data.

Trend indicators

• ⚡ Stock rotation : 42 days, a record in Europe.
• 🌍 Share of hybrid/electric sales in VO: 18%, up 5 points.
• 🛣️ Average mileage vehicles sold: 64,000 km, decreasing.

Regional comparison

The emergence of 100% online platforms is also changing the purchasing process. Traditional retailers are responding by launching their own virtual showrooms. Some rely on digital twin technologies developed by Dassault Systèmes to offer an interactive tour of the vehicle.

2026 strategies: caution shown and three priorities identified

Carlos Tavares passed to Antonio Filosa at the operational level. Since his first executive committee, the new general director has set three axes, as explained by the Journal de l’Automobile:

• 🟢 Simplification of intervals to improve the price mix.
• 🔧 Industrialization of reconditioning via two automated mega-sites.
• 🌱 Accelerated electrification from VO stock, with 24 month battery warranty.

This roadmap comes after a stormy year for the group: Le Monde recently recalled the net loss of 2.3 billion euros in the first half of the year. The most resilient French subsidiary now serves as a laboratory to reverse the global trend.

Table of objectives for 2026

Prudence does not exclude ambition. Stellantis wants to use customer data to personalize the after-sales offer. The goal: generate 150 euros of additional income per vehicle in the first year of ownership.

European issues and lessons for the automotive industry

The French case constitutes a micro-laboratory whose results all of Europe is observing. Other subsidiaries of the group, in Spain and Germany, are already examining the French processes to reproduce them. According to the third quarter press release, overall billings increased 13%. Enough to predict, in the medium term, a stabilization of new volumes and a strengthening of the VO business.

Three lessons are essential:

1. 🌐 The growth it now occurs through use – the refurbished second-hand vehicle – rather than the acquisition of a new model.
2. 📡 Vehicle data, acquired via telematic boxes, becomes a strategic asset for building loyalty.
3. 🤝 Synergies between brands (Peugeot, Citroën, Opel) reduce distribution costs and improve economic performance.

Comparison between manufacturers

Examining these figures encourages competitors to review their strategies. Technology alliances and pooling of logistics purchasing seem inevitable. F3 News analysts even talk about a possible merger between reconditioning centers to share painting robots and intelligent control lines.

The environmental issue remains: reconditioning a vehicle generates on average 40% less CO₂ emissions than new production. At a time when Low Emission Zones (ZFEs) are expanding their reach, the revised VO option could become the most virtuous solution for urban motorists.

Why is exceeding one billion euros strategic?

This milestone gives the French subsidiary of Stellantis greater credibility with investors and guarantees better access to financing. It also validates the solidity of the business model focused on reconditioned used vehicles.

What are the priorities for 2026 set by management?

Antonio Filosa focuses on the simplification of ranges, the industrialization of reconditioning and the electrification of the warehouse to maintain growth despite an uncertain market.

Can the French performance be transposed to Germany or Spain?

Yes, Stellantis is already testing the model in several pilot centers. Initial results show margin improvement without massive additional investments.

What is the impact for the final consumer?

Reduced delivery times, lower prices than new and warranty on the battery of electrified models. The customer benefits from a better quality/price ratio.

Is reconditioning really more environmentally friendly?

According to Ademe, reconditioning allows 80% of the original components to be reused and reduces CO₂ emissions by 40% compared to producing a new vehicle.