Renault is pursuing a fundamental reset of its India strategy, says brand CEO and Chief Growth Officer Fabrice Cambolive in an exclusive interview with Autocar Professional.
21 Feb 2026 | 1 Views | By Hormazd Sorabjee & Kiran Murali
The French carmaker is committing to accelerate product launches across multiple powertrains after years of declining market presence. This marks a departure from the measured approach that allowed competitors to gain momentum through more frequent model introductions.
The slower cadence of product updates made it increasingly difficult for Renault ...
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The French carmaker is committing to accelerate product launches across multiple powertrains after years of declining market presence. This marks a departure from the measured approach that allowed competitors to gain momentum through more frequent model introductions.
The slower cadence of product updates made it increasingly difficult for Renault to maintain relevance in a rapidly evolving market. Central to this reset is an ambitious plan to introduce new models annually. The launch of the Duster facelift—now available with a hybrid powertrain option—signals the first step in this renewed strategy, underscoring Renault's commitment to regaining its footing in India.
The urgency behind this shift becomes clear when examining Renault's recent trajectory. In 2016- 17, the brand sold 135,123 vehicles and commanded nearly 4% market share, buoyed by strong demand for the Duster, which helped pioneer India's SUV segment alongside the Ford EcoSport, and the Kwid, which brought fresh design thinking to the entry-level space.
However, as SUVs emerged as the dominant sales driver, Renault's limited product range struggled to sustain its market position. Volumes declined steadily, culminating in just 37,900 units sold in 2024-25, with market share falling below 1%. Reversing this decline has become critical for Renault. Beyond the Duster, the company plans to expand its portfolio across SUV and passenger car segments, including a three-row SUV that addresses the growing demand for family-oriented vehicles.
The automaker is targeting a return to 3–5% market share by 2030. On electrification, Renault is adopting a measured approach, prioritising hybrid powertrains in the near term while keeping full-scale EV deployment as a longer-term objective. By the end of the decade, Renault expects one in three vehicles sold outside Europe to feature electric or hybrid technology. Edited Excerpts:
The launch of the new Duster has been done on a large-scale, in a way not seen before in the industry. Does this send a message about how Renault looks at India after a long time?
The message is very clear: Renault is India, and India is Renault. We have been present here for 20 years, and the Duster has been one of our most important icons. With this launch, we wanted to come back strongly - with the best Duster we have ever made. Best in terms of engines, including hybrid technology, best in connectivity with Google built in, and a design that resonates with Indian customers.
There was a gap after the last Duster, even though it was such a strong icon. What lessons have you learnt, and what will be different in this comeback?
The first lesson in India is speed. You need to bring products that are refreshed every two years. That is why, what we decided to do is to increase the speed at which we are developing our cars.The second important point is that this Duster is made in India, by Indians.
We are a global company with cross-car lines around the world, but we have adjusted this Duster to Indian consumer needs. Growth of hybrid technology and SUVs is important in India, and we decided to address this from within India. What we also demonstrate again is our strength in ride and handling. I can assure you the new Duster will prove we never lost our magic, our recipe, to make a very good, dynamic car.
You mentioned launching models every two years. Does this signal a more sustained product offensive for India?
It is important to be present not only every two years, but ideally every year with new models. We can do this because we have significantly increased development speed. We are moving out of a Europe-centric approach and leveraging strong synergies across regions. India is now part of a global network with Latin America, Turkey, Morocco and Korea. This gives us scale and speed. That is why I can tell you will see many new launches in India over the next two years, not only the Duster.
With recent tax changes, the sub-4-metre segment remains critical. Do you think a more Duster-like body style is needed there?
That is a very good suggestion, and we will work on that. I take your point seriously.
The hybrid powertrain was a surprise. You are working with Bosch. How does this partnership work, and will localisation increase over time?
You always have to adapt the model to the region. Today, there is no truly global car—only global platforms and cross-engineering directions. Electrification is one such direction. Working with Bosch allows us to reach more scale and reduce costs.
Ultimately, hybrid technology will replace diesel. To do that, it has to be priced right. The hybrid will be very competitively priced, and more importantly, the fuel consumption figures are exceptional.
With CAFE targets tightening and EVs gaining attention, what is Renault’s EV strategy for India?
EVs currently account for around 5% of the Indian market. We see hybrids growing, and traditional engines - diesel, CNG and others - remain important. Of course, we have to come with EVs, but we will announce that in due time. For now, the focus is hybrid first, EV later. That said, this car will also come with a 1.3-litre engine, offering strong torque and power, which remains very important for Indian customers.
Right now, Renault’s volumes are very small in India. What are your market ambitions going forward?
Today, we are at around 1% market share. The objective is now to gain traction through renewal of the line-up. A market share of 3–5% would be a good target. It is not a target in itself; it will be the result of doing our job well and bringing many new cars to the market.
A lot of OEMs are not looking at the entry-level hatchback segment. You have Kwid in that space. Can you detail your plans in that space, as well as in the MPV segment?
Kwid represents important know-how for us in India. For us, we have to grow with Kwid. There is still more life left in the product, and we will continue to develop it. The Triber is a very strategic positioning for Renault in India. Offering seven seats within four metres is something quite unique in this market. We want to maintain this positioning and keep this relationship with Indian customers for a long time.
What could be the impact of the India–EU trade agreement on Renault’s India operations?
This is very good news. The impact would work in both directions. We perform best in markets where we can combine local production with selective imports. India’s competitiveness can support Europe, and Europe can also add value to the Indian line-up. Smallvolume CBU opportunities could emerge, depending on competitiveness.