Article by: Bhushan Mhapralkar

Story & photos by : Bhushan Mhapralkar

About playing hard and working hard, the Alaskan reflects Renault’s aspirations to be a top global LCV player.

The name Alaskan is long associated with a sturdy dog breed, Alaskan Malamute. With a formidable nature and structure, Alaskan Malamute was originally bred for hauling freight because of its strength and endurance ability, often as a sled dog. Over the years of its existence, Alaskan Malamute has also come to be trained for recreational pursuits. The dual role the Alaskan Malamute has come to play is what is expected of the Renault Alaskan too; about playing hard and working hard. Unveiled in the form of a show car (which is very close to the production model) at Paris in front of 150 motoring journalists from 25 countries including India, the Alaskan reflects Renault’s Light Commercial Vehicle (LCV) business aspirations. With production set to commence in mid-2016 at Barcelona, Mexico and Cordoba, the Alaskan marks Renault’s second pick-up after the Duster Oroch, which was unveiled in Buenos Aries in June 2015. The Duster Oroch is a 1/2-tonne pick-up and the Alaskan is a 1-tonne pick-up. Drawing from the extensive pick-up truck knowhow of alliance partner brand Nissan, the Alaskan is heavily based on the new Nissan NP300 Navara pick-up that debuted at the 2015 Frankfurt Motor Show. It is also claimed that the same platform would form the basis of a Mercedes-Benz pick-up due in 2017. Highlighting Renault’s need to enter into partnerships to be a top global player in the LCV business, the Alaskan is set to play an important role when it arrives mid next year. According to Ashwani Gupta, Vice President & Global Head of Renault’s Light Commercial Vehicles Business, Renault wants to be a top global player in the LCV business from being a top regional player. “We are now equipped to take our global growth plan forward and fulfill the aspirations of business users and individual LCV customers across the world, thanks to an enhanced product line-up, new services and an upgraded customer experience,” he said.

The Alaskan

What draws attention foremost is the Alaskan’s imposing front grille with the big Renault logo at the centre. The grille is in line with the business looks many new Renault models are coming to flaunt, including the Kwid compact SUV. LED head lamp clusters, integrated on either side of the grille, are encased by sweeping C-shaped daytime running lights. Contributing to the muscular and what looks like a visually heavy and robust build, the Alaskan sports vast 21-inch dia. wheels. Placed within their gently bulging wheel arches, they provide some mini monster truck excitement. In a twin cab guise, the ‘show’ pick-up has intricate LED tail lamps on either side of the load bay gate. Apart from the detailing of the wheels, the production vehicle may lose out on the door mirrors fitted with cameras and front fog lights with integrated towing hooks.

The dci 190 written on chrome indents built into the flanks indicate a 190 bhp four-cylinder version of a twin turbo diesel engine that is already being used in the Renault CV range. Equipped with a switchable 4WD, the Alaskan is a monocoque construction. Sticking to the rules of the segment, including impressive dimensions and a visual sense of power and robustness according to Laurens Van Den Acker, SVP – Corporate Design, the pick-up also carries specific Renault cues in the form of front-end design. Expressed Laurens, “It is quite robust even though it is a mono body design.” Looking at its pick-ups to provide a good amount of thrust, Renault is well aware that the pick-up market accounted for over five million sales in 2014. It is also aware that it is the expanding pick-up market, which has been the primary contributor to the growth of global LCV market. Made up of three categories — a 1/2-tonne pick-up, 1-tonne pick-up and a full-size pick-up, t he ½-tonne pick-ups command 3 per cent market share. The 1-tonne pick-ups command 17 per cent market share, and the full-size pick-ups command 18 per cent market share. In US and Canada, the full-size pick-ups command 90 per cent of the market.

LCV strategy

Adding a formidable edge to Renault’s aspiration of becoming a top global (LCV) player is its leadership status in vans. It is a leader in Europe since 1998. It is number one in North Africa since 2010. It ranks among the top three in South America since 2008. Present in 112 countries, Renault’s van operations are supported by 400 certified convertors (body builders). These convertors are spread across Europe, South America and Australia, and help Renault buyers build a van structure that most suits their business needs. Typical applications across the range include a panel van, double cab, platform cab, passenger version, crew cab, chassis cab, box van, tipper, chassis cab dropside, master combi, bus (that seats up to 17 people), maxi van, etc. The platforms on which the structures are build, include the Kangoo (Kangoo Z.E zero emissions is sold in 45 countries), Trafic and Master. Of the three the Master is perhaps the most diverse, and is available in different wheelbase, dimensions, drive orientation (front, rear and 4×4), etc. Unusual among the Renault LCVs is the single-seater Twizy Cargo. It is a zero emissions LCV, which aims to address last mile connectivity.

Associating with Daimler, GM Europe, Renault Truck and Fiat, the French automobile major, at its Sandouville plant in France will start building a Trafic-based Fiat LCV from mid-2016. Banking on an assertive product and market offensives while building solid partnerships and enhancing customer experience, the company, aware of the fact that over 14 million LCVs were sold in 2014, reconfigured its LCV business as Renault Pro+. With 80 per cent of the world’s population expected to be online, Renault, said Gupta, is also offering a new digital experience. Fabien Goulmy, LCV Expert – Brand General Manager, Renault Pro+, reasoned that they are stressing upon tailor made, ingenious innovation and easy experience. “We will use the Renault Pro+ as an expert brand to meet the needs of our LCV customers. The customer experience we offer will be enhanced by our bespoke knowhow, and by strengthening our offer in terms of products and services,” averred Goulmy.

In case of Asia, Renault is closely monitoring the developments. It is evaluating if the Duster Oroch ½-tonne pick-up will succeed. Gupta is well aware of the proliferation of micro and mini trucks in India. He is also aware of the changing needs and aspirations of the Indian LCV buyers. He is confident that a transformation will take place, and enough to suit products like the Alaskan. Apart from pick-ups, Renault is also monitoring the Indian market for its vans. Until the Indian market is ready to accept such Renault offerings, the French auto major has work cut out for itself. To concentrate on pick-up intensive Asian markets like Thailand and Indonesia. To convince more people in Europe to buy pick-ups.

 

Ashwani Gupta, Vice President & Global Head of Light Commercial Vehicles Business, Renault.

Now that you have unveiled your second pick-up, what are your LCV plans for India?

I will not be able to share today what are our LCV plans for India. What I can say precisely is that the products offered by the LCV business are highly professional centric. They originate out of customer usage, which comes from three things – payload, cargo volume and total cost of ownership. The day we realise these three things are evolving in any environment, we are ready to enter. This is about our vans. We have just launched the first pick-up (Duster Oroch) and will be launching the second pick-up (Alaskan) soon. We will evaluate market by market. Some markets play hard, some markets work hard. I don’t think we have the kind of adaptability needed to address the Indian market. We are however aware that a market does not take much time to evolve. Today, US is following the European vans; China is also following the European vans. There are two reasons – urbanisation of logistics and evolution. As urbanisation of logistiscs evolves further, more and more people will opt for panel vans. In case of a pick-up, it will depend on whether it is for material usage or people usage, or both. In South America, the usage is more of material. In Europe, it is more of people and less of material. That is exactly why we decided not to launch the 1/2-tonne pick-up in Europe. We launched it in South America. We are closely monitoring the Indian LCV market.

What role would Asia play for Renault, and within Asia, what role would India play?

Pick-ups are almost global when we talk about 1-tonne. I think Asia-Pacific is going to drive our busines on pick-up. Talk about Australia for instance. We have a great brand, and pick-ups are highly aspired by the Australians. The 1-tonne pick-up market is great in Thailand. We are looking market by market therefore. I am a bit cautious when it comes to vans. Taste about vans differs from country to country. It was therefore challenging for us to go global with just panel vans. It is because of this that we have the Master localised in Brazil. We have all the three products localised in France, which are European in taste. We wanted to have global products over a regional product like Duster Oroch, which can go into these markets. What is missing from our range as a full fledged LCV player are the micro trucks and micro buses. Micro trucks and micro buses are the solutions if one wants to enter into some Asian markets. Korea, for example, is an European van based market. We have a global picture, and we know which country and which region is evolving, and how far. India for certain will evolve with the logistisc challenge. We have seen evolution. We have seen Twizy Cargos parked in front of shops in Paris. India will certainly evolve, and the main driver will be the professional customer. They will start understanding the total cost of ownership. And we have seen it in heavy duty vehicles. Ten years down the line, drivers are having a say in what they want to drive. More and more the economy grows, the purchasing intention also grows. The driver or the professional customer gets to influence the buying decision of the vehicle while going from big fleets to smaller ones, most of which are owner driven. In case of small owner fleets, total cost of ownership gains importance. This will lead to a change.

What do you find are the constraining factors for market evolution of LCVs and pick-ups in particular?

The average cost of a passenger car in India is higher than an average cost of a car in Europe. The average cost of an LCV in India is lower than the average cost of an LCV in Europe. The day this gap is filled, European products will find a place in India.

Could India not serve as an export base for Renault to serve the Asean region, and considering the Oradagam plant?

Yes, India could serve as an export base for the Asean region. We are open to all kinds of study. I believe that India is not prepared for products like these (Alaskan), but that does not mean it will never be prepared. We therefore have to be careful when we look at the export solutions. These are not really answering all the customer needs. The best business case to look at is the heavy duty trucks. They have really answered the customer needs. The buses are now called by their brand. That’s what is needed.

Does it make a business case for Duster Oroch given the high reputation Duster has gained in India?

We will for certain consider such a development. The main challenge in India was to build the brand. We have achieved it, and we can now introduce products. We are in fact introducing the products.

Tata Motors’ Winger is based on an earlier Renault van platform. Tata is said to be testing a newer van platform, which is also a Renault van platform. Given your strategy for partnerships, how do you look at this?

It’s open. We are open to partnering with Tata Motors. You could check with them.

 

Laurens Van Den Acker, SVP – Corporate Design, Renault.

Over the Duster Oroch, the Alaskan looks much futuristic. Does that indicate a definitive change in design strategy?

In case of the Alaskan, we had a little bit of liberty. We could start with a white sheet of paper for the whole front-end. So, it was exactly what we wanted.

Does the Alaskan share its platform with any other vehicle?

It is an alliance platform that Nissan uses as well for their 1-tonne pick-up. This makes good business sense.

What does it take to amalgamate the mechanicals with the intended form?

Even before we start designing, we spend a year with the product planners and the engineers to define what the needs of their customers are. What kind of architecture platform could potentially fufill these needs. And, this creates a brief; a blue print of where the engine needs to be, where the cabin needs to be. Thus, we do not start to design in space. We have a white sheet, but we have some points to extract. It is the same in this case (Alaskan). We know that we are not artists; a design needs to work, it needs to fit in. We have many requirements to fulfill of which design in an important part but not the only one.

How do you use the inputs you get to turn out a design that will meet diverse taste?

Designing a vehicle is a highly collaborative process. To create a design it is not that we wait until the engineers have done their bit, then we do our bit and pass it through to the marketing department. I think good cars happen because designers worked very closely with the engineers. We (designers) were able to influence; we were able to say a little bit more to the left or to the right. When we worked with product planners, we were able to negotiate. Best cars, I think, are of those companies that make the best trade-offs between different competencies. In a really good car, engineering has won, design has won, product planning has won, and the commercial guys at the end of the line will win as well.

How do you design products that cater to emerging markets?

A pick-up truck is a real tool-kit. It is a Swiss Army knife in a sense. It’s a vehicle that is tailor-made. That is why we tailor-made our brand for Renault LCV. It is a vehicle that adapts itself to the kind of needs of the customers. What is really interesting in a pick-up truck is that it goes from a life-style vehicle (that is prestigious, a flag ship and social strata enhancing) to a basic tool to get from A to B without breaking down and falling apart. What we are showing here is a ‘show’ concept. We want it to create a desire. We have therefore shown the highest end of the execution. We will however also give an honest tool that the market needs. We will be able to follow the needs of our customers.

So, what variants could we expect, depending on the client needs?

With this truck we will give every region and every customer what he needs. The truck is capable of going up or going down; becoming tough or prestigious. I think we will be able to satisfy our future clients. We went from having no pick-up truck to having two pick-up trucks next year. We went from having no SUVs to having nearly a full range. We try to be where the market is. Sometimes we try to be ahead of the market. You can see that with the Espace or the Kwid. With the Kwid we tried to be innovative in a segment where there has not been a lot of movement. We are hoping for the Kwid to receive a positive welcome. The truth lies with the customers, and we hope that they will like the vehicle.

How flexible is the Kwid in terms of derivatives?

We will do a Renault and Nissan version. The Kwid platform is thus quite flexible. If Kwid is successful as we hope, then it opens many doors to do many other vehicles. Kwid is a light and strong platform. It is a safe and modern platform. It is well under the 4 m length, which is important for India. There are not many vehicles under 4 m that are enormously attractive. When a car is born, and has genetically the right proportions; the wheels are in the right place, then a lot can be done about it. I hope we can do more (with the platform) than just the Kwid.

So, could the Alaskan pick-up platform turn out an SUV?

Yes. No platform today is created to make just one type of vehicle. It does not mean that we make all the derivatives. Because we depend on the success of the first ones to see if we can do more with a platform, no company develops a platform for just one variation. We have no SUV plans to be completely clear.

How do you connect Renault’s long tradition of making commercial vehicles with the future through your designs?

It is nice that we can start from a position of strength, and even though it is about utilitarian vehicles or commercial vehicles. We did not cover all the segments, but it is easier to go to a segment like a pick-up truck while being strong in commercial vehicles as opposed to having to start from scratch. We benefit from the experience and the legitimacy of our partner, Nissan. It is for us a new market, new segment and new region (with the Alaskan). It’s going to be tough. We will need to prove ourselves. We however don’t come to the table without guns. We have a proven platform. We have an existing infrastructure. The design challenge is fun. A pick-up truck is such fun that I did not have any problems in motivating my team.

What role do the design centers at Mumbai and Chennai play?

Alaskan was designed by a Japanese designer based at Paris. The Indian design team is occupied with the Kwid at the moment, and not just with the car but also the accessories. The design centers in India are working on India-based products. When we start a new competition, any body from any of our six studios around the world can contribute. The world is becoming small. Fifty years ago, Renault made French cars for France, which they exported. The situation has changed. Renault now makes cars for the whole world. Design talent, at the other end could come from anywhere. We have some very talented designers from India. We also have a designer from Mongolia, Hong Kong, Columbia, and Venezuela.

In which areas do you think Indian designers excel in?

The Indian design team has an extremely good sense for business. It seems that every Indian designer knows what works in the market, knows how we sell the car, knows about why people buy cars, why the parents are involved. I learn everytime I meet them. In terms of pure design skills, they lack a little bit. It is perhaps because the automotive culture is lacking. Growing up in Europe would account for exposure to premium brands; would entail seeing many generations of vehicles. Automotive culture in India is growing. A lot of Indian designers come to Paris for an amount of time. When they go back, they take with them the richness of experience. I am really impressed by the R&D and the engineers.

How big is your design team?

My design team is 500 people the world over. Of these 150 are designers. Most studios are in Paris.

SUVs were criticised some years ago for not being environment friendly and as fuel guzzlers. How do you look at the evolution of SUVs into ‘green’ automobiles?

 

SUVs were traditionally based on pick-up trucks. They were genetically heavy. What has changed their image is that SUVs and pick-ups have become mono body. They don’t have a ladder frame with the box on top. Huge progress has been made in terms of engine technology. They are much more frugal, economical and lighter. We are starting to see an evolution in US. The Ford pick-up F150, for instance, uses extensive aluminium. They have to reduce the weight. The challenge with the pick-up is that it has to be strong. It is therefore one of the last vehicles that is going to be ultra light weight. The Alaskan pick-up is more robust than a monocoque is known to be.

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