Exclusive interview with new Citroen boss Linda Jackson

“I’ve taken time to understand what’s coming [in the product pipeline],” says Jackson. “I’ve been meeting the team, the people who are already in position, taking account of what’s happening. I’ve been to China to meet our people. It’s important because one out of every four new Citroëns are sold in China.

“The Cactus is the first product that illustrates where the brand is going. It is modern but also has the basic Citroën DNA that combines creativity and technology.” Jackson points out that this seemingly innocuous combination applies as much to the original DS or CX as it does the Cactus.

“The new Citroën is also about the feelgood factor, being at ease and relaxed – feeling relaxed and good about the car,” she says. “A lot of this will come from the way you buy a car and the experience you have in a Citroën dealer.”

Jackson says future Citroën models will have much more modern design and be “innovative” (although she refuses to give any clues about the form of the C4 replacement).

“There’ll be an emphasis on comfort; Citroën has been historically good at comfort. And we’ll only fit useful technology to our cars, like the [Cactus’s] screen that encompasses everything you need to know. Citroën values will be precisely targeted to each market segment.” It seems to be working already with the current C4 Picasso, which is the best-selling car its segment.

Citroën will focus on buyers

But it becomes clear that Jackson’s emphasis will be making buyers feel “relaxed and good” about their purchase from the showroom floor upwards, rather than trying to force the message downwards by advertising.

She was the brain behind turning around the Citroën brand image in the UK from being one associated with budget cashback deals. Jackson says that selling the first Picasso MPVs at budget prices was a success in the sense that 250,000 were on the roads of the UK.

The downside, however, was that Citroën had pushed itself into budget brand status, which played havoc with residual values, in turn making it more expensive for existing customers who wanted to trade into a new car.

Jackson’s straightforward tactic was to walk away from selling cars purely on cost and instead concentrate on setting out the product attributes and introducing more options, such as better colour choices and nice alloy wheels. As a result, the cars started to be viewed as attractive in themselves.

Apparently, Jackson’s presentation of Citroën UK’s brand-shifting tactics to the main board impressed Tavares sufficiently to appoint her to head up Citroën globally. Indeed, it is refreshing to talk to Jackson, not because she is a rare female car boss but because she views the business from the showroom.

She wants to make people feel good about their purchase and their experience with the brand, rather than pushing a top-down menu of Nürburgring lap times and ever more sophisticated engineering.

New car-selling innovations

Jackson reveals that there are some very interesting customer-centric innovations being introduced throughout Citroën dealers. In cash-strapped Spain, buyers can buy a C4 Cactus on the pay-as-you-drive ‘Flexidrive’ deal, which sends you a bill via an on-board black box.

‘Simply Drive’ will allow a customer to put together a buying package, which could take in finance, insurance and a service contract to meet their monthly budget. Jackson is big on customer service – who in the industry isn’t? – but Citroën is clearly very serious about it.

It is rolling out a website called Citroën Advisor, which allows customers to leave reviews of their dealership experience. Dealers have 24 hours to respond to complaints. Citroën Advisor is already in France and is being launched in the UK and Germany.

“It is a cliché, but satisfied customers are our best ambassadors,” says Jackson. “With the advent of social media, there is nowhere to hide. We have to get it right.”

It is great, finally, to find a car maker stating simply that if multi-link rear axles and ever-more sophisticated interior treatments are not adding enough value to make a customer willing to pay for them, it is best not to try to force the issue. In a buyers' market, mainstream car makers will only come off worse.