Peugeot SA (Groupe PSA) and Fiat Chrysler Automobiles (FCA) unveiled the finalized version of its new Stellantis corporate logo, the new group that will result from the 50/50 merger of the two automotive groups. According to both companies, the new logo symbolizes the rich heritage of the founding companies of Stellantis and the combined strengths of its 14 brand portfolio.
A lot of people have questioned the new “Stellantis” branding. The name Stellantis, whose Latin root “stello” means “illuminate with stars”, and represents the new mission of the new company’s identity. In the official press statement, both companies elaborated that the new branding marks the “visual representation of the spirit of optimism, energy, and renewal of a diverse and innovative new company.”
The merger has been questioned by a lot of diehard fans, as well as some notable people like the Great Grandson of Chrysler Corporation founder, Walter P. Chrysler. While Detroit’s other two automakers have made alliances with other automotive manufacturers (Ford with Volkswagon and GM with Honda), instead of a full merger.
It has also brought up questions about the viability of all 14 brands in the company’s new portfolio. Brands like the famed Chrysler brand is down to three nameplates, two of which are minivans and the other being a full-size sedan that seems to have no future plans after the current generation comes to an end. Brands in the Groupe PSA lineup are also under fire with the DS and Opel brands.
The Peugeot brand has expressed a lot of interest in coming back to the American and Canadian marketplaces. However, FCA’s FIAT and Alfa Romeo brands have struggled to gain traction in sales in both markets, despite dumping millions of dollars into the marketing of the Italian brands and featuring award-winning vehicles in both brand’s portfolios.
Today’s presentation of the logo is the most recent step both companies have taken towards the completion of the merger. The merger is said to be completed by the end of the first quarter of 2021.
