In 1997, PEUGEOT was in a complicated situation. Sales were weak, and new products were badly needed.
During that time, I take the reigns of a small team of ten people whose work is essential to sustain new car sales in France.
Our daily plan was to identify actions from competition, evaluate our own competitivity, and carry out solutions. But my years on the field had taught me to engage in efforts that were never performed at such a level to better inform salespeople of our products and provide argumentation points in a context of massive and multiple and ever-changing automotive offers
