From DCB editorialPresent June 11, 2025
Polestar’s decision to expand against the market despite the broader market shows a strategic linchpin of global ambition to targeted profitability. With expansion to the USA and China Polestar proves less fertile and leans in Europe, where it has experienced relatively better reception. However, this “retreat to familiarity” can limit the long -term growth potential and appear more reactive than visionary.
Market time: risk or opportunities?
The start in France in the middle of a broader EV and the cash crunch is a high step. The demand in the entire EV segment has aroused and the competition by Tesla, BMW, Mercedes and emerging Chinese EV manufacturers is increasing. However, Polestar seems to represent the Pro-EV guidelines of the French government and the growing environmental awareness of the market share of consumers. However, there is a good timing or a last effort to remain relevant.
Brand positioning compared to market deals
Polestars attempts to directly question Premium -Office owners such as Tesla, Audi and BMW via aggressive marketing campaigns, show brand confidence. However, awareness and trust in Polestar are still limited, especially in newer markets such as France. Without strong brand value or a convincing differentiation count (e.g. Volvo Spin-off and rather a real premium innovator.
Product and price strategy
The offer of three models (Polestar 2, 3 and 4) at the start shows that the obligation is obliged, but the pricing of € 46,800 to € 79,800, Polestar places directly in competition with well-established luxury ENDs. Without a clear value advantage – especially within reach, technology or brand prestige – it can be difficult to justify its prices for demanding French consumers.
