Sometimes it pays to be brave, sometimes it doesn’t. Better luck next time, Renault.
By the final decade of the 20th century, motor manufacturers, having established that engineering integrity would only take them so far in the quest for market leadership, began to realise that the answer to their prayers lay within the spreadsheets and focus groups of the product planning departments. In a mature market, largely populated by feckless new money garnered from illusory internet start-ups and awash with cheap credit, the differentiator between the automotive carnivores and their prey would be defined by one word: Segmentation. Entire departments sprang up in such demographically significant hotspots as Miami, London and Southern California, all tasked with seeking that elusive niche that would give the parent company a jump on their rivals.