Volvo Aims to Match Audi’s U.S. Sales by 2030: Its New Boss Thinks So
Can Volvo Really Match Audi’s Sales in America? Volvo’s new Americas chief, Luis Rezende, certainly thinks so. After just four months in his role, Rezende has set an ambitious goal: to grow Volvo’s U.S. sales from 125,243 vehicles last year to 200,000 by 2030. This targeted 60% growth would put the Swedish luxury brand squarely on par with Audi’s current sales volume in the U.S., a bold statement in a highly competitive market, as reported by Automotive News.
Ambitious Growth Goal: 60% Increase by 2030
For decades, Volvo has been recognized in the United States more for its distinctive design and unwavering commitment to safety than for sheer sales volume. Rezende aims to change this perception, elevating Volvo to a stronger competitive position within the luxury segment. His plan hinges on several key “building blocks” already in place or in development:
- Increased U.S. production capacity.
- A strategic shift towards a crossover-heavy lineup.
- A granular, state-by-state approach to supply, incentives, and marketing.
“We don’t see the U.S. as one country; we see the U.S. as 50 different countries,” Rezende told Automotive News, indicating a tailored strategy for regional markets.
Strategic Production Shifts and Product Lineup Changes
To mitigate the impact of the Trump Administration’s new 15% tariff, Volvo is strategically moving more production to its plant near Charleston, South Carolina. This plant currently manufactures the Volvo EX90 and Polestar 3 SUVs. Crucially, it will add the higher-volume Volvo XC60 in 2026, and a next-generation XC90 in October 2028, further localizing production and potentially avoiding tariff-related costs.
In terms of product offerings, Volvo is actively trimming its lineup of traditional wagons and sedans, which once defined the brand, in favor of more popular crossovers. With the V90 Cross Country already leaving production, the V60 Cross Country stands as the sole non-crossover in Volvo’s U.S. lineup. This pivot aligns with current consumer preferences, as Rezende noted: “The customers will be the ones who decide what they want to buy from us. Not us telling them what they need to buy.”
Furthermore, Volvo has adjusted its ambitious plan to go all-electric by 2030, a strategy that had faced resistance from its U.S. dealers. While EVs remain a significant part of the plan, plug-in hybrids are also central, with even the possibility of a Volvo minivan being considered, reflecting a more pragmatic approach to electrification.
Strong Headwinds and Skepticism
Despite the ambitious plans, Volvo faces significant headwinds. The re-introduction of Trump tariffs and the discontinuation of the $7,500 federal EV tax credit are expected to make conditions particularly challenging for European automakers with EV-heavy lineups in the coming years. While increasing U.S. production and offering more models with gasoline engines (likely through plug-in hybrids) are vital tools to maintain market share, they may not be sufficient to achieve the ambitious growth targets.
Dealers interviewed by Automotive News expressed skepticism about the extent of additional demand for Volvo in the U.S. One dealer noted that Volvo is still perceived by many as a “yuppie, New England, liberal car brand.” This perception is supported by regionally skewed sales data: Volvo holds 5.5% of the luxury car market nationwide but only 2.5%-3% in critical, large car-buying states like California and Texas. This disparity suggests that Volvo either has substantial untapped growth potential in these regions or is rapidly approaching a demand ceiling, making Rezende’s ambitious goal a true test of market strategy and brand perception.
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