Facing once in a century disruption, carmakers require greater creativity across all business areas to survive. They must invest vast sums to switch powertrains from combustion to electric while remaining profitable. They also have to change the way they market cars to consumers, who ultimately may neither own nor even drive their cars. With the rise of ridesharing and the billions being invested in autonomous cars, that may be the long-term reality: no longer carmakers, but 'mobility companies'. As Belloni suggests, a long-term vision is therefore paramount; short-termism potentially terminal.

Belloni appears to have the trust of Citroen CEO Linda Jackson. The challenge facing many marketers is convincing boards and shareholders that long-term value, not quarterly targets, is in their best interests. Those that take a more sustainable approach, placing brand over performance (Adidas is one example) suggest it pays dividend.

Yet as creative as they may be, automotive marketers find themselves under increasing pressure to demonstrate they are driving growth. Global sales are on the nose and manufacturers are looking to partner, even merge. In the face of consolidation and the need to raise hundreds of billions to fund electrification, that will inevitably mean cost cutting. How that impacts marketing budgets, functions and structures, will soon play out.