On today’s episode of Inside Automotive, we’re joined once again by Joe Laham, President of Premier Companies, to discuss the shifting automotive landscape—from the return of former Volvo CEO Håkan Samuelsson to Stellantis’ surprising turnaround and the challenges and opportunities in electric vehicle strategy. Laham, who owns several Volvo, BMW, and Stellantis dealerships, didn’t hold back on his views about current market dynamics, EV ambitions, and the delicate balance OEMs must strike to stay competitive.
First, Laham began with a candid take on Volvo’s leadership shakeup, where 74-year-old Håkan Samuelsson returned to lead the company. While praising Samuelsson’s deep industry knowledge and integrity, Laham noted the irony: “If someone told me they were bringing back Håkan, I would’ve said not in your wildest dreams.” He sees the move as Volvo’s attempt to course-correct after what he considers an overzealous pivot to electric vehicles.
In addition, Laham criticized Volvo’s all-EV strategy, pointing to the financial failures of Rivian, Lucid, and Fisker, while highlighting that “the only EV company that’s doing anything is Tesla.” He believes Volvo’s parent company, Chinese automaker Geely, is complicating matters with its multi-brand setup—managing Volvo, Polestar, Zeekr, and others—while producing vehicles like the EX30 in China, which can’t be imported due to tariffs.
What is one major proposal from Laham? Merge Polestar back into Volvo’s retail network. With just 25 Polestar stores in the U.S. compared to 295 Volvo dealerships, he argued it would make more sense to unify both brands under one retail structure—especially since Polestar and Volvo vehicles are being built side-by-side in the same U.S. plant.
Laham outlines a few examples to clarify his point:
- Polestar and Volvo’s EX90 and other models are built in the same South Carolina facility, yet they are sold separately through different dealer networks.
- Laham proposes combining sales channels, allowing Volvo stores to sell Polestar vehicles, streamlining logistics, and creating a clearer EV strategy.
Furthermore, Laham touches on broader industry concerns, like interest rates, tariffs, and vehicle pricing, cautioning dealers not to price-gouge or chase short-term profits. “We’re in the arbitrage business,” he explained. “We buy from the OEM, we sell to the consumer, and we try to make a little bit in the middle.” He believes taking advantage of customers only leads to long-term damage, including reduced brand loyalty and longer ownership cycles.
Shifting gears, Laham praised Stellantis for what he called a bold and effective turnaround under CEO Carlos Tavares. “What a difference six months makes,” he said, citing swift leadership changes and renewed dealer support. He lauded the resilience of iconic brands like Jeep, Ram, and Dodge, noting that even Toyota had to launch the Grand Highlander to compete with the Grand Cherokee.
Despite uncertainty in the market, Laham is bullish. “I’m not afraid,” he said of plans to expand his dealership footprint.
“I think this new regime, in 25 years of having this brand, I think this new regime is going to make a difference.” – Joe Laham
