As recently as 2011, General Motors’ Chevrolet brand sold over 200,000 vehicles in its vast European region, which includes all EU27 members plus a further ten countries.

The following year, Chevrolet broke its worldwide sales record, claiming bestever results in Germany, France, Poland, Austria and Estonia – but in Europe overall, the marque was already under pressure.

Figures for the EU27 countries and EFTA from Automotive intelligence provider JATO Dynamics show almost 179,000 Chevrolet vehicles sold in 2011, giving a 1.3% market share. In 2012, the European car market was a remarkable -7.9% down year on year. GM claimed sales growth in 12 countries, and despite falling volumes Chevrolet’s sales slippage was just -3%. But then came 2013: European market down just -1.7%; Chevrolet sales down… over -17%. Between 2011 and 2013, JATO data shows European car sales fell – 8.75%, from 13.54 to 12.35 million units: the same source shows Chevrolet down a hefty -19.9% in the same period. In 2013 it sold just over 143,000 cars in Europe.

All makers have been victims of falling European demand, but Chevrolet sales have dropped dramatically even as the range on offer has widened.

Models vary with territory, but 2010 sales came in just 33% of recognized market segments. A string of launches since then saw Chevrolet covering over 50% of the market last year, with offerings in key high-volume small and medium sectors, plus two SUVs and an MPV. Yet JATO Dynamics’ data shows sales of all its most popular cars fell in 2013, with the Aveo, Captiva and Orlando down by over 30%. The overview is of a struggling marque in an unusually tough, declining market, operating in hard-fought sectors where well known names have some very competitive products. One of these is Opel, a troubled but long established GM relation which is amongst Europe’s top three manufacturers, selling over 800,000 cars in Europe last year.

Numbers, facts and trends like these prompt serious thinking in the topmost corridors of automotive power – and against such a background, a decision to pull out was hardly surprising. Vijay Iyer, communications director for Chevrolet and Cadillac

Europe says: ‘The ending of Chevrolet new car sales operations in western, central and eastern Europe was a strategic business decision. Chevrolet’s results here have been and are forecast to continue being unacceptable, due to expected low sales volumes, and intense competitive price pressure from OEM’s with significant overcapacity in Europe. There’s also a cost impact associated with future EU automotive legislation.’

Mr Iyer points to a market share hovering around 1% since the marque’s re-launch in

Chevrolet car sales will now be concentrated in the Commonwealth of Independent

States (CIS) and Russia, where, according to JATO Dynamics, the brand sold over 174,000 cars last year – and over 205,000 in 2012. Major investment is under way here to develop its manufacturing and contracted assembly presence, in line with GM’s declared strategy of building its cars where they are sold – never the case with Chevrolet in Europe. Vijay Iyer quotes figures backing his claim that sales are strong and growing in Russian and CIS markets: ‘Its been the number one import brand in Russia for the last six years – and achieved 6.3% market share in 2013…’

Chevrolet will disappear from Europe by the end of 2015, with no further new products due for launch, but Mr Vijay is keen to reassure owners and operators regarding comprehensive future backup: ‘Service and warranty commitments will be honoured through authorised repairer agreements currently being offered to existing dealers,’ he said, ‘ensuring adequate service and repair availability. Parts will be available for a minimum of 10 years after original new vehicle sales.’

For fleet operators of Chevrolet vehicles, worries over future depreciation and retained values could be premature.

Mark Norman of CAP Consulting feels the effects will be modest. ‘When Rover collapsed in 2005, similar questions were raised, and there was some short term impact,’ he says. ‘But things quickly levelled off, and longer term depreciation turned out little different from that of directly competing cars. Chevrolet’s current line-up is founded on value, with strong private buyer appeal, the company seems committed to future backup, and there’s always someone looking for a good value used car.’

Though new vehicle stocks are reportedly quite low, a lengthy run-out period implies the possibility of new cars at reduced prices, and marketing support to move remaining stock started in January.

According to Mr Norman, shrewd purchasing could pay dividends: ‘Fleet buyers could _ind new cars at good savings,’ he says, ‘though the company car tax position needs attention. In some markets tax is based on list price – not what a company actually pays for a new car.’

Chevrolet is a worldwide brand, for whom only big and increasing numbers really make sense: its top three markets in 2012 were the US, with 1,850,000 cars, Brazil with 643,000, and China with 627,000. In the eight years since Daewoo was rebranded into Chevrolet in Europe the range has been widened, bringing an overlap and potential conflicts with some Opel models. Meanwhile the very necessary value-oriented focus has limited margins – and placed cars in ultra-competitive sectors… in a fast-shrinking market overloaded with choice. With sales uninspiring, competition fierce and the flagship Opel brand under pressure, a big decision was inevitable. There’s sales development potential in Russia, where Chevrolet is established, and though recent performance has been _lat, major investment is ongoing there, making the future hopeful. In Europe its tough, and the numbers just don’t stack up. Time to pull the plug.