Bugatti Rimac CEO Mate Rimac believes European automakers are making a mistake by trying to match Chinese rivals on technology alone. His alternative is to emphasize craftsmanship, distinctive design, and the qualities that once made European luxury cars unmistakable.
As Chinese manufacturers expand across Europe, established automakers face growing pressure to compete on electric vehicle technology, digital features, and pricing. Rimac argues that copying those competitors is the wrong response, according to an October 12, 2026, report by Sport Auto, which describes a video shared by the executive on social media.
His argument is particularly interesting because Rimac built his reputation developing high-performance electric vehicles. Rather than rejecting advanced technology, he is questioning whether technological specifications alone can give European brands a lasting competitive advantage.
Why Mate Rimac Thinks Copying Chinese EVs Is a Mistake
Rimac’s criticism centers on the industry’s tendency to imitate successful competitors. According to Sport Auto, he questions the substantial amounts manufacturers spend on consultants while trying to reproduce features that have already become established in Chinese vehicles.
His examples include increasingly large infotainment screens, fewer physical buttons, and faster charging capabilities. These features can improve a vehicle’s appeal, but Rimac believes they are insufficient to establish a distinctive European identity.
The distinction matters. Improving charging performance or digital interfaces addresses specific customer expectations. Building an entire brand identity around those features, however, creates a different problem: competitors can introduce similar technology, potentially erasing the advantage.
Rimac is not proposing that European manufacturers abandon electrification or modern electronics. His argument, as presented in the French report, is that they should stop treating the technological strengths of Chinese manufacturers as the only benchmark for success.
Why a Bentley Arnage Represents His Alternative
To illustrate his point, Rimac reportedly highlights the interior of a Bentley Arnage, a luxury sedan from an earlier era of automotive design.
The example is deliberately unconventional. An older Arnage cannot compete with contemporary vehicles in digital connectivity or modern infotainment functionality. Instead, Rimac draws attention to its physical construction and tactile character.
Sport Auto identifies several details from his discussion:
- Substantial, traditionally styled air vents.
- Physical switches and controls rather than touchscreen-dependent interfaces.
- Thick carpeting and an emphasis on interior comfort.
- Genuine leather and wood trim.
His point is not that every European automaker should reproduce an older Bentley interior. Rather, these elements demonstrate how materials, controls, and craftsmanship can combine to create a recognizable experience.
For buyers, the practical distinction is between equipment that can be compared on a specification sheet and qualities that become apparent through physical interaction with a vehicle. Rimac sees the latter as an opportunity for European manufacturers to differentiate themselves.
Rimac Uses Swiss Watches to Explain His Strategy
Rimac also draws a comparison with the Swiss watch industry. According to Sport Auto, he cites figures suggesting Switzerland produces approximately 5% of watches sold worldwide while capturing around 90% of industry profits.
Those figures are presented as Rimac’s illustration rather than independently verified industry statistics. The broader argument is that a manufacturer does not necessarily need to dominate production volume to capture substantial economic value.
Applied to automobiles, that would mean focusing on brand identity, craftsmanship, and products customers perceive as distinctive instead of competing primarily on production scale or the number of digital features.
There is an important limitation, however. A premium-focused strategy may suit established luxury manufacturers more naturally than European mass-market brands, which must still deliver affordable transportation to a broad customer base.
Rimac’s proposal therefore offers a potential approach to differentiation, not a demonstrated solution for every segment of Europe’s automotive industry.
Bugatti’s New Ownership Adds a US Connection
Rimac’s comments come shortly after a significant change in Bugatti Rimac’s ownership.
On September 9, 2026, Porsche completed the sale of its interests in Bugatti Rimac and Rimac Group to an investor consortium led by New York-based HOF Capital. According to Bugatti’s official announcement, Rimac Group retained its 55% majority stake in Bugatti Rimac, while the consortium acquired Porsche’s former 45% interest.
The transaction also strengthened Rimac’s leadership position. Bugatti confirmed that he would assume the presidency of Bugatti Automobiles alongside his role as CEO of Bugatti Rimac.
For American readers, the connection is notable: a consortium led by a US investment firm now holds a substantial interest in one of Europe’s most exclusive automotive businesses.
Rimac’s latest argument does not announce a new vehicle, product strategy, or manufacturing commitment. It instead raises a question for European automakers competing globally: whether distinctive engineering, materials, and brand character can create advantages that competitors cannot reproduce simply by matching technological specifications.
