Dacia's business model is the most coherent expression of value-based manufacturing in the European automotive industry. Where most car companies compete by adding features, increasing connectivity, and investing in brand premiumization, Dacia competes by doing the opposite — and the commercial results validate the contrarian approach comprehensively. The foundation of the model is what Renault originally called the Logan Project methodology, now embedded throughout Dacia's product development process as the Entry standard. Every vehicle Dacia develops must achieve a target retail price that positions it significantly below the mainstream market — typically 25-40% cheaper than the nearest comparable competitor at launch. Achieving these price targets while maintaining acceptable margins requires engineering discipline that touches every aspect of product development: component selection, supplier negotiations, manufacturing process design, feature inclusion decisions, and warranty cost management. Component commonality across the Renault-Nissan-Mitsubishi Alliance is central to the cost structure. Dacia vehicles share platforms, powertrains, electronics architectures, and supplier relationships with Alliance vehicles produced in far greater volumes globally. The CMF-B platform, shared between the Dacia Sandero and Jogger and Renault Clio and Captur, is one of the highest-volume car platforms in Europe — the production scale allows component costs that a standalone low-volume manufacturer could never achieve. Dacia's vehicles are, in engineering terms, Renault Alliance products with deliberate feature reduction and cost optimization applied throughout. The manufacturing cost advantage from the Romanian production base is structural and durable. Mioveni wages are significantly below those at Renault's French or Spanish plants, the physical plant is fully depreciated after decades of operation, and the local supplier ecosystem provides components at costs that Western European supply chains cannot match. This manufacturing cost advantage directly translates into either margin advantage (when Dacia prices above its cost floor) or price advantage (when Dacia uses the cost differential to undercut competitors). Revenue is generated almost entirely through vehicle sales and associated financing products. Unlike premium automobile brands that generate significant revenue from accessories, software subscriptions, and after-sales services, Dacia's after-sales revenue is modest — partly because the vehicles are designed to be inexpensive to maintain and partly because the brand's customer base is more price-sensitive about service costs and more likely to use independent workshops. The simplicity of Dacia's vehicles — fewer electronic modules, standardized components, accessible mechanical designs — is both a selling point for consumers who value repairability and a constraint on after-sales revenue capture. Dacia's distribution model relies on Renault's dealer network across Europe, which provides geographic coverage that a standalone brand at Dacia's scale could not independently fund. This shared distribution creates both advantages (immediate European market access) and constraints (Dacia is positioned within dealer showrooms that also sell the more profitable Renault branded vehicles, creating potential for dealer preference toward higher-margin transactions). Renault has managed this tension by giving Dacia increasingly distinct showroom presence and, in some markets, dedicated Dacia sales personnel. The pricing strategy is the most carefully managed element of the commercial model. Dacia sets prices at levels that create an immediate and obvious value advantage versus competitors — the Sandero is consistently Europe's most affordable new car across its key markets — while maintaining margins that make the business commercially viable for both Dacia and its dealers. The company resists the temptation to move upmarket through premium trim level proliferation, understanding that the brand's value proposition depends on the base price remaining dramatically competitive rather than the average transaction price being inflated through option packages. Fleet and rental sales represent a meaningful share of Dacia's volume — particularly the Sandero and Logan, which are favored by rental companies, corporate fleets, and driving schools for whom purchase price and maintenance cost are primary selection criteria. Fleet sales typically carry lower margins than retail sales but provide volume predictability and factory utilization benefits that support the cost economics of high-volume production.