Opel's business model operates within Stellantis's multi-brand architecture, which defines both its structural cost advantages and its competitive constraints. Unlike an independent automaker that must bear the full cost of platform development, powertrain engineering, and manufacturing infrastructure, Opel participates in a shared group cost structure where the fixed costs of developing vehicle platforms, electric drivetrains, and software systems are amortised across fourteen brands and millions of vehicles annually—providing a unit cost efficiency that would be impossible for a brand of Opel's volume to achieve independently. The platform sharing model is the commercial foundation of Opel's economics post-PSA acquisition. The Corsa and Mokka are built on PSA's CMP (Common Modular Platform) which also underpins the Peugeot 208 and 2008, the Citroën C3 and C3 Aircross, and the DS3 Crossback. The Astra and Grandland use the EMP2 (Efficient Modular Platform 2) shared with the Peugeot 308 and 3008. This platform sharing means that Opel's engineering investment is primarily in brand-specific design, specification calibration, and market adaptation rather than in the foundational vehicle architecture—dramatically reducing the capital intensity per model compared to the GM era when Opel maintained its own distinct engineering organisation. Revenue is generated through vehicle sales to retail customers via a franchised dealer network across Germany, the UK, and approximately 30 other European markets, supplemented by fleet and commercial sales to business customers and government agencies. Fleet sales are a proportionally larger share of Opel's volume than for premium brands—fleet buyers including car rental companies, corporate fleets, and government agencies value the total cost of ownership proposition that Opel's pricing and reliability offer—and they provide volume stability through economic cycles where retail consumer confidence is more volatile. The Opel-branded aftermarket and accessories business—spare parts, accessories, and the extended warranty programme sold through the dealer network—generates recurring revenue from the installed base of vehicles in operation. As the EV transition changes service patterns—electric vehicles require less maintenance than internal combustion equivalents—the aftermarket revenue model will evolve, with charging infrastructure services, software subscription features, and battery health monitoring services becoming more important revenue contributors. Financial services—provided through Stellantis Financial Services, a joint venture with BNP Paribas—offer retail financing, leasing, and insurance products that support vehicle sales conversion. The electrification trend toward leasing rather than outright purchase—partly driven by residual value uncertainty on first-generation EVs—increases the financial services revenue per vehicle transaction and creates a recurring customer relationship over the lease period that pure purchase transactions do not generate. The brand architecture decision to operate both Opel and Vauxhall as separate brands in their respective markets—rather than consolidating to a single pan-European brand—reflects both the commercial value of Vauxhall's UK brand recognition and the practical difficulty of rebranding a heritage marque without significant customer disruption. Vauxhall has operated in the UK since 1903 and has a brand loyalty base among UK drivers that would be difficult and expensive to transfer to the Opel name, even though the vehicles are identical. The dual-brand cost is modest given the shared product architecture, and the brand equity preserved in each market justifies the overhead.