Polestar revelling in not having to worry about tradition

Polestar is embracing its fledgling status by flinging tradition out the window with its future model plans, which could see its future replacement models head in new directions and successful model names retired after just one generation.

Amid an imminent model explosion that will soon include the introduction of the all-new Polestar 3 large SUV and Polestar 4 mid-size SUV, the Swedish electric car maker is leveraging the relative freedom of not having a legacy.

Polestar head of design Maximilian Missoni says part of that flexibility will be seen in the names of future models – each plucking the next number – which despite relative simplicity have the potential to confuse buyers.

“Polestar shouldn’t do conventional things,” said Missoni. “That’s the job of the Polestar.”

The naming convention of future Polestar models is a case in point.

Polestar’s first model – which wasn’t sold in Australia – was the Polestar 1 hybrid coupe.

The second was the Polestar 2 – the popular mid-size fastback that forged the brand’s EV path globally.

No prizes for guessing the next model in the queue will be the Polestar 3, a large luxury electric SUV set to arrive in Australia in July.

Despite the simplistic model naming strategy the numbers have nothing to do with the size of the car and instead represent simply when in the model cadence it was conceived.

Hot on the heels of the Polestar 3 in August will come the Polestar 4, a mid-size premium SUV that does without a rear window as part of its distinctive design, which prioritises proportions and occupant space.

There’s also a Polestar 5 (a five-door high-performance liftback) and a Polestar 6 (a two-door flagship roadster) in the wings, both of which will aim to showcase the performance spirit of a brand that has its headquarters in Sweden but much of its manufacturing footprint in China.

Beyond them is the yet-to-be-announced Polestar 7, a model that will act as the replacement for the Polestar 2.

But here’s where things get murky. Missoni says the Polestar 7 may not necessarily be a direct replacement for the 2, depending on buyer tastes and where the EV market is swinging when the car is due around 2027 – six years after the original Polestar 2 arrived in Australia.

“The good thing about that type of nomenclature is that people will not have to expect an exact replica of the 2 for the next generation,” said Missoni, adding that a brand like Polestar has the flexibility to break with tradition.

“If you go for the rather stable development over the last 40 years of combustion engines – especially the bigger brands – they had a very rigid system.

“Now it’s such a fast-changing electric world it’s great to be able to decide what kind of body style do you think is right for this [new model].”

And to counter all of that, Missoni suggests that in some instances existing names like Polestar 3 or 4 could make it into a new generation if they are deemed successful enough or attract the sort of recognition that warrants their continuation.

“Now it’s a chronological thing… we will see how it goes when we get into the 12s and 15s,” he said, suggesting that some names could endure.

When we asked about the potential to introduce some programmer-style thinking into future model names – Polestar 3.1 or 4.3, for example – Missoni smiled.

“I like the idea… my job is to shoot in every direction possible.”

Among all of this, though, are the broader goals and internal sensitivities of parent company Volvo Cars, whose majority owner Geely Auto has a raft of brands including the very traditional Volvo itself and Lotus.

Missoni is aware of the need to allow breathing space for other brands withing the giant car-making group, and to ensure Polestar fulfills its role and goals without treading on the toes of sister brands like Zeekr and Lynk & Co, which are also headed to Australia.

“We’re in a group so we have to respect the boundaries… it’s always tricky,” he said.

“This will be going forward the challenge for all big groups, to really create even sharper profiles for their brands to make sure that there is no significant overlap.

“The times where we could afford overlap are a little bit past us now… [as brands] we need to work together.”

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