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Renault – Nissan’s Strategic Alliance model ,[object Object],Leading to High Performance,[object Object],19 May 2010,[object Object],1,[object Object],Renault-Nissan,[object Object]
Agenda,[object Object],Introduction of the company,[object Object],Industry dynamics ,[object Object],The Alliance of Nissan and Renault – Objectives and Goals,[object Object],Current business model,[object Object],Turnaround strategy ,[object Object],Leadership of Carlos Ghosn,[object Object],Current Performance of the company,[object Object],Renault-Nissan,[object Object],2,[object Object],3 June 2010,[object Object],19 May 2010,[object Object],2,[object Object],Renault-Nissan,[object Object]
Introduction of the companies,[object Object],Renault,[object Object],Nissan,[object Object],By 1999, the environment of car manufacturers has become  super competitive:,[object Object],globalization driven by market internationalization,[object Object],need for Renault and Nissan to reach critical size,[object Object],saturation of certain geographic areas for production anddistribution.,[object Object],Opportunities for survival - 4 million vehicles; new areas (Asia, Latin America) ,[object Object],Address market saturation in Europe ,[object Object],Cope with Asian leader Toyota ,[object Object],19 May 2010,[object Object],3,[object Object],Renault-Nissan,[object Object]
Industry dynamics,[object Object],[object Object]
 Porter’s five forces
Industry life cycle – Mature Renault-Nissan,[object Object],4,[object Object],3 June 2010,[object Object],19 May 2010,[object Object],4,[object Object],Renault-Nissan,[object Object]
Strategic Alliance,[object Object], Definition ,[object Object],Agreement for cooperation among two or more independen firms to work together towards common objectives,[object Object],Companies in a strategic alliance do not form a new identity to reach their aims but cooperate while remaining apart and distinct,[object Object], The alliance between Renault and Nissan was signed on 27th of March, 1999,[object Object],19 May 2010,[object Object],5,[object Object],Renault-Nissan,[object Object]
Nissan’s problems before the alliance,[object Object], Nissans  problems before the alliance,[object Object], company was falling apart,[object Object], $ 20 billion in debt,[object Object], The reasons of the problems,[object Object],Recession in early 90’s in Japan,[object Object],There was complacency and a lack of urgency in the culture,[object Object],There was no cross-functional and cross-regional communication,[object Object],The design of the cars was out of touch with the market,[object Object],A high degree of bureaucracy,[object Object],There was an emphasis on engineering culture rather than managerial culture and promotions ,[object Object], Sticking in the Keiretsu model,[object Object],Renault-Nissan,[object Object],6,[object Object],3 June 2010,[object Object],19 May 2010,[object Object],6,[object Object],Renault-Nissan,[object Object]
 Main source of revenue - small to medium size cars in Europe,[object Object], 85 % of sales in Western Europe ,[object Object],-> go international,[object Object],Renault’s problems before the alliance,[object Object],19 May 2010,[object Object],7,[object Object],Renault-Nissan,[object Object]
Aim of the alliance,[object Object],Two principles,[object Object],Developing all potential synergies by combining the strengths of both companies through a constructive approach to deliver Win-Win results,[object Object],Preserving each company’s autonomy and respecting their own corporate and brand identities,[object Object],Three objectives,[object Object],Quality and value of products and services in each region and market segment ,[object Object],Key technologies in engines, electronics and the environment,[object Object],Operating profit,[object Object],19 May 2010,[object Object],8,[object Object],Renault-Nissan,[object Object]
The objectives of the alliance,[object Object],19 May 2010,[object Object],9,[object Object],Renault-Nissan,[object Object]
Key success factors of the alliance,[object Object],Quality between the relationships among the managers and engineers of Renault and Nissan,[object Object],Business experience,[object Object],Technical skills,[object Object],Core values: ,[object Object],Balanced relations between the two companies and the development of strong identities for each of the brands,[object Object],Other factors:,[object Object],Alliance charter,[object Object],Capital contributions and equity participations,[object Object],Management structure and exchange of personnel,[object Object],19 May 2010,[object Object],10,[object Object],Renault-Nissan,[object Object]
Goals Achieved by the Alliance,[object Object],Third largest global automaker (based on sales for the year 2008),[object Object], Global market share of 9% (by volume) ,[object Object], Significant presence in major world markets (United States, Europe, Japan, China, India, Russia),[object Object],19 May 2010,[object Object],11,[object Object],Renault-Nissan,[object Object]
Corporate Structure of the Alliance,[object Object],19 May 2010,[object Object],12,[object Object],Renault-Nissan,[object Object]
Management Structure of the Alliance,[object Object],19 May 2010,[object Object],13,[object Object],Renault-Nissan,[object Object]
Levels of Corporate Culture,[object Object],Observable Symbols,[object Object],Ceremonies, Stories, Slogans,,[object Object],Behaviors, Dress, ,[object Object],Physical Settings,[object Object],Underlying ,[object Object],Values,,[object Object],Assumptions,,[object Object],Beliefs, Attitudes, ,[object Object],Feelings,[object Object],19 May 2010,[object Object],14,[object Object],Renault-Nissan,[object Object]
New Strategies ,[object Object],[object Object],19 May 2010,[object Object],15,[object Object],Renault-Nissan,[object Object]
An Open System,[object Object],19 May 2010,[object Object],16,[object Object],Renault-Nissan,[object Object]
Renault Nissan Group – a Global Player,[object Object],01/07/02,[object Object],31/12/95,[object Object],Renault,[object Object],44,4%,[object Object],Renault,[object Object],20%,[object Object],Nissan,[object Object],AB Volvo,[object Object],100%,[object Object],92,7%,[object Object],Renault VI / Mack,[object Object],Dacia,[object Object],Renault VI / Mack VI,[object Object],70%,[object Object],Samsung,[object Object],19 May 2010,[object Object],17,[object Object],Renault-Nissan,[object Object]
Common platform with Nissan for small cars ,[object Object],Joint research projects and exchange of components (leading to standardization of these products) ,[object Object],The decision to return to the Mexican market, using Nissan’s powerful industrial and commercial presence,[object Object],19 May 2010,[object Object],18,[object Object],Current Business Model ,[object Object],Post Merger Strategy,[object Object],Renault-Nissan,[object Object]
Further expansion in Europe and growth in Asia,[object Object], To draw on the strengths of complementary expertise in sales and technology, and to reduce costs and enhance performance.,[object Object],19 May 2010,[object Object],19,[object Object],Current Business Model ,[object Object],Post Merger Strategy,[object Object],Renault-Nissan,[object Object]
Restructuring,[object Object],The aim  of this restructuring was to be profitable and competitive,[object Object],Sales & Marketing, Distribution, Human Resource were the key areas where restructuring initiatives have taken place. ,[object Object],The first important step taken by Renault was to broaden the notion of service to its customers. That led to the creation of two new entities: the  Service department and the Distribution Project department. ,[object Object],19 May 2010,[object Object],20,[object Object],Renault-Nissan,[object Object]
Trust, addition of value to both sides, high commitment,[object Object],Equity, fair dealing, both profit,[object Object],Electronic linkages to share key information, problem feedback and discussion,[object Object],Mechanisms for close coordination, people on-site,[object Object],Involvement in partner’s product design and production, shared resources,[object Object],Long-term contracts,[object Object],Business assistance beyond the contract,[object Object],19 May 2010,[object Object],21,[object Object],Renault-Nissan,[object Object],New Orientation Partnership,[object Object]
Transnational Model of RENAULT-NISSAN,[object Object],Assets and resources are dispersed worldwide into highly specialized operations that are linked together through interdependent relationships.,[object Object],Structures are flexible and ever-changing.,[object Object],Subsidiary managers initiate strategies and innovations that become strategy for the corporation as a whole.,[object Object],Unification and coordination are achieved primarily through corporate culture, shared visions and values, and management style rather than through formal structures and systems,[object Object],19 May 2010,[object Object],22,[object Object],Renault-Nissan,[object Object]
Strategy,[object Object],Culture,[object Object],Size/,[object Object],Life Cycle,[object Object],Environment,[object Object],Contingency FactorsAffecting Organization Design,[object Object],Technology,[object Object],RENAULT-NISSAN,[object Object],Organizational Structure and Design,[object Object],19 May 2010,[object Object],23,[object Object],Renault-Nissan,[object Object]
Who is Carlos Ghosn?,[object Object],Born on 9th March, 1954, in Porto Bello, Brazil ,[object Object],Moved to Lebanon with his parents in 1960 for primary education in a Jesuit School,[object Object],Throughout his life he lived and worked all over the world and gained wide cultural awareness,[object Object],Spent 18 years with Michelin in Brazil and North America,[object Object], Joined Renault in 1996 as Executive Vice President of Advanced R&D, Manufacturing and Purchasing,[object Object],Appointed as COO of Renault in 1998. ,[object Object],Joined Nissan Motor as Chief Operating Officer in June 1999 and was named Chief Executive Officer in June 2001.,[object Object],President of Renault since May 2005,[object Object],Remains President and CEO of Nissan,[object Object],Carlos Ghosn is also a director of Alcoa and AvtoVAZ.,[object Object],He is appointed President and CEO of Renault on May 6, 2009.,[object Object],19 May 2010,[object Object],24,[object Object],Renault-Nissan,[object Object]
Fiedler`s Contingency Theory ,[object Object],19 May 2010,[object Object],25,[object Object],Renault-Nissan,[object Object]
Fiedler`s Contingency Theory,[object Object],19 May 2010,[object Object],26,[object Object],Renault-Nissan,[object Object]
Turnaround strategy,[object Object],Lewin’s model,[object Object],Renault-Nissan,[object Object],27,[object Object],3 June 2010,[object Object],19 May 2010,[object Object],27,[object Object],Renault-Nissan,[object Object]
SWOT – ExternalAnalysis,[object Object],Automakers face legislation increasingly restrictively on the fuel consumption,[object Object],Market has become hyper-competitive,[object Object],Heavy investment in R&D,[object Object],Strategy of cost becomes the major issue,[object Object],The opportunities in Asia :,[object Object],19 May 2010,[object Object],28,[object Object],Renault-Nissan,[object Object]
SWOT ExternalAnalysisCont’d,[object Object],To stay competitive Renault must diversify geographically by integrating a company that already has strong position in Asia, particularly in the regions identified  - Nissan meets these criteria  geography. ,[object Object],However, the settlements are a necessary but not sufficient in the choice of partner,[object Object],19 May 2010,[object Object],29,[object Object],Renault-Nissan,[object Object]
SWOT - InternalAnalysis,[object Object],[object Object],19 May 2010,[object Object],30,[object Object],Renault-Nissan,[object Object]

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Renault- Nissan Strategic Alliance

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