Mergers and acquisitionby nissan
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This document discusses the 1999 merger between Renault and Nissan. At the time of the merger, Renault was a expanding French automaker focused on Western Europe, while Nissan was a declining Japanese company with underutilized capacity. The alliance created the sixth largest global automaker, combining Renault's expertise in development and markets with Nissan's engineering strengths. The merger aimed to increase profits and competitiveness against Toyota and GM by improving quality, technology, and attractiveness of products and services while maintaining each brand's culture. However, mergers also risk one company giving more than it receives or cultural clashes between the merging organizations.
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Nissan’s success story
1) Nissan began in 1911 as Kwaishinsha Motor Car Works, producing its first car called DAT in 1914. In 1934, it was incorporated as Nissan Motor Co.
2) In the 1990s, Nissan was facing severe financial difficulties with $23 billion in debt and declining market share. In 1999, it entered an alliance with Renault of France.
3) Under the leadership of CEO Carlos Ghosn and his "Nissan Revival Plan" from 2001-2005, Nissan reached record profits and a dramatic revitalization by closing factories, laying off workers, reducing costs from global suppliers, and making English the common work language.
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Nissan Motor Company is a Japanese multinational automaker headquartered in Japan. It was formerly established in 1933 as Jidosha-Seizo Co., Ltd. and was renamed Nissan Motor Co., Ltd. in 1934. Today, Nissan is one of the largest car manufacturers in the world and produces cars, SUVs, trucks and electric vehicles. In 1999, Nissan formed an alliance with Renault S.A. to achieve growth through collaboration. Carlos Ghosn is currently the CEO and president of both Nissan and Renault. Nissan aims to enrich people's lives through trust, innovation and measurable value.
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The document discusses the strategic alliance between Renault and Nissan. Renault and Nissan formed an alliance in 1999 due to both companies needing to expand globally. Nissan was facing financial difficulties and wanted to access overseas markets, while Renault only had a 4% global market share and was confined to Europe. The alliance gave both companies access to new markets and economies of scale. It involved Renault acquiring a 36.8% stake in Nissan in exchange for cash and loans to help turn Nissan around financially. The alliance provided both companies with strategic benefits like increased international presence, shared resources, and transfer of best practices.
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The Renault-Nissan Alliance is a strategic partnership formed in 1999 between French automaker Renault and Japanese automaker Nissan. It is based on cross-shareholding between the companies, with Renault owning 43.4% of Nissan and Nissan owning 15% of Renault. The Alliance sells over 8 million vehicles per year under the Renault, Nissan, Infiniti, Renault Samsung, Dacia, and Lada brands. It aims to be one of the top three automakers globally in terms of quality, technology, and profits. Chairman and CEO Carlos Ghosn oversees the partnership and has emphasized increasing synergies while maintaining each company's independence and brand identity.
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Nissan underwent major restructuring through its Nissan Revival Plan (NRP) in response to financial losses. Key aspects of the NRP included cutting costs by 1 trillion yen, reducing debt, restructuring operations, and increasing R&D investments. As a result, Nissan returned to profitability, increased production efficiency, and strengthened its alliance with Renault. Building on the success of the NRP, Nissan launched its new Nissan 180 business plan to sell 1 million additional vehicles annually and achieve an 8% operating margin and zero debt by 2004 through new models, design improvements, and further cost reductions.
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2) In the 1990s, Nissan was facing severe financial difficulties with $23 billion in debt and declining market share. In 1999, it entered an alliance with Renault of France.
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Nissan Motor Company is a Japanese multinational automaker headquartered in Japan. It was formerly established in 1933 as Jidosha-Seizo Co., Ltd. and was renamed Nissan Motor Co., Ltd. in 1934. Today, Nissan is one of the largest car manufacturers in the world and produces cars, SUVs, trucks and electric vehicles. In 1999, Nissan formed an alliance with Renault S.A. to achieve growth through collaboration. Carlos Ghosn is currently the CEO and president of both Nissan and Renault. Nissan aims to enrich people's lives through trust, innovation and measurable value.
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The document discusses the strategic alliance between Renault and Nissan. Renault and Nissan formed an alliance in 1999 due to both companies needing to expand globally. Nissan was facing financial difficulties and wanted to access overseas markets, while Renault only had a 4% global market share and was confined to Europe. The alliance gave both companies access to new markets and economies of scale. It involved Renault acquiring a 36.8% stake in Nissan in exchange for cash and loans to help turn Nissan around financially. The alliance provided both companies with strategic benefits like increased international presence, shared resources, and transfer of best practices.
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The Renault-Nissan Alliance is a strategic partnership formed in 1999 between French automaker Renault and Japanese automaker Nissan. It is based on cross-shareholding between the companies, with Renault owning 43.4% of Nissan and Nissan owning 15% of Renault. The Alliance sells over 8 million vehicles per year under the Renault, Nissan, Infiniti, Renault Samsung, Dacia, and Lada brands. It aims to be one of the top three automakers globally in terms of quality, technology, and profits. Chairman and CEO Carlos Ghosn oversees the partnership and has emphasized increasing synergies while maintaining each company's independence and brand identity.
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The document discusses the strategic alliance between Renault and Nissan. It began in 1999 through a cross-shareholding agreement where Renault acquired a 36.6% stake in Nissan. The alliance was formed to gain economies of scale, share technologies and risks, and enter new markets. It combines Renault's strength in Europe and Latin America with Nissan's capabilities in Japan, North America, and Asia. Key to its success has been Carlos Ghosn's leadership and the creation of cross-functional teams between the companies to foster cooperation while maintaining separate brands and identities. The alliance is now the fourth largest automaker globally.
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have huge cultural differences like Renault-Nissan alliance. This paper focuses on studying the
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whereby trying to prove that the cultural differences are not obstacles in front of the international
strategic alliances if well managed. On contrast, the cultural differences may provide new
opportunities by combining the best of the different cultures and come up with new best
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definition and characteristics based on the Organization for Economic Co-operation and
Development (OECD), and the main benefits companies aim from strategic alliances in general.
The second part provides an overview of Renault-Nissan alliance and a brief description about
Nissan revival plan which was developed by Carlos Ghosn, in addition to the synergies of the
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global level.
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strategic alliances if well managed. On contrast, the cultural differences may provide new
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The second part provides an overview of Renault-Nissan alliance and a brief description about
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alliance.
The third part provides a description of the new cultural environment of the alliance and
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The fourth part provides details and figures that show the alliance success and the benefits it has
gained for both Renault and Nissan as their alliance became the fourth car manufacturer on the
global level.
The fifth part as being the conclusion confirms that Renault-Nissan alliance success is evidence
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Mergers and acquisitionby nissan
- 2. Presented to Bhagesh sir MERGER AND ACQUISITIONS Presented by- Shamal Irkar Bhagyashri Mahajan
- 3. What is a Merger? • Combination of two or more companies which is restructured to create positive growth. • Two entities competing in a similar industry producing similar goods.
- 5. Introduction to Nissan • Established in 1933 • Founders :Masujiro Hashimoto ,Kenjiro Den Rokuro Aoyama, Meitaro Takeuch • Products: Automobiles, Outboard motors, Forklift Trucks • Main markets: Japan, United States, Europe, • Revenue: ¥11.43 trillion (FY2013) • Profit: ¥389.0 billion (FY2013)
- 6. Introduction to Renault • Is a French automaker • Founded :25 February 1899 • Founders :Louis Renault, Marcel Renault, Fernand Renault • Headquarters : France • Area served :Worldwide (118 countries) • Main products: Automobiles, commercial vehicles, • Revenue: €40.932 billion (2013) • Profit: €695 million (2013)
- 7. Pre-merger Renault (Expanding company) 1. Full capacity 2. high concentrate in Western Europe. 3. High profit 4. Intend to be global . Nissan (Declining company) 1.Failed to materialize to complete Toyota 2.54% capacity utilized 3.Poor internal communication 4.A lack of urgency & strategic future 5.Lack of cost control .
- 8. Similarity & •Large & Long history •Pariotism & Bureaucratic •Strong structure •A high proportion of senior management •Little formal business education
- 9. Difference & •Social & culture difference •Language •Decision-making •Communications system •Labour regulations •Currency
- 11. Merger and Acquisition The alliance between Renault and Nissan was signed on 27th of March, 1999 The Renault-Nissan Alliance is the sixth largest global automaker Includes: Dacia, Infiniti, Nissan, Renault and Renault Samsung Sold 8.3 million vehicles in 2013 2 global companies linked by cross-shareholdings Significant presence in major world markets (United States, Europe, Japan, China, India, Russia)
- 13. Merger Benefit 1. Renault as a rescuer to Nissan 2. Nissan has strong market in United States and Asia 3. Renault present in Europe and the Mercosur market 4. Combined technological strengths 5. Renault’s considerable expertise and development, design, in market experiences. 6. Nissan’s engineering technology strength
- 14. Goals of the mergers • Increase their profit and performances • To get a competitive level with the two world’s automaker before Renault-Nissan which is Toyota and General Motors. • Improve their quality • Improve their attractive level in products and services • Improve their technology • Keep the culture and identity of the two brands.
- 16. Disadvantages of merger • Give more then receive • Culture clash
- 17. THANK YOU FOR ATTENTION.....