Renault-Nissan Strategic Alliance, Case AnalysisRamin Navvabpour
-An analytical approach to define Key Success Factors of the Renault-Nissan Strategic Alliance.
-Strategies, Goals, and achievements of Renault-Nissan Strategic Alliance
-How to eliminate distances in Renault-Nissan Strategic Alliance (the CAGE model)
Renault-Nissan Strategic Alliance, Case AnalysisRamin Navvabpour
-An analytical approach to define Key Success Factors of the Renault-Nissan Strategic Alliance.
-Strategies, Goals, and achievements of Renault-Nissan Strategic Alliance
-How to eliminate distances in Renault-Nissan Strategic Alliance (the CAGE model)
the Army Crew case study is answering tree questions:
1. Why does the Varsity (V) team lose to the JV Team? (critically analyze and be specific)
2. What should Coach P do on Tuesday? Why do you recommend this action? How should he implement this action? Be specific.
3. How would you compare the Army Crew team to other types of organizational teams? What are the similarities and differences?
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Management 315: International Management, Professor In Hyeock Lee
Loyola University Chicago Spring 2013
This case study analyzes Honda's overall performance as a multinational enterprise using the company's revenue data, 4 distances, firm specific advantages, country specific advantages, foreign direct investment, and much more.
As a team, we had to provide a PowerPoint presentation with audio narration that includes the following:
A summary of the problems facing Luis Morales as he began implementing Ben Fisher's international expansion strategy.
A summary of the organizational changes he made in response to those problems.
A summary of the true value of the Sterling Partners consulting services that they provided.
An overview of what Morales should recommend.
A call to action regarding what Ben Fisher should decide.
the Army Crew case study is answering tree questions:
1. Why does the Varsity (V) team lose to the JV Team? (critically analyze and be specific)
2. What should Coach P do on Tuesday? Why do you recommend this action? How should he implement this action? Be specific.
3. How would you compare the Army Crew team to other types of organizational teams? What are the similarities and differences?
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Management 315: International Management, Professor In Hyeock Lee
Loyola University Chicago Spring 2013
This case study analyzes Honda's overall performance as a multinational enterprise using the company's revenue data, 4 distances, firm specific advantages, country specific advantages, foreign direct investment, and much more.
As a team, we had to provide a PowerPoint presentation with audio narration that includes the following:
A summary of the problems facing Luis Morales as he began implementing Ben Fisher's international expansion strategy.
A summary of the organizational changes he made in response to those problems.
A summary of the true value of the Sterling Partners consulting services that they provided.
An overview of what Morales should recommend.
A call to action regarding what Ben Fisher should decide.
Cultural differences should be considered as a main strategic issue when forming and managing
international strategic alliances, especially for the alliances that are formed of members who
have huge cultural differences like Renault-Nissan alliance. This paper focuses on studying the
cultural impacts on the international strategic alliances through analyzing Renault-Nissan case;
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
practices like what Renault and Nissan has done.
The first part of this paper provides an introduction about international strategic alliance, its
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
alliance.
The third part provides a description of the new cultural environment of the alliance and
compares the main cultural differences or challenges that should be considered in managing this
alliance like individualism vs collectivism, power distance, masculinity vs femininity,
uncertainty avoidance, time perception, truth vs virtue, decision making, language and enterprise
loyalty.
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
that the huge cultural differences between the allied companies are not obstacles for international
strategic alliances.
Nissan motors leading toward green transformationtrungduong247
Follow up with the current industry’s trend to produce friendly, fuel-efficient gas-powered vehicles; Nissan is putting more effort into its R&D, as well as its engine segment in order to gain an optimal mass-market sale of affordable fuel-efficient cars- what would help the company to continue competing efficiently. Besides the traditional products, the company is recommended to pay thorough attention to developments of electric cars, which is seen as the future of the industry. By introducing Nissan LEAF –the first mass-market priced total-electric car in 2010 in the world, Nissan displayed its clear direction going forward: “SHIFT_the way you move”
Running head SWOT ANALYSIS FOR TATA MOTORS1SWOT ANALYSIS FO.docxtoltonkendal
Running head: SWOT ANALYSIS FOR TATA MOTORS 1
SWOT ANALYSIS FOR TATA MOTORS 3
SWOT Analysis for Tata Motors
Shaneya Acker
Professor Senft
MKT501
Trident University International
February 10, 2018
Introduction
Tata motors were established in 1945 with annual revenue in the excesses of ten billion. Over time, the company has grown to become one of India’s all-time leading motor vehicle manufacturers. It has equally been ranked among the top ten motor vehicle manufacturers in the world. Based on the nature of the operations and the quality of its vehicles, it has an impressive export record history thus marketing the services and the products of the company at the international arena. In its strategic growth, the company has launched Tata Nexon in its line of production and it’s expected to achieve the desired market penetration upon its launch. Its noteworthy that the competition in this area of concern has grown so immense that the there has to be a well laid down strategy through which the company is made capable of adapting to the changing market forces which shake up its market share from time to time. To effectively handle this, a SWOT analysis of the Company’s operating environment is necessary. Available evidence has pointed lack of SWOT analysis to the failure of the Company’s City Rover Model when it tried to enter into the British market.
Strengths
Based on the fact that Tata Motors is enjoying the largest share of the market, it has got a number of strengths which should be worked on to ensure that the company achieves the market penetration for its new model of luxury to be launched. These include:
· Strongest Brand equity and share of the Indian Market.
· Good Legacy coupled with Dignity of the Tata Brand is almost as old as Ford Motor Company
· Global recognition in trucks and light buses.
· Sound fundamentals in turbo diesel engines that they developed in joint venture with Cummins
· Effective control over the Indian Market.
· Ownership of the heritage of British motor brands – Land Rover and Jaguar
· Strategic approach and collaboration with Mercedes Benz which is leading seller in premium car marketing segment of the Indian Market.
· Boasts some World class quality and product accreditations which are ISO 9001, ISO 20000 and ISO 14001
· Boasts Excellent and effective cost management framework which is Ariba Spend Management
· Excellent Supply Chain Management which utilizes SAP framework
· Has experienced, high quality, very productive and low cost work force
· Brags ownership of some of the largest automobile manufacturing plants of the world
· Strategic orientation through diversification strengths due to other conglomerate businesses of Tata Motors.
· Has high returns and excellent financial strengths totaling to about $10 Billion of annual revenues
· The parent group of the company has an annual turnover of over $30 billion thus making it stronger.
Tata Motors Weaknesses
· Product failure and has neve ...
Partial Case Analysis: Phase Separation Solutions (PS2): The China QuestionBartosz Petryński
Note: this presentation is not an exhaustive analysis.
It’s a 5-minute presentation supporting one of the debating positions.
HBR case # W12840-HCB-ENG
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
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Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
how to sell pi coins in all Africa Countries.DOT TECH
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Introduction to Indian Financial System ()Avanish Goel
The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
what is the best method to sell pi coins in 2024DOT TECH
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Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
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USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
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The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
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@Pi_vendor_247
1. Renault – Nissan’s External
Audit
Group Members
• Ulusyar Tareen
• Shehreyar Khan
• Yuze Yao
• Hua Meng
• Li Li Renault-Nissan 1
Leading to High Performance
2. Agenda
Introduction of the company { Yao}
Leadership of Carlos Ghosn
Industry dynamics {Claire}
The Alliance of Nissan and Renault – Objectives
and Goals with SWOT and PESTEL Analysis by
{ Shehreyar Khan}
Current business model and previous Models
Value Chain Model and Porters 5 Forces Analysis
by { Ulusyar Tareen}
Current Performance of the company
Renault-Nissan 22Renault-Nissan
3. Who is Carlos Ghosn?
Born on 9th March, 1954, in Porto Bello, Brazil
Throughout his life he lived and worked all over the world and gained wide
cultural awareness
Spent 18 years with Michelin in Brazil and North America
Joined Renault in 1996 as Executive Vice President of Advanced R&D,
Manufacturing and Purchasing
Appointed as COO of Renault in 1998.
Joined Nissan Motor as Chief Operating Officer in June 1999 and was named
Chief Executive Officer in June 2001.
President of Renault since May 2005
Remains President and CEO of Nissan
Carlos Ghosn is also a director of Alcoa and AvtoVAZ.
He is appointed President and CEO of Renault on May 6, 2009.
3Renault-Nissan
4. Introduction of the companies
By 1999, the environment of car manufacturers has become super
competitive:
globalization driven by market internationalization
need for Renault and Nissan to reach critical size
saturation of certain geographic areas for production and
distribution.
Opportunities for survival - 4 million vehicles; new areas (Asia, Latin
America)
Address market saturation in Europe
Cope with Asian leader Toyota
Founded 1898
Cooperation with
Volvo 1990
Alliance with Nissan
1999
Founded 1911
Financial distress
1990
Alliance with Renault
1999
Renault
Nissan
4Renault-Nissan
5. Strategic Alliance
Definition
Agreement for cooperation among two or more
independen firms to work together towards common
objectives
Companies in a strategic alliance do not form a new
identity to reach their aims but cooperate while
remaining apart and distinct
The alliance between Renault and Nissan was
signed on 27th of March, 1999
5Renault-Nissan
6. Nissan’s problems before the alliance
Nissans problems before the alliance
$ 20 billion in debt
The reasons of the problems
Recession in early 90’s in Japan
There was complacency and a lack of urgency in the culture
There was no cross-functional and cross-regional
communication
The design of the cars was out of touch with the market
A high degree of bureaucracy
There was an emphasis on engineering culture rather than
managerial culture and promotions.
Renault-Nissan 66Renault-Nissan
7. The objectives of the alliance
Renault Nissan
Respective objectives
Improving quality
Internationalize
Reduce Costs
Reduce Debt
Common objectives
Economy of scale
Technological Know-How
Leader for the quality and attractiveness of products &
services
7Renault-Nissan
8. Aim of the alliance
Two principles
Developing all potential synergies by combining the strengths
of both companies through a constructive approach to deliver Win-
Win results
Preserving each company’s autonomy and respecting their own
corporate and brand identities
Three objectives
Quality and value of products and services in each region and
market segment
Key technologies in engines, electronics and the environment
Operating profit.
8Renault-Nissan
9. Corporate Structure of the Alliance
Renault-Nissan BV
strategic management company
Alliance Board of Directors
Carlos Ghosn
Renault-Nissan
Purchasing Organization
Renault-Nissan
Information Services
9Renault-Nissan
11. Industry dynamics
Renault-Nissan 11
Rivalry
among
competitors
- High
Buyer power
- High
Supplier
power -
Medium
Threat of
new entrants
Low
Threat of
substitutes -
Medium
11Renault-Nissan
HHI - competitiveness in an industry - Automotive Vehicles 2754.0
Porter’s five forces
Industry life cycle – Mature
12. Common platform with Nissan for small cars
Joint research projects and exchange of
components (leading to standardization of these
products)
The decision to return to the Mexican market,
using Nissan’s powerful industrial and commercial
presence
12
Current Business Model
Post Merger Strategy
Renault-Nissan
13. Further expansion in Europe
and growth in Asia
To draw on the strengths of
complementary expertise in
sales and technology, and to
reduce costs and enhance
performance.
13
Current Business Model
Post Merger Strategy
Renault-Nissan
14. Restructuring
The aim of this restructuring was to be profitable and
competitive
Sales & Marketing, Distribution, Human Resource were the
key areas where restructuring initiatives have taken place.
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.
14Renault-Nissan
15. Trust, addition of value to both sides, high commitment
Equity, fair dealing, both profit
Electronic linkages to share key information, problem feedback and
discussion
Mechanisms for close coordination, people on-site
Involvement in partner’s product design and production, shared
resources
Long-term contracts
Business assistance beyond the contract
15Renault-Nissan
New Orientation Partnership
16. Transnational Model of RENAULT-NISSAN
Assets and resources are dispersed worldwide into highly
specialized operations that are linked together through
interdependent relationships.
Structures are flexible and ever-changing.
Subsidiary managers initiate strategies and innovations
that become strategy for the corporation as a whole.
Unification and coordination are achieved primarily
through corporate culture, shared visions and values, and
management style rather than through formal structures
and systems
16Renault-Nissan
18. Pestel for renault
357 million market size
UK france germany italy spain ireland swededn
Austria, Denmark, Finland 12 countries
Competitors Volvo(niche) Psa wagon BMW
Mercedes(German) fiat ford
Psa Reno fiat high volume European cars and
market is Europe only & try to keep Japanese out
of market
Pressure to elt Japanese companies get in
Companies asked for VRA (voluntary restraint
agreement)
Renault-Nissan 18
19. VRA = limit the no Japanese cars that are sold in
the European market for a limited period
They did this to make them self super competitive
so they can fight the Japanese cars or leave their
market and start globalization
VRA lasted 7 years and Japanese cars were limited
to 16%
Japanese agreed cause they had a low political
influence so that Europeans will be more
supportive
Renault-Nissan 19
20. Real drivers were political and legal change with
economical and environmental change
Renault used this to become tougher and
restricted company and acquired Nissan during
that time
Renault-Nissan 20
21. Value Chain Analysis Nissan-
Renault
Renault-Nissan 21
INFRASTRUCTURE: Main Head office Backup & Administration offices Internationally
HRM: Mainly Nissan, Executive Exchanges Across the Board
Technology: Faster Product Development, Joint product development & Economies Of
Scale
Procurement: Coordinated Procurement & Improvement in Nissans Supply chain
Distribution
Use of
common
Distribution
channel
Production
Decrease Number of
Plants to save Extra
Overheads
Marketing
Separate
Brand Names
MARGIN
22. Value Chain Analysis Nissan &
Renault
Renault Nissan
Human Resource Management Human Resource Management
Individuality Group
Technology Technology
Good Sleek Designs Reliable, Lacked Design
Procurement Procurement
Suitable Supply chain resulting reduced
cost’s
Needs Good Strategies to cut cost’s
Production Production
Mass Production (Economies of Scale) Mass Production (Economies of scale)
Distribution Distribution
Good Channel in Europe only. Good System In Asia & U.S.
Marketing Marketing
Performance, Value for Money Quality, Value for Money
Renault-Nissan 22
23. SWOT – External Analysis
Hyper-competitive Market
Heavy investment in R&D
Strategy of cost becomes the major issue
Renault-Nissan 23
Country China Malaysia Singapore Hong Kong Japan
Qualification of
workplace
Cost of labor
Politic Stability
Taxes
Unemployment
Highly Favorable Moderate Unfavorable
Opportunities in Asia :
24. SWOT – Internal Analysis
Renault-Nissan 24
Strengths Renault Weakness Nissan
Good cost control's for its
debts
Recurring Losses
Innovative & Creative Lack of Creativity Product
Renewal Needed
Privileged relationship with
suppliers
Mismatch between suppliers
and its globalization strategy
Strong Management Weak Management
Strengths Nissan Weakness Renault
Quality Products Lack of Technology
37% of the total in U.S. &
28% Japan
No Recognition in U.S. & Japan
Huge Production Setup Small production Setup
25. SWOT Analysis Cont’d
Strengths for Nissan are weaknesses for Renault &
vice versa
Complementary in many respects
Nissan weaknesses are mainly due to
mismanagement of their resources
To stay competitive Renault needed to diversify
geographically in Asia & U.S. – Nissan meets this
criteria
Technological & Design exchange between Nissan
& Renault gave Renault & Nissan strength
Respectively
Renault-Nissan 25
