Renault-Nissan S09

Report
Prepared by:
Valeria Kostyan
Ekaterina Sopova
Ekaterina Efimova

Executive summary

Answers to case questions

Conclusion and lessons

“Freeze” agreement on March 16, 1999

Product development

Brand image vis-a-vis customers

Free capital resources from non-strategic, nocore assets

Increased investments

New production lines

Improvement of manufacturing position

Increase of capacity utilization

$109 billion in sales, $4 billion in net profit

Weak industry players

Daimler-Chrysler’s failure

Boundary-spanning leadership

Company-wide building blocks

The Nissan Revival Plan

Building glue between Nissan and Renault

Communication rituals

Cross-boundary rotations

Increase in operating margin

Restored allure to Nissan tarnished brand
image vis-a vis the customers

Additional research and development
investment

Conquered the U.S. market, 1/3 of Nissan sales

Cultural and corporate differences

Functional boundaries

22 entirely new car models

Innovative car model produced in Brazil

Company-wide building blocks

Cross-functional teams

Nomination Advisory Committee

Producing Renault cars in Nissan plants

LCV leader in Western Europe, 14.4% share of
market

New vehicles

International expansion, broader brand portfolio

Global Supply Chain Organization (GSCO) in
2008

Global brand image

Focuses on China and Russia, 5% market share

New markets in India and Brazil

Aggressive planning strategy

Importance of a strong ”common glue”

Don not try to be an alliance of equals

Create the environment of genuine trust,
mutual loyalty, reciprocity, and low-risk

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