Presentation of the successful merge of Renault and Nissan Motors.
Paper Topic: Presentation of the successful merge of RENAULT corporation and NISSAN motors! In 1999, RENAULT, a French midsize automaker company decided to create an alliance with Japan's NISSAN Motors. This operation has transformed the company into a global player, inside the very competitive market of worldwide vehicular distribution. By taking over 36.8% of Nissan's capital, Renault decided to send Carlos Ghosn, as new manager from Nissan, in order for him to install a "Nissan Revival Plan" (NRP). Actually, this plan has been made in order for both corporations to restore profitability, and acquire and increase market shares in Japan. My paper presents and describes the different aspects of this successful merging operation between two cultural opposites way of managing and running business. In other words, it shows the differences and changes that have been brought by Renault Corporation. First, it presents the major leadership role played by Carlos Ghosn in successfully restoring Nissan's health. Secondly, it introduces the Nissan's Japanese way of running an !organization, and the main changes made by Renault organization, a western European firm: showing the huge differen
In 2001, the key accomplishments are an expecting post record profit of $2. operations, 46-year-old Brazilian-born Ghosn moved to Nissan Japan in 1999, and has vowed to quit if the auto maker isn't profitable by March, showing his character's determination. Finally, an exchange program has been created in order to send French managers to Japan, and Japanese managers to France. When Carlos Ghosn and his team arrived in Tokyo, aberrations are blindingly obvious. The company has been falling down in the last twenty-six years in the domestic market, and in the last ten years in the global market. By installing a French manager at the head of the company, Carlos Ghosn, and changing many aspects of the Nissan management method, Renault wanted to bring leadership in order to boost the sales of the company and bring back success. On one hand, this second part introduces and talks about the different aspects of Nissan before the arrival of Renault, and on the other hand, shows what are the changes brought by Renault Corporation, a west-European organization. Toshiyuki Shiga, today senior vice-president, says: " The decisions were taken in a closed process where our excess of confidence were hiding the essential: changes in customers' attitude". 31 (rebounding from seven years of losses), a cut costs to trim Nissan's debt load from $13 billion to $10 billion, and boost Nissan's stock price by 38 % in 2000, to about 11. The company has one of the biggest debts of the automobile industry, and hasn't realized any profits through the last decade. The key is to introduce both groups of executives to different cultures in order to reinforce the relationship between the two companies. t gap between the two ways of managing businesses. Moreover, the public opinion has been prais!ing the personality of the new Nissan leader: " A 'gaijin' (foreigner) that comes to save Nissan, speaks frankly and has the reputation to work from 7 to 23 seems to appeal Japanese people curiosity. Sawako Takeuchi, professor at the University of Tokyo, describes that individuals don't express themselves, and the force is in the group. ------------------------------------------------------------------------**Bibliography**.
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