Strategic Leadership Midterm Project Spring Semester 2016 CARLOS GHOSN The “COST KILLER” Presented By: Michel Gerges Samar Nimer Introduction: Carlos Ghosn, born on March 9, 1954 is a French-Lebanese-Brazilian businessman born in Porto Velho, Brazil, who is currently the Chairman and CEO of France-based Renault, a European leading carmaker, and Chairman and CEO of Japan-based Nissan, a Japanese leading
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partnership with Renault in 1999. While the injection of capital was much needed by the Japanese car manufacturer, the most important asset exchanged in the strategic alliance turned out to be Carlos Ghosn, the Renault Executive Vice President appointed to turn around Nissan. The following analysis focuses on Carlos Ghosn’s leadership and the Nissan Revival Plan (NRP). The NRP saved Nissan and its roots seem to have originated from the Lean Action Plan framework. Get Started (First Six Months) Find
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Why was the former Nissan Management unsuccessful in turning the company around? Why could they not prevent the slide of Nissan’s ranking market share, etc.? The former managers of Nissan had been struggling to turn Nissan into a profitable company for eight years. Nissans major problem were the extremely low margins due to its lack of brand power and the very unprofitable cost structure (especially regarding purchasing costs). Nissan’s organizational and financial structures where very traditional
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MOHAMMAD YATIM STUDENT ID : 2012882218 ARTICLE TITLE : LEADING IN THE 21st CENTURY : AN INTERVIEW WITH CARLOS GHOSN Carlos Ghosn, born 9 March 1954 is a French-Lebanese-Brazilian businessman born in Porto Velho, Brazil, who is currently the Chairman and CEO of Paris-based Renault, holds the same positions at Japan-based Nissan, and is Chairman of Russian automobile manufacturer AvtoVAZ. Ghosn is also Chairman and CEO of the Renault-Nissan Alliance. He led one of the most dramatic turnarounds in
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when Carlos Ghosn arrived at Nissan was the lack of vision from management. By a restructuring in the organization and the grouping of Cross Functional Teams, I believe that the explaining and communication sharing, hereunder common vision, across the entire company was improved. Next step was the formulation of the new strategy. When formulating a strategy it is very important to choose a strategy that is compatible with the organizational culture. It is my opinion that Carlos Ghosn succeeds
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1. What factors account for the success of IKEA? The IKEAs success is derived from three factors. * Low price – 30% - 50% lower than market prices * Scandinavian design and style - good design and functional * Well-designed shopping area to be immensely appealing to customers– cheerful decorated model room, bright and inviting atmosphere, childcare centers, restaurant, etc. 2. What do you think of the product strategy? The product strategy of IKEA is to provide low price products
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1 ) Identify and discuss two factors that you think made this alliance successful? Nissan Motors Company, an automobile manufacturer in japan had serious financial debt totaling up to $20 billion and it was losing substantial market share for over 8 years. Until French auto maker Renault entered with a proposed plan to partner both companies in what became known as the Renault-Nissan B.V. (Besloten Vennootschap) strategic alliance. Much had been accomplished in the first three years of the
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Ievgeniia Sapa_BU_598 Cases summaries The case” Nissan Motor Co., Ltd., 2002” It begins with the praise of Carlos Ghosn, president and CEO of Japanese auto manufacturer Nissan Motor Co., Ltd., his successful work and prosperous contribution to company that had reached amazing results in 2002 comparing with the last three years of almost bankruptcy. Its operating profits and net profit raised 68% and 12,4% and operating margin raised from 4.75% to 7.9% from the previous year. From the case we
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พันธมิตรแห่งความสำเร็จ Renault-Nissan ย้อนกลับไป 13 ปีที่แล้ว ก่อนที่ Renault และ Nissan ประกาศความร่วมมือเป็นพันธมิตรกัน ในปี 1999, Nissan ในขณะนั้น แม้จะเป็นผู้ผลิตรถยนต์ขนาดใหญ่เป็นอันดับที่ 2 ในประเทศญี่ปุ่น แต่ก็อยู่ช่วงที่ประสบภาวะตกต่ำอย่างหนัก โดยผลประกอบการขาดทุนมาตลอดตั้งแต่ปี 1992 (ยกเว้นปี 1996) ส่วนแบ่งตลาดในประเทศตกต่ำลงตลอด 26 ปีที่ผ่านมาและไม่มีทีท่าจะสิ้นสุด ภาระหนี้สินที่มีอยู่สูงถึง $20 billion ซึ่งมากกว่า ขนาดธุรกิจของ Nissan อยู่ถึง 4 เท่า ธนาคาที่เคยให้กู้เงินมาตลอด ก็หยุดที่จะปล่อยกู้ให้
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GENERAL INSTRUCTION Read Case 2.3: Carlos Ghosn: Leader without Borders in the Stahl et al. (2012) eBook. Use relevant case information and relevant OB theory and concepts, including research from at least 15 academic-peer reviewed journal articles, to answer the following questions: * Why was organizational change necessary in Nissan? What did Ghosn and others do to implement change? Was the change effective? * What type of leader is Ghosn? What are his relative strengths and weaknesses
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