The Renault and Nissan alliance Renault, the oldest automaker in France, had been nationalized by Charles de Gaulle in 1945. In the late 1990s, its financial performance had been buoyed by a strong European car market, several popular new models, and extensive cost-cutting. So it was time for Renault to find the partners again since merging with Swedish automaker Volvo had failed due to not match objective; internationalization. In 1997, the Asian financial crisis was like the opportunity for Renault
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Renault/Nissan: The Making of a Global Alliance Prepared By: Jason Park & Isaac Hattem Why is Renault seeking a strategic partner? What are Renault’s strengths and weaknesses in seeking a partner? The most successful strategic alliances are between companies with complementary strengths and weaknesses. Renault has been building cars since it was started under the name Socié Renault Frè té res. Louis Renault, his brothers Marcel and Fernand, and his friends Thomas Evert and Julian Wyer founded
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Renault-Nissan Alliance is a strategic Franco-Japanese partnership between automobile manufacturers Renault, based in Paris, France, and Nissan, based in Yokohama, Japan, which together sell more than 10% cars worldwide.[1] The companies, which have been strategic partners since 1999, have nearly 350,000 employees and control six major brands: Renault, Nissan, Infiniti, Renault Samsung Motors, Dacia and Lada.[2] The car group sold 8.1 million cars worldwide in 2012, behind Toyota, General Motors
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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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Renault Nissan Alliance Cotina Mills BSA 555 MBA 462 October 21, 2013 Dr. Peter Natale CERTIFICATION OF AUTHORSHIP: By my signature, and to prevent HONOR CODE violations, I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and disclosed in the paper. Through the use of APA format, I have cited any sources from which I used data, ideas or words, either quoted directly or paraphrased. I also certify that this paper
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The International Journal of Organizational Analysis 1997, Vol. 5, No. 2 (April), pp. 156-179 GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS Suresh Gopalan Joan B. Rivera West Texas A&M University India's emergence in the international business arena presents challenges to Western-trained expatriate managers assigned there. These expatriates are familiar with management theories and practices based on value orientations very different from those in
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Nissan case notes Taking on the challenge - Renaults cash injection 5.4 billion us - Renault would get access to North America and Asia - Nissan would get access to Europe and Latin America - Renault would get access to Nissans’ Engineering and Manufacturing expertise - Nissan would get access to Renaults’ Marketing and Design flair - Nissan had posted global losses in six of the previous seven years. - Nissans 4 out of 43 models were profitable - Daimler insiders afraid of Japanese resistance to change
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of Nissan and Renault – Carlos Ghosn Chao Ru chao.ru@laverne.edu University of La Verne Graduate School of Business BUS 586 – CRN 1354: Leadership for the Future Professor John C. Sivie June 28, 2012 I. Table of Contents I. Table of Contents 2 II. Background and Award of Carlos Ghosn 3 III. Important Contributes for Nissan from Ghosn 4 IV. Doing the Right Things of Carlos Ghosn 5 V. Learn from Carlos Ghosn 7 VI. References 9 Chairman and CEO of Nissan and Renault – Carlos
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Nissan is one of the world's leading automakers. Jidosha-Seizo Kabushiki-Kaisha("Automobile Manufacturing Co., Ltd." in English) was established in 1933, taking over all the operations for manufacturing Datsun from the automobile division of Tobata Casting Co. LTD, and its company name was changed to Nissan Motor Co., Ltd. in 1934. There were numerous good and bad times the company has faced but it became consistently with the progression of time and now it has turned into one of the main company
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currently the Chairman and CEO of Yokohama, Japan-based Nissan and holds the same positions at Paris-based Renault, which together produce more than one in 10 cars worldwide.[1] Ghosn is also Chairman and CEO of the Renault-Nissan Alliance, the strategic partnership overseeing the two companies through a unique cross-shareholding agreement. For orchestrating one of the decade's most aggressive downsizing campaigns and spearheading the turnaround of Nissan from near bankruptcy in the late 1990s, Ghosn earned
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