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    keiretsu system for purchasing parts? In what ways might the Internet facilitate this change? 2. Suppose natural attrition fails to allow Nissan to reach its goal of reducing its workforce by 21‚000 people. If this occurs‚ what would you advise Carlos Ghosn to do? Should he abandon the planned job cuts? Or should he begin to fire workers and risk violating one of Japan’s strongest cultural norms? 3. Given Japan’s culture‚ will the introduction of performance- based compensation schemes create any

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    delegation. From the case study “Too much delegation at Nissan”‚ we have got some findings that how Carlos Ghosn‚ CEO of Nissan‚ did apply to get success by practicing delegation. Question 1: What are some advantages that Carlos Ghosn can expect to obtain from retaining decision-making authority at the CEO level? What are some potential pitfalls that he must be aware of? Answer : Carlos Ghosn‚ CEO of Nissan joined in 1999.Nissan‚ Japanese automakers vehicle that is 44% own of second largest car company

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    to the fact that having the same leader in two different but common goal companies‚ both with room to expand and grow into the international markets within be to spread thin. Background: The background in this case is fairly simplistic‚ Carlos Ghosn‚ CEO for Nissan Motor Co. had a thin line fast paced production goals have lead to several quality issues amongst the launches of 3 new product lines which had potential to be a huge driver for Nissan’s future. Nissan has dropped 5 spaces in annual

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    to get in an alliance with Renault‚ which turn Mr. Carlos Ghosn in picture as the first foreigner CEO in Nissan history. From this prospective I learnt that if there is a challenge with lots of difficulties we should always take it as an opportunity and what the same did by Mr. Ghosn by taking the challenge to overcome

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    A Book Critique of: "SHIFT: Inside Nissan’s Historic Revival" by Carlos Ghosn When Brazilian-born‚ French-educated son of Lebanese parents‚ Carlos Ghosn was named COO of Nissan in 1999‚ the company was heading towards bankruptcy with a record loss of more than $6 billion in fiscal year 1999. In Shift‚ Carlos Ghosn recounts how he achieved one of the most astounding turnarounds in automotive – and corporate – history. Ghosn’s Nissan Revival Plan (NRP) outlined seemingly impossible goals

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    costs by 20 percent! Before this change‚ Ghosn estimated Nissan’s parts procurement costs were around 10 percent higher than Renault’s. To accomplish his goal‚ Ghosn had to prove that the precious keiretsu system of Japan was promoting inefficiency and mediocrity. Ghosn saw that the keiretsu affiliates were not continuing to innovate and provide cost cuts which were the main objectives of this system in the first place. This was a big controversy for Ghosn because the Japanese believed in the keiretsu

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    The Global Leadership of Carlos Ghosn at Nissan During March 1999‚ Brazilian Carlos Ghosn took over as the first non-Japanese Chief Operating Officer of Nissan‚ when Nissan had been incurring losses for seven of the prior eight years. Many of the industry analysts expected a culture clash between the French leadership style and his new Japanese employees. Analysts said‚ because the financial situation at Nissan had become critical so the decision to bring Ghosn in came at the worst possible time

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    Question 1. Renault was able to attain a good market share in the European market and it had been quite a profitable company‚ with profits jumping a massive 63% in 1999. Discuss how that success can be explained by (i) Renault’s resources and capabilities and (ii) Renault’s competitive environment. Renault resources and capabilities: Western Europe contributes the big portion (31%) of global automobile sales in1999‚ whereas Renault dominates that market with its immense strategies and was able to

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    Historical Background Originally launched to deal with general merchandising‚ the Rasamny brothers founded Rasamny Brothers Inc. in the Liberian Republic in 1934. The family owned and operated a large business conglomerate that included representation of brands such as Chrysler‚ Ford and Honda in the automotive industry in addition to Palmolive‚ Colgate and other brands. In 1957‚ the Rasamny brothers went on to expand their business and opened the first showroom and back-offices under the umbrella

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    of Nissan and gain access to Nissan’s engineering and manufacturing expertise; Nissan benefit from Renault’s marketing and design. Promising as it first appeared‚ there are‚ however‚ lots of challenges. Carlos Ghosn was appointed to be the revolution manager. Building up the team Ghosn handpicked 20 executives accompanying with him‚ appointed COO as new President‚ provided stock option for 30 executive officers‚ introduced new language policy and clarified definition of terminologies. CFTs

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