Analysis of Honda Motor Company Report by Valanium Analysts: Yutaka Matsumoto‚ Yuichi Murakami‚ Michio Okazaki (ymatsum@mit.edu‚ yuichi@mit.edu‚ mokazaki@mit.edu ) Investment Recommendation: MARKET OUTPERFORM December 3‚ 2001 NYSE (11/30/00) 52 week range Revenue (2002 Est.) Market Capitalization Share Outstanding $ 76 $ 54.59 - $92.35 $ 60.08B $ 37.02B 487.2M 0.55% 34K EPS Forecast FYE 12/30 EPS Ratios Forward P/E Forward PEG M/B 2001A 2002E 2003E 2004E $3.85 $5.49 $5.88 $6.27 Firm
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two leaders—General Douglas MacArthur and Nissan’s CEO Carlos Ghosn—who came to Japan from the outside during organizational crises and conducted organizational reforms and cultural changes at two different levels—the country Japan and the company Nissan. Using Edgar H. Schein’s (1992) frameworks‚ culture-embedding mechanisms and basic assumptions‚ I examine what has‚ and has not‚ been changed by the two leaders in terms of organizational culture. I will show how most of
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comparison to PSA Peugeot – Citroen‚ Renault has partnered with Nissan very successfully which has completely reversed their fortunes. From this strategic alliance‚ Renault have managed to maintain its presence in France which is a key success factor for them as a European producer as well as being able to draw upon the knowledge of Nissan in developing an electric car‚ which many believe is the future in the car industry. Ghosn‚ Renaults CEO‚ is CEO of Nissan also and has been successful at developing
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integral part in the success or failure of an organization. Realizing that immediate change was needed‚ Nissan turned to Carlos Ghosn to revive a company headed towards bankruptcy with a record loss of more than $6 billion in fiscal year 19991. Using core tasks of change leadership Ghosn implemented procedures and technologies to deal with rapid changes in the business environment which transformed Nissan into one of the most profitable companies in the world. Simply put‚ Carlos Ghosn’s leadership spearheaded
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Disadvantages of Mergers & Acquisitions 10 5.5 Driving Forces Behind Automotive Mergers and Acquisitions 10 5.6 The long-term success of M&A in the automobile industry: 12 5.7 Case Study - Merger of Daimler-Benz & Chrysler AG 14 5.9 Case study – Nissan Renault Alliance 15 5.10 Case study – Tata- Jaguar Land Rover 16 6. Methodology 18 7. Data Analysis 19 7.1. Industry Analysis 19 8. Conclusion 20 9. Bibliography 21 10. Appendix 25 1. Student Background & Course Details 1.1 Course Details
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producing more than 14 million internal combustion engines each year. Honda surpassed Nissan in 2001 to become the second-largest Japanese automobile manufacturer. As of August 2008‚ Honda surpassed Chrysler as the fourth largest automobile manufacturer in the United States. Honda was the seventh largest automobile manufacturer in the world behind Toyota‚ General Motors‚ Volkswagen AG‚ Hyundai Motor Group‚ Ford‚ and Nissan in 2010. Honda was the first Japanese automobile manufacturer to release a dedicated
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leadership can propel an organization to levels of high performance. (Kreitner & Kinicki‚ 2004). Nissan Motor Company Nissan Motor Company was Japan’s second largest automaker after Toyota but declining sales due to an unpopular product line caused the company to reach the brink of bankruptcy in 1998. Due to financial problems throughout the 1990s‚ Nissan formed an alliance with the French auto manufacturer Renault and named Carlos Ghosn‚ the first non-Japanese person to run a Japanese car company as its
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Made in India There are about 65 million scooter owners in India. Families are forced to pile onto scooters‚ or make several trips to commute. Clearly‚ this is not an ideal form of transportation for most people. However‚ the low income in India has prohibited individuals from purchasing a vehicle than can cost more than $10‚000. Is India’s Tata Motors new four-door‚ four-seat‚ rear-engine car for $2‚500 a good alternative plan for transportation in India? In an article‚ “No‚ No‚ No‚ Don’t
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Silverman‚ Prof. Hau Lee (Case: GS-62 Date: 04/29/08) Stanford Graduate School of Business) Topics: International Value Chain‚ Foreign Trade Related Risks & Trade Barriers Internationalised Value Chain of Renault Logan Pitesti ROMANIA €489 Million Investment in Production site for Renault Logan CKD Parts CKD-parts Decree 166: 0% duty rate for ~90% of parts Moscow‚ Russia investment of €230 for assembly plant Duty Free CBUs 0% duty rate resulting from free trade agreements By 2006 20
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The Global Car Industry Facing Recession and a Credit Crisis Case study Reference no 309-032-1 This case was written by Nick S Potter‚ Birmingham Business School‚ University of Birmingham. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources. © 2009‚ Birmingham Business School‚ University of Birmingham. No part of this publication may be copied
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