ALLIANCE FACTS & FIGURES 2012 - 2013 The Alliance’s Global footprint map of production sites United Kingdom Slovenia France Romania Spain Russia Turkey Portugal South Korea United States China Mexico Japan Morocco Colombia Brazil Iran Taiwan Egypt Philippines Kenya India Malaysia Renault group products Vietnam Thailand Indonesia Nissan/Infiniti products Vehicle assembly Chile South Africa Argentina Powertrain 02
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Renault-Nissan Alliance By Po-Chien Chung Department of International Management International Business Dr. Roger Strange 18th March‚ 2010 2930 Words 1 Introduction “The Renault-Nissan alliance‚ currently heralded as one of the most successful in the business‚ represents the combination of two very different organizations‚ structurally and culturally” (Rugman & Collinson‚ 2004). Renault-Nissan alliance is based on trust and reciprocal respect. Its organization is
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The Alliance Signed on March 27‚ 1999‚ the Renault-Nissan Alliance has built a unique business model that has created significant value for both companies. For 10 years‚ employees at Renault and Nissan have worked as partners with attitudes of mutual respect and company pride while keeping separate brands and corporate identities. In 2009‚ Renault and Nissan took cooperation to a higher level. To maximize the experience gained from 10 years of cross-cultural management and shared experience
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The term strategic alliance has become widely used to describe an agreement between two or more businesses joining together to cooperate in a specific business activity‚ so that each benefits from the strengths of the other and gains competitive advantage. The businesses are usually not in direct competition‚ but have similar products or services that are directed towards the same target audience.1 The formation of strategic alliances is widely seen asa response to globalization and increasing uncertainty
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Renault Nissan Partnership In 1999‚ Renault bought a controlling interest in Nissan at 44% of the shares. This merger raised several questions about the two companies from different countries and their methods of manufacturing and business practices in how they could co-exist and profit from one another. Now‚ the merger has proven to be the "most successful partnership in the global automobile industry" (Nissan News‚ 2005). During research for this paper‚ not much if any negative information
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of cultural dimensions‚ it will be important to concentrate on those dimensions which reflect the greatest difference in culture. In our case‚ our group will be examining the 1999 merger between auto manufacturers Nissan and Renault. The merger between Nissan and Renault is significant culturally speaking because Nissan is a Japanese company‚ while Renault is French. Firstly‚ the dimension of “individualism vs. collectivism” will be important to analyse. This is due to the fact that collectivism
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29/10/13 The Renault Nissan Case Study Phases and aims In March 1999 Renault and Nissan signed a comprehensive partnership agreement which formed a bi national automobile group of global scale. This agreement was the kick‐off for a win ‐win partnership because it gave Nissan on the one side the so much needed cash infusion‚ the alliance allowed Nissan also toexpertise in marketing‚market and to enjoy synergies with Renault Nissan gained from it brought them concentrate on the US design
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(Sources: www.media.renault.com) Global Strategy of the Renault-Nissan alliance Subject: Joint analysis on the Renault-Nissan alliance addressed to the CEO of Mitsubishi (group project) From: Group 22 Michael Sutherland Nicolas Murcia Saebong Cheon Yu Ri Na Jeong To: Professor Jan Jörgensen Due date: November 22‚ 2006 To M. Takashi Nishioka‚ Chairman of the Board of Mitsubishi Motors‚ Nowadays‚ Renault-Nissan is the fourth worldwide automaker with sales of 6‚129‚254 units in 2005
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Individual Assignment: Renault – Nissan Logistics and Supply Chain Management Logistics and Supply Chain Management Individual Assignment Module Coordinator: Dr Nicolas Wake Prepared by: Aissam Ouaza April 2012 1 Individual Assignment: Renault – Nissan Logistics and Supply Chain Management Executive summary What if each client can get exactly the right model with the right color and all the options he or she wishes in a "reasonably short" delay? (“Renault Speeds Up Delivery” O.R
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Nissan / Renault Negotiation If you are Renault‚ what would you present as the “Big Picture” (outlook and conditions proposal) for an alliance to the Nissan Board of Directors? Present it and negotiate it with Nissan. Your presentation shall include the points of: 1. Strategic objectives and scope of alliance 2. Analysis and proposal of potential operational synergies (brands‚ product range‚ geographic coverage‚ technology and expertise‚ production capacity‚ R&D‚ engineering‚ QC‚ manufacturing
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