2. Criticism All Around
“….marriage of desperation for both parties…”
-Business Week
“….two mules don’t make a race horse…”
-CEO , Chrysler
3. History
Alliance with Nissan
Founded 1898 1999
Renault
Cooperation with
Volvo 1990
Alliance with
Founded 1911 Renault 1999
Nissan
Financial distress
1990
•Increasing competition in the automobile Industry by the year 1999
•Saturated Markets
•Globalization
4. Nissan Before Alliance
$ 20 billion in debt
Recession in early 90’s in Japan
There was complacency and a lack of urgency in the culture
The design of the cars was out of touch with the market
A high degree of bureaucracy
There was an emphasis on engineering culture rather than
managerial culture and promotions
5. Renault Before alliance
Main source of revenue - small to medium size cars in Europe
Lack of presence in the international market
85 % of sales in Western Europe
Limited Product line
Bland styling and poor product quality
6. Internal Analysis
Strengths Renault Weakness Nissan
Less debt burden Recurring Losses
Lack of creativity and renewal of its
Highly innovative products
Products
Overall management practices Poor management capacity
Supplier relationships in
Privileged relationship with suppliers
mismatch with a globalization strategy
Capacity Management Slow to adapt change
Strengths Nissan Weakness Renault
Quality Products Too small to compete at world stage
High technological acumen Presence only in European market
7. Opportunities
Country China Malaysia Singapore Hong Kong Japan
Workplace
Cost of labor
Politic al
Stability
Taxes
Unemployment
Very Favorable Favorable unfavorable
8. Industry Dynamics
Buyer
power
High
Threat of Rivalry
Supplier
substitut among
power
es competitors Medium
Medium High
Threat of
new
entrants
Low
9. Strategic Alliance
Agreement for cooperation among two or more firms
Companies do not form a new identity
Co-operate while remaining apart and distinct
The alliance between Renault and Nissan was signed on 27th
of March, 1999
10. Objectives of the Alliance
Developing all potential synergies by combining the strengths
Providing global reach
Preserving each company’s autonomy and respecting their own
corporate and brand identities
Improving quality and value of products
Benefit from each other's key technologies
12. Current Business Model
Common platform sharing
Joint research projects and exchange of components
Further expansion in Europe and growth in Asia
To draw on the strengths of complementary expertise
in sales and technology
in order to reduce costs
In order to enhance performance
13. Goals Achieved by the Alliance
Third largest global automaker
Global market share of 9% (by volume)
Significant presence in major world markets (United States,
Europe, Japan, China, India, Russia)