Nissan Renault Case Study

This is a case study analysis on Nissan Canada Inc. (NCI) and its plan to move from a “make to stock” to a “make to order” process and the implementation of NCI’s Integrated Customer Ordering Network (ICON). Involved in the implementation of ICON, NCI is faced with several challenges in the conversion of its outdated ordering process to Manugistics, an Enterprise Resource Planning (ERP) system. (Hunter, 2007)

In recent years, the global recession has made a huge impact on the company cash flows and its financial situation. To sustain as a global leader in the highly competitive automobile industry the GM needs to have its own strategic plan to produce the next generation of vehicles and it has got no time to delay. This is a crucial time for automobile industry with many threats, but opportunities as well. The company has to choose the best "opportunities" to overcome the "threats" and "weaknesses" using its "strengths". The next several years will redefine

After the 2011 Earthquake and Tsunami that hit Japan, Nissan was able to recover faster than other leading automobile manufactures, such as Toyota and Honda. Nissan was able to recover so quickly because the company had a crisis plan already in place, which involved international connections, relationships and deals with suppliers. In this essay, Nissan’s operation management functions will be discussed, in addition to the critical path method (CPM) and the program evaluation and review technique (PERT) and how these methods can be fused with the company’s project management.

However, the two iconic British brand Jaguar and Land Rover failed to generate profit in the past and as a result were forced to merge with each other. Thus, the auto industry today if it wants to be competitive, it has to opt for delivering unprecedented levels of consumer value and service. Furthermore, intense competition among firms has been singled out as the one thing which is driving this unprecedented increase in consumer value and service. Therefore, the challenges facing (JLR) and other (MNC) is that because their subsidiaries in these emerging markets like China and India, find it harder to handle the performance management that’s required of them. Additionally, in order to drastically reduce production cost and deliver their products and services cheaply to consumers, (MNC) like (JLR) are entering into these joint ventures especially in China to handle production for them at such pace that causes concern among the traditional lover of the (JLR) brand.

"Since automobile parts are integrally tied in to the automobile industry, their evolution, joint-venture participation and growing role connected to joint ventures. More importantly, most of the profits generated in today's global automobile business are being made in the parts industry, rather than final assembly. Parts companies' progress in consolidation, in R&D and emerging brand strength make them highly sought-after as joint venture partners in China and elsewhere in the world."

As the world grows smaller through interconnectivity, the only real option these big car companies have left to grow is to expand internationally. This alliance is a good way to expand into new markets with partners who have experience conducting business in vastly different markets. Seeing as both companies have placed sufficient trust in one another to share technology and resources there is a much greater guarantee that this partnership will outlast the one Fiat had with General Motors.

In theory, the amalgamation of Chrysler and Daimler-Benz can bring on a considerable competitive advantage, especially in term of the economy of scale. Nevertheless, the synergy savings can only be achieved if two companies can operate the business and produce vehicles more efficiently than when they were apart. In the case of Daimler-Benz and Chrysler, many conflicts and clashes have made the integrated management impossible. Looking back, it seemed to be an unlikely marriage at the very first

Groupe Renault is a French multinational automobile manufacturer established in 1899. The company produces a range of cars and vans, and in the past has manufactured trucks, tractors, tanks, buses/coaches and auto-rail vehicles.

Ultimately, Volkswagen’s case highlight in business unethical conduct will be exposed and corporations shamed would suffer economic and reputational damage as a result. Integrity always starts from top management and is key to any successful businesses. It should be the responsibility of senior leadership to both exemplify the right behaviours and to teach the other employees the ethical standards. These factors are vital to a complete understanding and commitment to an ethical corporate culture. The repercussions of such scandal should instigate an enquiry at the broader cultural realities that drive unethical decisions in business. In particular is the warped yet common perception that the only way of determining success is money. A lot of this has to do with a person’s value being determined by money and too many individuals have no genuine sense of being without the material possessions they hold. This engulfs not only entire organisations, but even entire societies. It would be interesting to see Volkswagen attempt to regain its reputation it once held and the difficulties Volkswagen encounters along the way should serve as a firm reminder not only for other car manufacturers but all businesses worldwide that unethical conduct would not be rewarded.

1. Yes, joint venture benefited Renault and DINA and it is the best option for both companies. Renault is a multi-national company that get cooperation of a local non-competing company in Mexico, Diesel Nacional (DINA). These companies created an International expansion joint venture named Renault Mexicana. They originated from two different countries, France and Mexico. Renault has developed a product that it seeks to market in Mexico, and DINA has the privilege to be situated in that country. Renault formed a joint venture with DINA to enter the Mexican market.

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Above analysis shows the satisfaction level of Tata Motors customers towards the customer relationship managed by the Tata Motors. From the above it can be clearly stated that majority of the respondents are highly satisfied with the customer relationship managed by the Tata Motors.

In recent years the importance of strategic alliance has grown rapidly as the organizations have felt the need of keeping the hold over their respective market that seems to become extremely competitive due to the rise of new entrants. Nowadays it has become a trend for different multinational companies to increase and expand their business through effective strategic alliance. Centrica Plc is a multinational utility company that has exceptionally strategized their alliances and diversified their business all across UK and other countries. Nowadays the companies not only have alliance with the other companies but also extend their alliances with the consumers, stake holders, investors, suppliers, research centres and also with some universities. It can be said that the recent strategic alliance is more complex in nature involving not only companies but also other resources which are very important in regards to success. Present researches shows that with growing number alliances have increased the opportunity of diversity have also increased. One of the common determinants is the formal structure used to organize the cooperation. This topic has been the subject of numerous researches and every time the alliance structure has been studied differently to analyse alliance performance. In this case it

Along with other Japanese manufacturers, Nissan was successfully competing on quality, reliability and fuel efficiency. By 1991, Nissan was operating very profitably, producing four of the top ten cars in the world.Nissan management throughout the 1990s, however, had displayed a tendency to emphasize short term market share growth, rather than profitability or long-term strategic success. Nissan was very well known for its advanced engineering and technology, plant productivity, and quality management. During the previous decade, Nissan’s designs had not reflected customer opinion because they assumed that most customers preferred to buy good quality cars rather than stylish, innovative cars. Instead of reinvesting in new product designs as other competitors did, Nissan managers seemed content to continue to harvest the success of proven designs. They tended to put retained earnings into equity of other companies, often suppliers, and into real-estate investments, as part of the Japanese business custom of keiretsu investing. Through these equity stakes in other companies, Ghosn’s predecessors (and Japanese business leaders in general) believed that loyalty and cooperation were fostered between members of the value chain within their keiretsu.

BMW (U.S) Holding Corporation is a franchise of the high-end performance based global automotive company BMW. For the first time in its history, BMW is to launch its first American made car, the BMW Z3 Roadster. Having only made cars in Germany, this time the car is to be assembled in Spartanburg, South Carolina. BMW’s objective is to expand its market share in the U.S., make the brand name more global and improve its dealer network. With this in mind, the company developed a two phases launch plan for the BMW Z3 Roadster.