Strategies Alignment Used by Carlos to Bring Nissan Corporation to Profitability

Their strategy is combined in their company’s culture and core values which will not substitute

In this TMA I'm going to discuss the strategy of two firms. The first one is Samsung which provide a strongly performance and on the other side Nokia which is performing in a weak way. By choosing Samsung as a firm that performing strongly we have to discuss its structure. Any organization has to set the main points of structure and its key point to develop a successful organizational structure. As Samsung set its main points as the size of the company, the type of the industry performance and the marketing strategies. Also Samsung set the key points as the division of labor, span of control, departmentalization, formalization and chain of command. By discussing the key element it shows the structure of the firm as the first element is formulization which the way the firm is guided by culture, rules and lows. Moreover at Samsung electronics allow the employees are divided into levels and all of run hair to the decision of the manager without any challenges. The second key element is that the structure of Samsung electronics is centralized which means that the lower level managers do not have the power to take decisions. The decision making process is produced from the tow level managers passing through the ground level of mangers. Which that the decisions which are taken are well combined the goals and objectives of the company by avoiding any risks. Moreover Samsung has a large degree of span of control. Span of control is the number of

Nissan is guided by the corporate vision of enriching people's lives and contributes to the sustainable development of society through global activities. The company’s mission is to provide innovative and unique automotive products and services that deliver superior values to all stakeholders in alliance with Renault. As the world's leading automotive manufacturer, Nissan is also committed to providing solutions for human being. The company is committed to providing better, more valuable and sustainable mobility for all stakeholders - including customers, shareholders, employees and communities engaged in business activities. According to its business activities, Nissan not only create economic value, but also for the sustainable development of society to make a positive contribution.

If you fail to plan, then you plan to fail. Many people commonly use this phrase and in a business, this phrase couldn’t be truer. Having a plan is crucial, but just having a plan will not due. This is where strategic management comes in. Many businesses use strategic management and in this paper we will use the company Dish as our example. Strategic management involves both the formulation and implementation of a plan. Implementation is an essential part of the strategic planning process because having a plan without actually putting it into action is pointless. The successful implementation of the strategic management plan in a large corporation like Dish is highly reliant on measurement and evaluation efforts during and after the implementation phase. In this essay, I will review strategies Dish used that were not successful as well as ones that were. I will also discuss barriers that might have interfered with the success of some strategies and the type of strategic evaluation efforts I think are necessary to keep an eye on progress. Finally, I will talk about how measurement of implementation processes and the evaluation process helps assure future success for Dish.

Carlos Ghosn is very strong leader who leading the Renault and Nissan. He made the Company strategic alliance for Nissan with French auto car manufacturer Renault was mutually beneficial for both companies, each of them expanding portfolio and becoming more competitive in the context of globalized mature automobile market.

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.

Whilst the Nissan Company has much strength, it also has weaknesses. One of these is that they assumed that most customers preferred to buy good quality cars rather than stylish. A further weakness is that Nissan had tied up over $4 billion in the stock shares of hundreds of other companies. Another weakness is that they had displayed a tendency to emphasize short-term market share growth, rather than profitability or long-term

This report is a direct response to the concerns of CEO and the management of company, about the ongoing strategic issues. The current strategic matters and problems in the organizational system are thoroughly analyzed. Purposed strategic changes are presented which address directly to the identified issues, and the tactics for successful implementation are also discussed for welfare of company.

In 1999, the Nissan was suffering under a decade of decline and unprofitability, in fact the company was on the verge of bankruptcy, with continuous loses for the past eight years resulting in debts of approx. $22 billion. Elements impacting Nissan's performance prior to the global alliance with Renault

Environment factors:  The exhaustion of fossil energy sources has placed an enormous pressure on Toyota in developing replacement or hybrid engines. According to the forecast of trustworthy organization, oil sources will be exhausted in the next 50 years, gas in 60 to 70 years.  Disasters has significantly influenced on automotive industry due to revenue and performance loss caused by them.  Environment pollution rate should be involved in investment decision making procedures of car manufacturing companies since it can move the taxation, tariff and policies of governments. Legal factors:  Automotive industry is subject to various rules and regulations as well as legislation. The legislation covers areas like competition law, consumer protection and taxation, intellectual

In the topic related to the enterprise management, we all agree that strategy is the core content. It does not only lead business operation in right direction but also make all department coordinated joint efforts. The real good strategy is a clear and deep consideration based on the issue or challenges that enterprise is facing. In the book, Richard discusses three core components of good strategy, four characteristics of bad strategy and nine power sources of good strategy.

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. The continuing losses were resulting in debts (approximately $22 billion) that were shaking the confidence of suppliers and financiers alike. Furthermore, the Nissan brand was weakening in the minds of consumers due to a product

is to ask, “Where are we now as a business, where do we want to be, and how should we

This report is based on the business analysis conducted of the Nissan Motors and the Japanese automotive industry at the time Ghosn was appointed as CEO in 1999. The analysis of the strengths and weaknesses along with the opportunities and threats to the company are evaluated and it is presented using the SWOT framework. SWOT framework is mainly used for the assessment of the Micro environment of any company and hence it is very useful here. Apart from this assessment, how this company how managed its weaknesses in order to compete in the market is also considered in this report based on its importance in the business analysis. Evaluation of the business objective new vision and mission that Ghosn set for company and how these are incorporated in the business profile is also included in this report.

If Nissan is indeed seen to transform into a divisional form in the sense of Mintzberg’s model, diversification of products based on the particular market would be apparent. This is not overtly stated in the case study. However, as Nissan is viewed as a multinational organization which implies, as Porter cited in Segal-Horn (2006a), suggests, faces the associated challenges of major differences between markets of various countries. Consequently, subsidiaries of Nissan would diversify products in other countries in order to ensure optimum global market penetration.