Prepared by: Valeria Kostyan Ekaterina Sopova Ekaterina Efimova.

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    18-Jan-2018

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Prepared by: Valeria Kostyan Ekaterina Sopova Ekaterina Efimova Executive summary Answers to case questions Conclusion and lessons Freeze agreement on March 16, 1999 Product development Brand image vis-a-vis customers Free capital resources from non-strategic, no- core assets Increased investments New production lines Improvement of manufacturing position Increase of capacity utilization $109 billion in sales, $4 billion in net profit Weak industry players Daimler-Chryslers failure Boundary-spanning leadership Company-wide building blocks The Nissan Revival Plan Building glue between Nissan and Renault Communication rituals Cross-boundary rotations Increase in operating margin Restored allure to Nissan tarnished brand image vis-a vis the customers Additional research and development investment Conquered the U.S. market, 1/3 of Nissan sales Cultural and corporate differences Functional boundaries 22 entirely new car models Innovative car model produced in Brazil Company-wide building blocks Cross-functional teams Nomination Advisory Committee Producing Renault cars in Nissan plants LCV leader in Western Europe, 14.4% share of market New vehicles International expansion, broader brand portfolio Global Supply Chain Organization (GSCO) in 2008 Global brand image Focuses on China and Russia, 5% market share New markets in India and Brazil Aggressive planning strategy Importance of a strong common glue Don not try to be an alliance of equals Create the environment of genuine trust, mutual loyalty, reciprocity, and low-risk