Renault-Nissan Alliance: Success by Integration
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Case Code: BSTR422 Case Length: 14 Pages Period: 2000-2012 Pub Date: 2013 Teaching Note: Not Available |
Price: Rs.400 Organization: Renault, Nissan Industry: Automotive Countries: Europe; Japan; Global Themes: Implementation, Integration, Strategic Alliances, Globalization |
Abstract Case Intro 1 Case Intro 2 Excerpts
Different but Same
In the first week of September 2012, Renault India, the subsidiary of French automaker Renault SA (Renault), launched the Scala, a mid-size sedan, in the Indian market. While the car's styling and features were appreciated, most reviewers pointed out that the Scala was nothing but a rebadged Sunny, a sedan launched by Nissan Motor India Pvt. Ltd., the subsidiary of Nissan Motor Company Ltd. (Nissan), in India in September 2011.
Renault India had earlier launched the Pulse, a hatchback, in the Indian market. The Pulse was a rebadged Micra, launched by Nissan India in mid-2010.
The Renault-Nissan Alliance, established in 1999, was a unique arrangement in the automotive world. While mergers and acquisitions were common, a long-term, multi-faceted alliance between two culturally disparate entities was path-breaking. The Alliance involved cross holding, joint development, and joint production, and sharing best practices, platforms, parts and components, powertrains, and plants. The Alliance enabled Renault and Nissan to reduce costs and time to market, increase competitiveness, and improve profitability. The Renault-Nissan Alliance was often cited as a lesson in strategic alliance and integration.
However, the Alliance faced some tough challenges. In 2011-12, Renault's market share in Europe saw a slide. Also, with the tenure of Carlos Ghosn, the CEO of Nissan and Renault, expected to end in 2014, there were serious concerns about the future prospects of the Alliance as it seemed unlikely that a single person would be appointed as the CEO of the two auto companies again...
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