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Renault–Nissan Alliance


Alliance is a strategic Franco partnership between automobile Renault. based in Paris, and Nissan. based in Yokohama, which together sell than one in 10 cars worldwide. [ 1 ] The which have been partners since 1999, nearly 350,000 employees and eight major brands: Nissan. Infiniti. Renault Motors. Dacia.

Datsun. and Lada. [ 2 ] The car group sold 8.1 cars worldwide in 2012, Toyota. General Motors. and for total volume. [ 3 ] As of December [update]. the Alliance is the world’s plug-in electric vehicle with global sales of 134,000 units delivered December 2010. [ 4 ]

The strategic between Renault and Nissan is not a or an acquisition. The two companies are joined through a cross-shareholding agreement. The was unique in the auto industry the 1990s consolidation trend and served as a model for General and PSA Peugeot Citroën, [ 5 ] PSA Peugeot and Mitsubishi, as well as Volkswagen and [ 6 ] though the latter combination [ 7 ] The Alliance itself has broadened its substantially, forming additional with automakers including Daimler. China’s Dongfeng and Russia’s AvtoVAZ. [ 6 ]


Corporate Structure and [ edit ]

The Alliance is a strategic based on the rationale that, due to cross-shareholding investments, each acts in the financial interest of the maintaining individual brand and independent corporate cultures. currently has a 43.4 percent in Nissan, and Nissan holds a 15 stake in Renault. Although companies have adopted an arrangement, it remains controversial. business journalists have that the companies should be in a conventional merger in order to a bold move, [ 8 ] (subscription while other interested have said that the should separate. [ 9 ]

Carlos Ghosn is the Chairman and CEO of the Ghosn is a Brazilian-Lebanese-French businessman who is Chairman and CEO of Nissan Motors and the same positions at Renault. [ 10 ] has compared the Renault–Nissan partnership to a A couple does not assume a single identity when get married. Instead, they their own individuality and join to a life together, united by interests and goals, each something different to the union. In regardless of the industry, the most and enduring partnerships are those with a respect for identity as the guiding principle. [ 11 ]

Ghosn has advocated [ 12 ] an evolutionary approach results in increasing integration and for partners within the Alliance. [ 13 ] You to be careful that at the end of the day, by to do more in the short-term you don’t end up what had been delivering so result on the mid-term and long-term, was quoted as saying in March Reuters Special Report, in he said conventional, top-down in the auto industry in the past have failed. [ 14 ] It is not validated by any in the car industry that this Not one example. And saying something is just rubbish.

The goal of the Alliance is to increase of scale for both Renault and without forcing one company’s to be consumed by the other’s. The Alliance scale and speeds time to by jointly developing engines, and other key components. [ 15 ] For instance, market share increases in competitive light commercial segment have been a result of badging various van models such as the Renault Kubistar, Renault Master/Nissan Renault Trafic/Nissan Primastar. [ 16 ] In Renault builds nearly all of the engines in Nissan cars in Europe. Nissan uses engines to accelerate sales Europe, where it has already the number one Asian brand in key markets. [ 17 ]

Collaboration between and Nissan also focuses on research projects such as zero-emission transportation [ 18 ] and development of manufacturing in emerging markets as Brazil, Russia, and India. [ 19 ] The also oversees purchasing for companies, ensuring larger and thus better pricing suppliers. [ 20 ] Renault and Nissan also consolidated logistics under the Alliance to reduce The companies claim that generate more than million per year by sharing containers, shipping crates, vessels and customs-related processing. [ 21 ] In the Alliance reported more €1.5 billion in synergies in [ 22 ]

The Alliance develops “best borrowing systems and controls one company to strengthen the other where appropriate. The “Nissan Way” became the cornerstone of the de Production Renault standard by all Renault factories. Renault productivity increasing by 15 percent due to the new [ 23 ]

History [ edit ]

The Renault–Nissan began March 27, 1999. At the the autoe industry was in a period of consolidation. Numerous companies or were acquired in high-profile most notably Daimler’s of Chrysler in 1998 (which in 2007, when the companies [ 24 ] ).

At the time it was created, Renault 36.8 percent of Nissan’s stock, and Nissan vowed to buy Renault when it was financially In 2001, after the company’s from near-bankruptcy, Nissan a 15 percent stake in Renault, in turn increased its stake in to 44.4 percent. [ 25 ]

In 2002, the created the Renault–Nissan BV (RNBV), a management company to oversee such as corporate governance the two companies. Based in Amsterdam, it is 50/50 by Renault and Nissan and a neutral location for the Alliance to ideas, build strategy and leverage the maximum synergies the two companies. [ 26 ]

In 2006, the Alliance exploratory talks with Motors regarding the possibility of an industrial alliance. [ 27 ] The talks instigated by GM minority shareholder Kerkorian. GM reportedly demanded of several billion dollars to in an alliance, prompting Ghosn to the terms contrary to the spirit of an Discussions ended without in October 2006, when said, It’s clear the two have completely different for an alliance. [ 28 ]

Global sales [ edit ]

together, the Renault–Nissan Alliance one in ten cars worldwide, and would be the fourth largest automaker 2013 sales of 8,266,098 [ 29 ]

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