Did you guys know that Renault bought infiniti?
#7
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#8
I think it was in 1999 when Renalt injected cash into Nissan and is a majority shareholder, I think has 45% share. Replaced the president of Nissan with the ex Renalt America president, Carlos Gone (sp?) restructured and fired all the expensive old farts not adding value to the company. You see in Japanese corporations you need a non-Japanese national to come in to do the dirty job (to save honor/faith). Anyways, Nissan has turned around for better financially since. Still lags behind Toyota though.
#9
FYI -
"In the late 1990s, Nissan was a company in distress, looking for a partner to help solve urgent short-term issues, and Renault was a successful European maker looking to expand its business internationally.
Nissan’s partnership with Renault began in March 1999. Renault’s $5.4 billion capital infusion and top management resources provided the necessary catalyst that led to the start of Nissan’s revival.
From the beginning, the decision to form the alliance was not so much a financial decision as it was a strategic decision about the future of each company. The structure of the alliance itself gives a clear picture of the relationship between the two.
Renault and Nissan are partners linked by a cross-shareholding. Renault holds a 44.4% stake in Nissan, and Nissan owns 15% of Renault shares. Both companies have a direct interest in the results of its partner, but each company is responsible for its own performance.
Renault and Nissan retain their own distinct brand identities. Product planning is separate. Within the Renault-Nissan alliance, which ranks fifth among global automakers, are five brand names: Nissan and Infiniti for the Nissan group, and Renault, Dacia and Samsung for the Renault group. For customers, there can be no confusion between a Renault car and a Nissan car.
Corporate identities are separate as well. Each company implements its own strategy and manages its operations under its respective executive committee. Each is accountable for specific results to its own board of directors and, ultimately, to its own shareholders.
Nissan and Renault consult each month about potential synergies through the alliance board, which steers the alliance’s medium-term and long-term strategy and coordinates joint activities on a worldwide scale. But decision-making is clearly divided between Nissan headquarters in Tokyo and Renault headquarters in Paris.
Corporate cultures are intact. Renault is predominantly French, and Nissan is predominantly Japanese. There is no blurring between Nissan and Renault. That distinction has been honoured from the very beginning.
When the alliance was signed between the two companies, there was no winner and no loser. Even though Nissan was financially weak at the time, executives at both companies were extremely aware that if the partnership were to succeed, it would be vital to respect the identities and self-esteem of all the people involved."
"In the late 1990s, Nissan was a company in distress, looking for a partner to help solve urgent short-term issues, and Renault was a successful European maker looking to expand its business internationally.
Nissan’s partnership with Renault began in March 1999. Renault’s $5.4 billion capital infusion and top management resources provided the necessary catalyst that led to the start of Nissan’s revival.
From the beginning, the decision to form the alliance was not so much a financial decision as it was a strategic decision about the future of each company. The structure of the alliance itself gives a clear picture of the relationship between the two.
Renault and Nissan are partners linked by a cross-shareholding. Renault holds a 44.4% stake in Nissan, and Nissan owns 15% of Renault shares. Both companies have a direct interest in the results of its partner, but each company is responsible for its own performance.
Renault and Nissan retain their own distinct brand identities. Product planning is separate. Within the Renault-Nissan alliance, which ranks fifth among global automakers, are five brand names: Nissan and Infiniti for the Nissan group, and Renault, Dacia and Samsung for the Renault group. For customers, there can be no confusion between a Renault car and a Nissan car.
Corporate identities are separate as well. Each company implements its own strategy and manages its operations under its respective executive committee. Each is accountable for specific results to its own board of directors and, ultimately, to its own shareholders.
Nissan and Renault consult each month about potential synergies through the alliance board, which steers the alliance’s medium-term and long-term strategy and coordinates joint activities on a worldwide scale. But decision-making is clearly divided between Nissan headquarters in Tokyo and Renault headquarters in Paris.
Corporate cultures are intact. Renault is predominantly French, and Nissan is predominantly Japanese. There is no blurring between Nissan and Renault. That distinction has been honoured from the very beginning.
When the alliance was signed between the two companies, there was no winner and no loser. Even though Nissan was financially weak at the time, executives at both companies were extremely aware that if the partnership were to succeed, it would be vital to respect the identities and self-esteem of all the people involved."
#10
Ghosn is now the head of both corporations. The Nissan-Renault strategic alliance goes way back to 1999. However, with the restructuring of their systems and the gradual integration of the two cultures (French and Japanese), it'll take a little while for the synergistic effects to play out.
#15