Renaultnissan: the Making of a Global Alliance
Renault / Nissan
The Making of a Global Alliance
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Abstract
On March 27, 1999, Nissan and Renault signed a comprehensive global alliance. The alliance brought together two companies vastly different in terms of skills, history, and culture. The case study describes the process of alliance formation from Renault’s and from Nissan's point of view. Starting from June, 1998, when contacts between the two companies were initiated, flashing back to briefly recount the history of the firms, and following through to March, 1999, the case looks at the internal developments that preceded and led to the alliance agreement.
Notes
The cases were written by :
Renault’s point of view : Olivier Masclef, Doctoral Student; EM Lyon.
Nissan’s point of view : LBS MBA students Naoko Hida and Ashok Krishnan (FT-2000), under the joint supervision of Professor Asakawa of Keio Business School, Professor Gomez of Lyon Business School and Professor Korine of London Business School. The financial support of the Strategic Leadership Research Programme at LBS, the ‘Rodolphe Mérieux’ Foundation for Research in Venturing at EM Lyon, and overseas case development fund at Keio Business School are gratefully acknowledged.
The cases are based on interviews conducted in Paris and Tokyo during the Spring of 2000 with the following executives:
Renault’s point of view : MM. Dassas VP, finance De Andria VP, corporate planning, Douin EVP, Alliance coordinator Husson VP, legal Levy EVP, finance Schweitzer Chairman and CEO.
Nissan’s point of view : MM. Anraku, managing director in charge of finance and accounting Shiga, Sugino, Suzuki, Nissan Corporate Planning, Hanawa Chairman and CEO.
Renault / Nissan
The Making of a Global Alliance
Renault’s point of view
Geneva, March 3, 1999. International Motor Show
As a traditional get-together for the leading automobile
The Making of a Global Alliance
[pic]
[pic]
Abstract
On March 27, 1999, Nissan and Renault signed a comprehensive global alliance. The alliance brought together two companies vastly different in terms of skills, history, and culture. The case study describes the process of alliance formation from Renault’s and from Nissan's point of view. Starting from June, 1998, when contacts between the two companies were initiated, flashing back to briefly recount the history of the firms, and following through to March, 1999, the case looks at the internal developments that preceded and led to the alliance agreement.
Notes
The cases were written by :
Renault’s point of view : Olivier Masclef, Doctoral Student; EM Lyon.
Nissan’s point of view : LBS MBA students Naoko Hida and Ashok Krishnan (FT-2000), under the joint supervision of Professor Asakawa of Keio Business School, Professor Gomez of Lyon Business School and Professor Korine of London Business School. The financial support of the Strategic Leadership Research Programme at LBS, the ‘Rodolphe Mérieux’ Foundation for Research in Venturing at EM Lyon, and overseas case development fund at Keio Business School are gratefully acknowledged.
The cases are based on interviews conducted in Paris and Tokyo during the Spring of 2000 with the following executives:
Renault’s point of view : MM. Dassas VP, finance De Andria VP, corporate planning, Douin EVP, Alliance coordinator Husson VP, legal Levy EVP, finance Schweitzer Chairman and CEO.
Nissan’s point of view : MM. Anraku, managing director in charge of finance and accounting Shiga, Sugino, Suzuki, Nissan Corporate Planning, Hanawa Chairman and CEO.
Renault / Nissan
The Making of a Global Alliance
Renault’s point of view
Geneva, March 3, 1999. International Motor Show
As a traditional get-together for the leading automobile