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Thierry MOULONGUET Renault’s CFO & EVP

Renault-Nissan Alliance Perspective. Thierry MOULONGUET Renault’s CFO & EVP. NISSAN. RENAULT. Renault-Nissan Alliance structure: Optimizing the global allocation of resources. 44.4%. 15%. 50%. 50%. Renault-Nissan BV. Strategic Management. Strategic Management. 100%.

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Thierry MOULONGUET Renault’s CFO & EVP

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  1. Renault-Nissan Alliance Perspective Thierry MOULONGUET Renault’s CFO & EVP

  2. NISSAN RENAULT Renault-Nissan Alliance structure:Optimizing the global allocation of resources 44.4% 15% 50% 50% Renault-Nissan BV Strategic Management Strategic Management 100% Joint companies eg: RNPO - RNIS 19 Cross Company Teams (CCTs) 4 Functional Task Teams (FTTs)

  3. The 7 management guidelines for the revival of Nissan • Focus on profit and organize the decision process around a set of simple financial yardsticks. • Link compensation and promotion to performance. • Concentrate on the core business. • Seek new opportunities for growth. • Transform a collection of regional fiefdoms into a global group. • Associate public commitments – empowerment –transparency and accountability. • Build a budget combining project – global function and regional approaches to stretch the performance through transversality.

  4. The performance drivers of the Alliance • Common platforms • Common purchasing • Common manufacturing • Exchange of best practices • Common IS/IT infrastructures • Complementarities in the international development of Renault and Nissan • Sharing of resources for new R&D development

  5. Renault-Nissan Alliance : win-win Advantages drawn by Renault • Acceleration of international deployment • Economies of scale (purchasing, common engines & platforms, co-development) • Sharing of best practices (quality, industrial & engineering) • Optimization of capacity utilization • Contribution to net result & dividend flow • Cooperation on leading technologies Advantages drawn by Nissan • Initial financial input from Renault • New performance orientated culture • Cost and vehicle project management • Re-invention of a « product policy » • Turn-around in Europe • Development of captive finance business

  6. Russia United Kingdom Slovenia China France Romania Korea Spain Iran Turkey United States Japan Mexico Morocco Thailand Taiwan Malaysia Colombia Brazil Indonesia Chile Uruguay South Africa Argentina Renault Renault Renault Renault Nissan Nissan Nissan Nissan Dacia Dacia Dacia Dacia Renault Samsung Motor Renault Samsung Motor Renault Samsung Motor Renault Samsung Motor Worldwide production facilities :Complementarities within the Alliance India

  7. Nissan operating margin 11.1% 12% 10.8% 10% 10% 7.9% 8% 6% 4.75% 4% 1.4% 2% 0% 2004 1999 2000 2001 2002 2003

  8. Nissan - ROIC 25% 21.3% 20 % 19.8% 20% 15% 12.7% 10% 7.5% 5% 1.3% 0% 2004 1999 2000 2001 2002 2003

  9. A positive impact of Nissan's resultsin Renault's accounts In millions of euros Nissan contribution to Renault's results Dividends receivedfrom Nissan 400 2,000 350 300 1,500 250 200 1,000 150 100 500 50 0 0 2004 2000 2001 2002 2003 2000-2004: 894 million euros of dividends received

  10. Market Capitalization

  11. The objectives of the Alliance vision - destination To rank among the top three automotive groups in the world: • For the quality and value of its products and services, in each region and market segment, • In key technologies, • In terms of operating profit thanks to its strategy of profitable growth.

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